RESEARCH Report

on

Recruitment & Selection Life Cycle Process of

Vodafone Spacetel India Ltd.

Submitted In partial fulfilment towards the awardof the Degree in Master of Business Administration of UP Technical

University

Submitted by:-

Name – Sumaira Farooq

Roll No. – 1313370125

Batch 2013 – 2015

Under the supervision of:

Mr. Gouri Shankar Sharma

Noida institute of engineering and Technology (NIET)19, knowledge park- ||, Institutional Area, Greater Noida

Gautam Buddha Nagar (UP), India- 201306

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CHAPTER NO TITLE PAGE NO

Chapter 1

Chapter 2

Chapter 3

Certificate by the institute

Certificate by the company

Declaration

Acknowledgement

INTRODUCTION

1.1 Introduction of the study

1.2 Objective of the study

1.3 Need and Scope of the study

1.4 Methodology

1.4 Limitations

A PROFILE OF ORGANIZATION

2.1 History

2.2 About the organization

2.3 Products/Services

2.4 Organization structure

THEORETICAL FRAMEWORK OF TOPIC

3.1 Meaning

3.2 Process of Recruitment

3.3 Sources of Recruitment

3.4 Techniques of Recruitment

3.5 Selection

3.6 Selection Process

3.7 Research Methodology

Pg 8 – 12

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Pg 14 – 46

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30

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44

Pg 48 – 91

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Pg 85 – 91

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Chapter 4

Chapter 5

3.4.1 Objective of the Study

3.4.2 Research design

3.4.3 Sampling Size

ANALYSIS AND INTERPRETATION

4.1 Analysis

4.2 Interpretation

CONCLUSION

5.1 Finding

5.2 Suggestion

5.3 Conclusion

ANNEXURE

(Questionnaire)

BIBLIOGRAPHY

Pg 93 -105

Pg 107- 110

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Pg 111 - 116

Pg 117

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DECLERATION

I Sumaira Farooq hereby declare that this project is an original piece of research work carried out

by me under the guidance and supervision of Mr. Gouri Shankar Sharma, internal Guide, and

Department of Management Studies. NIET. The information has been collected from genuine and

authentic source. This work has been submitted to partial fulfillment for the course of MBA taken

up in NIET, Greater Noida.

Date: Sumaira Farooq

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ACKNOWLEDGEMENT

It gives me great pleasure and satisfaction for the successful completion of this project. Every

successful piece of work has many invisible helping hands. For the completion of the project report

many people directly and indirectly assisted me. I would like to thank with immense gratitude to Dr

Dileep Singh, The Head of Management Studies for allowing me to undertake this project. I have

immense pleasure in expressing my deep sense of gratitude to Mr. Gauri Shankar , Professor-

MBA, Department of Management studies for his valuable guidance, time, co-operation and

support, without which this project report would have not been completed.

At last I would like to thank my family and friends for their wholehearted support for the

completion of this project.

Sumaira Farooq

PREFACE

This project of “RECRUITMENT & SELECTION in VODAFONE ESSAR”, will give us the complete information about the VODAFONE ESSAR DIGILINK Ltd’s Recruitment & Selection Process...

We can enter the record of new Employees and retrieve the details of Candidates available in the company.

We can recruit the candidates and select them and maintain their records and can also check how many candidates are selected and available in the Organization. In this project we can maintain all process of Data Base managed in Recruitment & Selection.

Throughout the project the focus has been on presenting information and comments in an easy and intelligible manner.

The project is very useful for those who want to know about Recruitment & Selection Process.

          In the last, we gratefully acknowledge and express our gratitude to all staff members of Vodafone Essar Digilink Ltd. who supported us in preparing this project.

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CHAPTER – 1: INTRODUCTION

Introduction of the study

Objective of the study

Need of the study

Methodology of the study

Limitations of study

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INTRODUCTION OF THE STUDY

Management thesis is a detailed study of an activity being performed. The topic of my thesis is, the Recruitment and Selection Process life cycle adopted in Vodafone Essar Spacetel Ltd. It is the study of the procedure that is imbibed in the organization to attain the best talent present in the society.

It includes the various methods that are used to draw the suitable candidates for the job, the decision taken by the management in regard to the date, venue and time of the interview, the procedure adopted in informing the candidates about their selection and the formalities thereafter.

While performing the above mentioned responsibilities, the management faces certain problems but they expeditiously resolve them and carry out their responsibilities effectively.

Although recruitment has always held an important place within organizations, the growing demand for highly skilled staff has meant that effective recruitment practices are now becoming a considerable source of competitive advantage.

The business environment is changing rapidly and so the organizations need to stay alert and be proactive.

Hence, it is important to have a well-defined recruitment and selection procedure, which can be executed effectively to get the best fits for the required positions.

Selecting the wrong candidate or rejecting the right candidate could turn out to be costly mistake for the organization.

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OBJECTIVE OF THE STUDY

This Project Report has chosen the topic “Recruitment & Selection in” Vodafone Essar Digilink. Ltd.” which is a Private Organization. (MNC).

Enterprise, keeping in views its diversified nature of work and the need of manpower accordingly. The main objective of the study was to accomplish the following objectives:

Achieving the organizational goal.

Improving its productivity.

Improving the motivation and morale of employees.

Recruiting & selecting right person at the right place for the right job.

Recruiting manpower according to need of the organization keeping in view the present Technological changes.

To know how the company fulfill its manpower requirements.

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NEED AND SCOPE OF THE STUDY

Human Resources Management is concerned with human beings, who are the energetic elements of management. The success of any organization or an enterprise will depend upon the ability, strength and motivation of person’s working in it. The Human Resources Management refers to the systematic approach to the problems in any organization. It is concerned with recruitment, training and development of personnel. Human Resource is the most important asset of an organization. It ensures sufficient supply, proper quantity and as well as an effective utilization of human resources.

In order to meet human resource needs, an organization will have to plan in advance about the requirement and the sources. The organization may also have to undertake recruiting, selecting and training processes. Human Resources Management includes the inventory of present manpower in the organization. In cases sufficient number of persons is not available in the organization then external sources are also identified for employing them. Human Resources Management lays emphasis on better working conditions and also ensures the employment of proper work force.

A part of Human Resources Management is assigned to personnel who perform some of the staffing function. The staffing process is a flow of events, which result in a continuous managing organizational position at all levels from the top management to the operative level. This process includes manpower-planning, authorization for planning; developing sources of applicants, evaluation of applications, employment decision (selection) offers (placement), induction and orientation, transfers, demotions, promotions and separations.

Manpower planning is a process of analyzing the present and future vacancies as a result of retirement, discharges, transfer, promotion, absence or other reasons. Recruitment is concerned with the process of attracting qualified personnel for different jobs. This includes the identification of existing sources, development of new sources and the need for attracting large number potential applications so that good selections may be possible. Selection process is concerned with the development of selection policies and procedure and the evaluation of potential employees in terms of job specifications. This process includes the development of application blanks, valid and reliable tests, interview techniques, employee reversal systems, evaluations and selections of personnel in terms of jobs specifications the making up of final recommendations to the hire management and the sending of offers and rejection letters.

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METHODOLODY

SCOPE OF STUDY:

The study was confined to territorial division of VODAFONE ESSAR SPACETEL LTD,J&K

With special reference to its Recruitment and Selection process.

SAMPLE SIZE:

The study was conducted with sample size of 60 employees selected at random from

both supervisory and management staff of “VODAFONE ESSAR LTD”

DATA COLLECTION:

Primary data:

A detailed and well-structured questionnaire was presented to the managerial staff at

“VODAFONE ESSAR, LTD”. Copies of the questionnaire were distributed to the employees at random to obtain their views followed this.

Further discussions regarding the recruitment policies were held with the HRD manager to have

In-depth knowledge and future plans of the company for its effective implementation.

Secondary data:

Secondary data was gathered from academic texts and company profile from company’s website.

Analysis:

The data collected through questionnaires distributed to the employees was analyzed and interpreted using the MS-EXCEL.

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LIMITATIONS OF THE STUDY

While making this project following limitation were encountered:

The training time period is very short to analyze the Recruitment & Selection

procedure of Vodafone Essar.

Data is collected from the certain secondary sources also whose reliability is not

certain.

The project work contains details only of Vodafone Essar Digilink Ltd., Lucknow

while the Recruitment & Selection procedure of other Vodafone Essar branch

may varies.

The project was divided in zones, therefore I was limited to particular area & so

the survey was quite difficult.

The selection of employees to cover the various aspects of the topic was

tedious and time consuming.

Getting accurate responses from the respondents was difficult. They were partial

and at times refused to co-operate.

Some employees refused to give any information for the survey because they

thought it to be waste of time.

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CHAPTER – 2: A PROFILE OF ORGANISATION

History About the organization Products/ Services Organization structure

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VODAFONE ESSAR SPACETEL, LTD

ORIGIN:

Vodafone was the brainchild of Racal Electronics Ltd, a modestly prosperous U.K electronics firm, and Millicon a U.S communication company developed as a joint venture during the early 1980’s Vodafone was granted a license to develop a cellular network in the United Kingdom and was introduced under the auspices of Racal in January 1985.

The new subsidiaries success was stunning. The corporate sector was quick to appreciate the advantages of mobile telecommunication and individuals were equally quick to spot the status symbol potential of new technology, fueled by business need and Yuppie culture, the demand for mobile phones skyrocketed.

In 1988 Racal Telecommunications Group Ltd, as Vodafone and the related subsidiaries were officially known, was by far the most successful player on the Racal Electronics team. But however three years later Racal Electronics reconsidered and Racal Telecom was separated from its parent company in 1991, at which the name was changed to Vodafone Group Ltd

A digital system that allowed international calls between participating countries was introduced in the early 1990’s called the Global system for mobile communications (GSM). It was first used by Vodafone.

In 1994 the company acquired a 10 % stake in Global Star, as international consortium formed to develop satellite-based network that would allow mobile Telecommunications to operate everywhere in the world (except the polar ice caps) by 1998.

As of 1994 Vodafone operated one of the world’s largest cellular networks, with over one million subscribers. This combined with the companies increasingly high international profile made it a safe bet that Vodafone would continue. As primarily Vodafone had equity positions in a number of other Europe and Asian cellular companies. And it is proved that it play a prominent role in the expanding mobile telecommunications industry.

Chris Gent, who had sat on a Vodafone’s broad for a dozen of years, was appointed as CEO in January 1997. He had never attended college but won a reputation as a shrewd businessman in the Banking and Computing industries. The company introduced a new corporate identity in summer of 1997, uniting the six cellular providers it had acquired (Vodac, Talk land, Vodacom, Voda call, Astec and Peoples phone) under the Vodafone brand. Vodafone began to reconstruct its network, laying off 250 employees. Its 300 retail outlets dropped competitor’s products after. For the first time Chris Gent hoped to use the German company’s established ground-based Internet services to grow Vodafone’s own

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new Wireless-based Internet services.

“Historical Background of the Company”

Vodafone Essar, it is the Indian subsidiary of Vodafone Group and commenced operations in 1994, when its predecessor Hutchison Telecom acquired the cellular license for Mumbai. The company now has operations across the country with 141,519,840 customers.

Vodafone is the world's leading international mobile communications group with

approximately 141,519,84 proportionate customers i.e. 21.54% of total 657,158,013 Indian

mobile subscribers as on 31 January 2014. Vodafone currently has equity interests in 31

countries across five continents and around 40 partner networks worldwide.

  The Essar Group is a diversified business corporation with a balanced portfolio of assets in the manufacturing and services sectors of Steel, Energy, Power, Communications, Shipping Ports & Logistics, and Projects.

Essar employs more than 50,000 people across offices in Asia, Africa, Europe and the Americas. Vodafone Essar is owned by Vodafone 67% and Essar Group 33%.

It is the second largest mobile phone operator in terms of revenue behind Bharti Airtel, and third largest in terms of customers.

Vodafone Essar, formerly known as Hutchison Essar is a cellular operator in India that covers 23 telecom circles in India based in Mumbai.

On February 11, 2007, Vodafone agreed to acquire the controlling interest of 67% held by Li Ka Shing Holdings in Hutch-Essar for US$11.1 billion, pipping Reliance Communications, Hinduja Group, and Essar Group, which is the owner of the remaining 33%.

The whole company was valued at USD 18.8 billion. The transaction closed on May 8, 2007. Despite the official name being Vodafone Essar, its products are simply branded Vodafone.

It offers both prepaid and postpaid GSM cellular phone coverage throughout India with good presence in the metros. Vodafone Essar provides 2.75G services based on 900 MHz and 1800 MHz digital GSM technology, offering voice and data services in 23 of the

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country's 23 license areas. It is among the top three GSM mobile operators of India.

Despite the official name being Vodafone Essar, its products are simply branded Vodafone. It offers both prepaid and postpaid GSM cellular phone coverage throughout India and is especially is strong in the metro regions.

Ownership

Vodafone Essar is owned by Vodafone 52%, Essar Group 33%, and other Indian nationals, 15%. On 11 February 2007, Vodafone agreed to acquire the controlling interest of 67% held by Li Ka Shing Holdings in Hutch-Essar for US$11.1 billion, pipping Reliance Communications, Hinduja Group, and Essar Group, which is the owner of the remaining 33%.

The whole company was valued at USD 18.8 billion. The transaction closed on 8 May 2007.

Previous brands

Initially around 1995 it was MAX TOUCH

Then around 2000 it was ORANGE

In December 2006, Hutch Essar re-launched the "Hutch" brand nationwide, consolidating its services under a single identity. The Company entered into an agreement with NTT DOCOMO to launch i-mode mobile Internet service in India during 2007.

The company used to be named Hutchison Essar, reflecting the name of its previous owner, Hutchison. However, the brand was marketed as Hutch. After getting the necessary government approvals with regards to the acquisition of a majority by the Vodafone Group, the company was rebranded as Vodafone Essar.

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The marketing brand was officially changed to Vodafone on 20 September 2007. On September 20,2007 Hutch became Vodafone in one of the biggest brand transition exercises in recent times.

Vodafone Essar is spending somewhere in the region of Rs. 250 crores on this high-profile transition being unveiled today. Along with the transition, cheap cell phones have been launched in the Indian market under the Vodafone brand. The company also plans to launch co-branded handsets sourced from global vendors as well.

A popular daily quoted a Vodafone Essar director as saying that "the objective is to leverage Vodafone Group's global scale in bringing millions of low-cost handsets from across-the-world into India."

Incidentally, China's ZTE, which is looking to set-up a manufacturing unit in the country, is expected to provide several Vodafone handsets in India. Earlier this year, Vodafone penned a global low-cost handset procurement deal with ZTE.

Growth of Hutchison Essar (1992-2005)

In 1992 Hutchison Whampoa and its Indian business partner established a company that in 1994 was awarded a license to provide mobile telecommunications services in Mumbai (formerly Bombay) and launched commercial service as Hutchison Max in November 1995.

Analjit Singh of Max still holds 12% in company. In Delhi, UP (E), Rajasthan and Haryana, ESSAR was the major partner. But later Hutch took the majority Stake.

By the time of Hutchison Telecom's Initial Public Offering in 2004, Hutchison Whampoa had acquired interests in six mobile telecommunications operators providing service in 13 of India's 23 license areas and following the completion of the acquisition of BPL that

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number increased to 16.

In 2006, it announced the acquisition of a company (Essar Spacetel — A subsidiary of Essar Group) that held license applications for the seven remaining license areas.

In a country growing as fast as India, a strategic and well managed business plan is critical to success. Initially, the company grew its business in the largest wireless markets in India — in cities like Mumbai, Delhi and Kolkata.

In these densely populated urban areas it was able to establish a robust network, well known brand and large distribution network -all vital to long-term success in India. Then it also targeted business users and high-end post-paid customers which helped Hutchison Essar to consistently generate a higher Average Revenue Per User ("ARPU") than its competitors.

By adopting this focused growth plan, it was able to establish leading positions in India's largest markets providing the resources to expand its footprint nationwide.

In February 2007, Hutchison Telecom announced that it had entered into a binding agreement with a subsidiary of Vodafone Group Plc to sell its 67% direct and indirect equity and loan interests in Hutchison Essar Limited for a total cash consideration (before costs, expenses and interests) of approximately US$11.1 billion or HK$87 billion.

1992: Hutchison Whampoa and Max Group established Hutchison Max

2000: Acquisition of Delhi operations Entered Calcutta and Gujarat markets through ESSAR acquisition

2001: Won auction for licenses to operate GSM services in Karnataka, Andhra Pradesh and Chennai

You and I' print advertisement of Hutch featuring Cheeka (dog).

2003: Acquired Aircel Digilink (ADIL — ESSAR Subsidiary) which operated in Rajasthan, Uttar Pradesh East and Haryana telecom circles and renamed it under Hutch brand

2004: Launched in three additional telecom circles of India namely 'Punjab', 'Uttar Pradesh West' and 'West Bengal'

2005: Acquired BPL (Except Mumbai)- 3 Circles, another mobile service provider in India

2008: Vodafone acquired the License in remaining 7 circles and has started its pending operations in Madhya Pradesh/Chhattisgarh with its headquarters at Malviya Nagar, Bhopal as well as in Orissa, Assam, North East and Bihar

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2008: Vodafone launched the Apple i phone 3G to be used on its 17 circle 2.75G network.

Hutch was often praised for its award winning advertisements which all follow a clean, minimalist look.

A recurrent theme is that its message Hello stands out visibly though it uses only white letters on red background.

Another recent successful ad campaign in 2003 featured a pug named Cheeka following a boy around in unlikely places, with the tagline, Wherever you go, our network follows.

The simple yet powerful advertisement campaigns won it many admirers.

2009: Vodafone launched Recharge Online.

2009: Vodafone Essar - 1st Indian Telecom operator to receive the Payment Card Industry Security Standard (PCI DSS) certification for its Mumbai operations and launches unlimited SMS offer in Mumbai

2010: Vodafone emerged as the most admired marketer in India.

2010: Vodafone crossed 100 million subscribers in India.

2010: Vodafone India Launches Pocket Sized Tariff At Just Rs.4

Future Vision

The future is unfolding around us. Over the next decade we will be able to see all sorts of differences that we can barely imagine today. In the Vodafone Future Vision Website you can explore what we think that future might look like, experience some of the changes we believe will happen, and tell us what you think of them. Vodafone is working hard to mobilize tomorrow's world, but we need your input.

You are our partners in innovation; helping to shape a future that offers the mobile services we want, and brings us closer to the people we care about, wherever they are in the world. Together we can build a future that turns this vision into reality.

Vodafone motto “We will be the communications leader in an increasingly connected world.”

GOALS

“We will be the communications leader in an increasingly connected world.”

Vodafone Group Plc is the world's leading mobile telecommunications company, with a

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significant presence in Europe, the Middle East, Africa, Asia Pacific and the United States through the Company's subsidiary undertakings, joint ventures, associated undertakings and investments.

The Group's mobile subsidiaries operate under the brand name 'Vodafone'. In the United States the Group's associated undertaking operates as Verizon Wireless.

During the last two financial years, the Group has also entered into arrangements with network operators in countries where the Group does not hold an equity stake.

Under the terms of these Partner Network Agreements, the Group and its partner networks co-operate in the development and marketing of global services under dual brand logos.

At 31 March 2008, based on the registered customers of mobile telecommunications ventures in which it had ownership interests at that date, the Group had 260 million customers, excluding paging customers, calculated on a proportionate basis in accordance with the Company's percentage interest. .

The Company's ordinary shares are listed on the London Stock Exchange and the Company's American Depositary Shares ('ADSs') are listed on the New York Stock Exchange. The Company had a total market capitalization of approximately £99 billion at 31 December 2007.Vodafone Group Plc is a public limited company incorporated in England under registered number 1833679. Its registered office is Vodafone House, The Connection, Newbury, and Berkshire, RG14 2FN, England.

VISION AND MISSION OF VODAFONE:

To enrich our customer’s lives through the unique power of mobile communication.

PASSION FOR CUSTOMER

Our customers have chosen to trust us. In return we must strive to anticipate and understand their needs and delight them with our services. We value our customers above everything else and aspire to make their lives richer more fulfilled and more connected.

PASSION FOR OUR PEOPLE

Outstanding people working together make Vodafone exceptionally successful. We seek to attract, develop, reward and retain outstanding individuals. We believe in empowerments and personal accountability. We enjoy what we do. We believe in the power of our teams.

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PASSION FOR RESULT

We are action-oriented and driven by a desire to be the best.

We are committed to be the best in all we do.

We all play our part in delivering results.

We seek speed, flexibility and efficiency in all we do.

PASSION FOR THE WORLD AROUND US

We will help people of the world to have fuller lives both through the services we provide and through the impact we have on the world around us.

We recognize the responsibilities that accompany the growth we have achieved.

We will be a force for good in the world.

A spirit of partnership and mutual respect is critical in all our activities

Business Principles

Our Vision and Values guide the way we act. Our Vision is to be the world’s mobile communication leader – enriching customers’ lives, helping individuals, businesses and communities be more connected in a mobile world.

Our Values are about how we feel – in other words the Passions that make us the company we are. One of our four corporate Values is 'Passion for the world around us': "We will help the people of the world to have fuller lives - both through the services we provide and through the impact we have on the world around us."

At the start of 2002, we introduced a set of ten Business Principles to make our Vision and Values happen.

These define our relationships with all our stakeholders and govern how Vodafone conducts its day-to-day business.

Our Business Principles apply to all Vodafone operating companies (majority owned businesses).

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We also promote the Principles to our associate companies (where Vodafone holds a minority stake) and business partners.

Chief Executives are responsible for ensuring application of the Principles within their business. Every employee is expected to act in accordance with the Business Principles.

If employees have concerns about the application of the Principles, they can ask their local human resources managers for further advice, or contact the Group Human Resources Director or the Group Audit Director.

We are incorporating training on our business principles into our employee induction process.

Internal audits in 2002-03 show they have been communicated to over 90% of employees.

Value Added Services :

The value added services provided are same in all the states. It is providing good services.

All value added services are significant and have charges which are applicable. These value

added services serve as the main source of revenue for the organization. The VAS provided

by all the telecom operators is almost the same with few differentiations.

Responsible Marketing

Responsible marketing means making sure our communications are always legal, decent, fair, honest, truthful and sensitive to the views of different groups in society. .

Responsible Marketing Guidelines

Our Responsible Marketing Guidelines – updated in 2008 – set out standards for all Vodafone markets and joint marketing with other brands.

They cover advertising, direct marketing, and point-of-sale material and also third-party mobile advertising on the Vodafone network.

All our operating companies must comply with the guidelines, in addition to relevant national regulations and codes.

To ensure our marketing is consistently responsible across the Group, we must ensure that marketing teams are aware of the Guidelines and understand potential local concerns in individual markets.

We have developed a responsible marketing checklist to help our marketing teams and creative agencies identify any potential issues when developing advertising campaigns.

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The main areas covered by the guidelines include:

Ensuring Vodafone marketing material complies with local law, marketing and advertising codes and self regulatory bodies.

Digital marketing – we apply the same standards to digital media marketing as to traditional media.

Portraying our products and services accurately and substantiating any comparative claims.

Our operating companies assess their communications and advertising material periodically to confirm that it complies with the Responsible Marketing Guidelines.

The assessments are signed off by the chief marketing officer of each operating company. Complaints are sometimes made about our advertising. We monitor these complaints as a measure of our performance.

Cutting out the small print

Insufficiently clear pricing and extensive small print can affect the level of trust our customers place in Vodafone and the service packages we offer.

Our global strategy is to progressively reduce the amount of small print in our advertising.

Vodafone Romania put this into practice with a fun 'no asterisk' advertising campaign in 2006/07.

Promotion details were laid out clearly, simply and prominently in all advertising material, eliminating the need for small print.

In the Czech Republic, a 'no small print' campaign was launched entitled "No flea text. No hidden hooks". In Germany, we reduced the amount of small print by around 40% in 2006/07.

Our People

We rely on our people – their enthusiasm, their talent, their commitment – to maintain and build on the success of our business, even more so in today’s competitive market.

We depend on our people to deliver excellent service to our customers. We believe that the better experience our people have at Vodafone, the better service they will give our customers.

Vodafone Group employs approximately 71,000 people around the world.*

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We want to enhance our reputation as an employer that provides excellent development opportunities, equipping employees with the skills and experience they need to help Vodafone compete successfully.

We aim to ensure that all our working environments are inclusive, safe, promote wellbeing, treat people with respect, engage employees, and offer attractive incentives and opportunities.

Communication and involvement

Informed and engaged employees are essential for our business to operate effectively. We communicate our business strategy and new developments to our people and engage with them to gain feedback on how we are doing as an employer. This also helps to create a sense of global community across the Group.

Internal communications :

Employee engagement is an important part of Vodafone’s business strategy. We have a Board level representative responsible for promoting effective dialogue with our people.

We use our own products and services to communicate with employees, including SMS, video clips and mobile intranet sites.

This improves knowledge of our products and services, and helps reinforce our total communications strategy. A key focus in 2007/08 has been informing and engaging our employees on our total communications strategy.

This included:

A series of 10 podcasts to help senior managers understand the concepts behind total communications.

Twelve webinars (seminars on the web) open to all employees, covering topics such as mobile advertising, convergence, social networking and mobile internet.

An internal wiki where employees can read news and updates and engage in dialogue.

Other internal communication channels at Group level include:

Group intranet

Online videos, including monthly video-casts from the Chief Executive.

Wikis and webinars.

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Vital, an online news hub updated daily.

VGS News, a monthly email news bulletin.

Internal TV channel & Induction packs for new employees.

Local operating companies also run their own internal communications programs. Corporate responsibility messages are included in our internal communications to employees, see Internal Communications and Awareness.

Employee engagement

We engage with our people informally every day, through team meetings and discussions with immediate managers. All employees have access to our intranet site, with around 30% of our employees using it every day.

We are increasingly using the intranet for online discussions and engagement. We have more than 450 internal blogs and wikis, which receive around 3,500 visits per month

We share information with colleagues through over 8,000 online team rooms, used by over 45,000 people.

Monthly messages from the Chief Executive Officer, Arun Sarin, using a wiki platform, 'Arun’s channel', and video-cast help our people understand how we are progressing against our company goals and provide an opportunity to give feedback directly to the CEO.

Since its launch in February 2008, Arun's channel has received more than 35,000 individual hits and 100 responses from employees.

We plan to make the channel available via mobile internet.

We hold regular 'Talk about' sessions at our local operating companies where the CEO and members of the executive team meet with employees in person.

This enables them to discuss our business strategy with employees and listen to their feedback about the business and the issues that matter most to them. Around 5,000 employees attended these sessions in 2007/08.

We also engage with employees more formally through the Vodafone People Survey and their annual performance dialogues with line managers.

We conduct a full Group-wide People Survey every year, to obtain feedback from our people on key issues and measure employee engagement.

It also helps us identify opportunities to improve working environments and practices, and to support employees so they can do their best work.

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See Communication and involvement: performance 2007/08 for details on the results of the latest survey.

We consult employees on changes to the business and other issues that affect them through the Vodafone European Employee Consultative Council. Some local operating companies also consult recognized trade unions.

Learning and development

We provide training for our employees to develop new skills and opportunities to gain new experiences. This helps them reach their full potential and benefits our business.

Online training

We have a catalogue of more than 70 online training courses on a wide range of subjects related to specific aspects of the business or key skill sets.

These include:

Communicating for impact – business writing, giving presentations, managing meetings, negotiation skills putting customers first.

Delivering results – budgets, objectives, project management.

Making a personal difference – self-development, mentoring and time management.

Managing a changing environment – decision making and problem solving.

Performing through our people – delegation, team building, leadership, facilitation.

IT – how to use specific computer programmes.

We are integrating corporate responsibility into our training programmes and induction courses. Online courses include related subjects such as anti-corruption and privacy training.

We also use online webinars (web seminars) and wikis to inform employees about key business strategies, embedding our commitment to total communications.

Performance dialogues

All employees complete an annual performance dialogue with their line manager, enabling them to review their performance annually and set clear goals and development plans for the year ahead.

The process ensures our people can make a clear connection between their goals and

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Vodafone’s business objectives. See details on our performance 2007/08.

Promoting leadership

We use our Leadership Framework to help us recruit and promote leaders within the company. We are evaluating our most senior managers against the framework. In 2007/08, 80% of our senior leaders participated in our workshops on Leading High Performing Teams.

These are designed to build their awareness of leadership style and working culture. Our development initiatives emphasize the role of local operating companies in tailoring development support to individual needs.

For example, Vodafone Spain "One Way" professional development program for managers includes training on team management and engagement, creating a culture of co-operation and effectively executing strategic goals.

In 2007/08, a performance reporting tool was launched to keep individuals up to date on their progress. One Way has contributed to improving employee perceptions of the coaching and feedback they receive from managers.

Inspire program

Inspire is a global program designed to identify and develop high potential employees and accelerate their progression into leadership roles.

Participants take part in a three-month international rotation and receive commercial training and personalized leadership development through Imperial College, Oxford Said Business School and the Hay Group.

They also gain from exposure to and learning from members of our Executive Committee.

The program promotes cross-cultural understanding within Vodafone and encourages employees to take advantage of the breadth of experience across the Group.

Inspire launched in May 08 and replaced our Global Rotation program.

Promoting career opportunities within Vodafone

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We want people to develop at Vodafone and promote recruitment from within.

This encourages people to progress their careers within the company, either through promotion or a change of role to broaden their experience.

All vacancies across Vodafone are advertised on the job-posting page of our global intranet, which encourages the transfer of talent across the Group.

Equal opportunities and diversity

“We believe employee diversity is an asset to our business – men and women of various ages from different backgrounds and cultures with a range of different experiences help us understand and serve our customers around the world.”

Our equal opportunities policy states that Vodafone does not condone unfair treatment of any kind and requires employees to act with integrity and respect for their colleagues and customers.

We are building a culture that respects the value of differences among us and encourages individuals to contribute their best within an environment that is inclusive, open, flexible and fair.

We will not tolerate discrimination or unfair treatment on any grounds. We are committed to helping talented people from diverse backgrounds meet their potential at all levels of the company.

Cultural diversity

With operations worldwide, Vodafone is not only multinational but multicultural.

We encourage our managers to gain experience working in different countries and almost half our senior managers have international experience.

International rotation is a key part of our new Inspire program for employees with high potential. See Learning and development.

Gender diversity

We have a strategy in place to improve gender diversity. This includes carrying out senior leadership training on inclusion and diversity. We intend to develop action plans to build a more inclusive culture over the next three to five years (see target in performance 2007/08).

We also recognize that women can often be more affected by family commitments than men and encourage flexible working to help employees balance their work with their family

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commitments.

Employees with disabilities

We are conscious of the difficulties experienced by people with disabilities, and make every effort to ensure access to the Group’s facilities and services.

Disabled people are assured of full and fair consideration for all vacancies for which they offer themselves as suitable candidates.

We do our best to meet their needs, particularly in relation to access and mobility. Where possible, modifications to workplaces are made to provide access for the disabled.

Every effort is made to continue the employment of people who become disabled during their employment, through the provision of additional facilities, job design and appropriate training.

Reward and recognition

Vodafone offers competitive and fair rates of pay and benefits to attract and retain the best employees. Competitive rates of pay and benefits vary in each local market where we operate.

We want to ensure that our people feel their efforts are recognized and their rewards are connected with their performance.

We monitor employee views of the compensation packages we offer through our annual Vodafone People Survey (see performance 2007/08).

Rewarding performance

We are implementing a range of initiatives that reward our employees based on their contribution to the success of the business.

The annual bonus plan for all our global managers, which covers approximately 4,500 employees, includes an individual performance element measured over the year and assessed through our global performance dialogue process.

Most of our local operating companies offer employees not covered by the global bonus plan the opportunity to participate in local plans that reward their performance.

Our Global Long Term Incentive (GLTI) Plan awards shares based on an assessment of an individual’s potential, future performance and their business criticality in supporting the delivery of Vodafone’s strategy.

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Share plans

We offer a variety of share plans as an incentive for our employees to stay at Vodafone. Our global All Shares Plan is designed to ensure everyone in the Company has a stake in our success.

All permanent employees are made an award of shares on the condition that they remain at Vodafone for a further two years. Our communications with employees about share plans have been recognized externally.

Vodafone received the ProShare award for most effective communication of an employee share plan in 2007, and awards from the Global Equity Organization for best share plan communications in 2006 and 2007.

Benefits

Each of our local operating companies offers a competitive range of benefits for employees. The benefits packages offered are determined by local legislative and tax requirements and industry benchmarks.

Depending on the location, we offer benefits such as life assurance, accident insurance, private medical insurance, subsidized mobile phones, and service and retirement benefits. Retirement benefits are provided through a variety of arrangements, including defined benefit and defined contribution schemes.

These vary depending on the conditions and practices in the countries concerned such as local market practice, taxation, legislation and the quality of the state’s pension.

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ABOUT THE ORGANISATION

COMPANY PROFILE

Company Type Public Limited

Industry Mobile telecommunications

Predecessor Hutchison Essar

Founded 1994

Headquarters

Area served

Key People

Mumbai, Maharashtra, India

Worldwide

Chairman: Mr. Vittorio Colao

Products Mobile networks,Telecom services, Etc.

Owner(s)

Revenue

Operating Income

Vodafone Group (67%)Essar Group (33%)

£44.65 billion (2014)

£4.728 billion (2014)

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Employees 1,000,00 – (2014)

Website Vodafone India/ www.vodafone.com

Subscriber Base: As on January, 2014

Telecom Circle No. of Subscribers

Gujarat 15,801,117

Uttar Pradesh(East) 14,526,236

Maharashtra 12,977,123

West Bengal 11,165,667

Tamil Nadu 9,777,927

Rajasthan 8,565,366

Uttar Pradesh(West) 8,999,073

Andhra Pradesh 5,224,689

Delhi 8,449,120

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Telecom Circle No. of Subscribers

Goa 7,134,576

Karnataka 6,452,620

Kerala 6,067,506

Bihar 6,381,278

Kolkata 4,084,284

Punjab 4,309,853

Haryana 4,437,015

Madhya Pradesh &

Chhattisgarh4,101,877

Chennai 2,091,411

Assam 2,188,073

North East 928,563

Jammu & Kashmir 666,009

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Telecom Circle No. of Subscribers

Himachal Pradesh 475,329

Mumbai 6,160,353

Total number of Vodafone India Subscribers: 141,519,840 i.e. 21.54% of total

657,158,013 Indian mobile subscribers

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PRODUCTS AND SERVICES

We offer our voice, messaging, data and fixed broadband services through many devices and supporting technologies. Use of our data services continues to grow, driven by advances in our 3G networks and handset capabilities.

Voice services are the largest part of our business. We offer our customers a wide range of innovative tariffs and services for use at home, in the office and while travelling.

Vodafone at Home

Quick Stats:

4.4 Million Customers.Available in most European markets.

Vodafone At Home includes a number of offers designed to meet all your home communications needs through a single device, now available in most European markets. With zonal tariffs, you can make reduced rate calls within your home area to fixed numbers and defined mobile networks, offering the value of a fixed line with the freedom of a mobile.

You can also take out a subscription for unlimited calling to fixed line numbers from your mobile, reducing the need for fixed line devices and allowing cheaper calls when on the move.

Vodafone Office

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Quick Stats: 3 Million customers.Zonal tariffs available in some European markets.Closed user tariff available.

Vodafone Office is the umbrella name for a series of products and services designed to meet all our business customers’ communications needs. With Vodafone Wireless Office, companies can transfer voice minutes from a fixed line to the mobile network, reducing the need for fixed desk phones.

Existing fixed line and extension numbers can be assigned so that all calls are easily transferred to your mobile. A closed user group tariff is available allowing employees to call each other for a flat monthly fee.

In Germany, Spain, Greece, Italy and Portugal, location based zonal tariffs allow preferential rates when calling from the office. Geographic numbers enable increased fixed to mobile, substitution, allowing you the freedom to use a single

Vodafone Passport

Quick Stats: 17.5 Million customers.Simpler roaming tariffs.No charge calls with one off connection fee per call.

Vodafone Passport makes it possible for your home tariff to travel with you, offering better value and simplicity when you go abroad.

With Vodafone Passport, you know exactly what the charges will be when you use roaming services, and in some cases Vodafone Passport includes free minutes bundles and the option to receive calls at no charges.

Our services are accessed on a wide range of handsets, the Vodafone Mobile Connect card with 3G broadband and the Vodafone Mobile Connect USB modem.

Vodafone email:

There is increasing demand for handheld solutions that allow real-time access to email, calendar, contact and other applications.

Vodafone Business Email, Windows Mobile Email and Blackberry from Vodafone provide business customers, ranging from small start-up companies to multinational corporate, with wireless access to their enterprise and internet based email.

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1 million Vodafone email customers. Vodafone Business Email and Blackberry from Vodafone are available in 36

countries.

Vodafone email gives you full messaging functionality. You can use it to send, store and manage emails, just like you would on your PC. You can even view and edit attachments in popular document formats such as Microsoft Word, PowerPoint and Excel.

Vodafone live!

Vodafone live! Is their on-handset communications and multimedia portal, which gives you access to services like games, ringtones, news, sports and information. They are always enhancing and improving Vodafone live!

To provide better and richer content and make it easier for you to access it.

Vodafone lives! Is available in 28 countries. 15.9 million Active Vodafone live! Devices.

Vodafone live! Is available over their 3G network, enabling far higher quality content and communication services, like news broadcasts, sports highlights, music videos and movie trailers. Content partners include Time Warner, News Corp, NBC, Universal and Sony.

The 3G service also supports full-track music downloads. You can use your phone to listen to music, choosing from more than 750,000 music tracks to download.

Agreements with Sony BMG Music Entertainment, EMI, Universal Music, Warner Music and independent music labels secure music from some of the world’s greatest artists.

Vodafone live! Also includes useful information services for driving directions, train and flight times and much more. The full Vodafone live! Service is included with the latest Vodafone live! Mobile handsets. See your local operating company’s website for more information.

Handsets

Quick Stats: 75 New models launched in the 2008 financial year.53% of handsets sold were 3G models.10 Million Vodafone own-brand devices shipped in 30 countries.

Our handset portfolio ranges from handsets for our core voice services, to premium multimedia devices and includes a range of low-cost Vodafone handsets for the emerging markets.

Vodafone live! handsets

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Our customers access 3G services on a range of handsets including the exclusive Sony Ericsson V640i and an exclusive Mobile Internet version of the Nokia 6120c. Our higher speed HSDPA mobile broadband services are also available to subscribers on mid-priced handsets.

Our ‘Internet on Your Mobile’ services are available on a selection of handsets customized for internet experience, including high-end devices like the Nokia N95 8GB, Sony Ericsson W910i and Samsung SGH-F700V Q Bowl.

The Vodafone 125 and Vodafone 225 were the first ultra low cost handsets under the Vodafone brand, and the lowest cost mobile phones we have ever launched.

Business handsets

We are always expanding our range of business handsets. Our exclusive devices include the Palm Treo 500v and the BlackBerry® Curve™ 8310 Smartphone. Both offer business email combined with Vodafone live! Services, such as Google Maps, internet browsing and instant messaging.

In addition, the BlackBerry 8100 series and the BlackBerry 8110 series continue to be in demand along with the Nokia E series range

Vodafone live! – Internet on Your Mobile

Quick Stats:

2 Million Customers.Simple and secure browsing of online services.Unlimited browsing tariff available.Vodafone live! Offers 750,000 songs.Vodafone live! Includes selection of latest games on handsets.Mobile TV has an average of 850,000 subscribers a month.

“Internet on your Mobile” offers easy to use and secure browsing, including Google search, an unlimited browsing tariff and access to some of the most popular online services.

You can use your mobile to access and update your social networking profiles, view and upload YouTube videos, buy and sell items on eBay, and check locations on Google Maps.

You can also chat to friends easily with Yahoo! and MSN instant messaging using an easy to use dedicated interface.

Using the new Vodafone live! Mobile and PC music player you can search for music, artist pages and previews from a catalogue of more than 750,000 songs.

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Music from some of the world’s greatest artists is available, with music secured from agreements with major record labels such as Sony BMG Music Entertainment, EMI, Universal Music, Warner Music, as well as independent music labels.

Mobile TV offers an average of 20 channels from both local and international broadcasters.

Vodafone has local agreements with broadcasters, such as the BBC, ZDF, RAI, Pro-Sieben, Channel 4 and RTL, as well as international broadcasts from HBO, Fox, NBC Universal, Warner Brothers, UEFA Champions League, Vodafone McLaren Mercedes and MTV, ensuring diverse and relevant mobile content.

Vodafone Mobile Connect

Quick Stats: 2.7 Million customers.Built-in 3G broadband on 44 laptop models.7.2 Mbps down and 2.1 Mbps up using Vodafone Mobile Connect card with HSPA technology.

Vodafone Mobile Connect enables you to access the internet on your laptop or PC via Vodafone Mobile Connect data cards or Vodafone Mobile Connect USB modems. Business customers can access services such as email, corporate applications and company intranets using the service.

Vodafone Mobile Connect card:

You can enjoy built-in 3G broadband from Vodafone across 44 laptop models, including Vodafone’s partners Acer, Dell, HP and Lenovo.

Everything you need to make an internet connection from your computer using a mobile network is installed and configured, allowing you to work on the move.

The Vodafone Mobile Connect card with 3G broadband offers enhanced speeds which can be up to 7.2 Mbps downlink and up to 2.0 Mbps uplink by utilizing HSPA technology.

Vodafone Mobile Connect USB modems:

There are a range of Vodafone Mobile Connect USB modems with exclusive designs. The USB modems are “plug and play” compatible, allowing for a fast set up and making the device easy to use.

Vodafone Services and Offerings….

Vodafone's marketing mix

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A longer term marketing strategy is underpinned by careful planning and a successful marketing mix. The marketing mix is a combination of many features that can be represented by the four Ps.

Product - features and benefits of a good or service. Place - where the good or service can be bought. Price - the cost of a good or service. Promotion - how customers are made aware of a good or service.

Product

A product with many different features provides customers with opportunities to chat, play games, send and receive pictures, change ring tones, receive information about travel and sporting events, obtain billing information - and soon view video clips and send video messages.

Vodafone live! Provides on-the-move information services.

Vodafone provides the following products to its customers:

PREPAID CONNECTION.

POSTPAID CONNECTION.

WORLD CALLING CARDS.

HOME CALLING CARDS.

VODAFONE HANDYPHONE.

VODAFONE PCO.

Prepaid Connection:

In Vodafone Essar Digilink Limited U.P. (East) circle the number of prepaid subscribers is

far ahead of post paid subscribers.

Vodafone offers the following benefits to its prepaid customers. The major subscriber base

is concentrated to this part.

UNIQUE STARTER KITS.

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SPECIAL RECHARGE PLANS.

SPECIAL TARIFF VOUCHERS.

BONUS CARDS.

Benefits:

Th The recharge cards are easily available at all the retail outlets for the subscribers.

Now Vodafone has come up with ‘chhota’ credit to help its subscribers to get talk

time in emergencies.

The prepaid subscribers get exciting offers every now and then. Some of them are

as follows:

Vodafone Filmy Recharge

Apne Minutes.

Become a VIP.

Half rate plans.

SMS Bonus cards.

It provides a number of tariff plans which suit the customers’ requirements as well

as his pocket.

It provides full talk time on a number of recharge schemes.

It provides best bargain deals to its customers.

It provides special offers to its subscribers on the basis of their recharging behavior

World calling cards:

One can save up to 30% on his ISD & STD calls with World Calling Card from Vodafone

for his Vodafone mobile phones. That’s right – you don’t need individual ISD calling cards

and STD calling cards anymore. With the help of this Prepaid World Calling Card, you can

keep a tab on your long-distance call expenses. Plus no security deposit.

World Calling Card from Vodafone is a prepaid long distance calling card that you can use

with your Vodafone Prepaid and Postpaid mobile phones to make ISD & STD calls. It’s

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easy to buy World Calling Cards in India. World Calling Cards are available at your nearest

Vodafone Store, Vodafone Mini Store or at any shop that displays the “World Calling

Card” sign.

Benefits:

It becomes easy for the customers to make long distance calls.

It is more economical for the customer.

Home calling cards :

Vodafone Home Calling Card is a prepaid card that allows you to make calls from

landlines, PCOs & mobile phones from over 100 countries.

And helps you save up to 90% as compared to International Roaming charges! So talk

more, spend less and always stay connected.

Benefits:

Save up to 90% as compared to international roaming charges.

Use it with landlines, PCOs and mobile phones.

Pay in Indian Rupees.

Follow easy voice instructions to use.

Follow easy voice instructions to use.

Key features:

Calls to any 3 Vodafone numbers @ 20p / min.

Calls to all local mobile phones @ 40p / min.

Free local & STD call every month.

Postpaid connection:

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It is easy to become a Vodafone Postpaid customer with a new Postpaid connection and talk

to your heart content without worrying about bill value.

Buy a special postpaid mobile handset for your Vodafone Postpaid mobile SIM card with

their postpaid mobile handset offers.

Pick the right Vodafone Postpaid talk plan that suits your usage best for your Vodafone

Postpaid mobile phone.

Stop worrying about your Vodafone Postpaid mobile bill subscribe to their Vodafone

Postpaid offers and Vodafone Postpaid services.

The best part of Vodafone’s postpaid connection is the feasibility of payment of bills. It

provides a number of modes of payment. They are as follows:

Offer on payment through Direct Debit.

Pay online anytime.

Pay at any Vodafone Store.

Do it yourself at Self-Service Kiosks in Vodafone Stores, malls, theatres &more.

Visit their payment centers to pay by cash or cheque.

Pay by Credit Card.

Payment pickup.

Collection agencies.

Direct Debit.

ITZ Cash Card.

Pay by IVR.

In post paid connection also the subscriber’s gets majority of those benefits that they

have already dealt in the prepaid connection. Vodafone offers a variety of talk plans and

offers to its subscribers.

The factor which makes Vodafone’s postpaid connection better than its competitors is

the variety of payment modes that Vodafone offers.

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Place

Vodafone UK operates over 300 of its own stores. It also sells through independent retailer’s e.g. Car phones Warehouse. Customers are able to see and handle products they are considering buying.

People are on hand to ensure customers' needs are matched with the right product and to explain the different options available.

Price

Vodafone wants to make its services accessible to as many people as possible from the young, through apprentices and high powered business executives, to the more mature users. It offers various pricing structures to suit different customer groups. Monthly price plans are available as well as prepay options.

Phone users can top up their phone on line. Vodafone UK gives NECTAR reward points for every £1 spent on calls, text messages, picture messages and ring tones.

Promotion

Vodafone works with icons such as David Beckham to communicate its brand values.

Above the line: Advertising on TV, on billboards, in magazines and in other media outlets reaches large audiences and spreads the brand image and the message very effectively. This is known as above the line promotion.

Below the line:

Stores have special offers, promotions and point of sale posters to attract those inside the stores to buy. Vodafone's stores, its products and its staff all project the brand image.

Vodafone actively develops good public relations by sending press releases to national newspapers and magazines to explain new products and ideas.

Total communications of Vodafone:

Vodafone enriches its customers’ lives by enabling them to communicate in an increasingly

connected world.

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It provides a range of voice and data mobile telecommunications services, including text

messages (SMS); picture messages (MMS) and other data services.

They are continually developing and enhancing service offerings particularly through third

generation (3G) mobile technology, which is being deployed in the majority of their

operations.

Their mobile services are offered over the GSM network on which a General Packet Radio

Service (GPRS) is also provided.

The move to higher performance 3G (W-CDMA) networks is well underway in the bulk of

their operations, and they are now in the process of upgrading these networks to 3G

broadband (HSDPA) with the promise of even higher data rates.

Mobile is always at the heart of what they do, but now they are moving into integrated

mobile and PC communication services, by combining fixed-line Digital Subscriber Line

(DSL) broadband offers with their core mobile services.

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AN OVERVIEW OF INDIAN TELECOM MARKET

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ORGANISATION STRUCTURE OF VODAFONE

CEO

MANAGING DIRECTOR

DIRECTOR OF DIRECTOR OF SALES DIRECTOR OF DIRECTOR OF DIRECTOR

HUMAN RESOURCE AND MARKETING SUPPLY CHAIN TRAINING AND OF

MANAGEMENT DEVELOPMENT FINANCE

CHIEF EXECUTIVE OFFICER: MR MARTEN PETERS

MANAGING DIRECTOR: MR RUSSEL HEWIT

The following are the Departments which come under Managing Director:

HUMAN RESOURCE DEPARTRMENT:

Department Head: Ms.Brigett Neumans

Assistant HR Manager

HR Executive

HR Helper

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FINANCE DEPARTMENT:

Department Head: Mr. Sabarish Gupta

Finance Manager

Asst Finance Manager

Chief Analyst

Finance Executives

SALES AND MARKETING DEPARTMENT:

Department Head: Mr. Haris Broumedis

Marketing Manager

Asst Marketing Manager

Market Analyst

Marketing and Sales Executive

FUNCTIONAL DEPARTMENTS:

Organization has been divided into various departments and units with individuals who specialize in a given area, such as marketing, finance, sales, and so forth. Having each unit perform specialized jobs is known as Departmentalization. Departmentalization is done according to four major categories:

Product, which requires each department to be responsible for the product being manufactured.

Geographic which divides the organization based on the location of stores, offices, customers which separates departments by customer type- for example textbook companies that cater to both grade schools and community colleges.

Functional which break departments into specialty areas.

Process which creates departments responsible for various steps in the production process.

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CHAPTER- 3: THEORERTICAL FRAMEWORK OF TOPIC:

RECRUITMENT AND SELECTION

Introduction of Recruitment

Process of Recruitment

Sources of Recruitment

Recruitment Process Chart

Introduction of Selection

Objectives of Selection

Discrete Selection Process

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Methods of Recruitment

Research Methodology

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THEORETICAL FRAMEWORK OF TOPIC

INTRODUCTION OF RECRUITMENT

All organization is basically human resource organizations. They need people to carry out the organizational mission, goals and objectives. Every organization needs to recruit people.

The recruitment policy should therefore, address itself to the key question; what are the personnel/human resource requirement of the organization in terms of number, skills, levels etc. to meet present and future needs of production and technical and other changes planned or

anticipated in the next few years.

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Meaning of Recruitment

Recruitment is process of searching for prospective employees and stimulating them to apply for jobs in the organization. To recruit means to enlist replenish or reinforce.

It refers to the process of bringing together prospective employees and employer with a view to stimulate and encourage the former to apply for a job with the latter.

The primary purpose of recruitment and selection is to achieve one desired aim i.e. picking the right person for the right job.

The recruitment process begins when an employee is to be transferred or promoted to another post, notice of resignation or dismissal is given or retirement is planned.

The five key ways to develop top quality people:

Recruitment - Getting the right people in the right job.

Developing People - Through training and development.

Mentor - To ensure long term development & performance.

Developing Managers - Ensuring that these key people are delivering what the organization.

Managing for performance - Techniques that ensure top quality performance.

Definition of Recruitment:

According to Fllipo: “Recruitment is a process of searching for prospective employees and stimulating them to apply for jobs.”

Dale S Breach said that “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.”

Yoder defines “Recruitment as 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 members to facilitate effective selection of an efficient working force.”

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NEED FOR RECRUITMENT

The need for recruitment may be due to the following reasons / situation:

Vacancies due to promotions, transfer, retirement, termination, permanent disability, death and

labor turnover.

Creation of new vacancies due to the growth, expansion and diversification of business activities

of an enterprise. In addition, new vacancies are possible due to job specification.

Purpose and importance of Recruitment

Determine the present and future requirements of the organization on conjunction with its

personnel-planning and job analysis activities. Increase the pool of job candidates at minimum

cost. Help increase the success rate of the selection process by reducing the 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 organization’s legal and social obligations regarding the composition of its work force.

Begin identifying and preparing potential job applicants who will be appropriate candidates.

Increase organizational and individual effectiveness in the short term and long term.

Evaluate the effectiveness of various recruiting techniques and sources for all types of job

applicants.

Recruitment is a positive function in which publicity is given to the jobs available in the

organization and interested candidates are encouraged to submit applications for the purpose of

selection.

Recruitment represents the first contact that a company makes with potential employees. It is

through recruitment that many individuals will come to know a company, and eventually decided

whether they wish to work for it. A well-planned and well-managed recruiting effort will result

in high quality applicants, whereas, a haphazard and piecemeal efforts will result in mediocre

ones. 52

RECRUITMENT POLICY

Such a policy asserts the objectives of the recruitment and provides a framework of implementation of

their recruitment program in the form of procedures.

As Yoder and other observe:“Such a policy may involve a commitment to broad principles such as filling

vacancies with the best qualified individuals. It may embrace several issues such as extent of promotion

from within, attitudes of enterprise in recruiting its old employees, handicaps, minority groups, women

employees, part-time employees, friends and relatives of present employees.

It may also involve the organization system to be developed for implementing recruitment program and

procedures to the employed.” Therefore, a well considered and pre-planned recruitment policy, based on

corporate goals, study of environment and the corporate needs, may avoid hasty or ill-defined procedures.

Considered decisions may go a long way to man the organization with the right type of personnel.

A good recruitment policy must contain these elements:

a) Organization’s objectives - both in the short-term and long-term -must be taken into

consideration as a basic parameter for recruitment decisions and needs of the personnel -area-

wise, job-family-wise.

b.) Identification of the recruitment needs to take decisions regarding the balance of the

qualitative dimensions of the would be recruits, i.e., the recruiters should prepare profiles for

each category of workers and accordingly work out the main specifications, decide the sections,

departments or branches where they should be placed and identify the particular responsibilities

which may be immediately assigned to them.

c.) Preferred sources of recruitment, which would be tapped by the organization, e.g., for skilled

or semi-skilled manual workers, internal sources and employment exchanges may be preferred;

for highly specialized categories and managerial personnel, other sources besides the former,

may be utilized.

d.) Criteria of selection and preferences: These should be based on conscious thought and serious

deliberations. In some cases trade unions may be consulted in working out the recruitment

policy. In others, management may take the unilateral decision.

e.) The cost of recruitment and financial implications of the same.

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A “recruitment policy,” in its broadest sense, “involves a commitment by the employer to such

general principles as:

1. To find and employ the best qualified persons for: each job.

2. To retain the best and most promising of those hired.

3. To offer promising opportunities for life-time working careers.

4. To provide programs and facilities for personal growth on the job.

According to Yoder, “the recruitment policy is concerned with quantity and qualifications

(viz., and Q1 and Q2) of manpower.” It establishes broad guidelines for the staffing process. Generally,

the following factors are involved in a recruitment policy.

1. To carefully observe the letter and spirit of the relevant public policy on hiring, and, on the whole,

employment relationship;

2. To provide individual employees with the maximum of employment security, avoiding, frequent lay-off or

lost time;

3. To provide each employee with an open road and encouragement in the continuing development of his

talents and skills;

4. To assure each employee of the organization interest in his personal goals and employment objectives;

5. To assure employees of fairness in all employment relationships, including promotions and transfers;

6. To avoid cliques this may develop when several members of the same household or community are

employed in the organization;

7. To provide employment in jobs which are engineered to meet the qualifications of handicapped workers

and minority sections; and

8. To encourage one or more strong, effective, responsible trade unions among the employees.

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PREREQUISITES OF A GOOD RECRUITMENT POLICY

The recruitment policy of an organization must satisfy the following conditions:

1. It should be in conformity with its general personnel policies;

2. It should be flexible enough to meet the changing needs of an organization;

3. It should be so designed as to ensure employment opportunities for its employees on a long-term basis

so that the goals of the organization should be achievable; and it should develop the potentialities of

employees.

4. It should match the qualities of employees with the requirements of the work for which they are

employed

5. It should highlight the necessity of establishing job analysis.

The nature and extent of the recruitment program depends on a number of factors, including the skills

required, the state of the labor market, general economic conditions, and the image 'of the employer.

A Company which has a reputation of paying fair wages, providing good employee benefits and taking

interest in employee welfare activities would attract a larger number of applicants than it needs without

making any extra recruiting effort.

Small companies which hire few people each year may not need to spread the word around the plant or

office that a vacancy exists. However, as a result of regulations and pressures from society and the

government, the recruitment program now requires the employers to go out and actively seek job

applicants from groups of those who may not otherwise apply for employment.

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Factor Affecting Recruitment:

In the recruiting new employees management must consider the nature of labor market, what sorts of potential labor are available and how do they Look for works.

The factors affecting can be summed up under the following heads:

Labor market boundaries.

Available skills.

Economic conditions.

Attractiveness of the Company

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Labor Market Boundaries: The knowledge of the boundaries helps management in estimating the available supply of qualified personnel from which it might recruit.

A labor market consists of a geographical area in which the forces of demand and supply interact and thus affect the price of labor.

Available Skills: Companies must locate the areas where they can find employees who fit the jobs according to their skills.

Economic Conditions: Economic conditions also effect recruitment. A new plan located in a depressed labor market may be swamped by unemployed workers whereas a firm trying to establish it or to expand in an area where a few qualified workers are out of work has quite a different recruitment problem.

Attractive of the Company: The attractiveness of the company in terms of higher wages clean work better fringe benefits and rapid promotions serves as an influencing factor in recruitment.

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PROCESS OF RECRUITMENT

Recruitment begins by specifying the human resource requirements, initiating activities and actions to identify the possible sources from where they can be met, communicating the information about the job, terms and conditions and prospects they offer, and enthuse the people who meet the requirement to respond to the invitation by applying for jobs.

The Recruitment process can be examined as follows:

Determining the vacancies.

Sourcing strategy.

Preparing and publishing information.

Processing and assessing applications.

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FACTORS EFFECTING 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.

The internal and external forces affecting recruitment function of an organization are:

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SOURCES OF RECRUITMENT

Every organization has the option of choosing the candidates for its recruitment processes from two kinds of sources: internal and external sources. The sources within the organization itself (like transfer of employees from one department to other, promotions) to fill a position are known as the internal sources of recruitment. Recruitment candidates from all the other sources (like outsourcing agencies etc.) are known as the external sources of the recruitment.

Internal Recruitment:

This is a practice of filling vacancies from within; through transfers and promotions. All transfer decisions are usually taken by the management and communicated to those concerned.

In case of promotion however, information about the vacancies is communicated through internal advertisement. Alternatively, organization may prepare seniority cum merit or seniority list and consider the eligible candidates for internal promotions. The possibility of filling vacancies internally should always be given very careful consideration for the following reasons:

Existing employees are known to the organization and generally familiar with its customs and practices. The cost and the time that external recruitment, selection and induction procedures consume can be significantly reduced. Internal recruitment to fill vacancies may be used as a means of career development, widening opportunities and stimulating motivation among existing employees.

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External Recruitment:

When the organization has to use external sources, there are two main means of conducting the search for employees:

Through employment consultancies and agencies. These include specialist agencies and ‘head-hunters’ as well as governmental and institutional, and private commercial agencies of varying kinds.

By conducting the public directly through advertisement in newspaper journals, posters, on radio, on television and on the internet.

A combination of these media may be used. The three main avenues available are described and evaluated below.

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RECRUITMENT POCESS CHART

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Professional Agencies:

Several different kinds of agencies are included under this heading. The features they have in common are that they are all agencies set up by particular organizations to help their own members or ex-members find employment and that they are generally non-profit making.

The agencies of this kind that employers are likely to need and use most regularly are:

Career services of academic institutions : Universities and similar institutions maintain the full-time careers advisory service.

They serve as an employment agency for graduating or recently graduated students and are centers of information for graduate’s employment opportunities and for employment who are seeking potential managers or professional specialists.

Employment service of professional institutions : A number of professional institutions, such as those representing accounts, engineers, etc. have an employment advisory services whereby a register is kept of members seeking employment and information is collected from employers seeking staff in particular professions.

Employment Exchange: Employment exchange is providing by the state service for young people provides a regular liaison between employers and unemployed youth.

Private Employment Agencies:

These agencies have the largest share of the market and are now quite well known to most people from personal experience of local offices and advertisements in the press.

Local employment agencies deal with clerical, junior administrative, shop staff, it professional etc. the other type of agency concentrates on recruitment and sometimes, the initial stages of selection of middle and senior manager or of professional and specialist staff in field such as law, accountancy, engineering, etc.

Private agencies provide at times a very valuable service, especially in recruiting staff in situations where there is a shortage of the particular types of employees required.

However, since they exist to make a profit, employers have to pay for any employees they may recruit in this way.

There has been a growth of so called ‘Head-Hunters’ or recruitment consultants.

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As terms suggest, these are private firms and agencies of recruitment consultant who earn fees by meeting the needs of organizations for specialist and senior managerial staff.

Much of their work is carried on by means of on informal network of contacts, whereby they keep records of career profiles of people likely to be in constant demand and obtain information about the needs of employers for appointments to be filled.

This method has provided its value to the employer and employee clientele of these agencies.

Advertisements in the Press or other Media :

This is the most common method by which employers carry out their search for suitable staff. Apart from the use of the national and local press and to a limited extend television and radio, professional and trade journals are an important source of recruitment by this means.

When specialist staff are needed this is a very convenient and appropriate method for attracting the attention of those most likely to be produced for publication whether the organization uses an agency or places its own advertisements.

The Internet :

There has been a growth in the use of the internet to attract applicants. Survey shows that many organizations use the internet.

Benefits from this method are the speed by which applicants can be obtain information about organization and application document may be made whether the advertising method.

Whilst the internet was initially was suitable for professional and technical vacancies, one suspects that the spread of personal computing to all potential applicant groups will see this tool develop further.

Preparing and publishing Information :

This aspect the recruitment process requires very special attention and skill. Its objectives are to publish information that fulfills the following conditions:

It is succinct and yet gives a comprehensive and accurate description of the job and its requirements.

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It is likely to attract the attention of the maximum no. of potentially suitable candidates (i.e. published through the right media).

It gives a favorable image of the organization in terms of efficiency and its attitude toward the people-including the values of the organizations, its product or services.

The preparation and publication of this information is based on two simple questions that any applicant would normally ask:

What are the details of the job in terms of duties, opportunities, rewards, conditions and special circumstances?

How should application be presented?

The preparation of the information needed the first question is based on the data produced by the job analysis.

There is not much point in waxing eloquently, as some job advertisements do, about the personal qualities needed.

On the other hand, it could well be relevant to mention any special features, such as aptitudes or personal circumstances that are important to the job.

The part of the advertisement advising applicants on the presentation of their applications varies in practices. Sometimes a personal letter covering the applicant’s curriculum vitae (CV) is the only form together with information on requirement for testimonial and referees’ reports.

A letter of application or a CV sometimes is used as a kind of selection device. Personal application of this kind may even be passed to graphologists for a personality assessment.

The use of an application form has the particular advantage that employer can ensure that the information provided by the applicant is on the whole, relevant to the job requirements.

At the same time, some flexibility and can cover every possible contingency. Ample space should be included, therefore for any additional special point that applicants may wish to make.

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The Job Advertisement:

The advertisement needs to cover information derived from the job description and person specification in such broad areas:

The work organization: its main occupation and location. The job its title; main duties, location.

Position: The job title, its position in the hierarchy and for whom it is responsible ought to be recorded. A simple organization charts may be useful for this purpose.

Main Duties: A list of key tasks may be written out, standards that need to be reached and maintain must also be maintained. Methods of recording, assessing and recording the key tasks must be determined.

The Work Environment: Study the physical and social environment in which the work is carried out because the work environment influences the quantity and quality of work.

Drafting a Job Description: After job analysis, job description is made. Job description describes the job. The job description decides upon the exact knowledge skill and experience needed to the job.

Qualification and experience: Personal requirements; especially professional qualification, experience, aptitudes, etc. Reward and opportunities: Basic salary and other emoluments; any other benefits opportunities for personal development.

Application: form of application; closing date; address for forwarding.

The Application Form:

The design of an appropriate application form will clearly depend on particular situation and needs, but there are some basic principles that are universally relevant.

Different forms may be necessary for different kinds of work. If economy or any other reasons require the use of a general form for all appointments, then the form has to be sufficiently comprehensive and flexible to cover all possible situations.

The items that will normally need to be included in application forms are:

Job Title

Applicants Full Names

Date of Birth

Address and Telephone Number

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Nationality

Education

Academic Qualification

Professional Qualification

Present Employment – details of present post, duties, accountabilities, skills used.

Previous Employment – with details of achievement in each post.

Main current interest, pursuits and achievements outside work.

Health

Court Convictions

Additional Information

References

Source of information about vacancy.

Processing and Assessing Application:

When all the applications have been received by the due date, the next task is to select those applicants, who on the evidence available, to be the most suitable as future employees of the organization, and therefore worth the time and the cost of further examination in the selection procedures.

This will be based on the published requirements for the job and involves a painstaking and scrupulous study of the information provided by applicants, a comparison of this information with those job requirements and finally, a decision whether to accept or reject at this stage.

To systematize the process, it is normally useful to carry a preliminary sift to produce three categories of applicants: suitable, not suitable and marginal.

With this method the main efforts can then be concentrated on deciding which of the doubt applicants should be accepted and rejected.

To start with the general approach, those responsible for processing applications need to be very throughout, first, that they have responsibility to their employers to be careful and through as possible in selecting the most suitable of the applicants and second, that they have a

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responsibility to the applicants themselves to examine their applications conscientiously and fairly.

It is the first hurdle that the applicant has to overcome in obtaining employment with an organization and is in effect, the first stage in the selection procedure.

In deciding, therefore that an applicant’s is unsuitable entirely on documentary evidence, the employing organization needs to be as certain as it can be about its reasons for rejection at this stage.

A further important point that has to be made concerns the need for flexibility in making the final decisions about acceptance or rejection.

This relates to the previous comment on the problems of making decisions solely on the basis of documentary information.

It is best not to stubbornly inflexible or over precise about matters as length of experience, age etc.

When job requirements are being established, room must always be left to decide individual cases on their merits, as we balance and weight various attributes.

Finally, a word needs to be said about the use of testimonials and referee’s reports.

Report of this kind will regularly be used as evidence to assist in the final decision of the selection procedures.

Referee report helps in assessment of candidates during the selection procedure.

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TECHNIQUES OF RECRUITMENT

Dunn and Stephens summarize the possible recruiting methods into three categories :

1. Direct Method

2. Indirect Method

3. Third Party Method

1. DIRECT METHODS:

These include sending travelling recruiters to educational and professional institutions,

employees’ contacts with public, and manned exhibits. One of the widely used direct methods is

that of sending of recruiters to colleges and technical schools. Most college recruiting is done in

co-operation with the placement office of a college.

The placement office usually provides help in attracting students, arranging interviews,

furnishing space, and providing student resumes. For managerial, professional and sales

personnel, campus recruiting is an extensive operation.

Persons reading for MBA or other technical diplomas are picked up in this manner. For this

purpose, carefully prepared brochures, describing the organization and the jobs it offers, are

distributed among students, before the interviewer arrives.

The DCM, TATAs, and other enlightened firms maintain continuing contacts with institutions'

placement officials with a view to recruiting staff regularly for different responsible positions.

Sometimes, firms directly solicit information from the concerned professors about students with an

outstanding record.

Many companies have found employees' contact with the public a very effective method. Other direct

methods include sending recruiters to conventions and seminars, setting up exhibits at fairs, and using

mobile offices to go to the desired centre’s.

2. INDIRECT METHODS

Indirect methods involve mostly advertising in newspaper, on the radio, in trade, and

professional journals, technical magazines and brochures.

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Advertising in newspapers and/or trade journals and magazines is the most frequently used

method, when qualified or experienced personnel are not available from other sources. Senior

posts are largely filled by such methods when they cannot be filled by promotion from within.

Advertising is very useful for recruiting blue-collar and hourly workers, as well as scientific,

professional, and technical employees. Local newspapers can be a good source of blue-collar workers,

clerical employees, and lower-level administrative employees.

The main point is that the higher the position is in the organization, or the more specialized the skills

sought, the more widely dispersed advertisement is likely to be. The search for top executive might include

advertisements in a national periodical; while the advertisement of blue-collar jobs is usually confined to

the daily newspaper or regional trade journals.

The classified advertisement section of a daily newspaper or the Sunday weekly edition of The Hindustan

Times, The Times of India, The Tribune, Bharat Jyoti, The National Herald, The Free Press Journal, The

Pioneer, Amrit Bazar Patrika.

The Economic Times, The Hindu, The Indian Express etc., carry advertisements for all types of positions.

Such advertisements enable prospective candidates to screen themselves in order to find out whether they

are fit for the job for which the advertisement has been issued.

In order to be successful, an advertisement should be carefully written. If it is not properly written, it may not

draw the right type of applicants or it may attract too many applicants who are not qualified for the job.

It should be so framed as to attract attention -for example, by the use of different sizes and types of print.

The first line should limit the audience somewhat and the next few lines should further screen out the

readers who do not possess the necessary qualifications.

It should provide specific information on job requirements and opportunities for advancement, the benefits

to be enjoyed by working in the company; and it should emphasize facts related to the dignity of the job

and to its professional aspects.

“Frilly advertisements, containing exaggerated claims and gimmicky appeals, are to be avoided.”

Advertising can be very effective if its media are properly chosen.

According to Advertisement Tactics and Strategy in Personnel Recruitment, three points need to be borne

in mind before an advertisement is inserted.

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First, to visualize the type of applicant one is trying to recruit.

Second, to write out a list of the advantages a company offers; in other words, why the reader should

work for the company.

Third, to decide where to run the advertisement, not only in which area but in which newspaper having

a local, state or nation-wide circulation.

Many organizations often place what is referred to as a blind advertisement, one in which there is no

identification of the organization. Respondents are asked to reply to a ‘Post Office Box Number’ or to a

consulting firm that is acting as an intermediary between the applicant and the organization.

The large organizations with regional or national reputation do not usually use blind advertisements.

Other methods include advertising in publications, such as trade and professional journals, and radio or

television announcements, as is done by many Indian manufacturers. Professional journals are read by

people with specialized backgrounds and interests. Therefore, advertisements in these are generally

selective.

3. THIRD PARTY METHODS (TPMs)

The best management policy regarding recruitment is to look first within the organization. If that source

fails, external recruitment must be tackled.

These include the use of commercial or private employment agencies, state agencies, and placement

offices of schools, colleges and professional associations, recruiting firms, management consulting firms,

indoctrination seminars for college professors, and friends and relatives.

Private employment agencies are widely used. They charge a small fee from an applicant. They specialize

in specific occupations: general office help, salesmen, technical workers, accountants, computer staff,

engineers and executives. These private agencies are brokers who bring employers and employees together.

The specialization of these agencies enhances their capacity to interpret the needs of their clients, to seek

out particular types of persons and to develop proficiency in recognizing the talent of specialized personnel.

State or public employment agencies also known as Employment or Labor Exchanges, are the main

agencies of public employment. They provide a clearing house for jobs and job information. Employers

inform them of their personnel requirements, while job-seekers get information for them about the types

of jobs that are referred to by employers. These agencies provide a wide range of services -counseling,

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assistance in getting jobs, information about the labor market, labor and wage rates.

Schools, Colleges and Professional Institutions offer opportunities for recruiting their students. They

operate placement services where complete bio-data and other particulars of the students are available.

The companies that need employees maintain contact with the Guidance Counselors of Employment

Bureaus and teachers of business and vocational subjects. The prospective employers can review

credentials and interview candidates for management trainees or probationers. Whether the education

sought involves a higher secondary certificate, specific vocational training, or a college background with

a bachelor’s, master’s, or doctoral degree, educational institutions provide an excellent source of potential

employees for entry-level positions in organizations. These general and technical/professional institutions

provide blue-collar applicants, white-collar and managerial personnel.

Sometimes, the organizations provide Work Study Program to the students or summer jobs for undertaking

a project in the establishment so as to get them interested in the organization in question, and after

completion of this, they may be absorbed by the companies concerned.

Professional organizations or recruiting firms or executive recruiters maintain complete information records

about employed executives. These firms are looked upon as ‘head hunters’, ‘raiders’ and ‘pirates’ by

organizations which lose personnel through their efforts. However, these same organizations may employ

“executive search firms” to help them find executive talent. These consulting firms recommend persons of

high caliber for managerial, marketing, and production engineers’ posts.

Indoctrination seminars for colleges professors are arranged to discuss the problem of companies and

employees. Professors are invited to take part in these seminars. Visits to plants and banquets are arranged so

that the participant professors may be favorably impressed. They may later speak well of a company and help

it getting the required personnel.

Employee Referrals: Friends and relatives of present employees are also a good source from which

employees may be drawn. When the labor market is very tight, large employers frequently offer their

employees bonuses or prizes for any referrals that are hired and stay with the company for a specific length

of time. Some companies maintain a register of former employees whose record was good to contact them

when there are new job openings for which they are qualified. This method of recruitment, however, suffers

from a serious defect that it encourages nepotism, i.e., persons of one's community or caste are employed

that may or may not be fit for the job

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Trade Unions also provide manual and skilled workers in sufficient numbers. Under agreement,

they may agree as to who is to be given preference. But in case of adverse industrial relations,

this technique may create difficulties.

Casual Labor or Applicant at the Gate: Most industrial units rely to some extent on the casual

labor, which presents itself daily at the factory gate or employment office. However, this source

is uncertain, and the candidates cover a wide range of abilities. Even then, many of our industries

make use of this source to fill up casual vacancies.

Unconsolidated Applications: For positions in which large number of candidates are not

available from other sources, the companies may gain in keeping files of applications received

from candidates who make direct enquiry’s about possible vacancies on their own, or may send

unconsolidated applications.

The information may be indexed and filed for future use when there are openings in these jobs. If

necessary, the candidates may be requested to keep the organization posted with any change in

their qualifications, experience or achievements made.

Voluntary Organizations, such as private clubs, social organizations, might also provide employees -

handicapped, widowed or married women, old persons, retired hands, etc. in response to advertisements.

Computer Data Banks: When a company desires a particular type of employee, job specifications and

requirements are fed into a computer, where they are matched against the resume data stored therein. The

output is a set of resumes for individuals who meet the requirements. This method is very useful for

identifying candidates for hard-to-fill positions, which call for an unusual combination of skills.

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SELECTION

INTRODUCTION

In human resource planning, we identified our personnel needs. Once these needs were established a job analysis was conducted, which clarified the characteristics of jobs being done and the individual qualities necessary to do these jobs successfully.

This information was then used to recruit a pool of qualified applicants. It help in assessing applicants against the criteria established in job analysis in order to predict which job applicant will be successful if hired.

DEFINITION

To select means to choose. Selection involves a series of steps by which the candidates are screened for choosing the most suitable persons for vacant jobs.

The basic purpose is to chosen the individual who can most successfully perform the job from the pool of qualified candidates.

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PURPOSE

The purpose of selection is to choose right type of candidates to man various positions in the organization. In order to achieve this purpose, a well organized selection procedure involves many steps and at each step, unsuitable candidates are rejected. In other words, the aim of selection process is to reject the unsuitable candidates.

OBJECTIVE OF THE SELECTION PROCESS

To predict which job applicants would be successful if hired.

To inform and sell the candidates on the job and the organization.

To ensure all selection procedures comply with the Equal Opportunity Policy.

To ensure that all appointments are made on merit.

To attract sufficient applications from potential candidates for appointment with the skills, abilities, qualities, experience and competencies deemed as being necessary to the job.

To develop and maintain procedures which will assist in ensuring the appointment of the most suitable candidate.

To ensure that recruitment procedures are clear, valid and consistently applied by those involved in recruitment and that they provide for fair and equitable treatment for those who apply for employment.

To base selection decisions and criteria directly on the demands and requirements of the job and the competencies identified as necessary for satisfactory performance.

Provide psychometric tests, personality profiling, and run assessment centers.

Introduce recruitment related analysis, allowing you to evaluate your strategy.

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SELECTION PROCEDURE

The selection procedure is concerned with securing relevant information about an applicant. This

information is secured in a number of steps of stages. The objective of selection process is to determine

whether an applicant meets the qualifications for a specific job and to choose the applicant who is most

likely to perform well in that job. Selection is a long process, commencing from the preliminary interview

of that applicants and ending with the contract of employment.

The hiring procedure is not a single act but it is essentially a series of methods or steps or stages by which

additional information is secured about the applicant. At each stage, facts may come to light, which may

lead to the rejection of the applicant. A procedure may be compared to a series of successive hurdles or

barriers, which an applicant must cross.

These are intended as screens, and they are designed to eliminate an unqualified applicant at any point in

the process. This technique is known as the successive hurdles technique. Not all selection processes

include all these hurdles. The complexity of a process usually increases with the level and responsibility

of the position to be filled.

According to Yoder, “the hiring process is of one or many ‘go, no-go’ gauges. Candidates are screened by

the application of these tools. Qualified applications go on to the next hurdle, while the unqualified are

eliminated.”Thus, an effective selection program is a non-random process because those selected have

been chosen on the basis of the assumption that they are more likely to be “better” employees than those

who have been rejected.

Selection processes or activities typically follow a standard pattern, beginning with an initial screening

interview and concluding with the final employment decision. The traditional selection process includes:

preliminary screening interview; completion of application form; employment tests; comprehensive

interview; background investigations, physical examination and final employment decision to hire.

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SELECTION POLICY

While formulating a selection policy, due consideration should be given to organizational requirements as

well as technical and professional dimensions of selection procedures. Yoder and others have suggested

goals, technological issues, cost factors, extent of formality, etc. In other words, an effective policy must

assert the “why” and “What” aspects of the organization objectives.

ESSENTIALS OF SELECTION PROCEDURE

The selection procedure adopted by an organization is mostly tailored made to meet its

particular needs. The thoroughness of the procedure depends upon three factors:

First, the nature of selection, whether faulty or safe, because faulty selection affects not only the training

period that may be needed, but also results in heavy expenditure on the new employee and the loss that

may be incurred by the organization is case the job-occupant fails on his job.

Second, the policy of the company and the attitude of the management. As a practice some companies

usually hire more than the actual number needed with a view to removing the unfit persons from the jobs.

Third, the length of the probationary or the trial period. The longer the period, the greater the uncertainty

in the minds of the selected candidate about his future.

The hiring process can be successful, if the following preliminary requirements are satisfied:

1. Someone should have the authority to hire. This authority comes from the employment requisition, as

developed by an analysis of the Work-load and work force.

2. There must be some standard or personnel with which a prospective employee may be compared, i.e.,

there should be available, before hand, a comprehensive job description and job specifications as developed

by a Job Analysis.

3. There must be a sufficient number of applicants from whom the required number of employees may be

selected

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THE DISCRETE SELECTION PROCESS

Selection is usually a series of hurdles or steps. Each one must be successfully cleared before the applicant’s proceeds to the next. The time and emphasis placed on each steps will of course vary from organization to organization and indeed from job to job in one organization.

STEPS IN THE SELECTION PROCESS

The above figure outlines the important steps in the selection process of a typical organization.

STEP 1: RECEPTION

The first step starts with the receipt of applications. In order to attract people with talents, skill and experience a company has to create a favorable impression on the applicant’s right from the stage of reception.

Employment possibilities must be presented honestly and clearly.

If no jobs are available at that point of time, the applicant may be asked to call back the personnel department after sometime.

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STEP 2: SCREENING INTERVIEW

In culmination of our recruiting efforts, we should be prepared to initiate a preliminary review of potentially acceptable candidates. This screening is, in effort, a step procedure:

The screening of inquiries,

The provision of screening interview

If our recruiting effort has been successful, we will be confronted with a number of potential applicants.

Based on the job description and job specification, some of these respondents can be eliminated.

The screening interview is also an excellent opportunities for management to describe the job in enough detail so the candidates can consider whether they are really serious about making application.

Another important point during the initial screening phase is opening is to identify a salary range.

Most candidates are concerned about their salaries, and while a job opening may sound exciting, a low salary may preclude an organization from obtaining excellent talent.

During this phase, if proper HRM activities have been conducted, there should be no need to masquerade the salary. Without the salary, only time and money are wasted.

STEP 3: APPLICATION BLANK

Application blank or from is most common methods used to collect information on various aspects of the applicants academic, social, demographic, work related background and references.

It is a brief history sheet of an employee’s background usually containing the following things:

Personal Data

Marital Data

Physical Data

Educational Data

Employment Data

Extra Curricular Activities Data

Reference

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STEP 4: EMPLOYMENT TESTING

In the step selection tests or employment tests that attempt to assess intelligence, abilities, personality trait and other traits are administered.

The real value of the tests lies in eliminating those applicants who have very little chance of job success than in selecting applicants who will definitely be successful in jobs. Test is a standardize, objective measure of a person’s behavior, performance or attitude.

It is standardized because the way the test is carried out and the way the individual scores are calculated are uniformly applied. It is objective in the sense that it tries to measure individual differences in a scientific way.

Some of the commonly used employment tests are :

Intelligence Tests: These tests are used to judge the mental capacity of the applicants. They measure the individuals learning abilities, i.e. ability to catch or understand instructions and also ability to make decision and judgment.

Intelligence tests are widely used in the selection of personnel for almost every kind of job from the unskilled to the skilled.

Personality Tests: Personality tests probe the qualities of the personality as a whole, the combination of aptitude interest and usual mood and temperament.

It is very difficult to devise and use personality tests they are concerned with discovering clues to an individual’s value system, his emotional reactions, maturity, etc.

Achievement Tests: These are designed to measure what the applicant can do on the job currently i.e. whether the applicant knows what he or she claims to know.

Interest Tests: Interest tests identify patterns of interests that are areas in which the individual shows special concern, fascination and involvement.

These tests will suggest what types of jobs may be satisfying to the employees. Interest tests are more often used for vocational guidance also. They help the individuals in selecting occupations of their interest.

STEP 5: COMPREHENSIVE INTERVIEW

Those individuals who are still viable applicants after the initial screening, application form, and required tests have been completed are given a comprehensive interview.

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The applicant may be interviewed by personnel department interviewers, executives within the organization, a potential supervisor or some combination of these.

This comprehensive interview is designed to probe in areas that cannot be addressed by the application form or tests.

These areas usually consist of assessing one’s motivation, ability to word under pressure, and ability to “fit in” within the organization.

However this information should be job related. Interview gives the recruiter an opportunity:

To size up the candidate personality.

To ask questions that is not covered in tests.

To make judgment on candidates enthusiasm and intelligence.

To assess subjective aspects of the candidate like his facial expressions and appearance.

To give facts to the candidate regarding the company, its policies etc. and promote goodwill towards the company.

Types of Interview:

Several types of interviews are used depending on the nature and importance of position to be filled within an organization.

Non-Directive Interview: In it the recruiter asks questions as they come to his mind. There is no special format to be followed.

Patterned Interview: In this interview, a series of questions which can illuminate the significant aspects the applicant’s background and standardized in determining who is to be selected.

During the interview, the standard questions are asked as they are written; the order may be varied but not the phrasing of the questions. The interviewee is supposed only to answer the questions put by the interviewer.

Structured Interview: In a structured interview there are fixed job related questions that are presented to each applicant.

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Panel Interview : In a Panel Interview several interviewers question and seek answers from one applicant.

Stress Interview : Such interviews are designed to create a difficult environment where the applicant’s confidence level and the ability to stand erect in difficult situations are put to test.

Appraisal Interview : In an Appraisal Interview a superior and a sub-ordinate sit together after the performance appraisal to discuss the subordinates rating and possible remedial action.

Do’s and Don’ts of the INTERVIEW.

DO’s DON’T

Prepare for the interview. Be unprepared for the

interview.

Make the candidate feel

Comfortable and relaxed.

Make the candidate feel

stressed.

Allow the candidate to talk and

gather all relevant information.

Interrupt the candidate

frequently and gather

inadequate information.

Ask open-ended questions. Ask leading and demanding

questions.

Ask more questions and probe

only if necessary.

Ask personal and private

questions that disturb the

candidate.

Make note of the relevant points

during the interview for accurate

assessment.

Rely on your memory to assess

the candidate after the

interview.

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Stick to plan of the interview. Get too engrossed in the

interview to follow the plan.

STEP 6: BACKGROUND INVESTIGATION

The next step in the selection process is to undertake an investigation of those applicants who appear to offer potential as employees.

This may include contacting former employers to confirm the candidate’s work record and to obtain their appraisal of his or her performance, contacting other job related and personal references, and verifying the educational accomplishments shown on the application.

STEP 7: MEDICAL EXAMINATION

Certain jobs require physical qualities like clear vision, perfect hearing, unusual stamina, tolerance of hard working conditions, clear tone etc.

Medical examination reveals whether or not a candidate possesses these qualities. Medical examination can give the following information:

Whether the applicants is medically suitable for the specific job or not;

Whether the applicants has health problems or psychological attitudes likely to interfere with work efficiency;

Whether the applicant suffers from bad health, which should be corrected before he can work satisfactorily;

Whether the applicant’s physical measurements are in accordance with the job requirements or not.

STEP 8: HIRING DECISION

The line manager concerned has to make the final decision now-whether to select or reject the candidate after soliciting the required information through different techniques.

The line manager has to take adequate care in taking the final decision.

A true understanding between line managers and personnel managers should be established as to facilitate good selection decisions.

After taking the final decision the organization has to intimate this decision to the successful as well as unsuccessful candidates.

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STEP 9: PLACEMENT

After selecting the candidate, he should be placed on a suitable job. Placement is the actual posting of an employee to a specific job. It involves assigning a specific rank and responsibility to an employee.

The placement decisions are taken by the line manager after matching the requirements of a job with the qualification of the candidate.

Most organizations put new recruits on probation for a given period of time after which their services are confirmed.

Placement is an important human resource activity. If neglected, it may create employee adjustment problems.

Therefore, proper placement is important to both the employee and the organization. The benefits of placement may be summarized thus:

The employee is able to.

Show good results on the job.

Get along with people easily.

Avoid accidents and mistakes.

Keeps his spirits high.

STEP 10: INDUCTION

Induction is the process through which a new employee is introduced to the job and the organization.

In the words of Armstrong, Induction is “the process of receiving and welcoming an employee when he first joins the company and giving him the basic information he needs to settle down quickly and start work”.

OBJECTIVES: Induction serves the following purposes:

Removes fears.

Creates a good impression of the organization.

Acts as a valuable source of information.

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METHODS OF RECRUITMENT

The recruitment for various posts in the Company will be made:

By Direct Recruitment

From among the management trainees available within the Company

From reputed Management institutes through Campus Interviews.

DIRECT RECRUITMENT

Notification of Vacancies: The first step in Direct Recruitment starts from notification.

Procedure for Advertisement: Where it is proposed to advertise the vacancies the following procedure shall be followed:

The vacancies are advertised in those newspapers as may be decided by the appointing authority on his representatives.

If suitable candidates are not available, these posts may be advertised again in the other newspapers as may be decided by the appointing authority.

Selection Tests: For selection to any post in the Company, selection interview are held by the appropriate selection committee and in addition, for such posts regarding which the management of the company considers it desirable to follow any or all of the following procedures:

Written Tests.

Aptitude Tests.

Psychological Tests.

Panel of Selected Candidates: The selection committee prepares a panel of selected candidates in the order of merit.

The recommendations of such committee are regarded as final and normally accepted by the authority competent.

Where in exceptional cases such authority does not accept the recommendations of selection committee, that authority, for reasons to be recorded in writing, modifies or sets aside its recommendations.

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Medical Examination: No person is appointed by the Company unless he is declared medically fit by the Company’s Medical officer or any other medical authority as prescribed by the appointing authority in accordance with medical standards laid down.

Medical examination fee paid by the candidate is reimbursed by the Company.

Checking for References: It is not necessary to complete verification of character before appointing a candidate from the approved panel.

Appointment is subject to verification of character but action to verify character and antecedents is taken expeditiously. A report on the candidates’ character is obtained from his previous employer or from any other reference as specified in his application form.

Offer of Appointment: All appointment to Company’s services is made by the HR department.

The appointment order contains general terms and conditions.

Induction: In Vodafone Essar after giving the letter of appointment an induction programmed is conducted for the new employees. In induction programmed relevant information of the organization is given to the employees.

Placement: In Vodafone Essar manpower has been distributed at various levels in the required degree suiting to the company’s need to bring out success even in the most complex projects.

After the induction process posting of new employees is done at the right place, on the basis of manpower requirement at various branches of Vodafone Essar Digilink Ltd.

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RESEARCH METHODOLOGY

RESEARCH

Definitions

Research has been defined in a number of different ways.

A broad definition of research is given by Martyn Shuttleworth - "In the broadest sense of the word, the

definition of research includes any gathering of data, information and facts for the advancement of

knowledge."

Another definition of research is given by Creswell who states that - "Research is a process of steps used to

collect and analyze information to increase our understanding of a topic or issue". It consists of three steps:

Pose a question, collect data to answer the question, and present an answer to the question.

The Merriam-Webster Online Dictionary defines research in more detail as "a studious inquiry or

examination; especially : investigation or experimentation aimed at the discovery and interpretation of

facts, revision of accepted theories or laws in the light of new facts, or practical application of such new

or revised theories or laws".

Objective of the study:

The objectives of the study was accomplished by conducting a systematic design, collection, analysis, and reporting of data and findings that are relevant to different marketing situations facing the company.

The marketing research process adopted in the study consisted of the following stages:

Defining the problem and the research objective: The research objective states what information it needed to solve the problem.

The objective of the research was to see the change in the Training Process due to the management change.

Developing the research plan: Once the problem is identified, the next step is to prepare a plan for getting the information needed for the research.

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The present study adopted the exploratory approach where there was a need to gather large amount of information before making a conclusion.

Collection and sources of Data: Market research requires two kinds of data i.e., Primary Data and Secondary Data. Well-structured questionnaires were prepared for employees.

There were personal interview surveys mostly in office. The questionnaire contained both open-ended and closed-ended questions.

Here, open-ended questions were more useful as it was an exploratory research that was conducted in which the main objective was to get an insight into how people think in a particular way.

Analyze the collected information. Report research findings.

Regarding the Research

Close ended Method:

Dichotomous Multiple choice

Open Ended Method:

Completely unstructured Sentence completion

For the Project:

Descriptive research Applied research Qualitative researchConclusion oriented Scientific method Sample survey Computer application

Method of Data Collection:

Collection of data through questionnaireData collection through schedule

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Descriptive Research:Descriptive research includes surveys and fact finding enquires of different kinds. The major purpose of descriptive research is description of the state of affairs as it exists at present.

Qualitative Research:Qualitative research on the other hand is connected with Qualitative phenomenon i.e., phenomenon relating to or involving quality or kind. For instance when we are interest in investing from the reasons for human behavior i.e., why people think or do certain things.

Conclusion Oriented:While doing conclusion-oriented research, awareness is free to pick up a problem redesigning enquires as the proceeds and is prepared to Conceptualize as he wishes.

Scientific Methods:The scientific method is one and same in the branches (of sciences) and that method is the method of all logically trained minds.

The utility of all sciences consists alone in its methods, not its material: the man who classifies facts of any kind whatever, who sees their mutual relation, and describes their sequences, is applying the scientific method and is a man of science.

Sample Survey:The respondents selected should be as representative of the total population as possible in order to produce a miniature cross section.The selected respondents constitute what is technically called a ‘Sample’ and the selection process is called ‘Sampling Technique’. The survey so conducted is known as Sample Survey.

Observations and Formation of the topic: Consists of the subject area of ones interest and following that

subject area to conduct subject related research. The subject area should not be randomly chosen since it

requires reading a vast amount of literature on the topic to determine the gap in the literature the researcher

intends to narrow. A keen interest in the chosen subject area is advisable. The research will have to be

justified by linking its importance to already existing knowledge about the topic.

Hypothesis: A testable prediction which designates the relationship between two or more variables.

Conceptual definition: Description of a concept by relating it to other concepts.

Operational definition: Details in regards to defining the variables and how they will be measured/

assessed in the study.

Gathering of data: Consists of identifying a population and selecting samples, gathering information from

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and/or about these samples by using specific research instruments. The instruments used for data collection

must be valid and reliable.

Analysis of data: Involves breaking down the individual pieces of data in order to draw conclusions about

it.

Data Interpretation: This can be represented through tables, figures and pictures, and then described in

words .Test, revising of hypothesis, Conclusion, reiteration if necessary

A common misconception is that a hypothesis will be proven (see, rather, Null hypothesis). Generally a

hypothesis is used to make predictions that can be tested by observing the outcome of an experiment. If the

outcome is inconsistent with the hypothesis, then the hypothesis is rejected (see falsifiability). However, if

the outcome is consistent with the hypothesis, the experiment is said to support the hypothesis. This careful

language is used because researchers recognize that alternative hypotheses may also be consistent with the

observations. In this sense, a hypothesis can never be proven, but rather only supported by surviving

rounds of scientific testing and, eventually, becoming widely thought of as true.

A useful hypothesis allows prediction and within the accuracy of observation of the time, the prediction

will be verified. As the accuracy of observation improves with time, the hypothesis may no longer provide

an accurate prediction. In this case a new hypothesis will arise to challenge the old, and to the extent that

the new hypothesis makes more accurate predictions than the old, the new will supplant it. Researchers can

also use a null hypothesis, which state no relationship or difference between the independent or dependent

variables. A null hypothesis uses a sample of all possible people to make a conclusion about the population.

Historical method

German historian Leopold von Ranke (1795-1886), considered to be one of the founders of

modern source-based history.

The historical method comprises the techniques and guidelines by which historians use historical

sources and other evidence to research and then to write history. There are various history

guidelines that are commonly used by historians in their work, under the headings of external

criticism, internal criticism, and synthesis. This includes lower criticism and sensual criticism.

Though items may vary depending on the subject matter and researcher, the following concepts

are part of most formal historical research:

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Identification of origin date

Evidence of localization

Recognition of authorship

Analysis of data

Identification of integrity

Attribution of credibility

Research methods

The goal of the research process is to produce new knowledge or deepen understanding of a topic or issue.

This process takes three main forms (although, as previously discussed, the boundaries between them may

be obscure):

Exploratory research, which helps to identify and define a problem or question.

Constructive research, which tests theories and proposes solutions to a problem or question.

Empirical research, which tests the feasibility of a solution using empirical evidence.

The research room at the New York Public Library, an example of secondary research in progress. There

are two major types of research design: qualitative research and quantitative research. Researchers choose

qualitative or quantitative methods according to the nature of the research topic they want to investigate

and the research questions they aim to answer:

Maurice Hilleman is credited with saving more lives than any other scientist of the 20th

century.

Qualitative research

Understanding of human behavior and the reasons that govern such behavior. Asking a broad question and

collecting data in the form of words, images, video etc that is analyzed and searching for themes. This type

of research aims to investigate a question without attempting to quantifiably measure variables or look to

potential relationships between variables. It is viewed as more restrictive in testing hypotheses because it

can be expensive and time consuming, and typically limited to a single set of research subjects. Qualitative

research is often used as a method of exploratory research as a basis for later quantitative research

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hypotheses. Qualitative research is linked with the philosophical and theoretical stance of social

constructions’

Quantitative research

Systematic empirical investigation of quantitative properties and phenomena and their relationships. Asking

a narrow question and collecting numerical data to analyze utilizing statistical methods. The quantitative

research designs are experimental, correlational, and survey (or descriptive).Statistics derived from

quantitative research can be used to establish the existence of associative or causal relationships between

variables. Quantitative research is linked with the philosophical and theoretical stance of positivism.

The Quantitative data collection methods rely on random sampling and structured data collection

instruments that fit diverse experiences into predetermined response categories. These methods produce

results that are easy to summarize, compare, and generalize. Quantitative research is concerned with

testing hypotheses derived from theory and/or being able to estimate the size of a phenomenon of interest.

Depending on the research question, participants may be randomly assigned to different treatments (this is

the only way that a quantitative study can be considered a true experiment). If this is not feasible, the

researcher may collect data on participant and situational characteristics in order to statistically control for

their influence on the dependent, or outcome, variable. If the intent is to generalize from the research

participants to a larger population, the researcher will employ probability sampling to select participants.

In either qualitative or quantitative research, the researcher(s) may collect primary or secondary data.

Primary data is data collected specifically for the research, such as through interviews or questionnaires.

Secondary data is data that already exists, such as census data, which can be re-used for the research. It is

good ethical research practice to use secondary data wherever possible.

Mixed-method research, i.e. research that includes qualitative and quantitative elements, using both primary

and secondary data, is becoming more common.

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Difference between Recruitment and Selection

1. Recruitment is the process of searching for prospective candidates and motivating them to

apply for job in the organization. Whereas, selection is a process of choosing most suitable

candidates out of those, who are interested and also qualified for job.

2 In the recruitment process, vacancies available are finalized, publicity is given to them and

applications are collected from interested candidates. In the selection process, available

applications are scrutinized. Tests, interview and medical examination are conducted in order to

select most suitable candidates.

3. In recruitment the purpose is to attract maximum numbers of suitable and interested

candidates through applications. In selection process the purpose is that the best candidate out of

those qualified and interested in the appointment.

4. Recruitment is prior to selection. It creates proper base for actual selection. Selection is next to

recruitment. It is out of candidates‟ available/interested.

5. Recruitment is the positive function in which interested candidates are encouraged to submit

application. Selection is a negative function in which unsuitable candidates are eliminated and

the best one is selected.

6 Recruitment is the short process. In recruitment publicity is given to vacancies and applications

are collected from different sources Selection is a lengthy process. It involves scrutiny of

applications, giving tests, arranging interviews and medical examination.

7 In recruitment services of expert is not required Whereas in selection, services of expert is

required

8. Recruitment is not costly. Expenditure is required mainly for advertising the posts.

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9.Selection is a costly activity, as expenditure is needed for testing candidates and conduct of

interviews.

CHAPTER – 4: ANALYSIS AND INTERPRETATION

Data Analysis Data collected in Vodafone Essar Ltd Selection Method Standards

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DATA ANALYSIS AND INTERPRETATION

ANALYSIS: The data collected and compiled was analyzed to find out the various aspects of recruitment and selection procedures as existing in Vodafone Essar Digilink Ltd. and the way in which it could be made the best so that it could help in achieving the goals of Vodafone Essar.

The questionnaire (Annexure-I) was issued to, in all 100 employees

Their views/suggestions on the various aspects of recruitment and selection were analyzed on the basis of the questionnaire. Each question was weighed on a certain aspect.

The opinions of the respondents were totaled under their respective heads. The totals were further used for calculating the percentage of people expressing their views on various aspects.

DATA ANALYSIS

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Analysis of data is a process of inspecting, cleaning, transforming, and modeling data with the goal of highlighting useful information, suggesting conclusions, and supporting decision making.

Data analysis has multiple facets and approaches, encompassing diverse techniques under a variety of names, in different business, science, and social science domains.

Data mining is a particular data analysis technique that focuses on modeling and knowledge discovery for predictive rather than purely descriptive purposes.

Business intelligence covers data analysis that relies heavily on aggregation, focusing on business information.

In statistical applications, some people divide data analysis into descriptive statistics, exploratory data analysis, and confirmatory data analysis.

EDA focuses on discovering new features in the data and CDA on confirming or falsifying existing hypotheses.

Predictive analytics focuses on application of statistical or structural models for predictive forecasting or classification, while text analytics applies statistical, linguistic, and structural techniques to extract and classify information from textual sources, a species of unstructured data.

All are varieties of data analysis. Data integration is a precursor to data analysis, and data analysis is closely linked to data visualization and data dissemination.

The term data analysis is sometimes used as a synonym for data modeling, which is unrelated to the subject of this article.

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Data Collected in Vodafone Essar Digilink Ltd.

S.No. Profile Name Total Candidates Appear Location Zone

1. Relationship Manager (Prepaid Sales.)

45 20

Territory (Allahabad, Varanasi, Gorakhpur, Kanpur, Lucknow, Faizabad)

UPE

2. Relationship Manager (Postpaid sales.)

42 21

Territory (Allahabad, Varanasi, Gorakhpur, Kanpur, Lucknow, Faizabad)

UPE

3. Area Sales Manager

22 10

Territory (Allahabad, Varanasi, Gorakhpur, Kanpur, Lucknow, Faizabad)

UPE

4. Pilot Sales Representative

24 14

Territory (Allahabad, Varanasi, Gorakhpur, Kanpur, Lucknow, Faizabad)

UPE

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5. Customer Service 32 *

Territory (Allahabad, Varanasi, Gorakhpur, Kanpur, Lucknow, Faizabad)

UPE

6. Training Executive/ Training Manager

10 *

Territory (Allahabad, Varanasi, Gorakhpur, Kanpur, Lucknow, Faizabad)

UPE

Sources for Collecting Resumes/ CV’s: Internet

*Interview in process

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SELECTION METHOD STANDARDS

1. Are you aware that in which department of Vodafone Essar Digilink Ltd. has

generates maximum number of vacancies?

Administration _____

HR _____

Marketing _____

Sales _____

Customer service Department _____

Other (please Specify) _____

5%5%

10%

45%

25%

10%Vacancies

Administration

HR

Marketing

Sales

Customer Service

Finance

Influence: In the Survey, I found that Vodafone Essar Digilink Ltd. has Maximum Number of vacancies in Sales Department i.e., 45%. Then further it move to Customer Service Department i.e., 25%. Marketing and Finance Department, they both have same Number of Vacancies i.e.,

10%. then Administration and HR department has 5% of vacancies.

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2. Are you aware of any position/profile which comes in department of Vodafone Essar Digilink Ltd.?

Yes/No

No. of respondent – 100

Response Frequency

Yes 80

No 20

80%

20%

YES

N0

Influences: In the survey I find that more than 80% employee says Yes and second more 20% employee says No.

3. In your opinion,100

What type of selection procedure will help in selecting the right kind of Candidate?

Written Test.

Interview.

Group Discussion.

No. of respondent – 100

Influences: In the survey I find that more over 60% employee are in favor of interview, 20% employees are in favor of written test and 20% employees are in favor of group discussion.

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20%

60%

20%

Written Test

Interview

Group discussion

Response Frequency

Written Test 20

Interview 60

Group Discussion 20

4. Do you think references play a crucial role in the selection process?

Yes/No

No. of respondent – 100

Response Frequency

YES 60

No 40

60%

40%

YES

NO

Influences: In the survey I find that more over 60% employee says Yes and second more 40% employee says No.

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Do you think,

If there is a need to bring any suggestions for improvement in the Recruitment & Selection process being followed in Vodafone Essar Digilink Ltd.?

Yes/No

No. of respondent - 100

Response Frequency

YES 40

No 60

40%

60%

YES

NO

Influences: In the survey I find that more 40% employee says Yes and second more 60% employee says No.

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5. Do you agree that Induction programmed play a vital role in motivating the employees?

Yes/No

No. of respondent – 100

Response Frequency

YES 95

No 5

95%

5%

YES

NO

Influences: In the survey I find that more over 95% employee says Yes and second more 05% employee says No.

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6. Do you think the Selection through campus interview is most appropriate and is beneficial to the Company?

Yes/No

No. of respondent – 100

Response Frequency

YES 30

No 70

30%

70%

YES

NO

Influences: In the survey I find that more over 30 % employee says Yes and second more 70% employee says No.

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7. In your opinion what should be the mode of Recruitment for Managerial Post in Vodafone Essar Digilink Ltd.?

Management Trainees.

Open Advertising.

From Employment Agencies.

No. of respondent – 100

Response Frequency

Management Trainees 05

Open Advertising 65

From Employment Agencies 30

5%

65%

30%Management Trainees

Open Advertisement

From Employment Agencies

Influences: In the survey I find that more over 65% of employee are in favor of Open Advertisement while 05% are in favor of Management Trainee’s and 30% from Employment Agencies.

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8.In your opinion,

While recruiting staff from outside the organization which type of recruitment Process helps in Vodafone Essar Digilink Ltd.?

Open Advertisement (Advertising in News Papers).

Campus recruitment.

Consultancies.

Job Sites.

Response Frequency

Open Advertisement 20

Campus Recruitment 10

Consultancies 30

Job Sites 40

20%

10%

60%

10%

Sales

open advertisement

campus recruitment

consultancies

internet job sites

Influences: In the survey I find 30% of employees are in favor of Consultancies, while Campus Recruitment i.e. 10% and Open Advertisement are in favors of 20% and Job Sites i.e. 40%.

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CHAPTER – 5: CONCLUSION

Findings Suggestion Conclusion

FINDINGS

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On the basis of the questionnaire and its analysis the result has came up to certain conclusions which are interpreted under the following heads:

The first question was framed to find the awareness of the employees about department of Vodafone Essar Digilink Ltd. which has generates maximum number of vacancies. In this Survey, I found that Maximum Number of vacancies is in Sales Department i.e., 45%. Then further in Customer Service Department i.e., 25%. Where Marketing and Finance Department, they both have same Number of Vacancies i.e., 10%. Then Administration and HR department has 5% of vacancies. (Here its mention about the all department’s of the company).

In the next step, to find out the awareness about the positions which comes in departments of Vodafone? Mostly Internal candidates are aware of this and by influence some are not aware about the position/profile of Vodafone Essar Digilink Ltd. In this survey, I find that more than 80% employee says Yes and second more 20% employee says No.

Where next was framed to seek the suggestions of respondents regarding the type of selection procedure which would be useful in selecting the right type of Candidate. The results reveal that most of the employees at both the levels feel that a mix of a questionnaire, interview and psychometric tests would serve the purpose. In this, survey I find that more over 60% employee are in favor of interview, 20% employees are in favor of written test and 20% employees are in favor of group discussion.

The next Question asks about the references while interview’s in Vodafone Essar Digilink Ltd. If they play a crucial role in the selection process then most employees are agree with it. And In this survey I find that more over 60% employee says Yes to reference while second more 40% employee says No.

In next, we tried to frame that if there should any change in Recruitment & Selection Process of Vodafone Essar Digilink Ltd. then by this Survey I find that more 40% employee says Yes and second more 60% employee says No.

In other step, we ask about Induction program, while it plays a vital role in motivating the employees. And this is recommended by 95% candidates among 100. Almost all the employees at top level as well as middle level agree to the point that induction

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programmed plays a vital role in motivating new employees. And In this survey I find that more over 95% employee says Yes and second more 05% employee says No.

In the further question, the quiery framed that if Campus Recruitment is beneficial for the Vodafone Essar Digilink Ltd. recruitment process then candidates are not Satisfy with Campus selection. Here In this survey I find that more over 30 % employee says Yes and second more 30% employee says No to Campus Selection.

The Second last question was taking candidates in mode of recruitment for managerial post in Vodafone Essar Digilink Ltd. While from management trainee, open advertisement & employment agencies to different departments, In this survey I find that more over 65% of employee are in favor of Open Advertisement while 05% are in favor of Management Trainee’s and 30% from Employment Agencies.

In the Last question, we ask about that which type of Recruitment process help in the Company while selecting the staff from outside the organization. Then In this survey I find that 30% of employees are in favor of Consultancies, while Campus Recruitment i.e. 10% and Open Advertisement are in favors of 20% and where Job Sites i.e. 40%.

SUGGESTIONS & RECOMMENDATIONS

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On the basis of the results and findings of the survey, I have given certain suggestions after weighing the pros and cons of the present recruitment and selection procedure followed in Vodafone Essar. The recommendations are as follows:

The analysis reveals that Vodafone Essar does not make forecast of the future Candidate’s requirements. However, the forecast of Candidate requirement helps in proper planning which would lead to better recruitment and selection in the organization. These forecasts may be based on past trends, future Candidate’s needs etc.

A company like Vodafone Essar where candidate’s requirement is need based i.e. it depends upon the projects in hand; Vodafone Essar must forecast its Candidate need for a period of 1-2 years.

Employment exchange as a mode of recruitment for non-managerial personnel is generally used in the organization. According to the survey, open market operations would be the most suitable mode of recruitment because most of the recruiters do not register their names with the Employment Exchange.

At present in selection procedure in Vodafone Essar Digilink Ltd., psychometric test are not commonly used. The psychometric test serves as an objective measure in evaluating a candidate aptitude, intelligence, etc. So their applicability must be given more weight age in the selection procedure.

After discussion with the various employees during the survey it was found that most of them were not aware of the induction programmed, only the employees in Personnel Division had the knowledge about it.

The company must look into this wide gap of opinion. This would help in drawing out certain useful recommendations about how recruitment policy could be improved to help in the achievement of organizational goals.

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CONCLUSION

The summer training Report topic I had got at Vodafone Essar Digilink Ltd. was Recruitment & Selection of Vodafone Employees.

This was something which I had never seen happening practically and had only read in the books.

At Vodafone I was given the opportunity to prepare the TNA Sheet through PP&R Forms of all the Employees of Vodafone.

The project has been accomplished with full hard work, honesty and dedication.

It is a sincere effort from my side to successfully design the Recruitment & Selection Process and carry out the process effectively.

The project was successfully completed under the wise guidance of Mr. NITIN JOSHI. H.R. Executive and Mrs. NEHA KAPOOR Executive of Human Resource Operations.

Without the immense help and cooperation of these people my project would not have been a success.

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ANNEXURE

QUESTIONNAIRE

The recruitment and selection life cycle adopted in Vodafone Essar Digilink Ltd.

Employee’s opinion :

Name :

Age :

Address :

Date :

Contact No :

1) Which department generates maximum number of vacancies?

Administration

HR

Marketing

Sales

Customer Service Department

Finance

2) In which month the Recruitment process generally starts and how long is the

recruitment cycle in Info Edge (India) Ltd.?

------------------------------------------------------------------------------------------------------

3) If Employee is aware about the job profile given in the Company?

Yes :

No :

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4) A strictly followed formal policy is followed in the organization.

a. True

b. Very True

c. Partly True

d. Not True

5) Which type of selecting Procedure which should follow in the company for selecting the right kind of Candidate?

Witten Test :

Interview :

Group Discussion :

6) What key capabilities/skills do you basically look for in the prospective employees?

7) When recruiting staff from outside the organization, which method do you prefer to use to offer candidates?

Open Advertisement (Advertising in Newspapers)

Management Trainee

Consultancies (Employment Agencies)

Job sites

8) Do you agree that Induction Program play a vital role in Motivating the Employee’s?

Yes : No :

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9) Does Reference plays a Crucial Role in Selection process being followed by Vodafone Essar Digilink Ltd.?

Yes :No :

10) Do you think that selection through Campus Interview is most appropriate and beneficial for the Company?

Yes :No :

11) if any Suggestions for improvement in the process Recruitment & Selection to bring some change which is being followed by Vodafone Essar Digilink Ltd.?

Yes :No : 12) Which of the following recruiting sources is mostly used for recruiting in your organization

a. Internal Source?

b.External sources

13) Which of the following external sources are more effective in recruitment?

a. Vacancy advertisement in Newspaper

b. Consultancies

c. Job portal (e-recruitment)

d. Employee Referrals

14) Which source of recruitment is effective for recruiting executive level employees?

a. Campus Recruitment

b. Consultancies

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c. Job portals

d. Head Hunters or Other sources.

16) External recruiting brings out more desirable employees than the internal recruiting.

a. True

b. Very True

c. Partly True

d. Not True

17) Recruiting from Top institutions is bringing desirable employees to organization.

a. True

b. Very True

c. Partly True

d. Not True

18) Does your organization measure the effectiveness of the Recruitment sources?

a. Yes

b. No

19) Does the organization compare the number of job openings and workforce projections

with the HR department’s recruitment and selection capacity?

a Yes

b. No

20) The internal recruitment sources are primarily considered for recruitment.

a. True

b. Very True

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c. Partly True

d. Not True

21) The reference checks are properly conducted by efficient employers.

a. True

b. Very True

c. Partly True

d. Not True

22) All the processes related to Recruitment are maintained in a single department of the

organization.

a. True

b. Very True

c. Partly True

d. Not True

23) Mode of recruitment currently employed fulfills the manpower needs of the

organization.

a. True

b. Very True

c. Partly True

d. Not True

24) Manpower planning is efficiently working in identifying the vacant positions

a. True

b. Very True

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c. Partly True

d. Not True

25) The effectiveness of the Recruitment process is measured every year in the

organization.

a. True

b. Very True

c. Partly True

d. Not True

26) What are the unique features you identified in the Recruitment Policy of the

organization?

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27) Your suggestions to make the Recruitment strategy more efficient.

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28) The objectives of the Recruitment are completely fulfilled through present Recruitment

Policy.

a. True

b. Very True

c. Partly True

d. Not True

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BIBLIOGRAPHY

BOOKS:

1. Robbins,S.P- “Organizational Behavior”,9th & Edition 11th (Printice Hall Publication)

2. Luthens, Fred- “Organizational Behavior” 9th Edition (Tata Macgrath Hill Publication)

3. Kothari C.R- Research Methodology

WEBSITE

www.google.com

www.Vodafone.in

www.vodafone.comOm

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

http://www.vodafone.com/start/about_vodafone/who_we_are.html

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