Project Report

On

Recruitment & Selection Life Cycle Process

Adopted

In

Submitted TO :Submitted by :

Miss.Taruna Bhasin Ashish Sah

Lecturer of H.R.M MBA.2nd Sem.

(AIMCA)

A Report Submitted in Partial Fulfillment of

The Requirements of

MBA program (2011-12)

TABLE OF CONTENTS

Preface Acknowledgement Introduction (Management Thesis) Objective of the Study Company Profile(Vodafone Essar Digilink Ltd. / Historical Background)) Recruitment & Selection life cycle

Sources Process Factors Effecting Recruitment & Selection

Recruitment Process Chart Recruitment & Selection process In Vodafone Essar Digilink Ltd. Conclusion Bibliography

PREFACE

This project of “RECRUITMENT & SELECTION in VODAFONE

ESSAR”, will give us the complete information about the

VODAFONE ESSAR DIGILINK Ltd.’s Recruitment & Selection

Process...

We can enter the record of new Employees and

retrieve the details of Candidates available in the company.

We can recruit the candidates and select them and maintain their

records and can also check how many candidates are selected

and available in the Organization. In this project we can maintain

the all process of Data Base managed in Recruitment & Selection.

Throughout the project the focus has been on presenting

information and comments in an easy and intelligible manner.

The project is very useful for those who want to know about

Recruitment & Selection Process.

          In the last, I gratefully acknowledge and express my

gratitude to Miss.Taruna Bhasin (Lecturer of H.R.M) who

supported us in preparing this project.

ACKNOWLEDGEMENT

I would like to say that I am feeling very overwhelmed and privileged to present the project.

First of all, I would like to express my thanks to Miss.Taruna Bhasinfor giving me such a

wonderful opportunity to widen the horizons of my knowledge .

In no small measure, I would also like to gratefully thank to all those who gave me constructive

suggestions for the improvement of all the aspect related to this project.

I also owe a deep sense of gratitude to the faculty for their continuous encouragement.

Despite all efforts, I have no doubt that error and obscurities remain that seen to afflict all writing

projects and for which I am culpable.

ASHISH SAH

MBA 2nd SEM

INTRODUCTION

(MANAGEMENT THESIS)

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

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

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

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

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

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

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

OBJECTIVE of the STUDY

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

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

Achieving the organizational goal. Improving its productivity. Improving the motivation and morale of employees. Recruiting & selecting right person at the right place for the

right job. Recruiting manpower according to need of the organization

keeping in view the present Technological changes.

COMPANY PROFILE

Vodafone Essar Digilink Ltd .

Company Type Limited

Industry Mobile telecommunications

Predecessor Hutchison Essar

Founded 1994

Headquarters Mumbai, Maharashtra, India

Products Mobile networks,Telecom services, Etc.

Owner(s)

TOTAL REVENUE

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

£44.47 billion (2010)

Employees 1,000,00 – March 31, 2009

Website Vodafone India

Vodafone Essar, it is the Indian subsidiary of Vodafone Group and commenced operations in 1994 when its predecessor Hutchison Telecom acquired the cellular license for Mumbai. The company now has operations across the country with over 106.34 million customers.

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

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

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

VODAFONE ESSAR ,

“Historical Background of the Company”

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

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

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

It offers both prepaid and postpaid GSM cellular phone coverage throughout India with good presence in the metros.

Vodafone Essar provides 2.75G services based on 900 MHz and 1800 MHz digital GSM technology, offering voice and data services in 23 of the country's 23 license areas. It is among the top three GSM mobile operators of India.

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

Previous brands

Initially around 1995 it was "MAX TOUCH".....

Then around 2000 it was ORANGE.....

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

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

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

Vodafone Essar is spending somewhere in the region of Rs. 250 crores on this high-profile transition being unveiled today. Along with the transition, cheap cell phones have been launched in the Indian market under the Vodafone brand. The company also plans

to launch co-branded handsets sourced from global vendors as well.

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

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

“Vodafone is here: Hutch is now Vodafone”

About Vodafone Essar Limited

Vodafone has partnered with the Essar Group as its principal joint venture partner for the Indian market. The Essar Group is a diversified business corporation with interests spanning the manufacturing and service sectors like Steel, Energy, Power, Communications, Shipping & Logistics and Construction.

Vodafone Essar in India is a subsidiary of Vodafone Group Plc and commenced operations in 1994 when its predecessor Hutchison Telecom acquired the cellular license for Mumbai.

Vodafone Essar now has operations in 16 circles covering 86% of India’s mobile customer base, with over 34.1 million customers*.

Over the years, Vodafone Essar, under the Hutch brand, has been named the 'Most Respected Telecom Company', the 'Best Mobile Service in the country' and the 'Most Creative and Most Effective Advertiser of the Year'.

Vodafone is the world's leading international mobile communications company. It now has operations in 25 countries across 5 continents and 40 partner networks with over 200 million customers worldwide.

Recruitment & Selection Life Cycle

Process

RECRUITMENT

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

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

Meaning of Recruitment

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

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

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

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

The five key ways to develop top quality people:

Recruitment - Getting the right people in the right job.

Developing People - Through training and development.

Mentor - To ensure long term development & performance.

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

Managing for performance - Techniques that ensure top quality performance.

Factor Affecting Recruitment: In the recruiting new employees management must consider the nature of labor market, what sorts of potential labor are available and how do theyLook for works.

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

Labor market boundaries. Available skills. Economic conditions. Attractiveness of the Company

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

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

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

FACTORS

LABOUR MARKET

BOUNDARIES

AVAILABLE SKILLS

ECONOMIC CONDITIO

NS

ATTRACTIVENESS OF

THE COMPANY

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

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

SOURCES of RECRUITMENT

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

PROCESS OF RECRUITMENT

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

The Recruitment process can be examined as follows:

Determining the vacancies. Sourcing strategy. Preparing and publishing information. Processing and assessing applications.

PROCESSING AND ASSESSING APPLICATIONS

FACTORS EFFECTING RECRUITMENT & SELECTION

The recruitment function of the organizations is affected and governed by a mix of various internal and external forces.

The internal forces or factors are the factors that can be controlled by the organization. And the external factors are those factors which cannot be controlled by the organization.

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

Internal Recruitment:

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

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

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

External Recruitment:

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

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

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

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

RECRUITMENT POCESS CHART

Professional Agencies:

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

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

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

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

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

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

Private Employment Agencies:

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

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

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

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

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

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

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

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

Advertisements in the Press or other Media :

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

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

The Internet :

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

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

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

Preparing and publishing Information :

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

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

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

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

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

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

How should application be presented?The preparation of the information needed the first question is based on the data produced by the job analysis.

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

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

The part of the advertisement advising applicants on the presentation of their applications varies in practices. Sometimes a personal letter covering the

applicant’s curriculum vitae (CV) is the only form together with information on requirement for testimonial and referees’ reports.

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

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

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

The Job Advertisement:

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

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

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

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

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

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

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

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

The Application Form:

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

Different forms may be necessary for different kinds of work. If economy or any other reasons require the use of a general form for all appointments, then the form has to be sufficiently comprehensive and flexible to cover all possible situations. The items that will normally need to be included in application forms are:

Job Title Applicants Full Names Date of Birth Address and Telephone Number Nationality Education Academic Qualification Professional Qualification Present Employment – details of present post, duties, accountabilities, skills

used. Previous Employment – with details of achievement in each post. Main current interest, pursuits and achievements outside work. Health Court Convictions Additional Information References Source of information about vacancy.

SELECTION

INTRODUCTION

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

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

DEFINITION

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

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

PURPOSE

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

OBJECTIVE OF THE SELECTION PROCESS

To predict which job applicants would be successful if hired. To inform and sell the candidates on the job and the organization.

THE DISCRETE SELECTION PROCESS

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

STEPS IN THE SELECTION PROCESS

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

RECEPTION

SCREENING INTERVIEW

APPLICATION BLANK

EMPLOYMENT TESTING

COMPREHENSIVE INTERVIEW

BACKGROUND INVESTIGATION

MEDICAL EXAMINATION

HIRING DECISION

PLACEMENT

INDUCTION

STEP 1: RECEPTION

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

Employment possibilities must be presented honestly and clearly.

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

STEP 2: SCREENING INTERVIEW

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

The screening of inquiries, The provision of screening interview

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

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

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

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

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

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

STEP 3: APPLICATION BLANK

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

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

Personal Data Marital Data Physical Data Educational Data Employment Data Extra Curricular Activities Data References

STEP 4: EMPLOYMENT TESTING

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

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

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

Some of the commonly used employment tests are :

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

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

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

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

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

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

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

STEP 5: COMPREHENSIVE INTERVIEW

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

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

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

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

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

To size up the candidate personality. To ask questions that is not covered in tests. To make judgment on candidates enthusiasm and intelligence. To assess subjective aspects of the candidate like his facial

expressions and appearance. To give facts to the candidate regarding the company, its policies etc.

and promote goodwill towards the company.

Types of Interview:

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

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

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

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

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

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

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

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

Do’s and Don’ts of the INTERVIEW.

DO’s DON’T

Prepare for the interview. Be unprepared for the

interview.

Make the candidate feel

Comfortable and relaxed.

Make the candidate feel

stressed.

Allow the candidate to talk

and gather all relevant

information.

Interrupt the candidate

frequently and gather

inadequate information.

Ask open-ended questions. Ask leading and

demanding questions.

Ask more questions and

probe only if necessary.

Ask personal and private

questions that disturb the

candidate.

Make note of the relevant

points during the interview

for accurate assessment.

Rely on your memory to

assess the candidate after

the interview.

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

interview to follow the

plan.

STEP 6: BACKGROUND INVESTIGATION

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

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

STEP 7: MEDICAL EXAMINATION

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

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

Whether the applicants is medically suitable for the specific job or not; Whether the applicants has health problems or psychological attitudes likely

to interfere with work efficiency; Whether the applicant suffers from bad health, which should be corrected

before he can work satisfactorily; Whether the applicant’s physical measurements are in accordance with the

job requirements or not.

STEP 8: HIRING DECISION

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

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

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

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

STEP 9: PLACEMENT

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

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

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

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

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

The employee is able to. Show good results on the job. Get along with people easily. Avoid accidents and mistakes. Keeps his spirits high.

STEP 10: INDUCTION

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

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

OBJECTIVES:

Induction serves the following purposes: Removes fears.

Creates a good impression of the organization. Acts as a valuable source of information.

RECRUITMENT

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

By Direct Recruitment From among the management trainees available within the Company From reputed Management institutes through Campus Interviews.

DIRECT RECRUITMENT

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

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

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

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

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

Written Tests. Aptitude Tests. Psychological Tests.

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

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

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

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

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

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

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

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

The appointment order contains general terms and conditions.

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

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

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

CONCLUSION

The project I had got at Vodafone EssarDigilink Ltd. was Recruitment & Selection of Vodafone Employees.

This was something which I had never seen happening practically and had only read in the books.

The project has been accomplished with full hard work, honesty and dedication.

It is a sincere effort from my side to successfully design the Recruitment & Selection Process and carry out the process effectively.

The project was successfully completed under the wise guidance of Miss. TarunaBhasin, Lecturer of H.R.M in Amrapali Institute.

Without the immense help and cooperation of these people my project would not have been a success.

BIBLIOGRAPHY

www.google.comwww.Vodafone.inwww.vodafone.com Om http://en.wikipedia.org/wiki/Vodafonehttp://www.vodafone.com/start/about_vodafone/who_we_are.html