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 Executive Summary

 Introduction to the topic

 Introduction of organization

 Literature Review

 Objectives

 Research Methodology

 Data Analysis & Interpretation

 Recommendation & Suggestion

 Conclusion

 Annexure

 Bibliography



As in case of any other functional area like marketing, production or finance, the work
personnel department has also to be planned. Planning in the personnel area is mainly concerned
with crystallizing from where the right type of people can be secured for future anticipated

Manpower planning is the process by which management determines how the organization
should move from its current manpower position to its desired manpower position. Through
planning, management strives to have the right number and the right kinds of people, at the right
places, at the right time, doing things, which result in the growth and success of both- the
organization and the individual. The manpower planning is one of the basic steps in the
recruitment and selection procedure.

Recruitment and Selection is the process wherein the organization finds the best candidate
among the vast array of candidates. The function that locates the sources where from the required
human resources can be available and to attract them towards the organization is known as

Selection can be defined as the process wherein the organization has to select a small lot of
people who are useful to the organization in terms of their capabilities and their qualifications.
The main aim of organization at this stage is to have a well-equipped manpower efficient enough
to handle all the tasks gracefully.

This project entitled "Recruitment and Selection in Vodafone” aims at studying the
recruitment and selection procedure undertaken at this ever growing organization. The project
gives a brief idea as to how the whole process works. Every organization has different policies,
at times unique and it is very rare that the policy of one organization matches to the policies of
another organization.


It is true that the success of any organization depends upon the old dictum: right person for
the right job. At the same time it is all the more important to have right and tested combination
of recruitment and selection policies to attract, select and appoint a desired lot and replenish it
from time to time.


” Recruitment is a process to discover the sources of manpower to meet the requirements of the staffing schedule and to employ effective measured for attracting that manpower in adequate numbers to facilitate effective selection of an efficient working force." In the words of Yoder.  Unexpected.  Anticipated. According to Flippo. in this growing competitive world. "Recruitment is the process of searching for prospective employees and stimulating and encouraging them to apply for jobs in an organization. INTRODUCTION OF RECRUITMENT AND SELECTION RECRUITMENT Recruitment and selection are the most important functions in an organization because with the help of these functions the management selects the best available candidate from a batch of them. 4 . need to have the best of the manpower so as to have an edge over its competitive." The recruitment needs can be classified into-  Planned. The organizations.

organizational policies.  It is an important function as it makes it possible to acquire the number and type of persons required for the effective functioning of the organization. deaths. nature and environment of the organization. Resignations.  It is a complex process because a number of factors affect it --the nature of the job offered. image of the organization. These occur due the expected changes in the organization so the management can make a proper policy for it. working conditions etc.  It is an on going function in all the organizations. but the volume and nature of recruitment varies with the size.Planned need arise from changes in the organization and retirement policy. Anticipated need refer to the movements in personnel which an organization can predict by studying the trends in the internal and external environments. accidents and illness result in to the unexpected needs. 5 .  It is positive process because in this activity the employers want to have the maximum number of job seekers so as to have a wider scope for choice ultimately leading in spotting right persons for job.  It is a linking activity as it brings together the employers and employees. FEATURES:  Recruitment is a process or a series of activities rather than a single event.

and computer applications to pharmaceutical industry to manual workers.  Employment Exchanges.  The retired and retrenched employees who want to return to the company. During my short stint at Vodafone.  Campus Interviews.  Recommendations.SOURCES OF RECRUITMENT: The various sources of recruitment are -  Internal Sources: Include-  Present Employees who can be transferred or given promotions.500 employees. It needs persons who have knowledge of use. processing of natural ingredients of number of varied products.  Recruitment at factory gate. technical know-how of latest industrial technical knowledge.  External Sources: Consist of-  Press advertisements. it was observed that the recruitment need of Vodafone is diversified.  Dependents and relatives of the deceased and disabled employees. Hence. The importance of the process could be understood that the present work force of Vodafone is 2. the recruitment and selection procedure should match the complexities of the need and at the same should commensurate with the complex need of the organiza 6 .  Placement Agencies.

 Selection Interview. Preliminary Interview is the initial screening done to weed out the undesirable candidates. It is a process of weeding out unsuitable candidates and finally identifying the most suitable candidates. In this process.  Reference Check. If the candidate is found suitable then he is selected for further screening else he is dropped.  Physical Examination. This stage saves the time and effort of both the company and the candidate. Selected candidate the has to pass through the following stages-  Preliminary Interview. This is mainly a sorting process in which the prospective candidates are given the necessary information about the nature of the job and the organization.SELECTION Selection is the process of choosing the best candidate out of the all the applicants.  Employment.  Selection Test.  Application Form. Necessary information about the candidate is also taken. The suitable people prove to be the asset for the organization. It avoids 7 . It is the process of matching the qualifications with those required for the job so that the candidate can be entrusted with the task that matches with his credibility.  Final Approval. This process divides the candidates into two categories-the suitable ones and the unsuitable ones. Selection is a negative process because in this process the management tries to minimize the number of people at each step so that the final decision can be in the light of all the factors and at the end of it best candidate is selected. relevant information about the applicants is collected through a series of steps so as to evaluate their suitability for the job to be filled.

date of birth. marital status. These are also helpful in better matching of candidate and the job. educational qualifications. The tests help to reduce bias in selection by serving as a supplementary screening device. references. They are requested to provide their frank opinion about the candidate without incurring any 8 . which will be asked in the interview. Selection Tests are being increasingly used in employee selection. Selection Interview involves the interaction of the employer and the employee. observational and face-to-face appraisal of candidates for employment. These forms can also be stored for future references thus maintaining a databank of the applicants. It also helps in formulation of questions. These reveal the qualifications.unnecessary waiting for the candidate and waste of money for further processing of an unsuitable candidate. It is an essential element of the selection procedure. This form is of great help because the scrutiny of this form helps to weed out candidate who are lacking in education. The applicant is asked to mention in his application form the names and addresses of two or three person who know him well. which remain covered in application form and interview. experience. experience or any other criterion provided by the organization. Application Form is a traditional and widely used device for collecting information from candidates. behavior and performance. Those who are found physically unfit are rejected. The organization contacts them by mail or telephone. It also provides a systematic basis for comparing two or more persons. address. Selection involves a personal. The applicants who have crossed the above stages have to go through Physical Examination either by the company's physician or the medical officer approved for the purpose. This form asks the candidates to fill up the necessary information regarding their basic information like name. The information obtained through application form and test can be crosschecked in the interview. The next stage marks of checking the references. Tests are sample of some aspect of an individual's attitudes. salary structure in previous organization and other such information. The main aim is to ensure that the candidate is physically fit to perform the job.

It helps to reduce absenteeism and labour turnover. The executives of the concerned departments then finally approve the candidates short-listed by the human resource department. Appointment is generally made on a probation of one or two years. the date by which the candidate should join and other terms and conditions in brief. Employment is offered in the form of an appointment letter mentioning the post. Proper selection is helpful in increasing the efficiency and productivity of the enterprise. the rank. Faulty selection leads to wastage of time and money and spoils the environment of an organization.liability. Selection is an important function as no organization can achieve its goals without selecting right persons for the required job. 9 . the salary grade. Scientific selection and placement of personnel can go a long way in building up a stable workforce. After satisfactory performance during this period the candidate is finally confirmed in the job on permanent basis or regularized. The opinion of the references can be useful in judging the future behavior and performance of a candidate.

organized by year: 2007 Vodafone agrees to acquire Tele2 Italia SpA and Tele2 Telecommunication Services SLU from Tele2 AB Group. reverted to our former name. Then known Racal Telecom Limited. Vodafone Group Plc. (October) Vodafone announces completion of the acquisition of Hutch Essar from Hutchison Telecommunications International Limited. It was fully demerged from Racal Electronics Plc and became an independent company in September 1991. approximately 20% of the company's capital was offered to the public in October 1988. we changed our name to Vodafone Air Touch Plc on 29 June 1999 and. following approval by the shareholders in General Meeting. Following its merger with Air Touch Communications. Key milestones in the development of Vodafone can be found in the following sections. Vodafone over the years As Vodafone was formed in 1984 as a subsidiary of Racal Electronics Plc. (‘Air Touch’). INTRODUCTION TO VODAFONE ORGANISATION PROFILE . on 28 July 2000. at which time it changed its name to Vodafone Group Plc. (May) 10 . Inc.

With eBay. You Tube agrees to offer Vodafone customers specially rendered You Tube pages on their mobile phones. With MySpace. a leading operator in the fast growing Indian mobile market. (February) Vodafone announces agreements with both Microsoft and Yahoo! to bring seamless Instant Messaging (IM) services to the mobile which can be accessed from both the PC and mobile handsets. which offers a personalized.Safaricom. Vodafone announces its intention to develop a location-based version of Google Maps for. Launch of mobile TV capability and Vodafone Radio DJ. We acquired Telsim Mobil Telekomunikasyon Hostetler (Turkey) in May 2006. 11 . With Google. interactive radio service streamed to 3G phones and PCs. (February) Vodafone agrees to buy a controlling interest in Hutchison Essar Limited. Vodafone reaches 200 million customers (January) 2006 Sale of 25% stake in Switzerland's Swiss COM (December) Sale of 25% stake in Belgium's Proximus. an innovative new mobile payment solution that enables customers to complete simple financial transactions by mobile phone. (February) Vodafone signs a series of ground-breaking agreements which will lead to the mobilizing of the internet. Vodafone’s partner in Kenya announces the launch of M-PESA. (August) The number of Vodafone lives! Customers with 3G reached 10 million in March 2006. 3G broadband through HSDPA launched offering faster than 3G speeds. Japan business sold to Softbank. (February). Vodafone announces it is to offer the new eBay mobile service to Vodafone announces an exclusive partnership to offer Vodafone customers a My Space experience via their mobile phones.

We have 14 Partner Networks with new agreements in Cyprus.c. Vodafone live! Our premium handset for Vodafone live!. won the Best Wireless Handset Award for the Sharp Corporation. Introduction of Vodafone Passport. Vodafone live! with 3G launched in 13 markets (November). Launch of Vodafone Simply. Vodafone live! attracts 1 million customers in its first six months.A. 12 . a voice roaming price plan that provides customers with greater price clarity when using mobile voice services abroad (May). a new easy-to-use service for customers who want to use voice and text services with minimum complexity (May). (Romania) and Oscar Mobile a. Verizon Wireless and Vodafone co-operate on laptop e-mail.‘Make the most of now’ global marketing campaign launched. France. Arums Sarin succeeds Sir Christopher Gent as Chief Executive. Sir John Bond succeeds Lord MacLaurin as Chairman. Hong Kong and Luxembourg. the Sharp GX10. we won the mobile industry's most prestigious awards in two categories. 2003 At the GSM Association Awards Ceremony in Cannes. (Czech Republic) (May). Best Consumer Wireless Application or Service and Best Television or Broadcast Commercial for its global consumer service. 2005 We completed the acquisition of MobiFon S. 2004 We launched our first 3G service in Europe with Vodafone Mobile Connect 3G/GPRS data card. internet and corporate applications access for the US and Europe.

guided by the Group Social Investment Policy. Customers are able to seamlessly access services such as corporate e-mail. Italy and Germany. a faster and more efficient way to communicate using text messages via SMS or WAP. We make the word's first 3G roaming call (between Spain and Japan). print. 'How are you?'. Denmark's leading mobile operator. The campaign features TV.2002 We trial our global mobile payment system in the UK. The agreement is the first of its kind in the mobile industry and means Vodafone and TDC Mobil will cooperate in developing. 13 . We introduce instant messaging to our networks. cinema. First Vodafone Partner Agreement with TDC Mobil A/S. In October. The Group completes the acquisition of a 25% stake in Swisscom Mobile. and Mobile Office. marketing and advertising international roaming products and services to international travellers and corporate customers. Vodafone and China Mobile (Hong Kong) ltd (CHMK) sign a 'strategic alliance agreement'. The service gives business customers an easy way to connect to their corporate LAN to access e-mail. 2001 We acquire Ireland's leading mobile communications company. online and outdoor media. we announce the launch of Vodafone live!. with plans to contribute £20 million to community programmers. a new business proposition. The trial enables customers to purchase physical and digital goods using their mobile phone. intranet and personalized information on their mobile phones. Eircell. each version asking the question. In November. The Vodafone Group Foundation is launched. calendar and other business specific applications whilst on the move. Vodafone Remote Access is launched as part of Mobile Office. a new consumer proposition. First global communications campaign launched in August. We launch the first commercial European GPRS roaming service. laptops or PDAs over GPRS.

Vodafone Essar provides 2G services based on 900Mhz and 1800Mhz digital GSM technology . PCS and paging assets. The transaction almost doubles the size of the Vodafone Group.8 billion . piping Reliance communication.this marked a significant chapter in the evolution of Vodafone as a dynamic and ever growing brand .Vodafone Essar announced today that the Vodafone brand will be launched in India from 21st sep onward . The agreement to acquire Mannesmann AG receives European Commission clearance on 12 April 2000.the whole company was valued at U S D 18.Asim Ghosh .its offers both prepaid postpaid GSM cellular phone coverage through out India and is especially strong in the metros.The popular and endearing brand . Vodafone Essar is a cellular operator in India that covers16 telecom circles in India .the company is often praised for its aware winning advertisement which all follow a clean .Sep 19 2007. Managing Director of Vodafone.the transaction closed on 8 may 2007 14 . which is the owner of the remaining 33%. Hinduga group and Essar group.Vodafone the world leading international mobile communication company has fully arrived in India . Vodafone group ‘s communication company completed the acquisition of Hutch Arun Sarin is visiting in India even as the British operator bid for a majority stake in India mobile services operator Hutchison Essar has run into tough competition Vodafone Essar is owned by Vodafone 67%Essar group 33%.on 11feb 2007 Vodafone agreed to acquired the controlling interest of 67% held by CheungKong holding in hutch Essar for US$11.the name of the company .offering voices and data services in 16 of the countries 23 license .Vodafone the world leading mobile tel Essar in may 2007 &company was formally renamed Vodafone Essar in July 2007 .2000 On 4 February.minimalist look . Verizon Wireless is launched in May.Hutch will be transitioned to Vodafone across India . the combination of Vodafone AirTouch's and Bell Atlantic's US cellular.1 billion.the marketing brand used is simply Vodafone . terms are agreed with the Supervisory Board of Mannesmann by which Mannesmann would become a part of the Vodafone community.

Hutchison .reflecting the of its previous owner .after getting the necessary government approvals with regard to the acquisition of a majority by the Vodafone group .The company was rebranded as Vodafone Essar.the company used to be named Hutchison Essar .consolidating its services under a single identity .04% market.36 million subscribers and 17. Vodafone have both Prepaid& Postpaid &have a15.In December 2006 Hutch Essar re launched the “Hutch” brand nation wide .the companioned into agreement with NTT Do Co Mo to launch i-mode mobile internet service in India during 2007 .the brand was marketed as Hutch . share in India and operator 16 circle 15 .

Vodafone also has its Strengths. It has a 2nd highest subscriber base in India 1st being Airtel IX. managed Purchasing. High customer churn (33. Its strong advertising strategies and impact on people X. products. Weaknesses. Untapped Rural Market VI. The kind of subscriber base it has in the Indian market VII. outsourcing V. with VSNL.1 Strengths I. Low R&D III. Uncertainty in revenue growth in the HSDPA network based on historically slow consumer market take-up of 3G data services II. Strong advertising with ZooZoo concept IV. Its India’s 3rd biggest mobile carrier(source: Business standard) XI.33%) V.2 Weaknesses I. Well defined cost reduction initiatives. II. that has an international submarine cable III. Strong international Presence and Brand recognition. The brand name it has in the Indian market VI. Only Indian operator. Rural India unable to relate to the brand 16 . It has the 2nd highest market share in India(source : Wikipedia) VIII. services IV. Excellent Network Coverage 1. Ubiquitiouegory. But Like any other sector. SWOT ANALYSIS Vodafone is one of the leading Companies in the world. Threats and Opportunities which have been identified as below: 1.

Growing data business and 3G auctioning VI. Mobile Number Portability III.3 Opportunities I.2% in 2009 anticipated) VIII. New entrant's low price offering II. Growing Enterprise solution market (10. Large capital can be raised by listing Vodafone on Indian Stock Exchange(IPO) IX. Tower sharing business with Indus Towers 1. 1. Highly competitive market IV. Emerging markets and expansion abroad II. Latest and low cost technology IV. Poor Connect with Rural Areas 17 . Regulatory intervention on tariffs creates pressure on revenues VII. Product and services expansion V. Still lags behind major competitors in USA V.4 Threats I. VAS as a means to increase ARPU (big boss. Innovation III. Zoo Z00) VII. Extremely high penetration rates in key European markets VI.


Recruitment analysis can be defined as the process of ensuring the right number of qualified people.designed and comprehensive recruitment analysis is invaluable to an organization’s well being. into the right job at the 19 . A well. DETE RMINING REQUIREMENT SOURCING RESUMES SHORTLISTING CANDIDATES FIL TERING CANDIDATES INTERVIEWING EVA LUATING + SELECTING A Recruitment analysis is conducted depending on the job profile. Recruitment analysis basically ensures the availability of the right resources in the right place to match the future organizational needs.

but you should articulate a standard strategy of how you recruit and fill positions. Employee Referrals: Employees working with an organization recommend their friends or acquaintances for vacant positions in the organization. A well-defined recruiting strategy will help ensure that the right employees are in place when needed. Plans will vary based on hiring volume and type of position. In today’s technologically advanced world many organizations depend on their HRIS. Interested employees must reply within a specified number of days and they may or may not have to obtain the consent of their immediate supervisors. Job Postings: Openings are published on bulletin boards (electronic or hard copy) or in lists available to all employees. Some of the internal sources are: a. SOURCING RESUMES: There various methods of recruiting are given below: 1. This source is usually one of the most effective and reliable methods of recruiting 20 . right time to deliver the results in an efficient and effective manner. Internal recruiting is beneficial. Recruitment is the process of searching for and attracting qualified candidates to apply for the positions that are available. The objectives are: 1. To plan to meet organizational human resource needs at the time of expansion or diversification. To make contingent plans to handle sudden requirements and situations of shortfall. To maintain the required quantity and quality of human resources required. Whether your company is heavily recruiting or in the midst of a hiring freeze. 2. This is the process used by managers to provide information about job openings to employees. b. INTERNAL SOURCES: Many organizations try and identify employees from within the organization to be groomed to take on higher responsibilities. 4. managers already know the workers and the internal advancement can motivate the employees. 3. To forecast the turnover/attrition rates. you should always have a recruiting plan. as workers know the firm culture.

 The chosen media. 2. Managers look outside the firm for people who have not worked at the firm before. walk-ins are preferable as they are free from the hassles associated with other methods of recruitment. 21 . b. the applicant approaches the organization directly. The following methods are adopted to recruit people form outside: a.  The prediction of the target market. profile of the readership and circulation. Press Advertisements: Advertisements are placed in both newspapers and trade journals and three factors influence the choice of this media-cost. Contract Management: Temporary worker pools are created to meet out the unexpected demand of the human resource in the organization.  The nature of the job. Previous Employees: Organizations can recruit their previous employees as they can prove to be reliable as they already know about the organization policies and procedures and need not to be trained and easily adjust to the environment. d. Direct applications are particularly effective in filling entry-level and unskilled vacancies. Walk–INS: In a walk-in no prior appointment is there. c. because many qualified people especially for the lower and middle management are reached at a very low cost to the company. some organizations compile pools of potential employees from direct applications for skilled positions. It is the most common and least expensive approach as in this the job seekers submit unsolicited application letters or resumes and from employees point of view. EXTERNAL SOURCES: To meet demands for talent brought about by business growth to seek fresh ideas or to replace employees who leave organizations periodically turn to the outside labor market. Some factors affecting the design of advertising are:  The image of the organization.

KNOWLEDGE OF MATCHING CV’s: First of all the candidates are short listed on the basis of matching the CV’s. Typically a CV comprises of:  Evidence of Skills. Short listing comprises of: etc come in very handy in finding candidates with the desired skills. Job Sites: Various job sites like Naukri. c. e. Short listing may comprise of several stages depending on the number of application received. f. can be found. Make sure your Web site's job section makes it easy to find and apply for jobs.When job seekers are interested in a company they will go directly to that company's Web site to conduct research and/or look for available jobs. They are broadly classified into public or state agencies. the complexity of the job requirements and sophistication of the selection process used by the organization. Job fairs . e. Abilities and Achievements  Employment History  Experience  Education  Languages 22 . SHORT – LISTING: Short listing is the transition phase between recruitment and selection. engineers. private agencies and headhunters. Employment Agencies: Employment agencies now provide occupations for almost all levels in an organization. The CV’s or curriculum vitae are universally used and their form is standardized. but events targeting diversity and/or specialty careers. It is the stage where the total number of applicants is reduced to select the group the employer wishes to carry on to the selection phase.g.Monster. Corporate Web site .Times jobs. d.Job fairs typically work best for entry-level

The short-listing panel to record individual assessment of each candidate and provide feedback can use short-listing form. Once a short list has been drawn up. who may prejudice the outcome. abilities and achievements that match the criteria that have been specified as essential for the job as closely as possible.  The use of short-listing form is recommended. METHODS OF SHORT LISTING: The most common way to reduce the number of applications by short-listing them by categorizing them to various departments first. tests. SHORT–LISTING – THE PROCESS:  Short listing must be carried out independently by at least two people and ideally. Short-listing decisions must be based only on the information contained in the application form and any other supporting information supplied by the candidate. 23 . sexual orientation or other irrelevant factors. socio-economic background. In the short listing of candidates the following things should be kept in mind: o Evidence of skills. etc. should be excluded from short listing. family circumstances.  Short-listing form must be used at the interview stage. o Evidence of career development. presentation. disability. ethnic origin. candidates should be invited for interview. Irrelevant information in the application form should be disregarded.  Some information can only be determined at interview stage or as group exercises. o Consistency of employment (look for unexplained gaps). Then asking the department heads to shortlist the appropriate candidates accordingly.2. as many of the interview panel as possible. age. decision of whom to short list must be taken. o Qualifications compatible with the dates given.  Any member of staff.  After individual assessment of each application.  The attributes in the person specification must be consistently applied to all candidates irrespective of their gender. 3.  Short listing should always be carried out using the person specification so that applications can be measured and assessed against criteria and be made on the basis of fact and not assumptions. religious or political beliefs.

24 . o Previous employer.o Evidence of industry knowledge.

Filtering techniques involve different methods. There would be assessors. The evaluation is done based on candidate’s academic qualification.FILTERING: Filtering techniques are used to reduce the number of applicants and also gather relevant information needed before conducting the interview. percentage of marks scored and experience level or through simple written tests.  SKILL BASED FILTERING: The tasks and skills that may be assessed using simulation exercises are varied. balancing the volume of work against a tight schedule. for example the sales manager or personnel manager. 25 .  Group exercises: Group exercises are timed discussions.  Test of productive thinking: The tests look at the volume. who are not looking for right or wrong answers. where a group of participants work together to tackle a work-related problem. such as:  Knowledge Based Filtering  Skill Based Filtering  Attitudinal/Behavioral Filtering  KNOWLEDGE BASED FILTERING: This method is used when the number of applications is more like in Campus recruitment. but for how you interact with your colleagues within the team. Sometimes you are given a particular role within a team. which typically consist of letters. diversity and originality of your ideas. memos and background information. You may be asked to deal with paperwork and make decisions. You are presented with open-ended questions relating to various problems and situations and are asked to generate responses within a time limit. Different types of simulation exercise include:  In-trays: In-trays or in-baskets involve working from the contents of a manager’s in-tray.

 Presentation: You may be asked to make a formal presentation to a
number of assessors either on a topic given in advance or in some cases to interpret and
analyze given information and present a case to support a decision.

 Fact-Finding Exercises: In a fact-finding exercise, you may be asked
to reach a destination starting from only a partial knowledge. Your task is to decide
what additional information you need to make the decision and sometimes also to
question the assessor to obtain this information.

 Role-Plays: In a role-play, you are given a particular role to assume for
a certain task. The task will involve dealing with a role player in a certain way and there
will be an assessor watching the role-play.

 Social Events: From the moment you report to reception until you
leave, participant will be under scrutiny as part of the selection procedure – so the way
he behaves at all times is important. He will be expected to cope with general
socializing amongst other candidates as well as with the management and will be
observed at meal times. This gives an opportunity to find out as much informally about
the organization as he can.

 Ability Tests: Ability tests attempt to measure awareness, knowledge
and other such aspects. They also measure simple skills like problem solving. Each test
is presented under exam conditions with a strict time limit. Employers use aptitude test
either as a small part of the interviewing process or to determine whom they will
interview i.e. those who achieve a certain mark. Tests are of different types like
Language Usage, Spelling, Numerical Ability, Reasoning, etc.

Testing. It helps in knowing how employees fit into an organization’s culture. Organizational
psychology should not be confused with clinical psychology. Psychological assessment aims to
assist organizations with their human resource issues. Assessing candidate’s aptitude and personal


style helps organizations make effective selection decisions. Psychometric testing is mainly of
two types:

o Projective – E.g. TAT, Rorschach, etc.

o Inventory Based – E.g. MBTI, FIRO, etc.


An interview is a procedure designed to obtain information from a person’s oral responses to oral
enquiries. Interview is by far the most widely used personnel selection procedure. The interview is
the focal point of the recruiting process. Part of the selection process, usually the final portion of an
examination, for the purpose of evaluating education, experience, and personal qualifications of the
candidates, also known as oral interview. It is a meeting between an eligible and an appointing
power in order to discuss appointment to a specific vacancy.

An interview is a conversation between two or more people where questions are asked to obtain
information from the interviewee. Interviews can be divided into two rough types, interviews of
assessment and interviews for information.


The most common type of interview for assessment is a job interview between an employer and
an applicant. The goal of such an interview is to assess a potential employee to see if he/she has
the social skills and intelligence suitable for the workplace. Similar interviews are also used for
admissions to schools, allotment of grants, and other areas. In most developed countries, rules
and regulations govern what can be asked in these interviews.

Highly personal questions and those unrelated to the job at hand are forbidden, as are questions
which invite discrimination ("do you plan to start a family?"). However some interviewers tend
to ask such questions in order to see how the interviewee reacts and if (s) he is able to elegantly


avert the question. Such interviews can be brief fifteen-minute affairs or they can stretch for
many hours even over a series of days. Another important type of interview is the psychological
one that can be divided into three forms: structured, semi-structured and non-structured.


These interviews are used by journalists, law enforcement, and private investigators. A recent
technological trend in journalism interviewing has been the rise of e-mail interviews. These
interviews differ from traditional telephone and face-to-face interviews in that interviewees can
have more time to formulate a written response.

A good interview results from
 Proper preparation.
 Identifying the candidate’s abilities before discussing
the position.
 Asking a series of open – ended questions.
 Evaluating interviewing results.
Good interview questions start with job description (analysis).The job description includes
tasks, responsibilities and requirements. Those who currently perform the job should create it.
This will reduce the inaccuracies and increase the interviewer’s awareness of the actual job
duties. It should further:
 Determine the competencies needed for
successful performance in the job and then rank them respectively.
 Prepare questions hat measure each defined
 Establish an evaluation method for the results.


It states:  Use the data of job analysis to determine the requirements for effective performance of the job and the criteria by which these 29 . which adversely affects the whole interview process. THE OVERALL INTERVIEW PROCESS PRE – INTERVIEW PREPARATORY PHASE THE INTERVIEW ITSELF THE POST INTERVIEW ASSESSMENT AND DECISION PHASE THE PRE – INTERVIEW PREPARATORY PHASE: The pre – interview phase includes few things to be done for ensuring effectiveness of the total operation so as to avoid any mistakes.

i. 30 .  Use other tests and information to supplement the evidence provided by the interview.  Decide the panel of interviewers. may be identified and assessed.  Produce a coverage plan designed to provide the maximum possible significant information.  Pay particular attention to all-important environmental details such as time. When an interview board is used the membership should be the smallest number necessary to fulfill the task.  When interview boards are held.e. criteria.  Determine acceptable entry levels for new staff vis . the coverage plan and the areas that each board member will cover. Any other selection methods used need to be validated. productive atmosphere to encourage candidates to talk freely. These data provide the foundation for the whole selection process. shown to improve the predictive quality of the process. discuss and agree the objectives. THE INTERVIEW: The interview process should:  Concentrate initially on establishing a sympathetic.a vis the job requirements for fully effective performance. place and setting to enable candidates to feel as comfortable as possible.

 Begin with introduction and a brief explanation of the purpose and scope of the interview.  Follow the broad chronological. based on the facts of past behavior and achievements.  In board interviews arrange for each interviewer to interview in turn. i.e.  Pay utmost attention to the form of question. 31 .:  Concentrate on acquiring as much evidence as possible of potential ability to do the required job. They can only produce hypothetical answers.  Use a simple open question form which does not imply answers. systematic coverage plan throughout in order to ensure a comprehensive coverage. Deviations are likely to create gaps in the information obtained.  Be constantly alert to possible effects of the interviewee’s non-verbal behavior and manner and possibility of misinterpretation of intentions by candidates.  In general avoid hypothetical questions. Be a little sympathetic and avoid extremes of coldness. especially those which have no bearing on the job.

32 . There is a little correlation between the behavior and likely behavior in the actual environment and conditions of work. They are of much more doubtful value when they purport to assess suitability for employment because of the likelihood of bias and the writer’s probable lack of direct knowledge of the job requirements.  In assessing evidence concentrate on solid facts of past behavior as indicators of motivation.  Place information in perspective.  In the assessment process take account of all available evidence. POST – INTERVIEW ASSESSMENT AND DECISION: More often than not there are more candidates than vacancies. It should:  Systematically assess the evidence obtained in the light of the job requirements. The documents are very useful when written by the authorities competent to confirm the facts of past performance. attitudes. values. The selectors should assess the suitability of each individual candidate instead of comparing the merits of candidates. personal qualities and abilities and in sum of potential to do the job.

accurate reception of the information presented to you and integration of information in such a way that it is useful. Good listening implies heightened awareness of what you hear. Personal listening awareness is the key to constructive change. We listen best when there is a pay-off or a penalty. BODY LANGUAGE: Some common aspects of non – verbal communication (Body Language) include following which can help in knowing what signals you are giving or you can deliberately send the signals you want to. the person is holding him/herself back (temporarily). A disguised arm fold is when one hand moves across the body unnecessarily to adjust a watchstrap or cuff. If the fists are clenched. A good listener encourages positive results. thus protecting the body’s vital organs and consequently signifying a defensive action. Focus b. Emotionalism must be avoided d. Empathy c.KEY INTERVIEWER SKILLS:  LISTENING  BODY LANGUAGE SENSTIVITY  COMMUNICATION STYLE  QUESTIONING 1. We tend to equate “listening” with “hearing” and that is simply not the case. It should be kept in mind that work and listening are inseparable and lazy listening is hidden cost in business. LISTENING: Most people aren’t good listeners. Four key elements of listening: a. Feedback 2.  Hand to Face Gestures: A very common hand to face gesture is when the speaker places a finger or fingers in front of the mouth when speaking which is interpreted as an untruth being 33 .  Arm Barriers: The most common of these is when the arms are folded across the chest.

If the hand is placed to the cheek. Close ended o BEI (Question Cycle Method) o Probing  Questions to avoid: Don’t ask ‘multiple’ questions. you won’t find what they naturally would do. which give the candidate hints about the kind of answer you want and also don’t ask ‘no-win’ questions. DIFFERENT TYPES OF QUESTIONING: The different types of questioning methods are: o Questions to avoid o Open vs. By restricting answers to areas that show the candidate would do something wrong. The movement may be traced to an action of wanting to say the words but at the same time. The square-on position behind the desk. Directive vs. Reversing the chair and sitting. slumping (with arms folded or clasped in the lap) may suggest dejection or submissiveness. This is the most consciously noted non-verbal signal.  Postures: The ‘set’ of body whether rigid or relaxed gives immediate signals of reaction and can be accompanied by other non-verbal signals. Think carefully before asking ‘clever’ questions as 34 . with the person leaning forward on the desk with the hands placed downwards on the desk and a stern look on the face must signify an aggressive attitude. The result is incongruence and rising of suspicion.told when the speaker is rather embarrassed about speaking it. often accompanied by a slight tilting of the head. don’t ask ‘leading’ questions. with the forefinger pointing up. this suggests that the listener is in fact listening and taking account of what is said normally a good sign. 3.  Sitting and Sitting Postures: How the other person is sitting can give us some good indications of their attitudes. A forward facing posture with hand obviously placed in the pockets deliberately suggests a power approach. leaning over the back can indicate power and control. hold them back with the hand.

asking past performance questions.  Open-ended vs. how many and what kinds of experiences to discuss).. Also deciding what data is valid and predicts future success in the job. Try to end all interviews on a positive note.e. 4. The main purpose of probing is to simultaneously track what the interviewee is saying without direction and constantly following all leads that help reach the objectives of the interview. Directive vs. this type of question is unlikely to reveal them. what makes you think you can do this job? Or Are you sure you want this job? Close-ended Questions are those types of questions which will have answers either yes or no. The objective is to select and probe for competencies which will result in more effective selection decisions. then more detailed and other questions and lastly giving information about the company and the experienced candidate would give impressive answers but if their answers past performance questions don’t show their strengths. These types of questions do not probe into the values and ideas of the candidate. The question cycle method is well accepted in the industry today. Close-ended Questions: Open-ended are those that do not define the scope you should take (i. Examples of open-ended questions are: What do you know about our company? . It includes setting scene questions. What are your strengths and how do you relate to our company? Or what are your biggest accomplishments. CONCLUDING THE INTERVIEW: Towards the closing of the interview leave time to answer any questions the candidate may have and if appropriate advocate your firm to the candidate. work non-work during the past few years? Direct Questions are used to gather the data that is factual and objective. what-if questions.  Probing: The key to getting candidate to talk openly is to ask probing questions. Open–ended questions have more room for creativity.  Behavioral Event Interviewing: Behavioral based interviews use questions allowing a candidate to tell stories about experiences. Examples of direct questions are: With your background. It includes probing for critical events and specific competencies. 35 .

In such a scenario the entire purpose of recruitment is defeated. make sure you take into account ways to measure some of the intangible metrics. hence at the time of recruiting the HR manager should all the time have at the back of his mind that his recruitment should not turn out to be a bad recruitment. Keeping track of your recruiting and retention successes and challenges will help you fine tune your program into an effective and efficient hiring system that your whole company can embrace. When you identify an issue in your process. In addition to tracking traditional metrics such as time-to-fill and cost-per-hire.  Does not know what to do: The person lacks the knowledge. 36 . such as quality of hire and retention.” A bad recruitment is one where the hired candidate is not able to do justice to the role/job assigned to him/leaves the organization very soon/the cost of recruitment is higher than the value addition that the new employee is expected to do in the organization etc.” While doing a recruitment it should always be kept in mind that it does not turn out to be a bad recruitment. Bad recruitment occurs in 3 situations:  Cannot do: The person lacks the skills required.  Will not do: The person lacks attitude. Evaluation requires a total comprehension of the job and of the candidate and of their relationship to each other. Bad Recruitment The entire effort.EVALUATION AND SELECTION: Continual monitoring of your recruiting process will lead to better hires. go wasted if the recruitment turns out to be a “bad recruitment. A very important concept that the recruiter should be aware of at the time of evaluation and selection is that of “Bad Recruitment. adjust your programs accordingly. time. cost and resources that are spent in the recruitment process.

Cost of Bad Recruitment 1. De – Motivation Costs  Unproductive time  Other people leaving  Team loss 5. Stabilization Costs  Learning time  Mentoring and Team time 4. Direct Recruitment Costs  Advertising  Travel and stay  Time costs of people concerned 2. Induction Costs  Administrative costs  Relocation costs 3. Leaving Costs  Other people leaving  Redundancy costs  Handover costs 37 . Client Related  Internal/External Client loss  Future business loss 6.

Why Bad Recruitment Occurs? Recruitment has acquired immense importance in today’s organizations. First Impression. Recruitment is the first step in the process of acquiring and retaining human resources for an organization. Poor analysis of necessary personality – skill profile Inadequate initial screening Inadequate interviewing techniques Inadequate questioning techniques Poor utilization of second opinions References were not checked Other issues like Halo Effect. and Leniency Errors. etc should also be evaluated. Bad recruitments affect the company and the individual. Stereotyping. 38 . the cause of the bad recruitment can be traced to one of the following reasons: Poor analysis of job function. Yet in all cases. The wrong person doing the wrong job is harmful to the companies. In today’s rapidly changing business environment organizations have to respond quickly to requirements for people. Organizations have realized the Value of human capital and its role in their development. Similar-to-me Effect.

Consultant. The candidate fills up the Interview? application blank I I NO Once the approval is given HR team sits with the concerned department head/team and I The candidate goes finalizes the date within which the requirement I through the second level is to be filled and discusses the special of interview skills /experience. Job Portals) candidate qualified the second level of Interview The short listed candidates are informed of the selection process’ venue and time at least YES 48 hrs in advance The candidate goes I through a round of HR I HR invites CVs and shortlists the same interview Has the short Has the listed candidate candidate qualified the turned up on HR interview? I 39 time for the I selection process . Has the Referral. Yes HR decides the source of CVs (Ads. Recruitment Procedure START The candidate goes through A Department head raises a requisition the first level of Interview The concerned head fills Has the the manpower requisition candidate form Yes qualified the The concerned requisition then goes to the first round of CEO/ED/D (O) for the position approval.

New Delhi Step4. the Noida Office sends the candidate details to the Corporate Office Noida for reference check and for generation of appointment letters. They are required to undergo a complete medical check-up before joining Vodafone and submit a copy of the same at the time of joining. this is mainly the technical round where the candidates overall knowledge and expertise are judged. the candidates are interviewed by the Director operations [D(O)]. This is done by the HR office.The Corporate Office Noida. Step6. In Vodafone no permanent recruitment takes place without an interview with the D(O).The first round of interview is conducted by a panel comprising of 2-3 members. Step2. Step3.Step1. after conducting a reference check generates appointment letters and dispatches the same. 40 . Step7.After the salary negotiation. Step5.After a thorough technical screening.Retention and Updating of the Records. there is an HR round where the salary of the candidate is negotiated.The selected candidates are expected to join the organization within 15days of receiving the appointment letter. he interviews them and decides the candidates overall suitability in the organization.Once the candidate is recommended by the D(O).

 All records of selection processes of rejected candidates are also retained for a period of one year from the day on which the candidate’s last recruitment process was held. The details of the employees who have finally joined Vodafone has to be added to company Database on the same working day when s/he first reports to work. 41 . all these records are saved in a particular format.  If the new hire fails to turn up on his/her first working day. this is added to his records within three working days from the date on which he was supposed to report to work for the first time.  These records are cleared at the end of one year after scrutiny. Retention Of Records:  All records of selection processes of hired candidates are retained in his/her  personnel file. Updating Of Records:  The detail of every employee who has been hired has to be updated within five working days of the date on which his appointment letter has been issued.

maintaining and validating data needed by an organization about its human resources. HRIS is a fast growing area of HR due to the technology driven culture we live in. Providing support to other systems – Supportive Role 2. and organization unit characteristics. and they can span from just payroll systems to broad relational databases that hold a variety of employment information. It merges HRM as a discipline and in particular it’s basic HR activities and processes with the information technology field. The systems are created to hold employee information. It is a systematic procedure for collecting. Development of systems and research – Administrative role 3. A key benefit to computerized records is the ability to run reports and connect data. personnel activities. or manual filing systems to track and maintain the needed information concerning employees.HUMAN RESOURCE INFORMATION SYSTEM (HRIS) Human Resource Information System or Human Resource Management Systems (HRMS) shapes an intersection between Human resource management (HRM) and information technology. HRIS are software systems that are designed to make the process of HR record keeping much more effective and efficient. Management of Human Resources – Managerial Role 42 . Traditionally. human resources departments relied on multiple programs in each department. An HRIS combines separate HR systems into a centralized database that performs the majority of HR transactions. Excel. In a company without a formal HRIS system. Role of Human Resource Information System HRIS is a much more dynamic concept than the traditional personnel function in an organization which has multiple functions since it not only does it deal with the problems of administering the personnel functions but also helps the organization in several ways as under: 1. storing. An HRIS integrates all of these programs through a common database and single-user interface. you'll find HR professionals utilizing Access.

5. 4. To supply up to date information at a reasonable cost. Performance appraisal Information 6. Training Information 5. increment Information 3. promotion. Payroll Information Need for HRIS 43 . To allow an easy and faster access to data and to facilitate human resource planning decisions. comprehensive and on-going information system about people and jobs in a centralized and accessible location.4. 3. Manpower planning Information 4. HRIS is designed to monitor. It actually provides the support for the following sub systems: 1. To offer an adequate. To provide data security. Developing Competencies of various kinds – Developmental Role 5. To deliver an accurate. transfer. Recruitment Information 2. Leave. timely management information. Catering the process needs – Process Role Objectives of HRIS : 1. 2. control the movement of people from the time they join the organization till the time they decide to leave the organization.

running and correcting payrolls. recording time. A company could attain cost savings if timely information was available throughout the organization. the HR department should be an integrated unit within the business and therefore centralized. All these influences represent both challenges and opportunities for all management functions and especially for Human Resources.With the rapid advances in Information Technology. also reducing costs through decreased turnover. the HR functions must not only be focused on the work place but also the market place and linked directly to the core business strategy. the face of the Human Resource function has changed forever. high levels of absenteeism within certain business units. etc? How much money and resources are being used to pull information from multiple databases or converting data in order to run reports? How many double and triple entries are being made just to preserve the integrity of multiple systems and databases? These are just a few questions that probably aren’t being asked or answered. Tracking and managing employees training and development on a single system allows the company to internally promote and fill vacancies internally. a tighter labor market with higher recruitment and retention efforts by employers together with an increasing mobile workforce in a global market place. Downloading payroll results and other cash flows out of payroll into 44 . First and foremost: cash the bottom line. with employees’ skills and knowledge becoming the key factor to success in today’s very competitive marketplace. Need For Change There are several very important reasons for regularly reviewing your current system with what is available in the software marketplace. In today’s business environment. A real time integrated HR system could help you spot costly negative cash flows such as high-targeted turnover. maintaining training and succession files. When was the last time anyone in your company had taken a hard look at the costs associated with your current HR software? How much time is spent maintaining personnel records. further reducing recruitment expenses. By integrating external recruitment. and low retention. position requirements can be matched with applicant’s qualifications. Company-wide reporting through an integrated HRIS system can enable managers to proactively adjust policy to avoid these unwanted expenses. In order to achieve this.

Before choosing HRIS the following points must be considered by the company. This only a brief review of cost savings that can be achieved though an integrated HR system. you can accurately obtain company-specific information.By taking a few steps before interviewing vendors.accounting can be automatic through an integrated system. Benefits  How will our organization benefit from a new HRIS system?  What are the risks associated with implementing new HRIS software?  What are the risks associated with deciding to continue to operate as before? Financial Aspects  How much value will this software add to our organization and what are potential savings?  How do the newly gained benefits compare to the overall investment?  What are the risks associated with deciding to continue to operate as before?  How much money is being wasted on opportunity costs associated with the current HR software? Track Records  Which and how many other companies within our industry use this software? What is their satisfaction level?  How experienced are the consulting firms in the industry? 45 . Selection Process Selecting HRIS software can appear to be a relatively ambiguous process to decision makers as the information is always favorably skewed from software vendors .

your company can better understand the process and reduce this uncertainty.Internal Resources  How resistant are users to change?  How can I form a dedicated project team?  How long will it take for users to be self-sufficient? The Future  Which and how many other companies within our industry use this software? What is their satisfaction level?  How much value will this software add to our organization and what are potential savings?  How do the newly gained benefits compare to the overall investment?  What are the risks associated with the deciding to continue to operate as before?  How much money is being wasted on opportunity costs associated with the current HR software? There is always some degree of uncertainty when it comes to selecting a provider for your HRIS system. but there are ways to reduce this uncertainty. 46 . understanding the barriers to making the best decision and taking measures to overcome these barriers. By identifying specific needs of a new system.

Role Summary sheets are circulated once in every six months whereas the Appraisal is done only once a year. irrespective of their project and cadre.HRIS Practices At Vodafone At Vodafone. One main master document is prepared in Excel and any type of information that the organization needs can be generated or retrieved from it. 47 . and at present does not have any centralized information system in the organization. Vodafone uses Microsoft-excel for maintaining all its HRIS. The organization does not make use of any special software for this purpose. for updating its HRIS. a very traditional approach of maintaining HRIS is followed. The HR department circulates Role Summary Sheets/Performance Appraisal forms to all the employees of the organization. These sheets are filled by the employees of all departments and sent back to the HR.

e. collecting them. Hence the data is not very reliable. in itself takes very long. second and the final round. communicating to the candidates to send their current organization’s appointment letter and salary slip for further processing. Longer time to retrieve data and initial screening of the CV’s. My role In The Recruitment Process  My role included downloading profiles from Naukri. Lack of proper workflow in the organization 2. date and place of the interview..Problems In The Current System The current practice of maintaining employee records in excel has the following disadvantages: 1. The entire exercise takes almost a month and within this duration there are fresh joinings. Improper handling of the information 4. resignations and transfers.  Then getting these profiles short listed from the concerned head of the department. Data Inaccuracy 3.  Preparing detailed Synopsis before the interview for the consultation of the interviewer panelist. for the first. Traditional way of generating the reports 5. The entire process of circulating Role Summary Sheets/Performance Appraisal Form in all departments.  As soon as the approval is sent by the office. 48 .  Coordinating interviews with the panelist as well as the candidates with regards to the timing.  Lining up short listed candidates for all levels of interview i.

IMPORTANCE OF STUDY 49 .  To identify and satisfy individual and group needs.  To consider and contribute to minimization of socio economic evil and to improve the welfare of society.  Recruitment of right personnel posing requisition skills. knowledge and competence.  To minimize imbalances caused due to non-availability of human resources of right kind.OBJECTIVES & SCOPE OF THE STUDY OBJECTIVES & SCOPE OF STUDY  To recruit and retain the human resource of required quantity and quality. right number in right time and right place.  To provide of facilities and condition of work and creation of favorable for maintaining stability of employment. existing employee and further human resource requirement.  To foresee the impact of technology on work.  To create facilities and opportunities for individual or group development.

 Evaluate the effectiveness of various recruiting techniques and sources for all type of job applicant.  Meet the organization legal and social obligations regarding the composition of it workforce.  Start – identify and preparing potential job applicant who will be appropriate candidates.  Help the increase success rate of the selection process by reducing the number of. Determine the present and future Requirement of organization in conjunction with the personal planning and job analysis  Increase the pool of job candidate with minimum cost. obviously under qualified or over qualified job analysis.  Increases organizational and individual effectiveness in short and long term.  Help reduces the probability that job applicant once recruited and selected will leave the organization only a short period of time. 50 .

Delhi with the help of the opinions cherished by the respondents. 51 . how. Research Methodology The questionnaires were prepared for the employees to know their opinion about the recruitment and selection process of the company and the field form were collected and analyzed. scheme or strategy implies how the research on objectives will be reached and how the problems in the research can be tackled. RESEARCH METHODOLOGY RESEARCH DESIGN Decision regarding what. collection. It is the arrangement of conditions for collection for collection of data in a manner that aims to combine relevance to the research purpose with economy in procedure. The plan is the overall scheme or program of research. Research related to human behavior is a systematic design. by what means concerning an inquiry in a research design. where. In other words. and analysis. when. how much. reporting of data and finding relevant situations to the problems faced by the company. In short the study endeavors to describe “Recruitment and Selection” situation prevailing at Vodafone.

few were not considered due to incomplete data entry and few questionnaires were not filled. Study have been undertaken by collecting the published data about profile of the company. These are original and essential raw data. Data Collection: When planning was completed. Secondary Data: are those information or facts already collected. Sampling Procedure: Non probability sampling is used in the procedure of the research. Sample Design: Type of universe: the universe has a finite number of respondent’s i. Size of the sample: the sample consisted of 30 employees. In the study. Selection process and works only for their Vodafone. The total numbers of questionnaires distributed were 35 out of which only 30 were considered for analysis. Such data are collected with the objective of understanding the past status of any variable.e. its recruitment and Selection process. the primary data is collected through schedules. Sampling unit: the sampling unit is the individual worker of Vodafone.35 who are involved in the recruitment and U. Schedules may be defined as a Performa that contains a set of questions.are those which are collected for the first time for a certain investigation. In which the probability of unit selection is unknown at any stage of the selection process and the selection of unit is based on the judgment of the researcher was selected. the survey moved into the field and undertook the fieldwork that is distribution and collection of facts. No doubt this is very time consuming but nevertheless. which are asked and filled by the interviewers in face to face situation. 52 . the results are accurate and reliable. The method used was purposive sampling. The sample was chosen which was thought to be typical of the universe with regard to the characteristic under investigation.Sources of data: Primary Data. These term means selection by design – by choice and not by chance.P.

Tools and Techniques for Analysis of data: Researcher must breathe life into the cold data by skillful analysis and hence need to follow three steps – editing. DATA ANALYSIS & INTREPRETATION 53 .Such type of sampling was possible because of my guide who already had the necessary required knowledge about the staff that made it easier to recognize typical items in the universe. The content of the data obtained in a survey were carefully checked for any possible inconsistencies and incompleteness. classifying and analyzing the data. And then finally tabulated data is interpreted to reach a final conclusion. Then came the careful analysis – the data are then coded and tabulated according to the rating in the dummy table.

The following interpretation has been done on the basis of the questionnaires filled up the recruiters of Vodafone. Through good presentation. pie charts etc. The main aim behind this interpretation is to show how effectively recruitment is done by the recruiters of Vodafone and their opinions regarding the recruitment process 54 . The presentation of facts done by preparing charts like bar charts. significant facts and comparisons are highlighted.It is the last stage of survey.

55 .ARE JOB PORTALS BEST SOURCE OF FINDING THE CANDIDATE Particulars Respondents % Yes 11 12 No 5 33 Others:References 7 11 Internal Database 11 10 Total 30 100 36.6% recruiters says ‘no’. 1.23. job portals are the best source of finding the candidates.3% recruiters prefer references and 36.16.6% prefers internal database.6 % recruiters says that yes.

MINIMUM NUMBER OF CALLS MADE TO THE CANDIDATE IN ONE WEEK Particulars No.6% make at least 15-20 calls in a week. of respondents % Less than 15 4 13. 30% recruiters make more than 20 calls in a week. 56 .3% recruiters make at least less than 15 calls in a week and 56.3 Between 15-20 17 56.2.7 More than 20 9 30% Total 30 100 In 13.

6% recruiters forward 5 resumes for formatting purpose in a day.7 Total 30 100 66.6% recruiters forward 5-10 resumes in a day and only 6. of respondents % 5 20 66.6% recruiters forward above 10 resumes for formatting purpose in a day.6 5-10 8 26.PERCENTAGE OF RESUME FORWARDED FOR FORMATING PURPOSES Particulars No. 3.7 Above 10 2 6. 57 . 26.

4. 58 .DURATION OF CALL PROCEDURE Particulars No. of respondents % 15 minutes 6 26 Between 15-20 minutes 21 61 More than 20 minutes 3 13 Total 30 100 15% recruiters conduct telephonic interview for 15 minutes. 61% recruiters conduct telephonic interview between 15-20 minutes and 13% recruiters conduct telephonic interview for more than 20 minutes.

33% recruiters say that between 40-80% candidates are selected by the Vodafone and 57% say that above 80% candidates are selected by the Vodafone. 59 . below 40% candidates are selected by the Vodafone. 5.% OF CANDIDATES SELECTED BY THE VODAFONE Particulars No. of respondents % Below 40% 3 10 40-80% 10 33 above 80% 17 57 Total 30 100 According to 10% recruiters.

6. between 20-50% of bio-data are rejected by 50% of recruiters and above 50% of resumes are rejected by 30% of recruiters. 60 .PERCENTAGE OF BIO-DATA REJECTED Particulars No. of respondents % 20% 6 20 20-50% 15 50 Above 50% 9 30 Total 30 100 20% of bio data are rejected by 20% of recruiters.

according to 50% recruiters. 61 .6% recruiters say that below 40% candidates are selected in the telephonic round within one month.MINIMUM % OF CANDIDATE SELECTED IN THE TELEPHONIC ROUND WITHIN ONE MONTH Particulars No.60-80% candidates are selected in the telephonic round within one month and above 80% no candidate is selected.3 Above 70% 0 0 Total 30 100 16.40-60% candidates are selected in the telephonic round within one month. of respondents % Below 20% 5 16. 7.7 20-50% 15 50 50-70% 10 33.

8.3 % recruiters say that telephonic interview is sufficient to judge the overall capabilities of a candidate and 66.6% recruiters don’t agree with this 62 .IS TELEPHONIC INTERVIEW SUFFICIENT TO JUDGE THE OVER ALL CAPABILITIES OF A CANDIDATE Particulars No. of respondents % Yes 12 40 No 18 60 Total 30 100 33.

3. Sample size was small so the findings cannot be generalized. 63 . LIMITATIONS OF THE STUDY 1. 2. Face to face communication with the candidates applying for the jobs was not possible as all the interviews were conducted on the telephone itself. Recruiters were reluctant to give sufficient information for the study. Analysis of data obtained from the questionnaires was done on the assumption that the respondents gave correct information. 4.

 Increase recruitment cycle productivity. training them and managing them can consume a lot of their time. training. daily operations.By outsourcing your recruitment process to Recruiting Junction (Vodafone) companies can get access to a high quality of candidate pool. etc. Vodafone aims to provide quality and cost efficient man-power in a timely manner. employee retention. companies get higher revenue and more time to do business development. negotiating. finding. Vodafone can get companies high quality employees without any hassle of searching. CONCLUSION & FINDINGS CONCLUSION Vodafone plays a very important and integral part in India companies because in India.  It (Vodafone) gives managers the time to focus on other core HR activities. 64 .  Outsource the recruitment process through RPO department of Vodafone and yet retain complete control. tightly integrated manner. Recruiting Junction can make it easier for firms to transfer non-core recruitment processes outside the enterprise while retaining full control of information and workflows in a seamless. short-listing.  It (Vodafone) can improve time-to-hire. and long-term people development initiatives. Employing a large number of resources.By outsourcing the recruitment process at low cost. 70-80% is contract positions and all the major companies are totally dependent on recruitment firms to provide suitable candidates for the jobs outsourcing day-to-day recruitment activities managers can take out more time for strategic planning.Vodafone. Vodafone has refined processes that help you get staff quickly for your day-to-day and scaling needs.

Rate negotiations. 65 .Whether they have attended any interviews recently and how do they feel about the same.  Violation of time zones while calling. FINDINGS Common mistakes made by recruiters:  Recruiters do not spend enough time talking to the candidates. (Never disclose how much we can offer).Availability. .  Most of the recruiters do searches but titles-since every client have different terminology for different roles.Whether they have any offers in hand. willingness & commitment.  Recruiters do not keep information related to recruitment process handy. should ask for current pay rate & expected pay rate. so recruiters should spend some time understanding the requirement first. They must probe a candidate on the following points: . .Resume-project wise. . .

reviewing staffing needs and prioritizing the tasks to meet the changes in the market has become a challenge for the recruitment professionals. contracting or engaging each other’s employees. partnering. consultants. CHALLENGES  Adaptability to globalization – The HR professionals are expected and required to keep in tune with the changing times.This agreement creates a firm arrangement between the parties to guarantee a reciprocal Non-poaching responsibility confirming not employing. the changes taking place across the globe.  Process analysis – The immediacy and speed of the recruitment process are the main concerns of the HR in recruitment.  Strategic prioritization – The emerging new systems are both an opportunity as well as a challenge for the HR professionals. During recruitment drives mandated by the line business. Even if the organisation is achieving results. The recruitment process should also be cost effective.Smaller teams typically have a skeleton recruitment team. 66 . agents. adaptive and responsive to the immediate requirements.  Lean HR department . HR should maintain the timeliness of the process  Lack of motivation – Recruitment is considered to be a thankless job. HR department or professionals are not thanked for recruiting the right employees and performers. or one that is managing multiple competing priorities. i.e. or anyone otherwise having an interest in operation or management of the other and provides for a comprehensive solution to confirm compliance of the conditions agreed in the terms of this agreement. such organizations are sometimes swamped and struggle in doing bulk hiring.  No Poaching . The process should be flexible. Therefore.

e. below are the things which I have got opportunity to learn about: HR Structure: have got to know about the entire HR structure. 1. Recruitment Sources: we have basically two types of Sourcing which is further divided in its sub parts: Internal Resourcing 1 Transfers 2 Internal Job Postings 3 Promotions 4 Dependents and Relatives of deceased employees 5 Retrenched Employees External Resourcing 1 Advertisements 2 Placement Agencies / Outsourcing 3 Employee Referrals 4 Online Job Portals 5 General Walk-ins 6 Campus Placements 67 . Talent Acquisition (Resourcing) 2. LEARNING I had a good learning session working with Vodafone. kind of profiles and work being done in HR function by different process owners in their respective verticals i. Payroll and MIS Recruitment Need: Every organization has its objectives or a set of Goal and a suitable workforce with one mission is required to achieve those goals. Learning & Development 4. Employee Engagement 5. Performance Management 3.

this type of question is unlikely to reveal them. we should never ask multiple or leading questions which give the candidate hints about the kind of answer you want and also we should not ask ‘no-win’ questions.Internal Job Posting: I have witnessed many Internal Job Postings in the beginning and have exclusively handled one internal job posting as well for the position Team Coach – Customer Service. you won’t find what they naturally would do Think carefully before asking ‘clever’ questions as an experienced candidate would give impressive answers but if their answers past performance questions don’t show their strengths. Interview Questioning: There are certain types of questionings which should be done and which should not be done like there are questions which should be avoided in interviews like. 68 . By restricting answers to areas that show the candidate would do something wrong. we have started the interview scheduled with the written Aptitude and Functional tests with the Cutoff percentage of 60% following by personal interview with Recruitment Lead and Functional Head.

there should be no communication gaps. 69 . negotiating skills and analytical skills  Be patient  As the interview with the candidates applying for the jobs is conducted on the telephone only so communication skills play a very major role because the recruiter is communicating with a person who is from another country. Therefore. RECOMMADATION AND SUGGESTION Tips to be a successful recruiter:-  Spend time to understand the requirement  Pick up right keywords from the requirement for search  Judge candidate's commitment level learn how to qualify a candidate  Learn how to qualify a candidate  Be fast-do not spend unnecessary time on a requirement  Learn to Multitask  Have clear understanding of the documentation and contracts  Develop good listening skills.

1 Apr 2008 Personnel Management 1st Edition 1st Published on 1955. 5. Ashwashappa 5th Edition TMG. Sultan Chand Publication. 4. VSP Rao Human Resource Management 2nd Edition Excel Publication. Chhabra Managing Human Resource Techniques and Practices 1st Edition Published on 2000.N. 2. Human Resource Management in Business Context (3rd Edition 2007) by Alan Price Published by 70 . MAGAZINES/NEWSPAPERS BUSINESS TODAY BUSINESS WORLD THE TIMES OF INDIA THE HINDUSTAN TIMES WEBSITES * http://www. Human resource Management K.vodafone. 30 Apr 2008 Book by T. 3. BIBLIOGRAPHY REFERENCE 1.


: More than 20 mins. : Q7) At least how much percentage of candidates are selected by the clients Of Vodafone. Below 40% : 72 . QUESTIONNAIRE Q1) Name of the employee: Q2) Recruiter code : Q3) Are job portals the only best source of finding the candidates? Yes: No : Mention.20 : more than 20 : Q5) Number of resumes forwarded to the manager for formatting Purpose in a day: 5 : 5-10 : above 10 : Q6) Duration of the call procedure: 15 mins : Between 15-20 mins. if some other source/sources is/are there: Q4) In one day at least how many calls are made by the you (recruiter)? less than 15 : between 15 .

40-80% : above 80% : Q8) Percentage of bio-data rejected. submitted by the candidates: 20% : 20-50% : above 50% : Q9) How many candidates are selected in the telephonic interview round? 20-50% : 50-70% : Above 70% : Q10) Do you think that telephonic interview is sufficient to judge the overall Capabilities of the candidate? Yes : No : 73 .