AMIT REPORT

INDIAN INSTITUTE OF PLANNING & MANAGEMENT

NEW

DELHI.

SUMMER INTERNSHIP PROJECT REPORT

ON

RECRUITMENT AND SELECTION PROCESS

SUBMITTED BY: AMIT RAJ SETHI

SECTION:FD1

DURATION: 15-6-2011 TO 13-8-2011

AREA OF INTERNSHIP: HUMAN RESOURCE

COMPANY: AIRCEL

PLACE: JAMMU AND KASHMIR

Summer Internship Project Report

BATCH: FW-10/12- ISBE

ID: D1012FWISBE-A10142-(DEL-1B-DB-2107)

ACKNOWLEDGEMENTThe joy of ingenuity!!! This is doubtlessly what this

project is about. Before getting to brass tacks of

things. I would like to add a heartfelt word for the

people who have helped me in bringing out the

creativeness of this project.

To commence with things I would like to take this

opportunity to gratefully and humbly thank to Mr.

Balbir singh, Project guide, Aircel, Srinagar, for

being appreciative enough by giving me an opportunity

to undertake this project in Aircel.

My parent‟s need special mentions here for their

constant support and love in my life.

I also thank my friends and well wishers, who have

provided their whole hearted support to me in this

exercise. I believe that this Endeavor has prepared me

for taking up new challenging opportunities in future.

Amit Raj Sethi


Table of contents

Topic

Page no.

Executive

summary

3-4

Chapter 1:

Introduction to

topic

Recruitment and

6-11


selection

Process in aircel

Different sources of

recruitment and

selection in aircel

Different

recruitment and

selection strategies

followed by aircel

12-20

21-29

30-42

Chapter 2 Methodology

Research objective

Information research

Data collection

Method of study

43

44

45

45

46


Chapter 3 Introduction to

telecom sector

History of telecom

sector

Major players in the

sector

Market share of each

player

Challenges

opportunity

48

48-

49

50-

53

53

54-

55 Chapter 4

Intoduction to

company

Mission and vision

Products and

services

Aircel in kashmir

Organisation

57-

60

61

62-65

66-

68


structure 69

Chapter 5 Data interpretation

and analysis 70-

76 Chapter 6

Assesment about the

training

Findings

conclusion

chapter 7

Suggestions

Questionnaire

Biblography

78 -

80

80

81

83

84-

88

89-

90


EXECUTIVE

SUMMARY

The project of Revamping of Recruitment and Selection

processes started with AIRCEL on 15 june2011. The project

duration was for 2 months and the project dealt with the

defining about the recruitment and selection process in

the company.

The project report is about Recruitment and Selection

process that‟s an important part of any organization.

Which is considered as a necessary asset of a company. In

fact, Recruitment and Selection gives a home ground to

the organization acumen that is needed for proper

functioning of the organization. It gives a

organizational structure of the company. It‟s a

methodology in which the particular organization works

and how a new candidate could be recruited in such a way

that he/she would be fitted for the right kind of career.

The project started with the induction program which

provided overview on various aspects of the company.

After having an overview as to how the company works I


started studying the Recruitment and Selection process in

the company. Documents were provided to know about how

the whole process was done in the company etc. Based on

the understanding, questions were prepared to be asked

from employees to analyze their views about the process.

Data collection from employees was one of the biggest

challenges.

In the later part of the project with the help of one-on-

one interactions with the designation holders, interview

of HR manager of the company and various secondary

sources proper analysis and interpretation was done. On

the basis of the findings from the analysis, various

recommendations were given.

Apart from the main project, I was also involved in

present training process for the current openings. I also

got an opportunity to work in personal department and got

the knowledge of various processes under the personal

department.

Lastly, this project gave an insight about all the

intricacies involved in the management of the company.


This helped in clearing up many concepts related to Human

Resource and its effect on the working of the company


CHAPTER - 1

INTRODUCTION:

Introduction to the

Topic.

Recruitment and

selection process in

Aircel.

Different sources of

recruitment and

selection in Aircel.

Different recruitment

and selection strategies

followed by Aircel.


INTRODUCTION

1.1 Human resource management

Human Resource plays a crucial role in the development

process of the modern economics.

“There are great differences in development between countries which

seem to have roughly equal resources, so it is necessary to enquire into

the difference in human behaviors”

Human resource management is the management of

employee‟s skill, knowledge abilities, talent, aptitude,

creativity, ability etc. different terms are used for

denoting Human Resource Management. They are labour

management, labour administration, labour management

relationship, employee –employer relationship,

industrial relationship, human capital management, human


assent management etc. Though these terms can be used

differently widely, the basic nature of distinction lies

in the scope or coverage and evolutionary stage. In

simple sence, human resource management means employing

people, developing their resources, utilizing,

maintaining and compensating their services in tune with

the job and organizational requirements

1.2 Functions of human resource management

Administration:

Strategic planning, organizational evaluation, County

Board relations, policy recommendations, supervision of

department staff


Benefits:

Health insurance, dental insurance, life insurance,

disability insurance, retirement benefits, vacation,

sick leave, paid holidays, section 125 plan, donor

program, educational incentive, uniform allowance, and

others.

Compensation:

Salary and benefit surveys, job evaluation, job

descriptions evaluation, job descriptions

Employee relations:

Disciplinary processes, incident investigations,

complaint/grievance procedures, labor-management

relations.

Employee services:

Enrollment in benefits, employee discounts for

recreational spots, resolution of enrollment or claim

problems, employee newsletter. Educational assistance,

employee service awards

Fiscal:

Staffing budgets, departmental budget, accounts

payable, insurance receivables, insurance fund

management, total package costing. Insurance


receivables, insurance fund management, total package

costing.

Health and safety:

Employee assistance, workers compensation claims, drug

testing, safety compliance and training.

Leaves of absence:

State and/or Federal Family and Medical Leave rights,

County approved leaves of absence, rights upon return

to work, light duty assignments for temporary periods.

Payroll administration:

Computer-based or manual evaluation systems,

supervisory training, compliance with timeliness

standards

Performance appraisal:

Employee files, litigation files, payroll records,

safety records and other administrative files

Record-keeping:

Job posting, advertising, testing administration,

employment interviews, background investigations, post-

offer employment testing.

Recruitment:


Recruitment is defined as a process to discover the

sources of manpower to meet the requirement of the

staffing schedule and to employ effective measures fir

meet the requirement of the staffing schedule and to

employ to employ effective measures for attracting the

manpower in adequate numbers to facilitate effective

selection of an effective workforce.

Selection:

After identifying the sources of human resources,

searching for prospective employees and stimulation

helps too apply for jobs in an organization, the

management has to perform the function of selecting the

right man at right job and at the right time.

Separations and terminations:

Rights upon termination of employment, severance

benefits, unemployment compensation, exit interviews.

Training and development:

County-wide needs assessment, development of

supervisory and management skills, employee training


and workshops. Benefits orientation for new and

transferring employees, Supervisory newsletter.

Salary and benefits:

Salary/wage plans, employee benefits

1.3 Importance of Human Resource Management

Attract highly qualified and competent people

Ensure that‟s the selected candidate stays longer

with the company.

Whereas, the poor quality of selection means extra

cost on training and supervision. Furtherionmore ,

when recruitment fails to meet organizational needs

for talent, a typically response is to raise entry

level pay scales . This can distort traditional

wages and salary relationship in organization,

resulting in unavoidable consequences. Thus the

effectiveness of the recruitment process can play a

major role in determining the resources that must

be expended on other HR activates and their

ultimate success.


HUMAN RESOURCE DEPARTMENT AT AIRCEL

1.4 Human resource development This department looks after the needs and Requirement

the present employees. This Department includes number

of function which are as

Recruitment and

selection

Resource allocation

Training and

development


Follows:

Training and Development –it includes technical,

soft skills and process related to training

Process and policies –it contains all the rule

and regulations that need to be followed by the

employees.

3: Appraisal and increment- it is in the formal

feedback to the employees about their performance

and the conduct of work.

4: Induction-involves the information to the new

employees about the company, job, departments etc

5: Motivational activities and entertainment-

involves motivating the employees to improve

their productivity.

6: Roles and responsibilities-that every

individual employee needs to fulfil

7: Key Result Area (KRA) –it is the measurement

quantifiable of output for the roles of

responsibilities.

8: Employee separation-includes resignation and

dismissal.


9: Joining formalities- take place when a new

employee joins the company.

10: Computerization

12: Helpdesk

13: Employee verification-take place at the time

of joining of the new employee.

14: Surveys

15: Project trainees

16: Counselling and grievance handling-both are

different as counselling is basically helping out

in personal problems whereas, grievances Handling

involves the handling of complains that the

employees has towards the management.

All the above head are included in the human resource

development and involves the over all development of

individual employees which in turn increases the over

all profit of the company.

Recruitment Procedure overview


RECRUITMENT AND SELECTION PROCESS IN AIRCEL


1.5 Introduction

People are integral part of any organization today. No

organization can run without its human resources. In

today‟s highly complex and competitive situation, choice

of right person at the right place at right time has far

reaching implications for an organization‟s functioning.

An employee well selected and well placed would not only

contribute to the efficient running of the organization

but also offer significant potential for future

replacement. Thus, hiring is an important function. The

process of hiring begins with human resource planning

(HRP) which helps to determine the number and type of

people an organization needs. Job analysis and job

design enables to specify the task and duties of jobs

and qualification expected from prospective job. HRP,

job analysis and job design helps to identify the kind

of people required in an organization and hence hiring.

It should be noted that hiring is an ongoing process and

not confined to formative stages of an organization.

Employees leave the organization in search of greener

pastures, some retire and some die in the saddle. More

importantly an enterprises grows, diversifies, take over


the other units all necessitating hiring of new men and

women. In fact the hiring function stops only when the

organization ceases to exist.

1.6 Recruitment at Aircel

According to Edwin B. Flippo, “Recruitment is the

process of searching the candidate for employment and

stimulating them to apply for jobs in the organization.

(Flippo, 1984)” It is the activity which links the

employer and the job seekers.

According to Yoder, “Recruitment is a process to

discover the sources of manpower to meet the

requirements of the staffing schedule and to employ

effective measures for attracting that manpower in

adequate numbers to facilitate effective selection of an

efficient working force.”


“Recruitment is the development and maintenance of

adequate manpower resources. It involves the creation of

a pool of available labor upon whom the organization can

draw when it needs additional employees.” (Beach, 1975)

Thus, we can say that:

Recruitment is the activity that links the employers

and the job seekers. It is a process of finding and

attracting capable applicants for employment. It begins

when new recruits are sought and ends when their

applications are submitted. The result is a pool of

applications from which new employees are selected.

It is the process to discover sources of manpower to

meet the requirement of staffing schedule and to employ

effective measures for attracting that manpower in

adequate numbers to facilitate effective selection of an

efficient working force.

Recruitment of candidates is the function preceding the

selection, which helps create a pool of prospective

employees for the organization so that the management

can select the right candidate for the right job from


this pool. The main objective of the recruitment process

is to expedite the selection process.

Recruitment is a continuous process whereby the firm

attempts to develop a pool of qualified applicants for

the future human resources needs even though specific

vacancies do not exist. Usually, the recruitment process

starts when a manger initiates an employee requisition

for a specific vacancy or an anticipated vacancy.

1.7 Purpose and Importance of Recruitment in

Aircel.

Attract and encourage more and more candidates to

apply in the organization.

Create a talent pool of candidates to enable the

selection of best candidates for the organization.

Determine present and future requirements of the

organization in conjunction with its personnel

planning and job analysis activities.

Recruitment is the process which links the employers

with the employees.

Increase the pool of job candidates at minimum cost.


Help increase the success rate of selection process by

decreasing number of visibly under qualified or

overqualified job applicants.

Help reduce the probability that job applicants once

recruited and selected will leave the organization

only after a short period of time.

Meet the organizations legal and social obligations

regarding the composition of its workforce.

Begin identifying and preparing potential job

applicants who will be appropriate candidates.

Increase organization and individual effectiveness of

various recruiting techniques and sources for all

types of job applicants

1.8 Aircel guiding principles

Recruit the best Accept personal responsibility Build an empowered team Building a shared vision and purpose Leadership Development Reward and Recognition


Recruit the best

Aircel India has a well-articulated equal opportunity

policy, which lays strong emphasis on hiring of

individuals irrespective of age, race, caste or gender.

As a best practice in recruitment, they deploy

identified psychometric tools such as SHL and Belbin

and designate ability tests to eliminate any biases in

the resourcing process and facilitate hiring of diverse

profiles (vis-à-vis gender, background, experience

levels and competencies). The focus is on competence-

based credentials rather than past experience or length

of service.

“AIRCEL does not follow a very descriptive hierarchy – you

have transparency at each level, unlike most other

organizations, where managers and senior management

don‟t „look‟ after their subordinates. Here you feel

comfortable talking with your seniors” At Aircel they have an Employee Referral Programme,

which seeks to encourage employees to be brand

ambassadors of the Company and actively contribute to


the resourcing process by recommending candidates with

relevant competencies and potential, thereby

facilitating in strengthening domain expertise within

the Organization.

They have a robust Campus Programme, which is aimed at

hiring students fresh from key B-Schools and providing

them with structured inputs and an environment for

their personal and professional growth. The Summer

Trainee Program is designed to expose people to the

vibrancy of a complex and competitive business

environment, challenge you intellectually and encourage

people to find innovative solutions.

They aim at providing a business perspective and Summer

Trainees work on live projects, which form the core of

our business strategy. Not only do they get the freedom

to experiment and make decisions, but also spend

quality time with their Project Guide or mentor, who

provides them the perspective of the 'bigger picture'.

The programme thus gives them a unique opportunity to

integrate their classroom learning with the realities

of real business, in a live yet safe environment.

Accept Personal Responsibility


“Apart from professional development, AIRCEL also looks

after the personal development of employees”They believe that dealing with diversity is an ongoing

phenomenon that facilitates the process for a Company

to adapt to and capitalize on today's increasingly

complex marketplace. Specific action plans have been

formulated to ensure the mandated gender ratio is

achieved at the recruitment stage for a new position or

through job enhancement/ job rotation opportunities for

existing roles.

“The organization has tremendous respect for the

individual - which it demonstrates by doing what it says”

Build an Empowered Team

To institutionalize an open and honest environment with

shared goals and participative decision-making, they

have various open forums, one such initiative being the

Town Hall(s). These are conducted on a monthly basis by

the Managing Director and designate leadership team

members.


To share information on celebrations, events and people

across locations, a quarterly newsletter „Buzz‟ is

circulated to all members of the Aircel team. It

features a message from the Managing Director,

celebrates achievements and Milestones of individuals

and teams and updates employees on new and ongoing

initiatives and highlighting news of past and futures

events

“Employees are not working with AIRCEL, they are living in

AIRCEL ”

In line with their vision statement and one of Aircel‟s

key values - Innovation, the Company introduced the

popular „Ideas 4 Aircel‟ scheme. This is an enriching

programme in which every member of Aircel has an open

invitation to influence any aspect of business by

giving suggestions and ideas on how to work smarter and

better.

Build Shared Vision and Purpose

“You feel as if you are part of the system when you are

included in all the decisions being made for your

function.”


As a Company, they encourage self-starters. Given their

dynamic environment, one is expected to deliver from

day one. Somewhere between adjusting to the new

environment and proving their worth they forget to ASK.

Ask basic questions About the facilities,

infrastructure, processes, key people and dynamics of

the Organization etc. Information, which if provided on

time can be very useful. This is how the „Buddy

Programme‟ was envisaged. Career Management

Campus Programme

They have a robust Campus Programme, which is aimed at

hiring students fresh from key B-Schools and providing

them with structured inputs and an environment for

their personal and professional growth. The Summer

Trainee Programme is designed to expose them to the

vibrancy of a complex and competitive business

environment, challenge intellectually and encourage

them to find innovative solutions.

Leadership Development

To strengthen entrepreneurial capabilities required to

operate in a fiercely competitive and dynamic insurance


market environment and plan effective succession

planning by building futuristic leadership

competencies, various initiatives are taken by the

Aircel

Reward and recognize performance

To build a meritocratic environment, they have

implemented a robust value based performance

management process wherein they recognize significant

contributions made by their employees in an objective

and transparent manner and on demonstrated competence

levels. Further, they also recognize people who 'walk

that extra mile' in living the Aircel values.

1.9 Recruitment techniques in Aircel:


Recruitment techniques are the means or media by which

the management contactsprospective employees or

provides necessary information or exchange of

ideasorder to stimulate them to apply for jobs.

1.10 How Recruitment takes place in Aircel

The process of recruitment can be divided into following

steps:

Identification of job vacancy

Job Description and person specification

Advertise the vacancy

Manage the response

Determining which characteristics that differentiate people are mostimportant to

performance.

Measuring those characteristics

.

Deciding who should make the

selection process.

Time effective and economical

Factors that are considerd

while recruitin

g in Aircel:


Short-listing

Arranging interview

1.11 Sources of Recruitment

The sources of recruitment can be broadly classified into

2 types:

Internal sources of recruitment

External sources of recruitment

(a) Internal Sources of Recruitment

1. Transfers: The employees are transferred from one

department to another according to their efficiency and

experience.

2. Promotions: The employees are promoted from one

department to another with more benefits and greater

responsibility based on efficiency and experience.

3. Upgrading And Demotion: Upgrading and Demotion of present

employees according to their performance.

4. Retired And Retrenched Employees: Retired and Retrenched

employees may also be recruited once again in case of


shortage of qualified personnel or increase in load of

work. Recruitment such people save time and costs of the

organizations as the people are already aware of the

organizational culture and the policies and procedures.

5. Dependants And Relatives Of Employees: The dependents and

relatives of Deceased employees and Disabled employees are

also done by many companies so that the members of the

family do not become dependent on the mercy of others.

6. Job Postings: Job vacancy can also be posted on company

notice board for finding a suitable candidate from within

the organization.

Advantages and Disadvantages of Internal Sources Of

Recruitment

Advantages

Disadvantages

Motivated employees

and Higher morale

Employees familiar

Reduced scope for

fresh talent.

Employees may become


with the organization

Higher probability of

success

Industrial Peace

Relatively inexpensive

Training and skill

enhancement

Overcoming surpluses

and shortages

lethargic if they are

sure of time bound

promotions

Spirit of competition

may be hampered

Frequent transfers of

employees may reduce

the overall

productivity of the

organization.

Political infighting

for promotion

Table 1: Advantages and Disadvantages of internalsources of recruitment


(b) External Sources of Recruitment

1.Press Advertisements: Advertisements of the vacancy in

newspapers and journals are a widely used source of

recruitment. The main advantage of this method is that

it has a wide reach.

2.Educational Institutes: Various management institutes,

engineering colleges, medical Colleges etc. are a good

source of recruiting well qualified

executives, engineers, medical staff etc. They provide

facilities for campus interviews and placements. This

source is known as Campus Recruitment.

3.Placement Agencies: Several private consultancy firms

perform recruitment functions on behalf of client

companies by charging a fee. These agencies are

particularly suitable for recruitment of executives and

specialists. It is also known as RPO (Recruitment

Process Outsourcing)


4.Employment Exchanges: Government establishes public

employment exchanges throughout the country. These

exchanges provide job information to job seekers and

help employers in identifying suitable candidates.

5.Labour Contractors: Manual workers can be recruited

through contractors who maintain close contacts with the

sources of such workers. This source is used to recruit

labor for construction jobs.

6.Unsolicited Applicants: Many job seekers visit the office of

well-known companies on their own. Such callers are

considered nuisance to the daily work routine of the

enterprise. But can help in creating the talent pool or

the database of the probable candidates for the

organization.

7.Employee Referrals / Recommendations: Many organizations have

structured system where the current employees of the

organization can refer their friends and relatives for

some position in their organization. Also, the office

bearers of trade unions are often aware of the

suitability of candidates. Management can inquire these

leaders for suitable jobs. In some organizations these


are formal agreements to give priority in recruitment to

the candidates recommended by the trade union.

8.Recruitment at factory gate: Unskilled workers may be

recruited at the factory gate these may be employed

whenever a permanent worker is absent. More efficient

among these may be recruited to fill permanent

vacancies.

9.Professional & Trade Assocation‟S: Many associations provide

placement service to its members. It consists of

compiling job seeker‟s lists and providing access to

members during regional or national conventions. Also,

the publications of these associations carry classified

advertisements from employers interested in recruiting

their members.

Advantages and Disadvantages of External Sources Of Recruitment Advantages Disadvantages

Qualified Personnel Wider Choice Fresh Talent Competitive Spirit

Dissatisfaction amongst existing staff Lengthy process (Increased adjustment period) Costly Process


Uncertain Process

Table 2:Advantages and Disadvantages of External Sources Of Recruitment

1.12 Factors Affecting Recruitment

The recruitment function of the organizations

is affected and governed by a mix of various

internal and external forces. The internal

forces or factors are the factors that can be

controlled by the organization. And the

external factors are those factors which

cannot be controlled by the organization.

Factors Affecting Recruitment at Aircel:

Internal

External

Recruitment Policy

Human Resource

Planning

Supply & Demand

Labour Market

Employer‟s Brand/


Size Of The Firm

Cost

Growth And Expansion

Goodwill

Socio - Political -

Legal

Environment

Competitors

(a ) Internal Factors

1. Recruitment Policy: The recruitment policy of an

organization specifies the objectives of recruitment and

provides a framework for implementation of recruitment

strategy. It may involve organizational system to be

developed for implementing recruitment strategies and

procedures by filling up vacancies with best qualified

people. The recruitment policies of an organization may

be affected by following factors:

Organizational Objectives

Personnel policies of the organization

Government policies on reservation


Preferred sources of recruitment

Need of the organization

Recruitment costs and financial implications

2. Human resource planning: Effective human resource

planning helps in determining the gaps present in the

existing manpower of the organization. It also helps in

determining the number of employees to be recruited and

what qualification they must possess.

3.Size of the firm: The size of the firm is an important

factor in recruitment process. If the organization is

planning to increase its operations and expand its

business, it will think of hiring more personnel, which

will handle its operations.

4.Cost: Recruitment incur cost to the employer,

therefore, organizations try to employ that source of

recruitment which will bear a lower cost of recruitment

to the organization for each candidate.

5. Growth And Expansion: Organization will employ or think

of employing more personnel if it is expanding its

operations.

(b) External Factors


1. Supply And Demand: The availability of manpower both

within and outside the organization is an important

determinant in the recruitment process. If the company

has a demand for more professionals and there is

limited supply in the market for the professionals

demanded by the company, then the company will have to

depend upon internal sources by providing them special

training and development programs.

2. Labour Market: Employment conditions in the community

where the organization is located will influence the

recruiting efforts of the organization. If there is

surplus of manpower at the time of recruitment, even

informal attempts at the time of recruiting like notice

boards display of the requisition or announcement in

the meeting etc will att ract more than enough

applicants.

3. Employer‟s brand/ goodwill: Image of the employer can work

as a potential constraint for recruitment. An

organization with positive image and goodwill as an

employer finds it easier to attract and retain

employees than an organization with negative image.


Image of a company is based on what organization does

and affected by industry.

4. Political-Social- legal environment: Various government

regulations prohibiting discrimination in hiring and

employment have direct impact on recruitment practices.

For example, if Government introduces legislation for

reservation in employment for scheduled castes,

scheduled tribes, physically handicapped etc. it

becomes an obligation for the employer. Also, trade

unions play important role in recruitment. This

restricts management freedom to select those

individuals who it believes would be the best

performers.

5. Competitors: The recruitment policies of the

competitors also affect the recruitment function of the

organizations. To face the competition, many a times

the organizations have to change their recruitment

policies according to the policies being followed by

the competitors.


1.13 Recent trends in recruitment in telecom

industryRecruitment outsourcing:

Recruitment outsourcing has emerged as one of the

preferred solution for companies. A company may draw

required personnel from outsourcing firms. The

outsourcing firms help the organization by the initial

screening of the candidates according to the needs of

the organization and creating a suitable pool of talent

for the final selection by the organization.

Outsourcing firms develop their human resource pool by

employing people for them and make available personnel

to various companies as per their needs. In turn, the

outsourcing firms or the intermediaries charge the

organizations for their services.

Poaching/raiding

“Buying talent” (rather than developing it) is the

latest mantra being followed by the organizations


today. Poaching means employing a competent and

experienced person already working with another reputed

company in the same or different industry; the

organization might be a competitor in the industry. A

company can attract talent from another firm by

offering attractive pay packages and other terms and

conditions, better than the current employer of the

candidate. But it is seen as an unethical practice and

not openly talked about. Indian software and the retail

sector are the sectors facing the most severe brunt of

poaching today. It has become a challenge for human

resource managers to face and tackle poaching, as it

weakens the competitive strength of the firm.

E-Recruitment

E- Recruitment is the use of technology to assist the

recruitment process. Many big organizations use

Internet as a source of E-Recruitment. They advertise

job vacancies through worldwide web. The job seekers

send their applications or curriculum vitae i.e. CV


through e mail using the Internet. Alternatively job

seekers place their CV‟s in worldwide web, which can be

drawn by prospective employees depending upon their

requirements. The two kinds of e- recruitment that an

organization can use are –

Job portals i.e. posting the position with the job

description and the job specification on the job

portal and also searching for the suitable resumes

posted on the site corresponding to the opening in

the organization.

Creating a complete online recruitment/application

section in the company‟s own website. Companies

have added an application system to

in their website, where the „passive‟ job seekers

can submit their resumes into the database of the

organization for consideration in future, as and

when the roles become available.


1.14 Recruitment Strategies followed at AircelRecruitment is of the most crucial roles of the human

resource professionals. The level of performance of an

organization depends on the effectiveness of its

recruitment function. Organizations‟ have developed and

follow recruitment strategies to hire the best talent

for their organization and to utilize their resources

optimally. A successful recruitment strategy should be

well planned and practical to attract more and good

talent to apply in the organization.

For formulating an effective and successful recruitment

strategy, the strategy should cover the following

elements:

1. Identifying and prioritizing jobs

Requirements keep arising at various levels in every

organization; it is almost a never-ending process. It


is impossible to fill all the positions immediately.

Therefore, there is a need to identify the positions

requiring immediate attention and action. To maintain

the quality of the recruitment activities, it is useful

to prioritize the vacancies whether to focus on all

vacancies equally or focusing on key jobs first.

2. Candidates to target:

The recruitment process can be effective only if the

organization completely understands the requirements of

the type of candidates that are required and will be

beneficial for the organization. This covers the

following parameters as well:

Performance level required: Different strategies

are required for focusing on hiring high performers

and average performers.

Experience level required: the strategy should be

clear as to what is the experience level required

by the organisation. The candidate‟s experience can

range from being a fresher to experienced senior

professionals.


Category of the candidate: the strategy should

clearly define the target candidate. He/she can be

from the same industry, different industry,

unemployed, top performers of the industry etc.

3. Sources of recruitment:

The strategy should define various sources (external

and internal) of recruitment. Which are the sources to

be used and focused for the recruitment purposes for

various positions? Employee referral is one of the most

effective sources of recruitment.

4. Trained recruiters

The recruitment professionals conducting the interviews

and the other recruitment activities should be well-

trained and experienced to conduct the activities. They

should also be aware of the major parameters and skills

(e.g.: behavioral, technical etc.) to focus while

interviewing and selecting a candidate.


1.15 Selection process at Aircel


The selection process is a decision making process.

This step consists of a number of activities. A

candidate who fails to qualify for a particular step is

not eligible for appearing for the subsequent step.

Employee Selection is the process of putting right men

on right job. It is a procedure of matching

organizational requirements with the skills and

qualifications of people. Effective selection can be

done only when there is effective matching. By

selecting best candidate for the required job, the

organization will get quality performance of employees.


Moreover, organization will face less of absenteeism

and employee turnover problems. By selecting right

candidate for the required job, organization will also

save time and money. Proper screening of candidates

takes place during selection procedure. All the

potential candidates who apply for the given job are

tested.

The process of selection starts with preliminary

interview of candidates and ends with contract of

employment. Following are the steps which are generally

involved in any selection process:

1.16 Selection process at Aircel:1. Preliminary Interview

The applications received from job seekers are

subjected to scrutiny, so as to eliminate unqualified

applicants. This is usually followed by a preliminary

interview the purpose of which is more or less the same

as scrutiny of application, that is, eliminate of

unqualified applicants. Scrutiny enables the HR

specialists to eliminate unqualified jseekers based on

the information supplied in their application forms.


Preliminary interview, on the other hand, helps reject

misfits for reason, which did not appear in the

application forms. Besides, preliminary interview,

often called „courtesy interview‟, is a good public

relation exercise.

2.Selection Test

Job seekers who pass the screening and the preliminary

interview are called for tests. Different types of

tests may be administered, depending on the job and the

company. Generally, tests are used to determine the

applicant‟s ability, aptitude and personality.


3.Interview

The next step in the selection process is an interview.

Interview is formal, in-depth conversation conducted to

evaluate the applicant‟s acceptability. It is

considered to be excellent selection device. It is

face-to-face exchange of view, ideas and opinion

between the candidates and interviewers. Basically,

interview is nothing but an oral examination of

candidates. Interview can be adapted to unskilled,

skilled, managerial and profession employees.

Interviews can be of various types depending upon the

setting, number of interviewers, structuring. Some of

them are as follows:

1. Non- Directive Interview:

Non-directive interview or unstructured interview is

designed to let the interviewee speak his mind freely.

The interviewer has no formal or directive questions,

but his all attention is to the candidate. He

encourages the candidate to talk by a little prodding

whenever he is silent e.g. “Mr. Ray, please tell us

about yourself after your graduation from high school”.

The idea is to give the candidate complete freedom to


“sell” himself, without the encumbrances of the

interviewer‟s question. But the interviewer must be of

higher calibre and must guide and relate the

information given by the applicant to the objective of

the interview.

2. Stress Interview:

It is designed to test the candidate and his conduct

and behaviour under conditions of stress and strain.

The interviewer may start with “Mr. Joseph, we do not

think your qualifications and experience are adequate

for this position,‟ and watch the reaction of the

candidates. A good candidates will not yield, on the

contrary he may substantiate why he is qualified to

handle the job. This type of interview is borrowed from

the Military organisation and this is very useful to

test behaviour of individuals when they are faced with

disagreeable and trying situations.

3. Panel Interview:

A panel or interviewing board or selection committee

may interview the candidate, usually in the case of


supervisory and managerial positions. This type of

interview pools the collective judgment and wisdom of

the panel in the assessment of the candidate and also

in questioning the faculties of the candidate.

4. Structured Interview:

A panel or interviewing board or selection committee

may interview the candidate, usually in the case of

supervisory and managerial positions. This type of

interview pools the collective judgment and wisdom of

the panel in the assessment of the candidate and also

in questioning the faculties of the candidate.

5. Unstructured Interview:

It is also known as „Un-patterned‟ interview, the

interview is largely unplanned and the interviewee does

most of the talking. Unstructured interview is

advantageous in as much as it leads to a friendly

conversation between the interviewer and the

interviewee and in the process, the later reveals more

of his or her desire and problems. But the Unstructured

interview lacks uniformity and worse, this approach may

overlook key areas of the applicant‟s skills or


background. It is useful when the interviewer tries to

probe personal details of the candidate it analyse why

they are not right for the job.

6. Mixed Interview:

In practice, the interviewer while interviewing the job

seekers uses a blend of structured and unstructured

questions. This approach is called the Mixed Interview.

The structured questions provide a base for interview

whereas

unstructured questions permit greater insights into the

unique differences between applicants.

7. Dinner Interview:

These interviews may be structured, informal, or

socially situated, such as in a restaurant. Decide what

to eat quickly, some interviewers will ask you to order

first (do not appear indecisive). Avoid potentially

messy foods, such as spaghetti. Be prepared for the

conversation to abruptly change from friendly chat to


direct interview questions, however, do not

underestimate the value of casual discussion, some

employers place a great value on it. Be prepared to

switch gears rapidly, from fun talk to business talk.

8. Telephonic Interview:

On many occasions when it is not possible to arrange

face to face interview with the candidates, telephonic

interviews are used by companies. A candidate should be

ready for such interview and can do following

preparations. Have a copy of your resume and any points

you want to remember to say nearby. If you are on your

home telephone, make sure that all roommates or family

members are aware of the interview (no loud stereos,

barking dogs etc.). Speak a bit slower than usual. It

is crucial that you convey your enthusiasm verbally,

since the interviewer cannot see your face. If there

are pauses, do not worry; the interviewer is likely

just taking some notes.

4. Reference Test


Many employers request names, addresses, and telephone

numbers of references for the purpose of verifying the

information and perhaps, gaining additional background

information on an applicant. Although listed on the

application form, references are not usually checked

until an applicant has successfully reached the fourth

stage of a sequential selection process. When the

labour market is very tight, organisations sometimes

hire applicants before checking references. Previous

employers, known public figures, university professors,

neighbours or friends can act as references. Previous

employers are preferable because they are already aware

of the applicant‟s performance. But, the problem with

this reference is the tendency on the part of the

previous employers to over-rate the applicant‟s

performance just to get rid of the person

Organisations normally seek letter of reference or

telephone references. The latter is advantageous

because of its accuracy and low cost. The telephone

reference also has the advantage of soliciting

immediate, relatively candid comments and attitude can


sometimes be inferred from hesitations and inflections

in speech


5.Selection decision

After obtaining information through the preceding

steps, selection decision (the most critical of all the

steps) must be made. The other stages in the selection

process are meant for narrowing down the number of the

candidates. The final decision has to be made from pool

of individuals who pass the tests, interviews and

reference checks. The view of the line manager is

generally considered in the final selection because it

is he/she who is responsible for the performance of the

new employee. The supervisor is better able to evaluate

the applicant's technical capabilities and is in a

better position to answer the interviewee's job-related

questions. Further, the supervisor's personal

commitment to the success of the new employee is higher

if the supervisor has played a role in the hiring

decision.

In fact, in a majority of firms, the supervisor has the

authority to make the final hiring decision. In these

cases, it is the role of the HR department to do the

initial screening and to ensure that hiring does not


violate laws such as Human Rights legislation or Labour

legislation.

This step may or may not be followed be followed by

realistic job previews which involves showing the

applicant(s) the job site in order to acquaint them

with the work setting, commonly used equipment, and

prospective co-workers . The realistic job preview is

intended to prevent initial job dissatisfaction with a

job by presenting a realistic view of the job. Research

shows that job turnover is lower when realistic job

previews are used.

6. Physical Examination

After the selection decision and before the job offer

is made, the candidate is required to undergo a

physical fitness test. A job offer is, often,

contingent upon the candidate being declared fit after

the physical examination. The results of the medical

fitness test are recorded in a statement and are

preserved in the personnel records. There are several

objectives behind a physical test. Obviously, one

reason for a physical test is to detect if the

individual carries any infectious disease. Secondly,


the test assists in determining whether an applicant is

physically fit to perform the work. Thirdly, the

physical examination information can be used to

determine if there are certain physical capabilities,

which differentiate successful and less successful

employees. Fourth, medical check-up protects applicants

with health defects from undertaking work that could be

detrimental to them or might otherwise endanger the

employer‟s property. Finally, such an examination will

protect the employer from workers compensation claims

that are not valid because the injuries or illness were

present when the employee was hired.

7. Job Offer

The next step in the selection process is job offer to

those applicants who have crossed all the previous

hurdles. Job offer is made through a letter of

appointment. Such a letter generally contains a date by

which the appointee must report on duty. The appointee

must be given reasonable time for reporting. This is

particularly necessary when he or she is already in

employment, in which case the appointee is required to

obtain a relieving certificate from the previous


employer. Again, a new job may require movement to

another city, which means considerable preparation, and

movement of property.

8. Contract Of Employment

After the job offer has been made and the candidate

accepts the offer, certain documents need to be

executed by the employer and the candidate. One such

document is the attestation form. This form contains

vital details about the candidate, which are

authenticated and attested by him/her. Attestation form

will be a valid record for the future reference. There

is also a need for preparing a contract of employment.

The basic information that should be included in a

written contract of employment will vary according to

the level of the job, but the following checklist sets

out the typical headings:

1. Job title

2. Duties, including a parse such as “The employee

will perform such duties and will be responsible to

such a person, as the company may from time to time

direct”.


3. Date when continuous employment starts and the basis

for calculating service.

4. Rate of pay, allowance, overtime and shift rates,

method of payments.

5. Hours of work including lunch break and overtime and

shift arrangements.

6. Holiday arrangements:

Paid holidays per year.

Calculation of holiday pay.

Qualifying period.

Accrual of holidays and holiday pay.

Details of holiday year.

Dates when holidays can be taken.

Maximum holiday that can be take at any one time.

Carryover of holiday entitlement.

Public holidays.

7. Length of notice due to and from employee.

8. Grievances procedure (or reference to it).

9. Disciplinary procedure (or any reference to it).


10. Work rules (or any reference to them).

11. Arrangements for terminating employment.

12. Arrangements for union membership (if applicable).

13. Special terms relating to rights to patent‟s and

designs, confidential information and restraints on

trade after termination of employment.

14. Employer‟s right to vary terms of the contract

subject to proper notification being given.

9. Review of Hiring Process

After completing the hiring, the process ought to be

evaluated. Here are some considerations in the

evaluation:

What about the number of initial applicants? Were

there too many applicants? Too few? Does the firm

need to think about changing its advertisement and

recruiting to get the result desired?

What was the nature of the applicants'

qualifications? Were the applicants too qualified?

Not qualified enough? Perhaps the advertisement

needs to be re-worded to attract more appropriate


candidates. In this case, using a job description

can help.

How cost-effective was the advertising? A simple

way to measure is to divide the cost (not only in

dollars but in your time) by either the number of

total applicants or the number of applicants that

you considered seriously.

Were there questions that needed to be asked but

weren't?

How well did the interviewers do? One way to

determine this is to ask the new employee to

critique the interviewing process.

Did employment tests support or help the hiring

decision? If not, maybe the firm will have to

reconsider the kinds of tests it is administering.

Further, the evaluation process should help the

firm decide if the cost and time involved in the

testing is worth it. Would you have come to the

same hiring decision without testing?


1.17 Budget Allocated For Recruitment And

Selection process In Aircel:

The budget for the recruitment and selection

process for company will be allottedevery year. Around

25% of the profit is been allotted for the recruitment

and selection process as a whole in a year for the

company. Since candidates will be recruited every year

for other designations also


CHAPTER - 2

METHODOLOGIES

Research Objective

Information Requirement

Data collection

Research Instrument

used

Method of study


In everyday life human being has to face many problems

viz. social, economical,

financial problems. These problems in life call for

acceptable and effective solutions and for this

purpose, research is required and a methodology applied

for the solutions can be found out.

Research was carried out at AIRCEL to find out the

“Recruitment and selection process”.

2.1 RESEARCH OBJECTIVE

To learn the HR process of the organization

To study the recruitment and selection policy’s and

procedure

To learn the ability to select a recruitment process

that will improve the quality of the present and future


workforce of the organization and learn the framework

around how to achieve recruitment objectives

To study the various sources of recruitment followed in

AIRCEL.

To search or headhunt people whose skill fits into the

company‟s values.

2.2 INFORMATION REQUIREMENT

Research Type Descriptive Research

Data Source Primary Data and

Secondary data

Research Instrument Questionnaire design

and interview


Type of Questionnaire Structured

Population Date 200

Sample Size 100

Sampling Method Judgmental

Contact Method Personal Interview

2.3 DATA COLLECTION:Primary Data:

Primary data was collected through survey method by

distributing questionnaires to branch manager and other

sales manager. The questionnaires were carefully

designed by taking into account the parameters of my

study.

Secondary Data:

Data was collected from books, magazines, web sites,

going through the records of the organisation, etc. It

is the data which has been collected by individual or

someone else for the purpose of other than those of our

particular research study. Or in other words we can say

that secondary data is the data used previously for the


analysis and the results are undertaken for the next

process.

2.4 METHOD OF STUDYTo know about the recruitment and selection process,

the best possible methodology for data collection was

questionnaire and interview method. I took interviews

of around 45 positions in the organization and got

questionnaire filled from 100 employees. I carried out

an discussion with managers and executives to get the

data required . Apart from that I received a lot of

details about the positional objective of the employees

from senior HR manager and HR executive.

The interview conducted was one to one interview while

keeping in mind the

confidentiality of the matter.


CHAPTER - 3

Telecom sector


Introduction to the

telecom sector

History about the

sector

Major players in the

sector

Market share of each

player

Recent trends in the

sector

Challenges and

Opportunities

Aircel , Kashmir


3.1 Indian Telecommunication Sector

The Indian telecommunication industry is the world's

fastest growing industry with 826.93 million mobile

phone subscribers as of April 2011. It is also the

second largest telecommunication network in the world

in terms of number of wireless connections

after China. See List of countries by number of mobile

phones in use.

As the fastest growing telecommunications industry in

the world, it is projected that India will have 1.159

billion mobile subscribers by 2013. Furthermore,

projections by several leading global consultancies

indicate that the total number of subscribers in India

will exceed the total subscriber count in the China by

2013. The industry is expected to reach a size of

344,921 crore (US$76.92 billion) by 2012 at a growth

rate of over 26 per cent, and generate employment

opportunities for about 10 million people during the

http://en.wikipedia.org/wiki/United_States_dollar

http://en.wikipedia.org/wiki/Crore

http://en.wikipedia.org/wiki/People's_Republic_of_China

http://en.wikipedia.org/wiki/List_of_countries_by_number_of_mobile_phones_in_use

http://en.wikipedia.org/wiki/List_of_countries_by_number_of_mobile_phones_in_use

http://en.wikipedia.org/wiki/People's_Republic_of_China


same period.[10] According to analysts, the sector would

create direct employment for 2.8 million people and for

7 million indirectly. In 2008-09 the overall telecom

equipments revenue in India stood at

136,833 crore (US$30.51 billion) during the fiscal, as

against 115,382 crore (US$25.73 billion) a year before.

3.2 History

Telecom in the real sense means the transfer of

information between two distant points in space. The

popular meaning of telecom always involves electrical

signals and as a result, people often exclude postal or

any other raw telecommunication methods from its

meaning. Therefore, the history of Indian telecom can

be started with the introduction of telegraph.

3.3 Milestones And Developments

1902 - First wireless telegraph station established

between Sagar Islands and Sandheads.

1907 - First Central Battery of telephones

introduced in Kanpur.

http://en.wikipedia.org/wiki/Kanpur

http://en.wikipedia.org/w/index.php?title=Sandheads&action=edit&redlink=1

http://en.wikipedia.org/w/index.php?title=Sagar_Islands&action=edit&redlink=1

http://en.wikipedia.org/wiki/Wireless_telegraph

http://en.wikipedia.org/wiki/Telegraph

http://en.wikipedia.org/wiki/Telecommunication

http://en.wikipedia.org/wiki/Electrical_signal

http://en.wikipedia.org/wiki/Electrical_signal

http://en.wikipedia.org/wiki/Telecommunications





http://en.wikipedia.org/wiki/Communications_in_India#cite_note-Times-9


1913-1914 - First Automatic Exchange installed

in Shimla.

1927 - Radio-telegraph system between the UK and

India, with Imperial Wireless Chain beam stations

at Khadki and Daund. Inaugurated by Lord Irwin on

23 July by exchanging greetings with King George V.

1933 - Radiotelephone system inaugurated between

the UK and India.

1953 - 12 channel carrier system introduced.

1960 - First subscriber trunk dialing route

commissioned between Lucknow and Kanpur.

1975 - First PCM system commissioned

between Mumbai City and Andheri telephone

exchanges.

1976 - First digital microwave junction introduced.

1979 - First optical fibre system for local

junction commissioned at Pune.

1980 - First satellite earth station for domestic

communications established at Secunderabad, A.P..

1983 - First analog Stored Program Control exchange

for trunk lines commissioned at Mumbai.

http://en.wikipedia.org/wiki/Trunk_line

http://en.wikipedia.org/wiki/Analog_signal

http://en.wikipedia.org/wiki/Andhra_Pradesh

http://en.wikipedia.org/wiki/Secunderabad

http://en.wikipedia.org/wiki/Satellite_earth_station

http://en.wikipedia.org/wiki/Pune

http://en.wikipedia.org/wiki/Optical_fiber

http://en.wikipedia.org/wiki/Microwave

http://en.wikipedia.org/wiki/Digital

http://en.wikipedia.org/wiki/Andheri

http://en.wikipedia.org/wiki/Mumbai

http://en.wikipedia.org/wiki/PCM

http://en.wikipedia.org/wiki/Kanpur

http://en.wikipedia.org/wiki/Lucknow

http://en.wikipedia.org/wiki/Subscriber_trunk_dialing

http://en.wikipedia.org/wiki/12_channel_carrier_system

http://en.wikipedia.org/wiki/Radiotelephone

http://en.wikipedia.org/wiki/George_V

http://en.wikipedia.org/wiki/Lord_Irwin

http://en.wikipedia.org/wiki/Daund

http://en.wikipedia.org/wiki/Khadki

http://en.wikipedia.org/wiki/Imperial_Wireless_Chain

http://en.wikipedia.org/wiki/United_Kingdom

http://en.wikipedia.org/wiki/Shimla


1984 - C-DOT established for indigenous development

and production of digital exchanges.

3.4 CLASSIFICATION OF TELECOM SECTOR

Fixed linetelephony

Mobile Telephony

Internet Telecom equipments

BSNL and MTNL account for 90% revenue for basic services.

25 private companies providing cellular services in 19telecom circles and 4 metro cities, covering 1500 towns across the country.

There is no restriction onthe number of internet companies and more than 185 companies are operational.

Growth in the telecom equipment market resulted in increasing demand for telecom services.

Private sectoravailable in 18 circles andcollectively

Presently, there are fiveprivate service

Growing demandof corporate for applications

Key players like BSNL, BHARTI, RELIENCE,

http://en.wikipedia.org/wiki/Digital

http://en.wikipedia.org/wiki/C-DOT


account for 10% of revenue.

operators in each area, andan state operator

such as electronic commerce, Internet leased lines, ISDN, VPN etc is driving thegrowth of the internet services market.

TATA, BPL and HUTCHISON willdrive equipment market growth.

3.5 MAJOR PLAYERS IN TELECOM SECTOR

Service Provider

No. of CDMA Subscriber

No. of GSM Subscriber

RELIANCE 2.7CR


TATA 1.07CR AIRTEL 3.37 CR MTNL 24.98

LAKH BSNL 2.44 CR VODAFONE 2.44 CR IDEA 1.3 CR SPICE 25.56

LAKH BPL 10.62

LAKH AIRCEL 48 LAKH


3.6 KEY INDIAN COMPANIES

BSNL-Incumbent service provider and World's 7th largest Telecommunications Company providing comprehensive range of telecom services in India Services include Wire line, CDMA mobile, GSM Mobile, Internet, Broadband, Carrier service, MPLS-VPN, VSAT, VoIP services, IN Services etc.

MTNL-State owned operator covering the cities of Mumbai an DelhiProvides both fixed and mobile services

BHARTI AIRTEL -Integrated operator with presence in all segments Leads the mobile segment in the country


3.7 MARKET SHARE MAJOR PLAYERS IN TELECOM SECTOR

Reliance Communications -Largest player in India in the CDMA segment Plans a GSM network Tata Teleservices -Integrated operator (with VSNL) with presence in all segmentsProvides CDMA services in 20 circlesHas a 10% stake in Bharti telecom, an integrated service providerRepresents the largest foreign investment in the telecom services sector in India


3.8 Challenges And Opportunities

The telecom sector has been one of the fastest growing

sectors in the Indian economy in the past 4 years. This

has been witnessed due to strong competition that has

brought down tariffs as well as simplification of

policy environment that has promoted healthy

competition among various players.. The mobile sector

alone has been growing rapidly and has emerged as the

fastest growing market in the whole worlds.

Currently of a size nearing 70 million (GSM and CDMA),

this sector is expected to reach a size of nearly 200

million subscribers by financial year 2008. The

government has eased the rules regarding inter circle

and intra circle mergers. This has led to a slew of

mergers and acquisitions in the recent past. Also as

the sector is moving closer to maturity, further

consolidation is a reality and this will lead to the

survival of more profitable players in this segment

In order to further promote the use of Internet in the

country the government is taking proactive steps to

develop this sector with the help of the various


players in this segment. For this purpose, the use of

broadband technology is being mooted and this will go a

long way in improving the productivity of the Indian

economy as well as turn out to be the next big

opportunity for telecom companies after the mobile

communications segment

Non-voice services and VAS are the gold mines. The big

takeoff is expected with the rollout of 3G services in

early 2007, once the spectrum issues are sorted out.

Internet users base fast reaching near the English

speaking population base. Local language and content

required for further growth

Infrastructure equipment cost is down to a fraction of

what prevailed just a few years ago. Operators can plan

better expansion plan now Increased viability for the

operators to expand to semi-urban and rural markets,

hence, accelerate growth further

It’s not without reason that India is tipped to be the

world’s third-larges economy by 2050! No wonder if it

happens much earlier


Investors can look to capture the gains of the Indian

telecom boom and diversify their operations outside

developed economies that are marked by saturated

telecom markets and lower GDP growth rates.

At a time when global telecom majors are struggling to

cope with their losses and the rollout of 3G networks,

which has been a non-starter for close to a year now;

India, with its telecom success story, represents an

attractive and lucrative destination for investment


CHAPTER - 4

Aircel…..

Introduction to the

company

History about the

company

Mission and vision of

the company

Product and services

Organizational

structure


4.1 About aircel

Dishnet wireless limited is the name of the parent Company and Aircel is the Brand Name.

Profile

Type Privately Held

Company Size 1001-5000 employees

Website http://www.aircel.com

Industry Telecommunications

Founded 1999

http://www.linkedin.com/redirect?url=http%3A%2F%2Fwww.aircel.com&urlhash=0uhU


The Aircel group is a joint venture between Maxis

Communications Berhad of Malaysia and Sindya Securities

& Investments Private Limited, whose current

shareholders are the Reddy family of Apollo Hospitals

Group of India, with Maxis Communications holding a

majority stake of 74%.

Aircel commenced operations in 1999 and became the

leading mobile operator in Tamil Nadu within 18 months.

In December 2003, it launched commercially in Chennai

and quickly established itself as a market leader a

position it has held since.

Aircel began its outward expansion in 2005 and met with

unprecedented success in the Eastern frontier circles.

It emerged a market leader in Assam and in the North

Eastern provinces within 18 months of operations. Till

today, the company gained a foothold in 18 circles

including Chennai, Tamil Nadu, Assam, North East,

Orissa, Bihar, Jammu & Kashmir, Himachal Pradesh,

West Bengal, Kolkata, Kerala, Andhra Pradesh,

Karnataka, Delhi, UP(West), UP(East), Maharashtra &

Goa and Mumbai.

The Company has currently gained a momentum in the


space of telecom in India post the allocation of

additional spectrum by the Department of Telecom, Govt.

of India for 13 new circles across India. These include

Delhi (Metro), Mumbai (Metro), Andhra Pradesh, Gujarat,

Haryana, Karnataka, Kerala, Madhya Pradesh, Maharashtra

& Goa, Rajasthan, Punjab, UP (West) and UP (East).

Aircel has won many awards and recognitions.

Voice and Data gave Aircel the highest rating for

overall customer satisfaction and network quality in

2006. Aircel emerged as the top mid-size utility company

in Businessworlds List of Best Mid-Size Companies in

2007. Additionally, Tele.net recognised Aircel as the

best regional operator in 2008.

With over 20 million happy customers in the country,

Aircel the fast growing telecom company in India has

revved up plans to become a full-fledged national

operator by end of 2009.


About Aircel Business SolutionsAircel Business Solutions (ABS) (the Business Unit of

Dishnet Wireless Limited) is the enterprise division of

Aircel, which addresses the telecom requirements of

International and Indian markets with an array of

industry-leading products and services. As an

integrated telecom service provider, ABS leverages its

rich pedigree of best-in-class solutions, partnerships

and domain expertise to address service providers,

enterprises, PSUs, and consumers. Its range of services

includes networking, data centers, managed services,

collaboration services, SaaS (Software-as-a-Service)

and mobility solutions.

ABS is the pioneer of data connectivity solutions and

it has demonstrated the same by being the first

operator in India to launch WiMAX technology. ABS is

also a registered member of WiMAX forum – both in the

Indian and International Chapters.

With a pan India rollout of over dual core optical

fiber backbone, over 100 IP MPLS PoPs and leveraging

integrated wireline and wireless data solutions, ABS is


ideally suited to provide high speed, secure, and

reliable managed networking solutions across India.

4.2 VISION,MISSION AND VALUES


.

QUALITY STATEMENT

“we will deliver error free services to our

customer by doing our jobs right the first time

everytime

4.3 Products & Services

VISIONTo make communications a way of life and be the Customer first choice

MISSIONWe will meet the mobile communication needs of our customersthrough:1.Error-free service delivery.2.Innovative products and services.3.Cost efficiency.

VALUESWe will always put our customer first. We will always trust and respect each other. We willrespect our associates as we respected each other’s. We will work together through a process of continuous improvement


Now experience a revolution with Aircel Products.

Aircel offers a bouquet of Innovative products that are

unique & simple to use with a single minded objective

of solving a real problem and addressing the enterprise

business needs. Our products are unique in a various

ways to keep you one step ahead. We are focused on

demonstrating our versatility in creating value to our

subscribers through innovative products and services.

Premium Internet Services

Aircel Business Solutions offers high performance

internet bandwidth services for its customers which

could be offered over any kind of last mile. In order

to meet customer expectations of uptimes and

redundancies, Aircel ensures high speed and a redundant

backbone. Moreover, with monitoring tools to check,

measure and monitor the backbone, Aircel allows its

customers to buy the bandwidths as per expectation and

deploys the last mile connectivity over Wimax, Fiber or

P2P radio.

Aircel Business Solutions currently offers the

following services to its enterprise Customers.


• Premium Internet bandwidth (1:1)

• Shared Internet Bandwidth (1:2 and 1:4)

• Preferred Route Internet

• Data Center Internet

MPLS Service

Business applications form the most critical element of

any enterprise as their performance is directly related

to the business revenues. Network is a core enabler and

an Enterprise looks for a high performance network that

enables them to launch, roll and implement business

applications at a speedy rate and with the desired

treatment required for respective application. Aircel’s

MPLS service guarantees the application performance on

its carrier grade core network…

Aircel offers MPLS Connectivity in 2 flavors

Layer3 MPLS VPN

Layer2 MPLS VPN

Multicast VPN

Smart Stream

SmartStream is a multi-function tool working as a

gateway between customer’s LAN and internet traffic. It

is a complete solution for any organization wanting to

http://www.aircelbusinesssolutions.com/multicast-vpn.aspx

http://www.aircelbusinesssolutions.com/layer2-mpls-vpn.aspx

http://www.aircelbusinesssolutions.com/layer3-mpls-vpn.aspx


manage its Internet Bandwidth and Network security in a

very user friendly manner. It provides bandwidth

management by incorporating Firewall, Virus Scanning,

Anti Spam and Manage Traffic by IP Addresses, Ports,

Packages and more. The solution is best suited for

networks of Enterprises, Corporate, Institutes, Hotels,

ISPs and Cable Operators.

NPLC

NPLC stands as an acronym for National Private Leased

Circuit which essentially means a Point to Point

private leased circuit over the domestic infrastructure

of Aircel. NPLC Circuit offers highly available,

reliable and secure connectivity to enterprises with

large communication requirements. NPLC Circuits are

delivered to customers on the Aircel’s seamless NLD

network having pan India coverage. Aircel’s NPLC

network is deployed using state of the art Dense

Wavelength Division Multiplexing (DWDM) Technology.


Econferencing

A video / collaborative conference is a new conference

mode in the network age. The features of the conference

mode are: using multimedia applications of various

contents, real-time usage, remote communication, and

low conference cost. These features improve the

efficiency and effect of a conference. With the

increasing requirements for work efficiency and

quality, it is required to set up conference systems in

offices, departments, enterprises, and institutions.

The eConference meets all these requirements of

departments, enterprises, and institutions. It provides

audio, video, and data co-operation functions. In a

conference, the functions of enabling an e-whiteboard

and sharing applications and documents facilitate the

communication and discussion among the conference

participants. As a result, the conference participants

in various locations can enjoy data communication with

the effect of being in the same location. A personal

computer (PC) client of the EConference and connection

to internet is all that is required for EConference. In

addition, Fixed Line phones, GSM phones and other IP


devices could also be connected to the E Conference

system.

Faced with the new business challenges, how can

enterprises integrate various channels of communication

to decrease “operational expenses” and increase

“resource utilization”- a must in today’s competitive

scenario? How can organization strive to achieve global

collaboration in a dynamic environment where travel is

becoming more difficult and expensive, employees are

more dispersed, and business boundaries are constantly

being expended. How can enterprises reduce time to get

employees, suppliers and partners up to speed and keep

them current? Aircel E Conference provides a perfect

solution!

All networks and terminals: supports full-service

operation.

Rich service functions: enhance customer values.

Open system architecture: provide flexible service

applications.

E Conference is a convergent conference solution that

integrates multiple conference methods like audio,

video, and data collaboration. It is mainly used to


convene and manage remote conferences. It can be

further extended to areas such as training,

presentation, and collaboration.

AIRCEL IN KASHMIR:-


Dishnet wireless Limited is a leading telecom companyin J&K. The head office of Aircel communication in J&Kis situated in barzulla bhagat srinagar, . It has beenfunctioning smoothly and about 275 employs are workingthere.

Departments in Dishnet Wireless Limited Head Office, Srinagar

Dishnet Wireless limited, Jammu has the followingdepartments:-

HR Department

Finance Department

Marketing Department

Technical Department

Rollout Department

Customer Services Department(VAS)

Sales Department


AIRCEL – 92.9%are targeting the unsaturated market

where no other operator is present. An Aircel official

admitted that they have been targeting the interior

locations where the mobile connectivity has not been

available. In Jammu the post paid services of Aircel

was launched in November-05 whereas prepaid services

were launched in January-06

In Kashmir the post paid services of Aircel was

launched in July-06 whereas prepaid services were

launched in January-07.

Product Offerings (keeps on changing from time to time)

:

PREPAID

New Subscribers: New Subscribers will need to buy a

SUK (Start-Up Kit): Rs. 49, 99, 149, 200, 298

Existing Aircel Subscribers: Existing Aircel

Prepaid Subscribers can recharge with Rs.111 and

get lifetime validity. However existing Aircel

lifetime subscribers will get the tariff benefit

automatically.


Tariff highlights (keeps on changing from time to

time) :

Local calls – 0.99 paisa

STD Calls – Rs 1.50/minute

Aircel gives services to its retailers in 4 forms:

Validity Recharge

Top ups

Value Vouchers

Pack

POSTPAID

Amount has to be paid after using the service.

Rs 199 plan, 299 plan, 399 plan, 499 plan, 699 plan

ROAMING

Service will be available in other states on the same

number.

3.3 OUR GOALS AND VALUES:-


o CUSTOMERS : -Our customers are our most valued

assets. We will strive to exceed their expectations

at all time by providing them with superior

services that embody value, innovation, quality and

care.

o PEOPLE : - Our people are our greatest resources. We

will attract, train and retain the best. We will

challenge them to develop their full potential in

the context of our company goals.

o INTEGRITY : - We will maintain and strive for the

highest levels of personal and professional

integrity and honesty in all ours dealings. We will

keep our promises.

o RESPECT : - We will treat with respect and dignity

all people we deal with.

o EXCELLENCE : - We are committed to excellence in all

what we do.there will be no place for mediocrity.


o WORK : - We will promote a work environment that

embraces creativity, promotes empowerment,

encourages team work, innovation, prudent risk

taking, honest and open communication and

respectful iconoclasm.

Management of Dishnet Wireless Limited Head Office, Kashmir

Dishnet Wireless limited, head office Kashmir is managed by the following persons:-

Balbeer Singh ( Head of HR department)

Sandeep sharma (HR department)

M.K Jha (Head of Finance department)

Harkirat Bhalla (Head of Marketing department)

Ashwani Kumar (Head of Technical department)

Chanpreet Singh ( Head of Sales Department)

Shameem Mohammed ( Head of VAS)


CHAPTER - 5

DATA ANALYSIS AND INTERPRETATION


Data Interpretation

Finding of Customer

Survey

DATA ANALYSIS

QUESTION :

What are the sources for recruitment and selection?


9%

18%

73%

INTERNAL EXTERNAL BOTH

ANALYSIS

About 75% of the manager say that they prefer both

internal as well as external source for recruitment and

selection where as only 9% go for internal source and

18% go for external sources

Question :


Which method do you mostly prefer for recruitment and

selection preferred way of recruitment?

65%

32%

3%

DIRECT INDIRECTTHIRD PARTY

ANALYSIS

About 65% of the mangers go for direct recruitment and

selection and 32% go for

indirect and only 3 % go for third party recruitment

way.


Question :

When do you prefer to go for manpower planning?

20%

50%

30%

YEARLY QUATERLY NO FIXED TIME

ANALYSIS

Around 50% of the managers go for Quarterly manpower

planning and 20 % do not follow any pattern they don‟t

have any fixed time where as 20% go for yearly


Question: What are the sources for external recruitment are

preferred?

17%

4%

17%62%

CAMPUS INTERVIEWSPLACEMENT AGENCIESDATA BANKCASUAL APPLICANTS

ANALYSIS


In AIRCEL 34% of manager go for campus interviews, 33%

go for data bank, 25% from the casual application that

are received and only 8% go for any placement agencies.

Question: What form of interview did you prefer?

19%

14%

10%

57%

PERSONAL INTERVIEWSTELEPHONIC INTRVIEWVIDEO CONFRENCINGOTHER


ANALYSIS

Most of the manager Prefer Personal interviews, 30%

prefer to take telephonic interviews where as only 20%

go for video conferencing and rest 10% adopt some other

means of interviews

Question: How do you rate the HR practices of the company?


19%

14%

10%

57%

GOODVERY GOODAVGBAD

ANALYSIS

50% of the managers feel that HR department is good

where and 30% say that‟s its very good where as 20%

says its average and only 10% manager feel it‟s bad.


CHAPTER - 6

CONCLUSION:

Assement about the

Training

Conclusion

Findings


6.1 Assesement of the InternshipSpending about 45 days in AIRCEL- Dishnet Wireless Ltd.

has been a great learning for me. This has been a real

educative time when I have learned many things about

the telecommunication industry, but I cannot deny the

fact that this is only the tip of an

icebergelecommunication industry, but I cannot deny the

fact that this is only the tip of an iceberg.

I started my job as HR Trainee. My job profile was to

handle RECRUITMENT in my project. The senior sales

manager narrated me the whole procedure. My job profile

was to generate resumes from the various job sites such

as Naukri.com, Timesjobs.com etc. according to the

requirements of the company. After generating the

resumes from the sites the next step was to shortlist

the resume which best suite the requirements.


Now the short-listed candidates was to be given a phone

call in order to find out their interests and schedule

them for interview. There are 2 forms of interview that

a candidate can appear for:

1. Personal Interview.

2. Telephonic Interview.

I took both type of interviews and could learn more

practical ways of recruitment

Sometimes an interview was taken on the phone and

sometimes it was a personal interview

LEARNINGS AND EXPERIENCES

1. On Job Work Experience :

Internship with aircel provided a valuable opportunity

to have an on job experience and to understand the day

to day working of an organization. The on-job

experience gained during this internship helped in


understanding business environment and to have a feel

of organizational behavior.

2. Understanding of Recruitment and Selection:

Aircel provided an opportunity of not only learning

about the process of recruitment and selection, but

also allowed us to do recruitment; during this period I

recruited approximately 500 employees under guidance

and supervision of senior team members. This helped me

in understanding the process and practically applying

the concepts learned in class.

3. Insight into Telecom Sector:

My stint with Aircel gave me better insight into

telecom sector HR practices. It helped me in

understanding various challenges being faced by HR

department in telecom industry. It helped in

understanding various practices being followed in

telecom sector for controlling attrition rates, for

manpower planning and motivation etc.

4. Understanding of Working Style of Virtual Teams:

Opportunity to work with Aircel gave me an opportunity

to have a better understanding of working of cross-

functional, virtual team. While working with BAR Team


we had to co-operate with other teams . This helped me

understanding how to ensure clear line of communication

within our team and with other teams.

5. Understanding of Effects of Environmental Conditions

on Recruitment Efforts:

During my internship, I was able to develop a better

understanding of effects of environmental or external

factors on recruitment effort. The problems faced in

our efforts at various locations helped me

understanding and appreciating the role of factors like

supply and demand of labor, government legislations and

demographic factors etc.

6. Leadership style (Decision Making, Level of

empowerment):

The level of empowerment in this organization is very

high. Leaving the lowest level of workers the people

are empowered to take decisions on their own regarding

their immediate requirements. As almost all the jobs

require a specialist for example a person who is on

field for activation is empowered to take the decision


of which one to use as his knowledge is better that in

that field.

6.2 Findings In AIRCEL most of the employees feel that‟s the HR

department is good. About 75% of the managers says that

they prefer both internal as well as external source

for recruitment and selection. About 65% of the mangers

go for direct recruitment and selection and less number

for mangers prefer indirect or third party. Mostly the

manpower planning is done Quarterly and 20 % do not

follow any pattern they don‟t have any fixed time.

Aircel prefers to go for campus interviews and even

casual application that are received for recruitment

but they hardly prefer placement agencies.

Most of the manager Prefer Personal interviews, 30%

prefer to take telephonic interviews where asonly 20%

go for video conferencing and rest 10% adopt some other

means of interviews

6.3 Conclusion This presents the summary of the study and survey done

in relation to the Recruitment and Selection inAircel.


The conclusion is drawn from the study and survey of

the company regarding the Recruitment and Selection

process carried out there.

The recruitment process at Aircel to some extent is not

done objectively and therefore lot of bias hampers the

future of the employees. That is why the search or

headhunt of people should be of those whose skill fits

into the company‟s values.

Most of the employees were satisfied but changes are

required according to the changing scenario as

recruitment process has a great impact on the working

of the company as a fresh blood, new idea enters in the

company.

Selection process is good but it should also be

modified according to the requirements and should job

profile so that main objective of selecting the

candidate could be achieved.


CHAPTER - 7

SUGGESTIONS:

Suggestions

Limitations

Questionnaire

Biblography


7.1 SUGGESION Based on my experience and observation during summer

internship; I would like to suggest following measures

which can help in creating greater efficiency in the

process:

Manpower requirement for each department in the

company is identified well in advance.


If the manpower requirement is high and the

recruitment team of the HR department alone cannot

satisfy it, then help from the placement agencies

is needed.

Time management is very essential and it should not

be ignored at any level of the process..

The recruitment and selection through placement

agencies as the last resort and is utilised only

when need.

The recruitment and selection procedure should not

to lengthy and time consuming.

The candidates called for interview should be

allotted timings and it should not overlap with

each other.

7.2 LIMITATIONS OF THE STUDY:-


Although full efforts have been made in this study,

still because of following limitations a more detailed

research is required to reach to the effective

conclusion.

Senior officers of the company were very busy in

their routine schedules and so it was very

difficult to get the information regarding the

organization.

The project has been done only in Kashmir region,

therefore the result show the HR position only in

Kashmir.

Respondents may not have been true in answering

various questions and may biased in answering some

questions.

Some respondents were however not willing to share

their views.

Sometimes Little In cooperativeness by respondents.


7.3 APPENDICES

QUESTIONNAIRE FOR THE RESEARCH

1: When are the resources need and forecasted?

Quarterly Monthly Annually Not fixed

2: How is the resource need forecasted?


………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………. 3: How do you rate the recruitment procedure?

Short Average Long Very Long Cant say

4: What is the process you follow for recruitment and

selection? People explain the same in brief?…………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………….

5: Which method do you mostly prefer from the following

for recruitment and selection?

Direct Method

Indirect Method

Third Party

6: What sources you prefer for recruitment and

selection?

Internal sources

External sources


Both

7: What are the sources for internal sourcing among the

following -:

Present permanent employees

Present temporary employees

Retrenched / Retired / employees

Deceased / disabled / employees

8: What are the sources for external recruitment among

the following

Campus interviews

Placement agencies

Private employment agencies

Public employment agencies

Data bank

Casual applicants

Other, if any please mention ………………………………………………..

9: Which is the most successful method for recruitment?

…………………………………………………………………………………………………

10: How many rounds of interviews are conducted?


1-3

3-5

More than 5

11: Are you satisfied with round of interviews

conducted?

Yes

No

To some extent

Cant say

Any two (then tick those two)

All three

13: Are you satisfied with the interview process?

Yes

No

To some extent


14: If no then what is the reason? And suggest the

measures to be taken for improvement?

…………………………………………………………………………………………………………………………………………………

…………………………………………………………………………………………………………………………………………………

…………………………………………………

15: Are you satisfied with the present method being

followed by the company for recruitment and selection?

Yes

No

16: If no, what steps would you prefer, to make

improvement?

…………………………………………………………………………………………………………………………………………………

………………………………………………………………………………….

17: Are the aptitude test conducted?

18: If yes then it is for

Fresher

Executives

Other (specify)


…………………………………………………………………………………………………………………………………………………

……………………………

19: Do you conduct any of these test? Psychometric test

Medical test

Reference test check

Other (specify)

…………………………………………………………………………………………………………………………………………………

…………………………………………………………………

20: How do you rate the HR practices of the company?

Very Good

Good


7.3 BIBLOGRAPHY

C.B Mamoria and S.V. Gankar (2004), Personal

Management Text and Cases. Himalaya Publication.

K.Aswahthappa (2001),Human Resource and Personnel

Management

Human Resource Management, (2005), Dr.P.C. Pardeshi

C.B Gupta (2005)

http://www.aircel.com

Beach, D. S. (1975). Personnel : the management of people

at work. New York: Macmillan.


2. Flippo, E. B. (1984). Personnel Management (Sixth

Edition ed.). (K. A. Meyer, Ed.) Singapore: Mc

Graw- Hill Book Company.

3. Nair, N.G. and Nair, Latha. (2004). Personnel

Management and Industrial Relations, S. Chand

http://www.managementstudyguide.com/employee-

selection-process.htm

http://business.mapsofindia.com/sectors/retail.html

http://www.naukrihub.com/top-ten-employers/india-

retail/

http://www.sathguru.com/Note_on_Industry.pdf

http://www.AIRCEL.com/about-us/group-overview.html

17.

http://investing.businessweek.com/research/stocks/p

rivate/snapshot.asp?privcapId=35933316

18.

http://economictimes.indiatimes.com/articleshow/272

6034.cms

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