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PROJECT REPORT ON

“ Strategic Recruitment”

Submitted By :

PEEARSh soni

Under the guidance of

Prof.hari



TABLE OF CONTENTS

Executive Summary 05

Why strategic recruitment 07

Human Resource Management……………………………………………………..8

Meaning of Recruitment; Types of Recruitment needs ...................................9

Importance of Recruitment. Recruiting Yield Pyramid..………………………10

Factors Involved in the process of Recruitment……………………………….11

Actual Recruitment Process……………………………………………………….12

Sources of Recruitment & its Advantages & Disadvantages………………..14

Factors affecting Recruitment…..…………………………………………………20

Recent trends in Recruitment……………………..……………………………….25

Reasons of Common recruitment Failings………………………………………27

Recruitment V/s Selection…………………………...……………………………..28

Selection……………………………………………………………………………….29

Selection Process, Selection Methods…………………………………………...31

Orientation & Induction……………………………………………………………..36

Recruitment Management System….………….…………………………………37

Recruitment Outsourcing, Its process…………...........…............………….....38

How to select a Recruitment Consultant…………..………………….…………42

Recruitment Strategies & HR Challenges in Recruitment ....………..……....43

Recruiting Expatriates……………………………….........................…………....45

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Recruiting In Telecom SECTOR / Airtel……………………………….…………46

Findings & Recommendations……………………………………………………..65

Conclusion , Annexure, References…………………………………….71, 72, 81

EXECUTIVE SUMMARY

In the knowledge economy, people, not products, distinguish a company

from its competitors. An organization that wants to be a leader must

attract most able people in their field across all functions. Thus,

Innovative recruiting techniques set winning companies apart from their

competitors.

The project initially consists of theory explaining Recruitment &Selection in detail. It then covers ‘RPO’ followed by case recruitment

practice in the Co. of a telecom sector. Finally, its ended with a

recommendations & findings, as to what kind of recruitment practices

are likely to be followed in future.

The current trend demands a more comprehensive, more strategic

perspective to recruit, utilize and conserve valuable human resources.

Key findings-

• Creating a winning employee value proposition. Hence, it should be able to depict the characteristics of the Co, its values. Hence its

policies & procedures which make the employer brand should

thus be coherent with the business brand.

• 4 types of employees :

o Central Core : Essential managers, professionals &

technicians who help to maintain the organizations culture,

knowledge & direction.

o Contractual Fringe : Non-essential that need not be retained

in-house.o Ancillary Workforce: Temporary & part-time workers,

whose highly flexible status would enable the organization

to react quickly to fluctuating skills & service needs.

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• Generation Y- Characteristics of this group: Adaptable,

innovative & unthreatened by technology, resilient, talented &

committed, impatient, disrespectful, image driven, blunt &

skeptical. Recruiting such people requires employers to be honest,

lead by example & understand where this Gen Y is coming from.

(Generation X – sums people comfortable with technology & fast

moving world;

• It’s a transaction involving employer & employee, facilitated by

the recruiter. Hence, transaction is possible when the demand &

supply meet eachother. Thus, Personnel needs to be anticipated

while framing the staffing plans.

o Eg: Generation X & Y employees : Want more work life

balance, prefer flexibility at work & switch more jobs to

have a greater palate of experience.

• Creating a Recruiting Culture i.e. considering it as a part of anystrategic business planning. Eg: Dell gives top priority to its

people.

• Every term of employment – schedules, location, assignments,

coworkers & more – will be open to negotiations.

• Rewards V/s Inaction : Best people are put off where poor

performance is overlooked upon & hence at times leave the

organization. Accordingly, recruitment strategies should stress on

such distinct features to stop & rehire top talent.

• Sift from traditional need of basic qualification to more of attitudes & behaviour. A combination of technical & leadership

skills are sought now.

• People with behavioural awareness & flexibility.

• Finding good people is easy, whats difficult is finding people who

can transform.

• Studies show increased shareholder value on account of

excellence in recruitment (In Europe it increased by 1.5%)

• Shrinking pool of 35- 40 year olds, hence shortage for middle

level employees in future;

• Changing relationship between Employer & Employee. Its more

like a joint venture than a mere contract of employment.

• Change in advertisement focus from future job security features

to organizational efficiency. No longer the security of having

permanent jobs. As Tom Peter puts up, only 1/3rd of the jobs will

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be permanent, while rest will be temporary, contract-based, part-

time or teleworking roles.

• Moving itself generates a pay rise. 9% is by moving as against

annual pay rise of 3-4% by staying in a same organization;

• 18 Months to 2 ¼ year is the usual pattern after which the

employees skip jobs;

• Using technology extensively in the process reduces hiring time

to a great extent Eg: Global Successor saved 14 days by using

online system;

• Furthermore, when recruitment fails to meet organizational needs

for talent, a typical response is to raise entry-level pay scales. This can

distort traditional wage & salary relationships in the organization,

resulting in avoidable consequences.Why Strategic Recruitment

Because of the changing times i.e. High attrition rate across sectors,the need for curbing the increasing the training & hiring costs hasbecome critical for the organizations so that it can keep itscompetitiveness.

Director, HR (Asia) of Bausch & Lomb, Mr. P.G. George states ,

achieving zero percent turnover is neither realistic nor desirable.

People tend to seek change for a variety of reasons—more money,

better benefits, the appearance of a greener pasture- and this has

been a practice from the very beginning. Then, what is it that has

really changed?

The present scenario with abundant opportunities has triggered a

wave of employees, perpetually "on the move", forever seeking

better opportunities whenever, wherever and however they can. 75

% of the senior executives admit that employee retention is a major concern today, the obvious reason being the 'increasing rate of turnover'. This dynamically changing and volatile demand-supply equation with such erratic attrition trends and cut throat competition has led organisations to focus on mechanisms

pertaining to attracting and retaining talent. It is an accepted truththat turnover will happen and companies need to device a strategy

to curb unprecedented turnover from affecting organisational success.

Organizations, by focusing on productivity, are realising that it is

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imperative to hire employees who can do the job and be

successful at it & no longer want to just hire to hire.

Vice President, HR of Seagram, Mr. Gopi Nambiar, says talent is best

described as a combination of abilities and attitudes. The real trick

is to match the right motivated talents to the right role,

individually and collectively, harnessing and harmonizing this

crucial attribute to achieve the objectives of your company i.e.

superior performance.

Hence, one of the critical functions of HR is a sound Human Resource

Planning through which they are able to project the demand for

human resource and thereafter formulate strategies for acquiring

them i.e. Recruitment.

The solution is not just about finding the correct retentionmechanisms, but it starts from the very beginning by devising ways toacquire the right people for the right jobs, doing it right the 1 st time itself &thus pulling up the bottom line of the Co.

“Talented persons are like frogs in a wheelbarrow, which can jump at any point of time when they sense opportunities”

R E C R U I T M E N TRecruitment forms the second stage in the process of procurement function, the first

being the human resource planning. It is followed by selection & ceases with the placement of the candidate.

Recruitment is the activity that links the employers and the job seekers. Usually, therecruitment process starts when a manger initiates an employee requisition for a

specific vacancy or an anticipated vacancy.

However, Recruitment is a continuous process whereby the firm attempts to develop

a pool of qualified applicants for the future human resources needs even though

specific vacancies do not exist. Recruitment of candidates is the function preceding the selection, The main objective of the recruitment process is to

expedite the selection process.

MEANING OF RECRUITMENT

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According to Edwin B. Flippo, “Recruitment is the process of searching

the candidates for employment and stimulating them to apply for jobs in

the organisation”. Recruitment is the activity that links the employers

and the job seekers. A few definitions of recruitment are:

• A process of finding and attracting capable applicants for

employment. The process begins when new recruits are sought and

ends when their applications are submitted. The result is a pool of

applications from which new employees are selected.

• Process of Attracting the best Qualified individuals to apply for a

given Job.

• Three main stages in recruitment

1. Identify and define the requirements. job descriptions, jobspecifications

2. Attract the potential employees (No. of Applications to be

calculated by using the recruitment pyramid )

3. Select and employ the appropriate people from the job

applicants

RECRUITMENT NEEDS ARE OF THREE TYPES:

• PLANNED i.e. the needs arising from changes in organization

and retirement policy.

• ANTICIPATED: Anticipated needs are those movements in

personnel, which an organization can predict by studying trends

in internal and external environment.

• UNEXPECTED: Resignation, deaths, accidents, illness give riseto unexpected needs.

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Purpose & Importance of Recruitment

• Attract and encourage more and more candidates to apply in the

organisation.• Create a talent pool of candidates to enable the selection of best

candidates for the organisation.

• Determine present and future requirements of the organization in

conjunction with its personnel planning and job analysis

activities.

• Recruitment is the process which links the employers with the

employees.

• Increase the pool of job candidates at minimum cost.

•

Help increase the success rate of selection process by decreasingnumber of visibly under qualified or overqualified job applicants.

• Help reduce the probability that job applicants once recruited and

selected will leave the organization only after a short period of

time.

• Meet the organizations legal and social obligations regarding the

composition of its workforce.

• Begin identifying and preparing potential job applicants who will

be appropriate candidates.

• Increase organization and individual effectiveness of various

recruiting techniques and sources for all types of job applicants.

The Recruiting Yield Pyramid :

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Factors involved in the recruitment process

1. Characteristics of the job

• Pay

• Challenge

• Job security

• Chance for promotion

• Geography

• Benefits (how much do you know?)

• Competency required

2. Characteristics of applicants

• Applicants may decide whether to take a job based on:

• Non-compensatory factors (got to have this in a job)

minimum salary, location

• Compensatory characteristics (would like to have this)

3. Recruiting Policies :

• Sourcing: Internal / External

• EEO (equal employment opportunity) makes it sure for equal probability of selection in terms of gender, race and

caste

New Hires

Offers Made ( 2: 1)

Candidates Interviewed ( 3: 2)

Leads Generated ( 6: 1)

Candidates Invited ( 4: 3)

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• Reservations – while recruiting people all the reservations

mentioned in the constitution needs to be taken into

account

• Contingency employment – to what post and in what

strength one can hire temporary employee• Encouragement for disabled persons

4. Characteristics of the recruiter

• Warmth

• Informativeness (how much do they tell you about job?)

• Types & techniques of recruitment used

• How does it differentiate it self from competitors

Recruitment Process

Recruitment process is the first step towards creating the competitive

strength and the strategic advantage for the organisations. A general

recruitment process is as follows:

Identifying the vacancy: The recruitment process begins with

the human resource department receiving requisitions for

recruitment from any department of the company. These

contain:

• Posts to be filled

• Number of persons

• Duties to be performed

• Qualifications required

Preparing the job description and person specification. Locating and developing the sources of required number and

type of employees

Advertising the vacancy

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Short-listing and identifying the prospective employee with

required characteristics.

Arranging the interviews with the selected candidates.

Conducting the interview and decision making

(Planning for employment requirements need to forecast 3

things : Personnel needs, supply side of inside candidates &

outside candidates. Forecasting personnel needs can be done by

Ratio Analysis, Trend Analysis & Scatter Plot)

The recruitment process is immediately followed by the selection

process i.e. the final interviews and the decision making, conveying thedecision and the appointment formalities.

H u m a n r e s o u r c e p l a n n i n gH u m a n r e s o u r c e p l a n n i n g

I d e n t i f y H R r e q u i r e m e n t sI d e n t i f y H R r e q u i r e m e n t ss u r p l u s

R e t r e n c h / l a y o

d e m a n d

D e t e r m i n e n u m b e r s , l e v e l s &

C r i t i c a l i t y o f v a c a n c i e s

D e t e r m i n e n u m b e r s , l e v e l s &

C r i t i c a l i t y o f v a c a n c i e s

C h o o s e t h e r e s o u r c e s &

M e t h o d s o f R e c r u i t m e n t

C h o o s e t h e r e s o u r c e s &

M e t h o d s o f R e c r u i t m e n t

A n a l y z e t h e c o s t & t i m

i n v o l v e d

A n a l y z e t h e c o s t & t i m

i n v o l v e d

O r g a n i z a t i o n a lR e c r u i t m e n t p o l i c y

J o b a n a l y s i s

S t a r t i m p l e m e n t i n g t h e

R e c r u i t m e n t p r o g r a m

S t a r t i m p l e m e n t i n g t h e

R e c r u i t m e n t p r o g r a m

S e l e c t a n d h i r eS e l e c t a n d h i r e

E v a l u a t e t h e P r o g r a mE v a l u a t e t h e P r o g r a m

T H E R E C R U I T M E N T P R O C E S S

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HRIS EmployeeRererrals

NoticeBoards /Circulars

Ex –Employee

EVALUATION OF A RECRUTIMENT PROGRAM• The recruitment policies, sources & methods have to be evaluated

from time to time• Successful recruitment program shows

– No. of successful placements

– No. of offers made – No. of applicants – Cost involved – Time taken for filling up the position

SOURCES OF RECRUITMENT

Every organisation has the option of choosing the candidates for its

recruitment processes from two kinds of sources: internal and external

sources. The sources within the organisation 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 recruitment.

Internal Search

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Advertise-ments

Educationalinstitutions

Job Portals

Employmentagencies

External Search

SOURCES OF RECRUITMENT:

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1. Internal Sources Of Recruitment :

• Transfers: The employees are transferred from one department to

another according to their efficiency and experience.

• Promotions: The employees are promoted from one department toanother with more benefits and greater responsibility based on

efficiency and experience.

• Upgrading and Demotion : Of present employees according to

their performance.

• Ex-Employee : Retired, Retrenched & ones who had resigned,

emay also be re-recruited in case of shortage of qualified

personnel or increase in load of work. It saves time and costs of

the organisations as the people are already aware of the

organisational culture and the policies and procedures.• Dependents & relatives of Deceased / Disabled employees: done

by many companies so that the members of the family do not

become dependent on the mercy of others.

Advantages of internal recruitment

• Gives existing employees greater opportunity to advance their

careers in the business, hence employee loyalty & trust • May help to retain staff who might otherwise leave, thus a

retention tool

• Requires a short induction training period, hence reduced costs

• Employer should know more about the internal candidate's

abilities (= a reduced risk of selecting an inappropriate candidate),

reduced risk

• Usually quicker and less expensive than recruiting from outside,

time savvy & less expensive.

Disadvantages of internal recruitment

• Limits the number of potential applicants for a job

• External candidates might be better suited / qualified for the job

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• Another vacancy will be created that has to be filled

• Existing staff may feel they have the automatic right to be

promoted, whether or not they are competent & Business resistant

to change

2. External Sources of Recruitment:

• Press advertisements: Advertisements of the vacancy in

newspapers and journals are a widely used source of recruitment.

The main advantage of this method is that it has a wide reach.

• Educational institutes: Various management institutes,

engineering colleges, medical Colleges etc. are a good source of

recruiting well qualified executives, engineers, medical staff etc.

They provide facilities for campus interviews and placements.

This source is known as Campus Recruitment.• Placement agencies: Several private consultancy firms

perform recruitment functions on behalf of client companies by

charging a fee. These agencies are particularly suitable for

recruitment of executives and specialists. It is also known as RPO

(Recruitment Process Outsourcing)

• Employment exchanges: Government establishes public

employment exchanges throughout the country. These exchanges

provide job information to job seekers and help employers in

identifying suitable candidates.• Labour contractors: Manual workers can be recruited through

contractors who maintain close contacts with the sources of such

workers. This source is used to recruit labour for construction

jobs.

• Unsolicited applicants: Many job seekers visit the office of

well-known companies on their own. Such callers are considered

nuisance to the daily work routine of the enterprise. But can help

in creating the talent pool or the database of the probable

candidates for the organisation.

• Employee referrals / recommendations: Many organisationshave structured system where the current employees of the

organisation can refer their friends and relatives for some position

in their organisation. Also, the office bearers of trade unions are

often aware of the suitability of candidates. Management can

15



inquire these leaders for suitable jobs. In some organizations

these are formal agreements to give priority in recruitment to the

candidates recommended by the trade union.

• Recruitment at factory gate: Unskilled workers may be

recruited at the factory gate these may be employed whenever a

permanent worker is absent. More efficient among these may be

recruited to fill permanent vacancies.

External Recruitment : Most businesses engage in external

recruitment fairly frequently, particularly those that are growing

strongly, or that operate in industries with high staff turnover

• There are several ways of looking for staff outside the

business

1. Employment / recruitment agenciesThese businesses specialize in recruitment and selection. Can be open to all sectorsor may specialize in specific sectors (e.g., finance, travel, secretarial). They usually

provide a shortlist of candidates based on the people registered with the agency.

They also supply temporary or interim employees.

The main advantages with using an agency are the specialist skills they bring and

the speed with which they normally provide candidates. They also reduce the

administrative burden of recruitment. The cost, is the high agency fees charged -often up to 30% of the first year wages of anyone employed.

2. Headhunters / Recruitment Consultancies"Upmarket" recruitment agents who provide a more specialised approach to the

recruitment of key employees and/or senior management. They tend to "approach"

individuals with a good reputation rather than rely on long lists of registeredapplicants - often using privileged industry contacts to draw up a short list. The cost

of using a headhunter or recruitment consultant is high.

3. Job centres

Government run agency - good for identifying local candidates for relativelystraightforward jobs. The job centre service is free to employers and is most usefulfor advertising semi-skilled, clerical and manual jobs.

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The advantage of these schemes is that government funding lowers the cost of

employment. However, relatively few employment requirements are covered by

these schemes.

4. Advertising

Probably the most common method. It allows the employer to reach a wider audience. The choice of advertising media (e.g. national newspaper, internet,

specialist magazine etc) depends on the requirement for the advert to reach a

particular audience and, crucially, the advertising budget.

Advertisement characteristics :o Accurate - describes the job and its requirements accurately

o Short - not too long-winded; covers just the important ground

o Honest - does not make claims about the job or the business that will

later prove false to applicants

o Positive - gives the potential applicant a positive feel about joining

the business & employer brand

o Relevant - provides details that prospective applicants need to know

at the application stage (e.g. is shift-working required; are there anyqualifications required)

o Consistent – With all the functions of the business values & brand.

Choice of medium - What kind of advertising medium should be

chosen? The following factors are relevant : Type of job: senior management jobs merit adverts in the national

newspapers and/or specialist management magazines (e.g. theEconomist, Business Week). Many semi-skilled jobs need only be

advertised locally to attract sufficient good quality candidates Cost of advertising: National newspapers and television cost

significantly more than local newspapers etc

Readership and circulation: how many relevant people does the

medium reach? How frequently (e.g. weekly, monthly, annually!. Isthe target audience actually only a small fraction of the total

readership or Viewer ship?

Frequency: how often does the business want to advertise the post?

Advantages of external recruitment:

These are mainly the opposite of the disadvantages of internal

recruitment. The main one being that a wider audience can be

reached which increases the chance that the business will be able

to recruit the skills it needs.

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Revolutionary method

Friends program’

• Prospective employee clicked on the Friends program

icon on the company’s website• they had to fill in a form

• explained about the work and the company’s culture

Internal referral program, Amazing People

• refer their friends and relatives for a job

Results

• Through Friends Programme Attract:100/150 per week

& 500,00 in a month.

• Hiring cycle comes down to 45 days (65days).

•

Cost down to 40%• Result in more qualified people

• Low attrition rate

Internet recruitment

Advancement in technology has caused recruitment and selection

process to be more fast and easier.

E- mails have replaced ordinary post

Electronic CVs has speeded the process by opticalcharacter recognition (OCR)

Online recruitment sites include job sites, agency sites and

different media sites.

Factors Affecting Recruitment

The recruitment function of the 18rganization18 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

18rganization. And the external factors are those factors which cannot

18



be controlled by the 19rganization. The internal and external forces

affecting recruitment function of an 19rganization are:

FACTORS AFFECTING RECRUITMENT

Internal Factors Affecting Recruitment :

The internal forces i.e. the factors which can be controlled by the

organisation are:

1. Recruitment policy : The recruitment policy of an organisation

specifies the objectives of recruitment and provides a framework for

implementation of recruitment programme. It states the system to be

developed for implementing recruitment programmes & procedures by

filling up vacancies with best qualified people.

FACTORS AFFECTING RECRUITMENT POLICY

• Organizational objectives

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• Personnel policies of the organization and its

competitors

• Government policies on reservations

• Preferred sources of recruitment

•

Need of the organization• Recruitment costs and financial implications

In today’s rapidly changing business environment, a well defined

recruitment policy is necessary for organizations to respond to its

human resource requirements in time. Creating a suitable, clear &

concise recruitment policy is the first step in the efficient & sound

hiring process.

Components of the recruitment policy

• The general recruitment policies and terms of the organisation• Recruitment services of consultants

• Recruitment of temporary employees

• Unique recruitment situations

• The selection process

• The job descriptions

• The terms and conditions of the employment

Characteristics of a good recruitment policy :

• Focus on recruiting the best potential people.

•

To ensure that every applicant and employee is treated equally with dignityand respect

• Unbiased policy

• To aid and encourage employees in realizing their full potential

• Transparent, task oriented and merit based selection

• Weightage during selection given to factors that suit organization needs

• Defining the competent authority to approve each selection

• Abides by relevant public policy & legislation on hiring and employmentrelationship

• Integrates employee needs with the organisational needs

• Complies with government policies

• Provides job security

• Provides employee development opportunities

• Flexible to accommodate changes

• Ensures its employees long-term employment opportunities

• Cost effective for the organization

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• Line & staff interface to encourage to promote cooperation

2. Human resource planning: Effective human resource planning helps

in determining the gaps present in the existing manpower of the

organization . It determines the number of employees to be recruited &

the qualification they must possess.

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

recruitment process. If the organization is planning to increase its

operations and expand its business, it will think of hiring more

personnel, which will handle its operations.

(Forms Of Recruitment - The organisations differ in terms of their

size, business, processes and practices. A few decisions by the

recruitment professionals can affect the productivity and efficiency of

the organisation. Organisations adopt different forms of recruitment practices according to the specific needs of the organisation. The

organisations can choose from the centralized or decentralized forms of

recruitment, explained below:

• CENTRALIZED RECRUITMENT - The recruitment practices of

an organisation are centralized when the HR / recruitment

department at the head office performs all functions of

recruitment. Recruitment decisions for all the business verticals

and departments of an organisation are carried out by the one

central department. Centralized from of recruitment is commonly

seen in government organisations.

Benefits of the centralized form of recruitment are:

• Reduces administration costs as duplication of processes are

avoided

• Better utilization of specialists

• Uniformity in recruitment

• Interchangeability of staff & Team Building

• Reduces favoritism• Every department sends requisitions for recruitment to their

central office

• Synergy

• Evaluation of effectiveness of recruitment

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• Recruit for more positions from the same pool

• DECENTRALIZED RECRUITMENT- Decentralized

recruitment practices are most commonly seen in the case of

conglomerates operating in different and diverse business areas.

With diverse and geographically spread business areas and

offices, it becomes important to understand the needs of each

department and frame the recruitment policies and procedures

accordingly. Each department carries out its own recruitment.

Choice between the two will depend upon management

philosophy and needs of particular organization. In some cases

combination of both is used. Lower level staffs as well as toplevel executives are recruited in a decentralized manner. )

4. Cost : Recruitment incur cost to the employer, therefore,

organizations try to employ that source of recruitment which will bear a

lower cost of recruitment to the organization for each candidate.

5. Growth and expansion : Organization will employ or think of

employing more personnel if it is expanding its operations. Here is

where Recruitment gets aligned with the business strategy.

External Factors Affecting Recruitment :

The external forces are the forces which cannot be controlled by the

organisation. The major external forces are:

1. Supply & demand : The availability of manpower both within and

outside the organization is an important determinant in the recruitment

process. If the company has a demand for more professionals & there islimited supply in the market for the professionals demanded by the

company, then the company will have to depend upon internal sources

by providing them special training & development programs. If there is

surplus of manpower at the time of recruitment, even informal attempts

22



at the time of recruiting like notice boards display of the requisition or

announcement in the meeting etc will attract more than enough

applicants. Lower the rate of unemployment, more the difficulty to

recruit from outside.

2. Labour market : Employment conditions in the community where the

organization is located will influence the recruiting efforts of the

organization.

3. Image / goodwill : Going beyond the Business brand, comes the

Employer brand. How does an Organization treat its employees ? Image

of the employer can work as a potential constraint for recruitment. An

organization with positive image & goodwill as an employer finds it

easier to attract and retain employees than an organization with negativeimage..

4. Political-social- legal environment : Various government regulations

prohibiting discrimination in hiring & employment have direct impact

on recruitment practices. For example, Government of India has

introduced legislation for reservation in employment for scheduled

castes, scheduled tribes, physically handicapped etc. Also, trade unions

play important role in recruitment. This restricts management freedom

to select those individuals who it believes would be the best performers.

If the candidate can’t meet criteria stipulated by the union but union

regulations can restrict recruitment sources.

Equal Employment Opportunity – When the diversity in work force

is increasing along with the organizational size, it is the responsibility of

the employer to create an equality-based and discrimination-free

working environment and practices.

Equal employment opportunity is necessary to ensure:

• To give fair access to the people of all development opportunities• To create a fair organisation, industry and society.

• To encourage and give disadvantaged or disabled people a fair

chance to grow with the society

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• help to realize and respect the actual worth of the individual on

the basis of his knowledge, skills, abilities and merit,

Discrimination in employment refers to the any kind of prejudice,

biasness or favoritism on the basis of

• disability ● race ● age ● sexuality ● pregnancy

• sex ● Educational Background ● Cast ● Marital status

• Temporary/ Permanent Employment

5. Unemployment rate : One of the factors that influence the availability

of applicants is the growth of the economy (whether economy is

growing or not and its rate). When the company is not creating new

jobs, there is often oversupply of qualified labour which in turn leads to

unemployment.

6. Competitors : The recruitment policies of the competitors also effect

the recruitment function of the organisations. To face the competition,

they have to be competitive or have a distinct feature.

Recent Trends in Recruitment

The following trends are being seen in recruitment:

1. OUTSOURCING – In India, the HR processes are being outsourced from more than a

decade now. The outsourcing firms help the organisation by the initial

screening of the candidates according to the needs of the organisation &

creating a suitable pool of talent for the final selection by the

organisation. Outsourcing firms develop their human resource pool by

employing people for them and make available personnel to various

companies as per their needs & in turn earn fees for their services.

Advantages of outsourcing are:

• Can focus on its core activities• Value creation, operational flexibility and competitive advantage

• Turning the management's focus to strategic level processes of

HRM

24



• Company is free from salary negotiations, weeding the unsuitable

resumes/candidates

• Company can save a lot of its resources and time as costs are

reduced by almost 40%

2. POACHING / RAIDING -

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

followed by the organisations today. Poaching means employing a

competent & experienced person already working with another reputed

company in the same or different industry; the organisation might be a

competitor in the industry. A company can attract talent from another

firm by offering attractive pay packages and other terms and conditions,

better than the current employer of the candidate. But it is seen as an

unethical practice and not openly talked about. Indian software and the

retail sector are the sectors facing the most severe brunt of poachingtoday. It has become a challenge for human resource managers to face

and tackle poaching, as it weakens the competitive strength of the firm.

3. E-RECRUITMENT-

The buzzword in recruitment is the “E-Recruitment /Online

recruitment” for technological advances. Many big organizations use

Internet as a source of recruitment. They advertise job vacancies

25



through worldwide web. The job seekers send their applications or CV’s

through e-mail using the Internet. Alternatively job seekers place their

CV’s in worldwide web, which can be drawn by prospective employees

depending upon their requirements.

Advantages of erecruitment are:

• Low cost

• No intermediaries

• Reduction in time for recruitment

• Reaches out to masses easily

• Easy , Quick & time savvy process

• Automation is possible

The internet penetration in India is increasing and has tremendous

potential. According to a study by NASSCOM – “Jobs is among the topreasons why new users will come on to the internet, besides e-mail.”

There are more than 18 million resume’s floating online across the

world.

The two kinds of e- recruitment that an organisation can use is –

• Job portals : Posting the position with the job description and the jobspecification on the job portal and also searching for the suitable resumes

posted on the site corresponding to the opening in the organisation.

• Job Sites : Creating a complete online recruitment/application section in the

companies own website. Companies have added an application system to itswebsite, where the ‘passive’ job seekers can submit their resumes into the

database of the organisation for consideration in future, as and when the

roles become available.

• Resume Scanners : Resume scanner is one major benefit provided by the job

portals to the organisations. It enables the employers to screen and filter the

resumes through pre-defined criteria’s and requirements (skills,qualifications, experience, payroll etc.) of the job.

Job sites provide a 24*7 access to the database of the resumes to the

employees facilitating the just-in-time hiring by the organisations. Also,the jobs can be posted on the site almost immediately & is also cheaper

than advertising in the employment newspapers. Sometimes companies

can get valuable references through the “passers-by” applicants.

26



Therefore, to conclude, it can be said that e-recruitment is the “Evolving face

of recruitment.”

Common Recruitment Failings

Errors of process :• Overlooking the business strategy

• Failing to clarify what you are looking for

• Using the wrong method

• Rushing the decision

Errors of attitude :

• Looking for superman / superwoman

• Pre-occupation with qualification, skills & ignoring attitudes &

behaviours• Recruiting people in your own image / that of previous incumbent

Errors of application :

• Over selling / Underselling the opportunity

• Ignoring emotion

• Giving candidates an inconsistent message

• ent costs.

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Tests

S E L E C T I O N T E S

I n t e l l i g e n c e t e s t s

A c h i e v e m e n t t e s t s

I n t e r e s t t e s t s

A p t i t u d e t e s t s

S i t u a t i o n a l t e s t s

P o l y g r a p h t e s t

P e r s o n a l i t y t e s

G r a p h o l o g y

Psychometric test

Personality:

• Projective Technique: TAT

• 16Pf Test

Interest Inventory:

• Thurston Inventory

Motivation:

• Achievement Test

• Need for Affiliation

• Need For Power

Honesty:

• Polygraph

• Graphology

Assessment center

• The focus is on behavior

• Includes role-plays and group exercises

• Interviews and tests will be used in addition to exercises

28



• Performance is measured in several dimensions in terms of

the competencies

• Several participants are assessed together in order to allow

interaction

•Several assessors and observers are used in order toincrease the objectivity

Peer assessments- Important if teamwork involved

Interviews

Problems with interviews : Interviewer should be skilled

• Biases on part of interviewer

• Halo & Primacy Eeffects

I N T E R V I E W T Y P E S

I n t e r v i e w sI n t e r v i e w s

P r e l i m i n a r yI n t e r v i e w

P r e l i m i n a r yI n t e r v i e w

S e l e c t i o nI n t e r v i e w

S e l e c t i o nI n t e r v i e w

D e c i s i o n- m a k i n gI n t e r v i e w

D e c i s i o n- m a k i n gI n t e r v i e w

F o r m a l &S t r u c t u r e d

I n t e r v i e w

F o r m a l &S t r u c t u r e d

I n t e r v i e w

U n s t r u c t u r e d

I n t e r v i e w

U n s t r u c t u r e d

I n t e r v i e wS t r e s s

I n t e r v i e w

S t r e s sI n t e r v i e w

G r o u pI n t e r v i e w

M e t h o d

G r o u pI n t e r v i e w

M e t h o d

P a n e lI n t e r v i e w

P a n e lI n t e r v i e w

I n- d e p t hI n t e r v i e w

I n- d e p t hI n t e r v i e w

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T H E I N T E R V I EP R O C E S SP r e p a r a t i o nP r e p a r a t i o n

S e t t i n gS e t t i n g

C o n d u c t o f I n t e r v i e wC o n d u c t o f I n t e r v i e w

C l o s i n g a n I n t e r v i e wC l o s i n g a n I n t e r v i e w

E v a l u a t i o nE v a l u a t i o n

R e f e r e n c e C h e c k sR e f e r e n c e C h e c k s

M e d i c a l E x a m i n a iM e d i c a l E x a m i n a i

P

L A C

E

M

E

N

T

P

L A C

E

M

E

N T

Reference Checks

• It is necessary to confirm the nature of the previous, period of

time in employment, the reason for leaving, attendance record

etc.

• But Allowance should made for prejudice and a check should

made.

• Some firms fear liability in defamation suits for giving

references

• Importance of training referees to know difference between

facts and generalizations

• Credit checks- contain biographical data which can be checkedagainst applicant info

• If rejected due to credit check, applicant must be told under

Fair Credit Reporting Act

30



Placement : The determination of the job to which an accepted

candidate is to be assigned and his assignments to the job.

.

Recruitment Management System

Just like performance management, payroll and other systems,

Recruitment management system helps to contour the recruitment

processes and effectively managing the ROI on recruitment.

The features, functions and major benefits of the recruitment

management system are explained below:

•

Structure and systematically organize the entire recruitment processes.

• Recruitment management system facilitates faster, unbiased,

accurate and reliable processing of applications from various

applications.

• Helps to reduce the time-per-hire and cost-per-hire.

• Recruitment management system helps to incorporate and

integrate the various links like the application system on the

official website of the company, the unsolicited applications,

outsourcing recruitment, the final decision making to the main

recruitment process.

• Recruitment management system maintains an automated active

database of the applicants facilitating the talent management and

increasing the efficiency of the recruitment processes.

• Recruitment management system provides and a flexible,

automated and interactive interface between the online

application system, the recruitment department of the company

and the job seeker.

• Offers tolls and support to enhance productivity, solutions and

optimizing the recruitment processes to ensure improved ROI.• Recruitment management system helps to communicate and

create healthy relationships with the candidates through the entire

recruitment process.

31



The Recruitment Management System (RMS) is an innovative

information system tool which helps to sane the time and costs of the

recruiters and improving the recruitment processes.

.

.

RECRUITMENT Process IN TELECOMSECTOR

SOURCES OF RECRUITMENT

Some Top Consultants

32

INTERNAL

1. Transfers2. Promotions3. Upgrading

4. Retired Employees5. Retrenched Employees6. Dependants and

Relatives of DeceasedEmployees

7. Acquisitions andMergers

EXTERNAL

1. PressAdvertisements.

2. Educational

Institutes.3. Placement

Agencies /Outsourcing.

4. EmploymentExchanges

5. Labor Contractors6. Unsolicited

Applicants7. Employee Referrals

8. Job Portals9. Factory Recruits



33



Top 5 Job Sites

1 www.naukri.com

2 www.monsterindia.com3 www.clickjobs.com4 www.jobstreet.com5 in.jobs.yahoo.com

34

http://www.naukri.com/

http://www.monsterindia.com/

http://www.clickjobs.com/

http://www.jobstreet.com/

http://in.jobs.yahoo.com/

http://www.monsterindia.com/

http://www.clickjobs.com/

http://www.jobstreet.com/

http://in.jobs.yahoo.com/

http://www.naukri.com/



9 Recruitment Trends '08 &’09

1) Bigger paychecks, say 80 % of the survey respondents. Of those

expecting to increase wages, 64 % say it will be at least 3 %, and 17 % say 5 %

or more.

2) Flexible work arrangements are on the rise. 60% of employers offer flexible work plans now — usually alternative schedules (shifted start and quit

times), condensed work weeks or telecommuting, while 39 % expect to offer some form of flex-time in ‘09.

3) Online candidate screening will grow, and not only the use of

qualifying pre-application questions, but full-blown searching of social

networking sites and search engine checks.4) Video & audio Resume will be preferred as is a way for job seekers to

showcase their abilities beyond the capabilities of a traditional paper resume.

The video resume allows prospective employers to see, hear and get a feel for

how the applicant presents themselves.

5) Retiree rehiring will increase as companies remain pressured from theloss of more experienced workers. 21 % say they are likely to rehire retirees

from other companies in 2008; another 14 % plan to provide incentives for

workers at or approaching retirement age to stay on with the company longer.The numbers here aren’t large, but this trend won’t go away.

35



6) Recruiting diversity workers, especially workers bilingual, will

continue to be an important focus of recruiters. Survey respondents particularly

noted “mature” workers.

7) Freelance or contract hiring will continue to be a key part of the

workforce mix, with 31 % of employers anticipating a working relationship with

freelancers or contractors this year. 8) Perks and benefits will receive more attention from companies wanting

to remain competitive in attracting and keeping workers. In light of rising

healthcare costs, nearly 1-in-5 employers (19 %) report their companies plan tooffer more comprehensive or better health benefits to employees in 2009. 10 %

plan to enhance or add perks such as bonuses, discounts, company cars, stock

options, free childcare, educational reimbursement, transit passes and wellness programs.

9) One in four (26 %) of the surveyed companies are likely to provide morepromotions and career advancement opportunities in2009. More than half of workers stated that a company’s ability to offer career

advancement is more important than salary, so employers are taking action tocarve out career paths for employees.

10) 27 % of workers say they are dissatisfied with pay, but 67 % of workers reportedthey received a raise in 2007.

11) A quarter of the surveyed workers plan to change jobs within the next two years:

41 % are leaving their jobs to find a position with better pay and/or career

advancement opportunities; 8 % are changing careers; 7 % say they want to finda company where they would feel appreciated; 7 % are retiring; and 5 % plan to

start their own business.

This survey was released by CareerBuilder.com conducted by Harris Interactive,tracking projected hiring trends for 2008. The 2008 Job Forecast survey is based on

the responses of 3,016 hiring managers and human resource professionals in private-

sector companies.

Telecom tops in employment growth

According to estimates of the World Bank, employment in the

telecommunications sector has grown by 33 per cent since 1994, the highest

growth among all the sectors in the services industry. While the Word Bank numbers, released in its recent report on `India's Services Revolution,' head-hunters

and recruiters say that telecom is still the favorite among higher level professionals.

Thanks to the aggressive rollout of a countrywide network, operators like Reliance

Infocom, Tata Teleservices and Bharti have gone on a hiring overdrive. From a

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http://img.icbdr.com/images/aboutus/pressroom/2008Q1forecastUSA.pdf





career point of view, telecom sector continues to offer growth and new learning as

the sector matures and the business opportunities expand.

The growth can also be attributed to the large number of telecom equipment

manufacturers and applications developers from Korea, China and Europe foraying

into the Indian market in their bid to take a share of the pie in the booming telecomindustry.

These Telecom companies require large number of telecom engineers, telecom

software engineers and Telecom test engineers in the functional areas of Embeddedsoftware development, Analog Digital engineering technology, Telecom

networking, Protocol, Chip Design Engineering, VLSI Software Testing. In the

Mumbai Telecom companies there are Software Engineer jobs, Telecom software

Engineers jobs, Quality / Test Engineer jobs, Product Manager job openings, Network Security Systems Specialist vacancies, NMS Engineer jobs, Network

Management specialists, Managers, UNIX Network Systems Operations Engineers,

NMS Administrator jobs, Cisco Specialist Software Engineer etc.

Taking a cue from the demand for telecom professionals, top educational

institutions have begun specialized courses in telecommunication management.Symbiosis in Pune and Amity in Delhi are examples of such institutions. Even state-

owned Mahanagar Telephone Nigam Ltd (MTNL) has set up a training facility for

telecom engineers in Mumbai.

HR (employment) in telecom industry:

With more and more players entering the industry, the competition in the industry in

terms of attracting and retaining the best talent is also increasing. The employmentscenario in the telecom sector is very promising. The sector is creating employment

opportunities and adding around 1 lakh people in its workforce. The telecom sector

has a huge demand for the trained and qualified engineers and other professionalsspecializing in telecommunications.

Compensation:

According to various studies in recent times, the telecom sector offers the best salary packages at the entry level i.e. an average of 20k. The average hike in salaries across

the various levels in the telecom sector ranges from 15 to 20 percent. Incentives also

form a part of the compensation till the middle levels.

Attrition and retention:

Although the sector faces the moderate attrition rates of 20 to 25 percent, the HR’s

prime strategic function in the sector is retaining the talent and employee

engagement. The only functional area which faces the high attrition rate is the sales people in the telecom industry.

37



TOP 10 Recruiters in Telecom Sector

Recruiters Total No. Of Vacancies

1 Vodafone Essar 452 Reliance communications 44

3 Bharti Airtel 43

4 Tata teleservices 23

5 Cable & Wireless 19

6 IMI mobile 14

7 VSNL Internet Services Ltd 12

8 Motorola Worldwide 10

9 GTL Limited 4

10 Nokia 3The ranking is based on the number of vacancies notified by the company on different job portals (Till 29th

January 2008)

Here rankings of the ten companies in the Indian Telecom sector are given on the basis of

their workforce relationship factors. Ten companies were selected on random basis fromthe sector. The companies were given a consolidated rank on a scale of 1-10 on the basis

of sum of their individual ranks on various HR practices, procedures, policies and

parameters like recruitment practices, compensation policies, work culture, recognitionfor good work, retention, training and development, performance appraisals et al. The

scores are consolidated on the basis of data collected through recent surveys and studies

by renowned names like Business Today, Hewitt, IDC Data Quest, NASSCOM andnaukrihub.com

38



Our Vision & promise

By 2010 Airtel will be the most admired brand in India:

• Loved by more customers

• Targeted by top talent

• Benchmarked by more businesses

“We at Airtel always think in fresh and innovative ways about the needs of our

customers and how we want them to feel. We deliver what we promise and go out of our way to delight the customer with a little bit more”

Bharti Airtel

39



Telecom giant Bharti Airtel is the flagship company of Bharti Enterprises. The

Bharti Group, has a diverse business portfolio and has created global brands in the

telecommunication sector.

Airtel comes to you from Bharti Airtel Limited, India’s largest integrated and the

first private telecom services provider with a footprint in all the 23 telecom circles.Bharti Airtel since its inception has been at the forefront of technology and has

steered the course of the telecom sector in the country with its world class products

and services.The businesses at Bharti Airtel have been structured into three individual strategic

business units (SBU’s) - Mobile Services, Airtel Telemedia Services & Enterprise

Services. The mobile business provides mobile & fixed wireless services using

GSM technology across 23 telecom circles while the Airtel Telemedia Services business offers broadband & telephone services in 94 cities. The Enterprise services

provide end-to-end telecom solutions to corporate customers and national &

international long distance services to carriers. All these services are provided under

the Airtel brand.

Our Brand

Airtel was born free, a force unleashed into the market with a relentless and

unwavering determination to succeed. A spirit charged with energy, creativity and ateam driven “to seize the day” with an ambition to become the most globally

admired telecom service. Airtel, after just ten years, has risen to the pinnacle of

achievement.

As India's leading telecommunications company Airtel brand has played the role as

a major catalyst in India's reforms, contributing to its economic resurgence.

Today we touch people’s lives with our Mobile services, Telemedia services, to

connecting India's leading 1000+ corporates. We also connect Indians living in USA

with our callhome service.

Business Divisions

40



FUTURE Development

In the mobile business, Bharti Airtel plans to make considerable investments in

Network expansion to establish presence in all census towns and over 500,000

villages across India by 2010, thereby covering 95% of the country’s total

population. The company’s strategic focus will be on further strengthening theAirtel brand through best-in-class customer service, which is backed by wide

national distribution.

The Airtel subscriber base according to COAI - Cellular Operator Association of

India as of May 2008[7] was:

41



The total is 67,425,935 or 32.81% of the total 205,460,762 GSM mobileconnections in India till May 2008.

Achievements

Airtel was the first private player in telecom sector toconnect all states of India.

Airtel is the first mobile service provider to introduce the

lifetime prepaid services and electronic recharge systems.

the network has spread over 93 per cent along the NationalHighways and 88 per cent of key rail routes across theState .

42



Having achieved huge success in mobile services- postpaidand prepaid- Airtel has now entered fixed-line telephonyproviding broadband services in 92 cities across India.

The company has an optical fiber network of 35,016 km and

a customer base of 35,440,406 GSM mobile and 1,819,083broadband subscribers.

Airtel is listed on The Stock Exchange, Mumbai (BSE) and The

National Stock Exchange of India Limited (NSE).

Rapidly expands network, to roll out across all census townsand over 5,00,000 villages – covering over 95% of thepopulation.

Bharti Airtel crosses the 50 million customer mark – OCT

1,2007 ( 65million is the latest figure & adding nearly 2million subscribers every month)

Becomes the fastest private telecom company in the worldto achieve this milestone

Enters into the league of the world’s top telecom companies,moves towards top 5 global mobile companies

Adding 25000 towers every month expanding their networkall over India.

Wide range of Value Added Services – like ringtones, callertunes, news etc

One of the 1st company to introduce mobile banking, mobilebill payments etc

For Employees

It has 25000 employees & with increase in network, it haswide prospects.

Provide attractive salary to employees, performanceturnover, ESOPS( Employee Stock Options Programme)

Provides an opportunity for career growth – fromManagement trainee to CEO.

43



Gives an opportunity to employee to grow vertically as wellas horizontally.

Gives an opportunity to move any part of the countryconsidering they have network everywhere..

Targets• Aggressive efforts are on to provide a superior network

service that is congestion-free and to help customers getconnected the first time.

• Also, the SMS capacity is sought to be raised from thecurrent 5,500 messages per second to 6,500 messages persecond by March 2009.

• After establishing itself in the domestic market, Airtel is now

spreading its wings in US by providing its mobile serviceunder the name 'CALLHOME' to the NRIs.

AdvertisementsAirtel’s advertising campaigns are always admired. Their idea of creating a

signature ringtone with A R Rehman was brilliant; and they still continue to use that

tone. In a masterstroke they elevated the brand without having to talk of talk time ,rates etc.

Then came the almost magical ‘Express Yourself ‘ campaign stunningly

executed with excellent imagery and creativity. It showcased the ubiquitous utilityof the mobile phone through the situations ( a fighting couple, a bride entering

church, an irate mob) but converted a rational purchase decision to an extension of one’s voice. And from that Bharti’s market share has kept increasing to being the

biggest mobile service provider.They chose the country’s most popular people i.e. SRK, Kareena and Sachin

for their campaign & made connection with people. Its advertisements always touch

the chord of the people.

44



Airtel to focus on rural expansionBharti Airtel, which had 48 million mobile users in September 2007, had 9.80

million subscribers coming from rural areas.

Airtel, the leading mobile service provider, has planned to increase the pace of its

network expansion in rural areas during 2008-09.People in the rural markets are ready to go mobile and the growth depends on the

strength and the quality of the network. Distribution has been growing at a rapid

pace and Airtel will be in easy reach for all customers in the State. “We want toincrease the brand presence and become far more local,” CEO says.

Organizational Structure of AIRTEL

45



Departments

46



Levels

98% of organizat ional success depends upon eff ic ient

employee selection

The Talent Acquisition / RecruitmentProcess

The recruitment process is the basic procedure, however there are few changes in

different departments, for e.g. IT dept & Customer Care dept cannot have same type

of recruitment process as the abilities & skills required are different in differentdepartment. However the basic process is as following :1. Prepare the organizational chart with the support of respective

departments based on industry norms & projection of growth.

2. Co-ordinate with all departments for their manpowerrequirements.

3. Create the job profile and person specification as per

department requisition.

47



4. Create the company profile for advertising the company to

attract prospective candidates & also for the consultants etc.

5. Follow internal or external methods of Recruitment

Commonly used External Methods

i. Co-ordinate with recruitment agencies & HR

consultants e.g.. HEED Consultancy, ABC Consultancy

etc

ii. Advertisements in print e.g.. Times Ascent, Hindustan

Times etc

iii. Web - in own website or portals like naukri.com,monster.com etc.

iv. Campus Recruitments

Commonly used Internal Methods (IJR – Internal Job Requirement)i. Employees Referral

ii. Transfer & Promotions

6. Application Scrutiny & Preliminary Screening .

7. Shortlist for preliminary interview – telephonic, video

conferencing, personal interview.

8. Organizing further rounds of interview with department heads

etc depending upon the position.

9. Briefing company profile to potential candidates, convincing

them about the organisational strength & about their career

path & Compensation.

10. Providing offer letter to selected candidates & help them in

joining formalities within the organization.

11. Induction, followed by training as required.

48



12. Taking monthly/quarterly feedback from the department

about the candidates who have joined.

13. Organizing market survey of salaries, job opportunities etc.

Recruitment through AIRTEL Website

49



50



51



Recruitment through Job Portals

Outlines for prospective candidatesTo apply for a position, it’s important that you have a clear idea of your career

progression, including how you wish to utilize your skills and experience in your

next role.

There are two (2) ways to make yourself known to us! The first is a general

submission of your CV into one of our Divisions. In this case, you become part of a“pool of candidates” categorized into a professional skill area. When the Talent

Acquisition Team begins a talent search against a vacant role, CVs in this pool areconsidered against the selection criteria. If your details are matched you will be

linked to the vacant role and reviewed for suitability well before the role is

advertised! The second way is to apply directly to an advertised opportunity andinclude a covering letter which demonstrated how and why you are suitable.

Useful tips for applying for positions

You are more likely to be successful in the recruitment process if you tell us

how you fit the position you are applying for, i.e. in your covering letter We recommend you only apply for targeted positions for which you have

suitable skills and experience - applying for multiple positions can damage your credibility

Step One - Tailor your CV

Your CV is very important – Think of it like a Passport which should be up-to-date

and current at all times to facilitate “travel” to your next career opportunity!

52



A CV should also “sell” and “market” you in an interesting and honest manner. A

functional CV should highlight the skills and experience you have gained

throughout your career to date. It may be helpful to consider the following tips toenhance your current CV:

a. Compile your CV in reverse order (showing your most recent

experience first)

b. Show the month and year you commenced each position

c. If there are any gaps in your employment explain these

d. As well as responsibilities, list your achievements in a position

e. Keep it concise

f. Check and double check your spelling and grammar

g. Highlight in a covering letter why you believe your skills meetthe requirements of the position

Step Two – Applying Online

To apply for a position you will need to follow the steps in the online application

process. As part of this process, you'll be required to create a personalized profile.Click the 'Apply Online' link at the bottom of the advertised position to create or

update your profile. When you have successfully submitted an application, you will

receive a system generated confirmation email, letting you know we have receivedyour application.

As we often receive a large number of applications for any given position, you maynot hear from us again until two or three weeks after we receive your details,

however we are conscious of progressing as quickly as possible and often can adviseof your suitability or next steps before this.

If your application will not progress to the next stage, you will be advised in writing

via email.If, after applying for a position, you have not heard from us within three weeks

please contact us and ask for the Recruitment Team. Alternatively you may email us

Step Three – Interviewing

When we progress your application, you will be contacted by phone and informed of

the next steps, which may include an initial telephone interview or face-to-face

interview.Step Four – Assessments and Reference Checks

When you progress to the next stages, for some roles you may be required to

participate in psychometric assessments and for all roles there will be reference

checks, so please be prepared to provide at least two professional referees for us tocontact.

53



These referees must ideally be people you have reported to in prior positions - or at

least people who have working knowledge of your abilities and experience.

Step Five - Being Made an Offer

If you are successful in becoming the preferred candidate, you will be advised of the

offer by telephone and promptly provided with a written employment agreement.

The offer of employment is valid for a finite period of time and requires your acceptance by signature and its return to our HR Department.

• Jack of All Trades / Multi Competency : It helpsto employ multi skilled people who can handle moretasks as Organizations aim for maximizingproductivity with the help of minimal resources. Itbenefits both i.e.

54



o The Employer: Reduced costs as the no. of

recruits are reduced, output increases withfewer employees.

o The Employee: His wide knowledge base &

skills enable him to work on variety of projectsefficiently & hence, high probability of jobbeing secured & not getting redundant duringthe downturn where there are job cuts.

Growth in Organization horizontal as wellas vertical.

Job security

Example 1: As quoted by, Thaigarajan, MD, ParamountAirways,Multi-tasking is adopted in Security, Ground handling &In-flight services. “Security personnel also handleassignments in ticketing check-in counters & boardinggates besides their core function. Ground handlingpersonnel also look after passenger convenience. Ourcabin crews are trained to handle catering assignmentsas well. This allows our employees to grow within theorganization & employees who have started as cabin

crews have moved to managerial positions in the in-flightservices.”

• Re-recruitment : Choosing to train the employeesin varied areas so that they can handle efficientlyinstead of going through the entire process of hiring, thus saving costs in the times of economicdownturn. Following steps need to be followed: (As

quoted by Malathi Rai, Head HR, Lionbridge India toencourage multitasking at workplace)o Identify additional responsibilities that

employees can shoulder

55



o Ensure these are broadly aligned to their areaof work & do not give something that theycannot find value in or identify with

o Train them to bridge the gaps in knowledge &

skillso Motivate them to stretch their boundaries of

their capabilities.

• A few Industry Excerpts on what they are doingdifferent in this downturn where getting qualitytalent is the most difficult tasks for anyOrganization.

Paramath Nath, centre HR Head, Hewlett Packard:

Recession has led organizations tofocus on employee referrals & campusrecruitment, without compromising onthe quality of the candidates.

Vivek Kapoor,Director – Sales &Marketing,EmmayHR :

Hiring is now need based strictly i.e. Co’sare hiring only for critical positions whichwill help them tide over this downturn.

Indrajeet Sengupta,Director-HR, MARS India:

Besides the functional competencies,we look for individuals who bring in theentrepreneurial flair to the business.The slowdown has given us anopportunity to raise the bar for talent as we continue to hunt for the best.

Saket Agarwal,CEO, Cellebrum Technologies Ltd :

Hiring process has slowed down. Thisindeed has presented our existing peoplewith greater opportunities & a chance toexcel in those areas where they may haveotherwise not ventured into.

Sanjay Shelvankar,VP-Talent Acquisition, MindTree

Ltd:

Organizations no longer look at campusrecruitment as a cost effective way because it is no more about the cost but the Business Viability. Today firms

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are looking at people who are flexibleto learn new skills & adopt newer technologies.

• Active & Entrepreneurial (April 1,2009) : As theorganizations become competitive during downturn,they seek employees who can give ideas to theorganization to give another dimension to thebusiness. The employees need to be intuitive & takerisk when the situation calls for it. Out of the boxthinking takes an organization to new levels of growth, achievement & prestige. However, it does

have a risk of an employee leaving the organizationto undertake his own venture.

o The book, Road to Organic Growth, points out

that – employees who promote organic growthusually belong to the middle managementlevel. These growth managers have usuallyhad a varied experience early in their career,which allows them to innovate & haveentrepreneurial bent of mind. They look out forchallenging & leadership roles, where they canbuild effective teams who are passionate,responsible & accountable to take up newventures.

• Work life balance seeking employees have grown.Hence, helping them achieve this would attract thetalent.

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CONCLUSION

As organizations continue to pursue high performance and

improved results ,the mandate is clear: For organizations to

succeed in today’s rapidly changing and increasingly competitive

marketplace, intense focus must be applied to aligning human

capital with corporate strategy and objectives. It starts with

recruiting talented people and continues by sustaining the

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knowledge and competencies across the entire workforce. With

rapidly changing skill sets and job requirements, this becomes an

increasingly difficult challenge for organizations. Meeting this

organizational supply and demand requires the right “Talent

DNA” and supporting technology solutions.

By implementing an effective talent management strategy,

including

integrated data, processes, and analytics, organizations can help

ensure that the right people are in the right place at the right time,

as well as organizational readiness for the future.

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piyush soni sm

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