Recruitment Process

Introduction
Recruiting and selecting the right people is of paramount importance to the continued success of any organization. This recruitment and selection policy sets out how to ensure, as far as possible, that the best people are recruited on merit and that the recruitment process is free from bias and discrimination.

Defining Recruitment
Recruitment is an important part of a business human resources planning. In all businesses, people are a vital resource and they need to be managed as such. The overall aim of the recruitment and selection process is to obtain the number and quality of employees that are required in order for the business to achieve its objectives. Recruitment is becoming more and more important in business. In particular, this reflects the increasing need for a well-motivated and flexible workforce that requires less management supervision. In general term we can say that Recruitment is a process of attracting a pool of candidates from specified sources and then selecting the eligible ones through a specified procedure. It is important to appreciate that recruitment is a continuous process because of : Staff departures (e.g. retirements, sackings, resignations) Changes in business requirements (e.g. new products, markets, expanded operations)

 Changes in business location (a relocation often triggers the need for substantial recruitment) Promotions So we can say that Recruitment is : The process of gathering a group of qualified applicants. Includes tasks like writing a job description and job postings and going through the steps of posting it internally( e.g Bulletin Board, Intranet and email notification) externally (e.g. newspaper ads, temp. agencies, internet)

Recruitment Process
Recruitment process in any organization generally follows the following steps : Attracting Applications File of previous applicants can be a good place to start. Advertising: Phrase the announcement in a way that makes clear what the job involves and the type of persons needed. Avoid any stipulations which could be seen as discriminatory e.g. applying an age restriction which is not necessary. Application Form : A well-designed form can elicit information about the

persons ability and willingness to do the job. Do not ask for irrelevant information. Make it clear on the form that applicants should consider the points in the job description and person description when applying. Allow enough space on the form for applicants answers, and indicate whether continuation sheets can be used. State clearly on the form the closing date for applications. For senior positions a supporting letter or CV may also be required; if this is the case indicate the kind of information sought. A journal application form to be filled by the candidate is given in the Annexure. Background Information: Provide applicants with clear, up-to-date and accurate information about the organization, its work, its priorities and the job. Clearly indicate the closing date for applications and the short listing and interview dates.

Selection Select the best candidate. Be objective and unbiased. Choose the person who best fits the person specification. Short listing: Assess applications on the basis of the person specification (standard forms can be very helpful at this stage). Guard against bias and discrimination ensure that you select for interview those who match the specifications, regardless of age, sex, race etc, and that the specifications are not themselves discriminatory. Interviews: Interview your short-listed candidates. Remember that your job is not only assess the best candidate for the job, but also to create a great impression of your organization. Follow the WASP format as an interview structure: Welcome the candidate and make him/her feel at ease. Acquire information about the candidate. Do this before you tell him/her about the job youre less likely to get what he/she thinks you want to hear this way! Supply information about the organization and the job. Part, having agreed what steps are to be followed next. The amount and quality of the information that you establish will be largely due to the effectiveness of your questions. Use open questions (e.g. tell me about.. how are youwhy did you talk me throughdo) and probe from the general to the specific. Avoid any questions which could be considered discriminatory e.g. asking only female candidates who look after their young children. If you think such a question is relevant ask it from all candidates who have children.

Candidate Assessment: The interview will provide you with some information but check it out before offering a job. Ways in which you could do this include: Ask the candidate to show you examples of previous work, do a presentation, a case study, some tests or a full assessment. Tests can be done before the interview (either at home, or immediately beforehand) or after the interview. Some agencies, faced with large numbers of candidates with dubious qualifications and no prior experience, have run large-scale tests as part of the short listing process. Inviting 100 candidates to sit a short exam is one way to publicly demonstrate equal treatment and selection for interview on the basis of merit alone. Taking up references. You must have the specific permission of the applicant to do so, particularly if you wish to contact their current employer. If you need them quickly, try phoning. Get others to see your preferred candidate/s. This could be done informally e.g. someone could show them around, or talk to them about their job, or more formally at another interview. Making a job offer For your successful candidate: prepare and send the appropriate documentation; make up the employees personnel file; and Arrange the induction plan.

How to make recruitment process effective

Recruitment process does not have to be elaborate. However, following a consistent process can lead to lower costs, lower turnover and higher productivity. By making our companys goals to recruit and select the best candidate for every position we can make ensure that we will get best out of each and every selected candidate. When creating our companys personalized recruitment process, we should cover the following points: Form a general statement that reflects your companys attitude on the importance of effective recruiting. Define what is expected of each individual in the organization. Determine if we have an open job. Do not assume that because someone has left our organization, you have an opening. In many cases, responsibilities can be shuffled, people can be promoted, or the function can be outsourced or eliminated altogether. Analyze the position to create an all-inclusive job description. The following should be clear; title; location; reporting structure; salary range; exempt; qualifications, education; certifications; physical demands; and work environment. Think about what questions we want to ask applicants. Make sure that we know what may legally asked in an interview. Our policy should have this information listed in it. Decide where we are going to fine the type of people we need, what internal and external sources we will use, and how much we want to spend to find the right person. Make sure we are fair and consistent during the interview process. Typical processes include the following: welcome the applicant, outline the

interview, ask questions, listen, close the interview properly, and record information. Accommodate any disabilities. If our organization has more than 20 employees, we will want to include a statement that makes it clear that we provide individuals with disabilities the reasonable accommodations they need to interview. This might include a sign language interpreter, written rather than oral responses, large print and an accessible location. Interviews should be held in offices or conference rooms that are private and easily accessible to individuals with disabilities. Determine how we would like the hiring managers to communicate their final selection. Checking references. We can avoid many embarrassing situations by accurately checking the information on the prospective employees application. Decide if this process will be done in-house or outsourced. Decide what type of approval process our organization will follow. Also, determine who makes the offer and whether it is in writing over the phone or in person. Set a start date. Once the candidate accepts the offer, start the wheels in motion on what needs to happen before his or her first day on the job. Send letters out to the candidates who were not selected for the position. In the letter, mention your record retention process and return any materials for record keeping requirements. Decide who will be in charge of the new employees orientation. Make sure the employee is informed of what is needed to be successful in your organization. Explain all forms that the new employee must fill out and their relevance.

Research Methodology

Research Objective

 To study the existing structure of recruitment and selection process followed at Bharti Tele-Ventures Ltd. Manpower Requisition. Manpower Sourcing Interview Process Making an offer. To determine the effectiveness of sources of recruitment Recruitment Consultants EOBO & References Direct Applications Internal Transfers Associates Campus Placements To take feedback from employees about the present EOBO Policy. Gift Coupons Sharpshooters Club Exceptional Rating Reward To take the feed back from new hires regarding the

existing recruitment and selection process, to find out shortcomings in the present system and suggest ways to improve the same.

Research Plan
Sample Plan: To get the information about the existing recruitment and selection process it was feasible to collect the information from the Human Resource Department and from all other departments (Finance, Customer Care, Marketing, IT) of the organization. This would give a better picture as to whether employees and new hires of all the department are satisfied with the existing recruitment and selection process. Sample Size: A sample size of 165 employees from the HR department database was taken and a sample size of 50 New Hires from each department was taken.

Department New Hires

HR 10

CSD 10

FINANCE 10

MKTG 10

IT 10

Data Collection Method Primary Data: Primary data was collected from employees with the help of interviews and observations and from new hires by using a structured questionnaire. Secondary Data: Secondary data was collected from the Human Resource Department database, journals, manuals of the organization. Various sites were also referred to collect relevant information.

Recruitment Process Followed At Bharti Tele-Ventures ltd.

Bharti Tele Ventures Limited

Process Definition Process Name: Recruitment Process Champions: Circle HR Heads Process Owner: AM / Mgr Recruitment Customers: Members of different functions across the circle. Description: To ensure that the right person is hired for the right job using professional selection techniques. The recruitment process should focus on: Selection of appropriate Quality i.e. hire for knowledge, skills & attitude Building the Brand Image of Bharti Northern Region as a Preferred Employer Delivery of Value vis--vis the recruitment budget.

Manpower Requisition

A human resource plan for the business operations which aim at making the best use of the human resources is prepared. The steps involved are :Manpower Planning According to the business plan of the unit for the financial year, manpower plan has to be prepared in line with the factors mentioned below: Demand Forecasting : Assess factors affecting the demand Assess the skills / competencies required in future Supply Forecasting : Assess factors affecting supply both externally & internally. Recruitment Strategy Recruitment strategy must be decided keeping in mind the following points; Demand-supply Variables Geographical Availability of resources Bench Plan Channel Alternatives Market positions of job Pitch

Approved Manpower Budget

The requisitions are sent are to approved manpower budget of the department. Their upon for each vacant position in order to customize the local requirements, specification need to be planned in Manpower Requisition Form (Annexure), which should detail the following Title of the Job No of vacancies Level / grade Place of posting Nature of requirement weather permanent or temporary Age limit Educational qualification Experience range Job responsibilities Desired competencies Supervisor Company to target Date within which position to be filled Individual specification Attitude, Mindset

The job description and job specification are sent along with the requisition. Job Description: Job description is sent along with the requisition. It is a factual and organized statement describing the job and terms of its title, location, duties, responsibilities, working conditions, relationship with other jobs etc. The main object of job description is to differentiate it from other jobs and to set out its outer limits. A formal format of job description form is given in the annexure.

Job Specifications: Job Specifications spell out the qualifications necessary for an incumbent to have a reasonable chance of being able to perform the functions of the job. Included in job specifications would be; Knowledge, skills, abilities, and other competencies. Required experience, training, education, licenses, and certification. Level of organizational responsibility. Physical and mental demands of the job. These three processes will help you write an effective job vacancy notice and will help you sort through the many applications and screen out those which lack the minimum requirements for the job.

Manpower Sourcing
There are various channels through which candidates can be attracted following are the channels adopted for sourcing the candidates in Bharti. Recruitment Consultants Search Partners Web based job sites Employee referrals Internal source Campus placements Role Of Recruitment Committee A recruitment committee has been formed comprising of Sr. HR executive for the purpose of finalization and management of recruitment vendors / partners across

the country for all positions upto VP level. It will also vet recommendations and empanel recruitment consultants for the group on a continuing basis. A list of consultants / placements agencies had been finalized in order to source quality candidates and derived the maximum value for BTVL Group. All HR are required to send their recommendations for empanelment of consultants to recruitment committee. Such recommendations should be sent to the Secretary. Recruitment committee will communicate to the HR hears regarding any alteration/ addition to list of placement consultants. Recruitment Consultants (Search partners / Head hunters / Data Bank based recruiters) Guidelines for selection of search partners Should have a good reputation and standing. Should work on an Exclusive arrangement with Bharti i.e. not to work with competition. Role competence Intellectual horsepower Knowledge, skills and experience Maturity and tact Strong Networking

Track record & reputation. Web Based Job Sites This is an important source for recruitment hence its utility should be fully exploited. This medium should be used for junior to middle level management.

Internal Sourcing Benefits both the organization and the individual i.e. Enables the company to tap internal resources for vacant positions and provide opportunities to employees for advancement and growth. Enables the employees with suitable competencies to offer their services for assignments of their choice within the group. Eligibility: Employees at the Deputy Manager Level or Above in BTVL or its group companies who have: A minimum of 2 years of continues service with Bharti Tele-Ventures one of its group companies and A minimum of good as the last performance rating Process: All jobs of level Managers & above shall be notified on

the intranet / by email all business / unit HR heads by location al HR head who will be the advertising authority. Job specifications and job accountabilities should be clearly mentioned in the advertisement the Site / email ID the applications need to be posted should be clearly spelt out as well. Not withstanding the minimum service period specified above the person should have spent at least 1 year in the exiting location /

business before he / she can apply for a job in another business or at another location with in the group. financial year. The person can apply for a job which is one level above The persons applications should be sent to the his / her current job level. advertising authority through the concerned superior and CEO of the respective company. The CEO shall be required to give his concurrence for the release the subject person, he / she shall forward the application with his / her reasons for the same advertising authority with copy to the Director HR at BTVL issues pertaining to this shall be addressed & resolved at the Corporate Level by the Director HR Interview call letter will be sent directly to the applicant by email, with a copy of his / her superior giving at least 10 days clear notice for the interview. The selection processes will also be detailed in the interview letter. In the event of the concerned person being found suitable for the job he / she has applied for. he / she continuity or service in Bharti would be ensured for the purpose of determining his / her seniority or entitlements for various benefits. In the event of a person being found suitable and selected from within as per the above process he / she shall be eligible for the reimbursement of all re-settlement expenses, incase there is a change in location as per the Transfer/TA/DA rules applicable to the business to which the person is moving. A person can apply for the internal job being notified through the above process for a maximum of 2 times in a particular

The selected person shall be relieved from his/her

existing assignment within 45 days of the decision of his/her selection being communicated to him/her in writing. EOBO Scheme (Each One Bring One) Objective: Involvement of team members in the recruitment process to ensure right profile and better fitment in the companys culture. This also is a cost effective and faster way of recruitment. Validity : All the employees can participate in this scheme. Reward Scheme Gift Coupons: For each selection and joining of a reference candidate, an employee will get a gift coupon as per the following criteria: For each selection and joining of an Assistant Manager and below position, a gift voucher worth Rs. 5000. For each selection and joining of a Manager, Senior Manager and DGM, a gift voucher worth Rs. 10,000 The Sharpshooters Club: Every Team member, on selection and joining of a reference, gets an exclusive pin board called The sharpshooter board for his desk. Each successful reference also entitles team member for The sharpshooter pins for the board as per the following scheme. TA/DA for attending the interviews will be paid as per existing rules applicable to the persons category.

No of successful references Silver Shooter Pin 3.4 More than 5

The sharpshooter Category Gold Shooter Pin Platinum Shooter Pin

At the end of the validity period, all the members of Platinum shooter club, Join CEO and GM HR for a dinner, with their spouses Get exclusive momentos and certificates. Exceptional rating Reward: If the selected candidate gets Exceptional rating in his annual performance assessment, then team member gets another gift coupon equivalent to 50% of the amount he received for the selection and joining of the reference. This reward will not be applicable in those cases where selected reference candidate and the team member who provided the reference are working in dyad relationship. Process: All the vacancies will be communicated to team members through mail. Team members would send the CVs of their references to HR manager / In charge. The HR and Admin team members are not eligible to participate in this scheme.

Campus Recruitment The objective is to induce fresh and young blood in the organization and groom them for future senior position by retaining them. This source is tapped for recruiting fresh candidates directly from the Institutes (i.e. GETs, Management Trainees or MTs, Sales Trainees etc.)

Responsibility for recruitment: The responsibility of recruitment of GETs / Other Trainees (except MTs) in accordance with the approval manpower plan lies with the Unit HR. However the responsibility of recruitment of MTs lies centrally with Corporate HR Units / Business will inform their requirements to Corporate by October every year for centralized action. Senior executives from business will be requested to participate in the process of selecting management trainees. Institutes: Only top 20 institutes for recruitment of Management Trainees. Units / Business should make a list of IITs / RECs / other Engineering colleges repute that the GETs will be hired from.

Responsibility for initiation finalization of recruitment selection.

Level

Titles

Responsibility for sourcing candidates Corporate HR

Person connected with the selection process Director HR. concerned president (for CEO position ) & CDM CEO/Bus. HR Head / Unit HR Head Deptt. Head/ Unit Head/ CEO Deptt. Head / unit / Head / CEO Cross Fictional Deptt. Head / Unit Head

Top Level

Presidents Corp. Directors. CEOs

Senior Level Middle Level Junior Level

GM to VP Manager to DGM Executive to Deputy Manager Management GETs/ DETs / other trainees

Business HR Head Unit HR head Unit HR head Corporate HR Unit HR head

** The director HR concerned Presidents / Corporate Director will be involved with the selection process of the CEOs direct reports in addition to the CEO & business / Unit HR head.

Selection
The main objective of this stage is to Hire Right the First time. Certain Key points that we need to keep in mind in this stage are Recruit with todays and tomorrows skills in mind. Interview for Selection not rejection. Hire talent that can be grown. Interview a candidate sends back an ambassador. The various steps involved in the selection process are: Screening CVs This is done by the HR all the profiles which the HR has received are screened properly in terms of the job requirement and the salary structure. The profile which meet the desired requirements are short listed and others are rejected. Guideline for Screening CVs : Look objectively for experience and job fitment against Job Specifications.

Check for gap in employment Pedigree (College / school / past employers etc.) Academic track record Achievements in assignments

Interviewing The interview process includes three main stages viz. Preliminary interview is conducted by HR. Functional round of interview is conducted by the functional Head / Reporting Manager. Final interview is conducted by the Circle HR head. All the interviewers give their assessment on the candidates assessment sheet given in the annexure. Making A Job Offer On finally deciding to higher candidate, the final step in the process is to make a job offer. The following should be kept in mind while making an offer: Do not oversell the position. Job offers should be made face to face & not over the phone.

 Details of the candidates comparison & expectation should be taken well in advance to save time. Details of the offers should be kept ready before the candidate arrives (fitment in terms of salary to be in comparison with the salary band at that level). Do not make commitments, which you cannot keep. The following documents information should be provided to the prospective employee along with the job offer. Company brochure Latest news letter Address of website Details of joining formalities

Pre Employment Health Check-Up All candidates who have been given firm job offers and who have accepted the same will be required to undergo a comprehensive health check-up. Unit HR should tie up with a reputed hospital / clinic for carrying out the health check up for prospective employees. Some of the suggested tests are: Blood tests Complete haemogram Blood sugar (Fasting & P.P.) Blood Urea Lipid Profile Urine Examination X Ray chest PA

 ECG TMT Eye Examination. The cost towards the check up will be borne by the company. Only those persons who are certified as Medically Fit by the company certified doctor will be allowed to join.

Travel Re-imbursement Candidates coming from out station to attend the interview will be reimbursed to & fro travel fare (from the shortest route possible) as per Domestic travel rules of the company depending upon the level / position he / she is being considered for. In case the candidate is required to stay overnight for reasons related to the interview process (like another round of interview, postponement of interview etc.) then he / she be governed by the Domestic Travel Rules for the purpose of hotel stay depending upon the level / position he she is being considered for. The reimbursement shall be made to the candidate on his / her furnishing the requisite supporting (ticket air) towards proof of travel. This voucher payment advice shall be authorized by HR head or concerned department head and forwarded to the accounts department for payment. Incase the candidate is unable to provide supporting towards proof of travel he / she be reimbursed second class to & fro train / ordinary bus fare (from the shortest route possible).

 The payment of expenses to such candidates should be made within 7 working days from the date of interview.

Findings / Results

Tabulation Of Data

Position Closed By (Internal / External) Sources. EOBO Direct Internal T r a n sf e r s DGM and abo ve Manager / Sr. Ma nag er Assistant Ma nag er Executive / Sr. Exe cuti ve 46 13 24 25 56 Average Time Taken By Sources To Close The Position EOBO Direct Internal Consultants Associates 22 5 8 12 56 15 2 5 3 9 5 6 9 1 5 1 Consultants Associate

TAT (Turn around Time) Avg. TAT

18 days

19 days

Transfer 10 days

20 days

5 days

14 days Recruitment Analysis 28 % 8% 14 % 34 % 15 % 1%

EOBO + RC Direct Internal Transfer Associates Consultants BPAD

A) Position closed by Each One Bring One (Scheme)

25 20 15 10 5 0 0 9 15

22
DGM and above Manager/Sr.Mana ger Assistant Manager Executive/Sr.Exec utive

No. of Positions

Maximum number of Assistant Manager & Executive / Sr. Executive Level positions have been closed through EOBO.

B) Positions closed by Direct Applications

6 5 No. of Positions 4 3 2 1 0 1 2
Manager/Sr.Man ager Assistant Manager Executive/Sr.Exe cutive

5
DGM and above

Maximum number of Manager / Sr. Manager and Executives / Sr. Executives positions have been closed through direct applications.

C) Positions closed by Internal Transfers

9 8 No. of Positions 7 6 5 4 3 2 1 0 5 6 5

8
DGM and above Manager/Sr.M anager Assistant Manager Executive/Sr.E xecutive

Maximum number of Executive / Sr. Executive, Managerial and DGM level Positions have been closed through internal transfers.

D) Positions closed by Consultants

14 12 No. of Positions 10 8 6 4 2 0 1 3 9

12
DGM and above Manager/Sr.Man ager Assistant Manager Executive/Sr.Exe cutive

Maximum number of Executives / Sr. Executive and Managerial Level Positions have been closed through consultants.

E) Average time taken by the sources to close the positions.

25 20 No. of Days 15 10 5 0 Sources 10 5 18 19 20

EOBO Direct Internal Transfer Associates Consultants

Internal Transfers and Associates as sources of recruitment have taken least turn around time to fill any vacancy in the organization.

F) Total Number Of Positions Closed By (Internal/External) Sources.

Recruitment Analysis

40% 30% 20% 10% 0% 8% 28%

34%
EOBO Direct Internal Transfer Associates Consultants B-Pad

14%

15%

1% SOURCES

28% positions have been closed through EOBO and 34 % positions have been closed through Internal Associates.

Findings
EOBO Scheme:

According to the analysis of the data obtained EOBO source for recruitment which is also considered to be an informal source of recruitment has turned out ot be very effective and the turn around time for any vacancy in the organization through EOBO is also less. Difficult to fill in position are filled easily in less span of time. Helps cut heavy costs. Direct / Internal Transfers / Associates: These sources of recruitment have also turned out to be effective junior and senior level positions have been closed through these sources. As no cost is involved it has turned out to be an effective and economical mode of recruitment. Also the turn around time for any vacancy through these sources in the organization is less.

Consultants: Though consultants have closed many junior level and senior level positions but in comparison with other sources it has not turned out to be very effective. Turn around time taken by the consultants to fill any vacancy in the organization is comparatively high. It is a costly mode of recruitment as every consultant is paid at 8.33 % of the fixed cost to the company (FCTC) of the candidate and a service tax of 10.2 %

Shortcomings: Though consultants have not turned out to be very effective still it is considered as an important source of recruitment Huge amount of costs are borne by the organization to recruit candidates through consultants. Absence of print media, which could have been used as an effective and economical mode of recruitment than consultants.

Present EOBO Policy /System

Findings
(EOBO Policy / System) Helps cut heavy cost for placing adds. Candidates are referred are qualified and fit better to organization culture. Increases interaction among employees of different departments. Decreases time in hiring. Difficult to fill in positions are filled easily in less span of time.

Shortcomings: Since the system is not a proper online process, therefore: No databank is maintained to keep a record of candidate referred. No status is maintained about the reference whether the candidate is on hold, selected or rejected No feedback is provided to the referee, this causes problem to not only the referee but also the recruiting person, as he may receive frequent calls from the referee, enquiring about the candidates status. No Reference Form is used. Use of the same will make it easy for the employee to provide information about the candidate and about himself too, which will make further processing and the payment of reward easier.

Feedback From New Hires

Tabulation Of Data

Questions Awareness of job profile Telephonic round of interview Interview notice in short duration Interviews were well structured and logically planned Interviewers were friendly and approachable Physical environment was conducive for interviews Appropriate Time was given to each round of interview Performance and Behavioral interviews be included along with HR round of interviews Psychometric test for managerial level and above Satisfied with travel reimbursement policy Reference check makes selection process more effective. Did Bharti met your expectation in terms of compensation package and growth opportunities

1 30% 20% 30% 50% 40% 50% 50% 30%

2 50% 40% 20% 30% 30% 30% 40% 50%

3 20% 30% 40% 20% 30% 20% 10% 20%

4 0% 10% 10% 0% 0% 0% 0% 0%

5 0% 0% 0% 0% 0% 0% 0% 0%

10% 60% 30% 50%

30% 10% 40% 40%

30% 30% 20% 10%

20% 0% 10% 0%

10% 0% 0% 0%

1. Strongly Agree

2. Agree

3. Neither Agree Nor Disagree 5. Strongly Disagree

4. Disagree To Agree To Some extent

A) Awareness about job profile

60% 50% 40% 30% 20% 10% 0% 30% 20% 50%

Strongly Agree Agree Neither Agree Nor Disagree Disagree To Som e Extent Strongly Disagree

80% new hires were well aware of the job profile prior applying for the position.

B) Telephonic round of interview should be conducted by functional head / reporting manager prior to HR round of interviews.

45% 40% 35% 30% 25% 20% 15% 10% 5% 0%

40% 30% 20% 10%

Strongly Agre e Agre e Ne ithe r Agre e Nor Dis agre e Dis agre e To Som e Exte nt Strongly Dis agre e

60% of the new hires agree that the small telephonic round of interview should be conducted by the respective functional head / reporting manager prior to HR round of interviews. C) Short duration Interview Notice

45% 40% 35% 30% 25% 20% 15% 10% 5% 0%

40% 30% 20% 10%

Strongly Agree Agree Neither Agree Nor Disagree Disagree To Som e Extent Strongly Disagree

50% of the new hires agree that the interview notice was given in a short duration.

D) Well structured and logically planned interviews.

60% 50% 40% 30% 20% 10% 0%

50%

Strongly Agree Agree

30% 20%

Neither Agree Nor Disagree Disagree To Some Extent Strongly Disagree

80% of the new hires agree that the interview structure was well structure and logically planned

E) Interviewers were friendly and approachable

50% 40% 30% 20% 10% 0% 40% 30%30%

Strongly Agree Agree Neither Agree Nor Disagree Disagree To Some Extent Strongly Disagree

70% of the new hires agree that the interviewers were friendly and approachable.

F) Physical environment was conducive for interviews

60% 50% 40% 30% 20% 10% 0% 30% 20%

Neither Agree Nor Disagree Disagree To Som e Extent Strongly Disagree

50%

Strongly Agree Agree

80% of the new hires agree that the interviewers created conducive physical environment for the interviews.

G) Appropriate time was given to each round of interview.

60% 50% 40% 30% 20% 10% 0% 10% 50% 40% Strongly Agree Agree Neither Agree Nor Disagree Disagree To Some Extent Strongly Disagree

90% of the new hires agree that appropriate time was given to each round of interview

H) Performance and behavioral interviews be included along with HR round of interviews

60% 50% 40% 30% 20% 10% 0% 30% 20% 50% Strongly Agree Agree Neither Agree Nor Disagree Disagree To Some Extent Strongly Disagree

80% of the new hires agree that performance and behavioral interviews should be taken along with HR round of interviews.

I) Psychometric test for managerial level and above.

35% 30% 25% 20% 15% 10% 5% 0% 10% 10% 20% 30% 30%
Strongly Agree Agree Neither Agree Nor Disagree Disagree To Some Extent Strongly Disagree

40% of the new hires agree that psychometric tests should be taken for managerial level and above

J) Satisfied with travel re-imbursement policy.

70% 60% 50% 40% 30% 20% 10% 0% 10% 30% 60% Strongly Agree Agree Neither Agree Nor Disagree Disagree To Some Extent Strongly Disagree

70% of the new hires are satisfied with the travel reimbursement policy followed in Bharti.

K) Reference check makes selection process more effective

45% 40% 35% 30% 25% 20% 15% 10% 5% 0% 30%

40%
Strongly Agree Agree

20% 10%

Neither Agree Nor Disagree Disagree To Som e Extent Strongly Disagree

70% of the new hires agree that reference check makes the selection process more effective.

L) Did Bharti met your expectation in terms of compensation package and growth opportunities

60% 50% 40% 30% 20% 10% 0% 10% 50% 40%

Strongly Agree Agree Neither Agree Nor Disagree Disagree To Som e Extent Strongly Disagree

90% of the new hires have joined Bharti for good compensation package and growth opportunities.

Findings
Interviews were well structured and logically planned Interviewers were friendly and approachable Interviewers created conducive physical environment for the interviews Maximum new hires are satisfied with the travel reimbursement policy followed at Bharti. Checking references makes the selection process more effective. New hires are happy with the offer and have joined Bharti for good compensation package and growth opportunities. Shortcomings: Telephonic round of interview should be conducted by the respective functional head / reporting manager prior scheduling the candidate for interviews. Interview notice should not be given in a short duration. Waiting time involved during the round of interviews should be decreased.

Conclusion

Conclusion

On the basis of evaluation of sources of recruitment it is clear that the company prefers to meet and hire employees through internal sources i.e. Employee Referrals, Internal Transfers and Associates. It helps company to maintain cost efficiency and recruit employee in optimum time at a minimum cost. The employees also prefer Each One Bring One (Scheme) as there is a reward scheme associated with it, and they also get a chance to help a friend in getting a job. The demand for talent will continue to grow, beyond the available supply for the foreseeable future. Accordingly, the company is positioned to arm their best recruiters their employees with the means and incentives to grow the company in a far better manner and accomplish the goals. A positive feedback has been obtained from new hires about the existing recruitment and selection process. And all the new hires are satisfied with the offer and have joined Bharti as it has given them a platform for growth and development.

Recommendations / Suggestions

Recommendations for Recruitment and Selection Process

Recruitment and Selection procedure followed by Bharti, is overall very effective and sound. It is due to these recruitment and selection techniques that Turn Around Time for any vacancy in the organization is less. It strictly meets the organizational legal and social obligations regarding the composition of its workforce. It also helps in reducing the probability that job applicant once recruited and selected, will leave the organization only after a short period of time. Following are the certain Recommendations and Suggestion which can further strengthen the existing recruitment and selection procedure of the company: Print Advertisement: Print advertisement should also be used to attract pool of candidates to fill any vacancy in the organization, other than approaching the consultants for the candidates. The use of print advertisement will help in saving a lot of valuable money of the organization, which other wise goes into the pocket of the consultants. Advertisements: Medium newspapers, Business Magazines. Levels to be used for lower to middle management. Guidelines for deciding the medium. Circulation figures Reach of media. Profile of people using the media

 Guidelines for advertisement group. Communicate the desired employer brand image Cost effectiveness. All the advertisement should be placed as per Commonality and consistency of information on the

guidelines issued by corporate communication. Periodical Review of Consultants: There should be a periodical review of consultants, which are attached with organization. The review can be done on the following bases: Recruiting cost per applicant. Hold of the consultant in the market. Degree of professionalism in the services of the consultant. Number of candidates selected from a particular source. EOBO Policy / System: The entire process should be made an online process for cost and time containment. A separate databank should be maintained keeping a record of all the employees referring candidates as well as of candidates being referred. A feedback should be provided to the referring employee about the status of his / her referred candidate.

 A reference form should be used to collect information about the employee and candidate. Some non-cash rewards may be given to make the program more attractive. There should be frequent updates of job vacancies and employees should be informed regularly. During the induction process the new employees should be made well aware of this scheme of the organization. This would ensure more reference and involvement of the employees. Backup for key positions in the organization: There should be proper backup for key positions in the organization i.e. every key position in the organization who vacancy can cause monetary loses to the organization, should have proper manpower backup to it. Telephonic Interview: A small telephonic round of interview should be conducted by the respective functional head / reporting manager which will help saving lot of time and efforts of the interviewer as well of the candidate. In case the candidate is rejected. Interview Notice: Interview notice should not be given in a short duration to the candidate. Enough time should be given to the candidate to plan his /her arrival for the interview. Performance and Behavioral Interviews: Performance and behavioral interviews should also be taken along with HR round of interviews. Which will help in judging the skills, traits etc.

Use of Psychometric Tests: Psychometric tests should be used for recruiting and selecting persons for managerial and above level in the organization. Psychometric tests are tools used in recruitment of candidates. Theses tests can give comprehensive picture of person abilities, aptitude, traits, personality, interest and values. The ability to measure these characteristics enhances decision making during recruitment and selection. These tests are used to validate the assessment made in context of a candidate through the interview process. Test used in this are valid, standardized and reliable. Reference Check: Reference check of candidate is very crucial part of the selection procedure. Hiring decisions should not be made without making an effort to check references. Making hiring decisions without complete information on candidates could lead to costly mistakes. Reference checking should be regarded as another form of interviewing. References help you get the full picture of the candidates skills, work habits, and personality. Reference checking is all about making sure the candidate is right for the job. Information generated from the references can be vital in the candidates evaluation process hence should be carefully carried out. Some of the broad suggestions are: At lease two references should be obtained for each candidate. The references should have known the candidate well professionally If the references given by the candidate do not provide enough relevant information the candidate should be contacted for additional references. There should be standardized format for reference checks. Request comments from the references in writing. However the same can be done telephonically also and documented.

Bibliography

Bibliography

Rao, V.S.P, Human Resource development Kothari, C.R, Research Methodology Dinkar Pagare- Human Resource Management WWW.hire.com-http://www.hire.com/teamrewards. WWW.jobplanet.com-http://www.jobplanet.com/effectivereferral

Annexure

Interview Questionnaire:

Q: 1 Aware of EOBO System in the Organization. Q: 2 It contributes efficiently in recruiting the right candidate. Q: 3 EOBO helps maintain cost efficiently in recruiting an employee. Q: 4 Have you ever referred a candidate If No a) b) You were not aware of Position / Vacancy. Didnt know a suitable candidate. If Yes a) b) Was it a successful reference. Were you recognized appropriately.

Q: 5 Aware of the reward scheme associated with EOBO. Q: 6 Aware of Sharpshooters Club. Q: 7 Aware of Exceptional Rating Award.

New Hires: Function: Answer these questions in this five-point scale. Tick the option. Were you aware of the job profile prior applying for the position 1. Strongly Agree 3. Neither Agree not Disagree 5. Strongly Disagree 2. Agree 4. Disagree to some extent

2. Should a small Telephonic round of interview be conducted by the respective functional head / reporting manager prior to HR round of interviews. 1. Strongly Agree 3. Neither Agree not Disagree 5. Strongly Disagree 2. Agree 4. Disagree to some extent

3. Was the interview notice given in a short duration. 1. Strongly Agree 3. Neither Agree not Disagree 5. Strongly Disagree 2. Agree 4. Disagree to some extent

4. The Interviews were well structured and logically planned. 1. Strongly Agree 3. Neither Agree not Disagree 5. Strongly Disagree 2. Agree 4. Disagree to some extent

5. Interviewers were friendly and approachable. 1. Strongly Agree 3. Neither Agree not Disagree 5. Strongly Disagree 2. Agree 4. Disagree to some extent

6. Interviewers created conducive physical environment for interview. 1. Strongly Agree 3. Neither Agree not Disagree 5. Strongly Disagree 2. Agree 4. Disagree to some extent

7. Appropriate time was given to each round of interview. 1. Strongly Agree 3. Neither Agree not Disagree 5. Strongly Disagree 2. Agree 4. Disagree to some extent

8. Should Performance and Behavioral interviews be included along with the HR round of interviews. 1. Strongly Agree 3. Neither Agree not Disagree 5. Strongly Disagree 2. Agree 4. Disagree to some extent

9. Do you think Psychometric Tests should be taken for managerial level and above. 1. Strongly Agree 3. Neither Agree not Disagree 5. Strongly Disagree 2. Agree 4. Disagree to some extent

10. Are you satisfied with the travel reimbursement policy followed at Bharti 1. Strongly Agree 3. Neither Agree not Disagree 5. Strongly Disagree 2. Agree 4. Disagree to some extent

11. Do you think checking reference makes the selection process more effective. 1. Strongly Agree 3. Neither Agree not Disagree 5. Strongly Disagree 2. Agree 4. Disagree to some extent

12. Did Bharti met your expectations in term of Compensation package and growth opportunities. 1. Strongly Agree 3. Neither Agree not Disagree 5. Strongly Disagree 2. Agree 4. Disagree to some extent

13. Any suggestion you would like to give to improve the existing recruitment and selection process 14. Any other suggestions ..