Report On The Recruitment Process (Telecom Sector)

Recruitment Process Human Resources Project
REPORT ON THE RECRUITMENT PROCESS

(TELECOM SECTOR)
BY
Aashish Bhargava 01
Jessy Joyce 15
Pooja Rajani 25
Rohit Sethi 37
Vijay Pillai 43
Mehul Lala 51
FACULTY: PROF. Badami
Faculty : Prof. Badami 1 IIPM Mumbai

ACKNOWLEGEMENT
In the project assigned to us, we were expected to study in deep a specific

aspect and essential ingredient that is very important in Human Resource
Development. Through this project we, to our best knowledge have tried to
analyze the Recruitment Process on a whole, especially from the point of view
of the Telecom sector.
We would like to thank our project guide Prof. Badami for his valuable
support and useful guidance without which we could not have completed our
project.

EXECUTIVE SUMMARY.
Recruitment has been regarded as the most important function of

personnel administration, because unless the right type of people
are hired, even the best plans, organisation charts and control
systems would not do much good. All organisations, whether large
or small, do engage in recruiting activity
Recruitment is a two-way street: it takes a recruiter and a

recruitee. Just as the recruiter has a choice whom to recruit and
whom not, so also the prospective employee has to make the
decision if he should apply for that organisation's job. The
individual makes this decision usually on three different basis, the
objective factor, critical contact,
And subjective factor.
No employer could ever freely choose the "best" candidate

because various forces Impinge upon such selection.
Recruitment policy asserts the objectives of the recruitment and

provides a framework of implementation of there recruitment
programme in the form of procedures.
There is no general procedure for hiring now personnel, which is

applicable to nil business enterprises. Each enterprise has its
"tailor-made" procedure, which brings it the desired quantity and
quality of manpower at the minimum possible cost.

RECRUITMENT
Recruitment forms the first stage in the process which continues
with selection and Ceases with the placement of the candidate. It
is the next step in the procurement function, the first being the
manpower planning. Recruiting makes it possible to acquire the
number and types of people necessary to ensure the continued
operation of the organisation. Recruiting is the discovering of
potential applicants for actual or anticipated organisational
vacancies. In other words, it is a 'linking activity' bringing together
those with jobs and those seeking jobs.
As Yoder and others point out Recruitment is a process to discover
the sources of manpower to meet the requirements of the staffing
schedule and to employ effective measures for attracting that
manpower in adequate numbers to facilitate effective selection of
an efficient working force." Accordingly, the purpose of
recruitment is to locate sources of manpower to meet job
requirements and job specifications.
Recruitment has been regarded as the most important function of
personnel administration, because unless the right type of people
are hired, even the best plans, organisation charts and control
systems would not do much good. Flippo views recruitment
both as 'positive' and 'negative' activity. He says "It is a
process of searching for prospective employees and
stimulating and encouraging them to apply for jobs in an
organisation. It is often termed positive in that it
stimulates people to apply for jobs to increase the 'hiring
ratio,' i.e. the number of applicants for job. Selection, on
the other hand tends to be negative because it rejects a

good member of those who apply, leaving only the best to

be hired."
FACTORS AFFECTING RECRUITMENT

All organisations, whether large or small, do engage in recruiting
activity, though not to the same extent. This differs with:
(i) The size of the organization.
(ii) The employment conditions in the community where the
organisation is located.
(iii) The effects of past recruiting efforts which show the
organisation's ability to locate and keep good performing people.
(iv) Working conditions and salary and benefit packages offered by
the organization which may influence turnover and necessitate
future recruiting.
(v) The rate of growth of organization.
(vi) The level of seasonality of operations and future expansion
and Production programmes.
(vii) Cultural. Economic and legal factors. Etc.
Factors governing recruitment may broadly be divided as internal

and external factors.
The internal factors are:
(I) Recruiting policy of the organization.
(ij) Human resource planning strategy of the company.
(iii) Size of the organisation and the number of employees
employed.
(iv) Cost involved in recruiting employees, and finally.
(v) Growth and expansion plans of the organisation.

The external factors are:

(i) Supply and demand of specific skills in the labour market;
(ii) Political and legal considerations such as reservation of jobs
for SCS, STs, and so on.
(iii) Company's image-perception of the job seekers about the
company.
THEORIES REGARDING RECRUITMENT
Recruitment is a two-way street: it takes a recruiter and a

recruitee. Just as the recruiter has a choice whom to recruit and
whom not, so also the prospective employee has to make the
decision if he should apply for that organisation's job. The
individual makes this decision usually on three different basis, the
objective factor, critical contact,
And subjective factor.
"The objective factor theory views the process of organisational
choice as being one of weighing and evaluating a set of
measurable characteristics of employment offers, such as pay,
benefits, location, opportunity for advancement, the nature of the
work to be performed, and educational opportunities.”
"The critical contact theory suggests that the typical candidate is
unable to make a meaningful differentiation of organisation's
offers in terms of objective or subjective factors, because of his
limited or very short contact with the organisation. Choice can be
made only when the applicant can readily perceive the factors
such as the behaviour of the recruiter, the nature of the physical
facilities, and the efficiency in processing paper work associated
with the application."
"The subjective factor theory emphasises the congruence
between personality patterns and the 'image' of the organisation,
i.e., choices are made on a highly personal and emotional basis."

CONSTRAINTS LIMIT THE FREEDOM OF MANAGER TO

RECRUIT
No employer could ever freely choose the "best" candidate
because various forces impinge upon such selection. Such
constraints are:
1. The Image of the Organisation: The prospective candidate
may not be interested in getting job in the particular organisation
either because its reputation or goodwill is not good in the
community, or because the conditions of work are unsafe or it is
indifferent to the need of the community. All such factors reduce
its ability to attract the best personnel available.
2. The Unattractive Job: If the job is regarded as boring,
hazardous, anxiety creating or lacking in promotion potential.
people would not be attracted to such an organisation.
3. Internal Organizational Policies: If the policy aims at
providing promotion to its employee from within, people would be
attracted to it, because such a policy enjoys several advantages
such as that of creating good public relations, building high
morale, encouraging good people who are ambitious and
improving the probability of a good Selection.
4. Union Requirements can also Restrict Recruiting Sources:
Some unions emphasise on recruitment to members of the unions
only. Where such situation occurs, management has to recruit
from a restricted supply.
5. Governments Influence: An employer cannot distinguish any
individual, on the basis of physical appearance, sex or religious
background for purposes of recruitment.

According to Famularo, personnel recruitment process involves

five elements, viz. a recruitment policy, a recruitment
organisation, a forecast of manpower, the development of sources
of recruitment. and different techniques used for utilising these
sources, and a method of assessing the recruitment programme.
RECRUITMENT POLICY
Such a policy asserts the objectives of the recruitment and
provides a framework of implementation of there recruitment
programme in the form of procedures. As Yoder and other
observe.
"Such a policy may involve a commitment to broad principles such
as filling vacancies with the best qualified individuals. It may
embrace several issues such as extent of promotion from within,
attitudes of enterprise in recruiting its old employees, handicaps,
minority groups, women employees, part-time employees, friends
and relatives of present employees. It may also involve the
organisation System be developed for implementing recruitment
programme and procedures to the employed."
Therefore, a well considered and pre-planned recruitment policy,
based on corporate goals, study of environment and the corporate
needs, may avoid hasty or ill-considered
decisions and may go a long way to man the organisation with the
right type of personnel.
A good recruitment policy must contain these elements:
(a) Organisation's objectives - both in the short-term and long-
term - must be taken into consideration as a basic parameter for
recruitment decisions and needs of the personnel - area-wise,
job-family-wise.
(b) Identification of the recruitment needs to take decisions
regarding the balance of the qualitative dimensions of the would

be recruits, i.e., the recruiters should prepare profiles for each

category of workers and accordingly work out the main
specifications,decide the sections, departments or branches where
they should be placed and identify
the particular responsibilities which may be immediately assigned
to them,
(c) Preferred sources of recruitment, which would be tapped by
the organisation, e.g., for skilled or semi-skilled manual workers,
internal sources and employment exchanges may be preferred; for
highly specialised categories and managerial personnel, other
sources besides the former. may be utilised.
(d) Criteria of selection and preferences: These should be based
on conscious thought and serious deliberations. In some cases
trade unions may be consulted in working out the recruitment
policy. In others, management may take the unilateral decision.
(e) The cost of recruitment and financial implications of the same.
A "recruitment policy," in its broadest sense, "involves a

commitment by the employer to such general principles as: .
(i) To find and employ the best qualified persons for each job;
(ii) To retain the best and most promising of those hired;
(iii) To offer promising opportunities for life-time working careers;
and
(iv) To provide programmes and facilities for personal growth on
the job."
According to Yoder, "the recruitment policy is concerned with
quantity and qualifications (viz., and Ql and Q2) of manpower." It
establishes broad guidelines for the staffing process. Generally.
the following factors are involved in a recruitment policy .
(i) To carefully observe the letter and spirit of the relevant public
policy on hiring and, on the whole, employment relationship;

(ii) To provide individual employees with -the maximum of

employment security. avoiding, frequent lay-off or lost time;
(iii) To provide each employee with an open road and
encouragement in the continuing development of his talents and
skills;
(iv) To assure each employee of the organisation interest in his
personal goals and employment objectives;
(v) To assure employees of fairness in all employment
relationships, including promotions and transfers;
(vi) To avoid cliques which may develop when several members of
the same household or community are employed in the
organisation;
(vii) To provide employment in jobs which are engineered to meet
the qualifications of handicapped workers and minority sections;
and
(viii) To encourage one or more strong, effective, responsible
trade unions among the employees.
PREREQUISITES OF A GOOD RECRUITMENT POLICY

The recruitment policy of an organisation must Satisfy the
following conditions:
(I) It should be in conformity with its general personnel policies
(ii) It should be flexible enough to meet the changing needs of an
organisation
(iii) It should be so designed as to ensure employment
opportunities for its employees on a long-term basis so that the
goals of the organization should be achievable , and it should
develop the potentialities of employees.
(Iv) It should match the qualities of employees with the
requirements of the work for which they are employed.
(v) It should highlight the necessity of establishing job analysis.

The nature and extent of the recruitment programme depends on

a number of factors, including the skills required, the state of the
labour market, general. Economic conditions, and the image of the
employer. A company which has a reputation of paying fair wages,
providing good employee benefits and taking interest in employee
welfare activities would attract a larger number of applicants than
it needs without making any extra recruiting effort. Small
companies which hire only a few persons each year may not need
to do more than spread the word around the plant or office that a
vacancy exists. However, as a result of regulations and pressures
from society and the government. The recruitment programme
now requires the employers to go out and actively seek job
applicants from groups of those who ml1Ynot otherwise apply for
employment.
RECRUITMENT ORGANISATION
There is no general procedure for hiring now personnel, which is
applicable to nil business enterprises. Each enterprise has its
"tailor-made" procedure, which brings it the desired quantity and
quality of manpower at the minimum possible cost. The most
commonly adopted practice is to centralise the recruitment and
selection function in u Single office. All employment activity should
be centralised if the policies of the top management are to be
implemented consistently and efficiently. Only when personnel
requisitions go through one central source and all employment
records are kept up-to date
is there a possibility of maximum efficiency and success in hiring.
The advantages of centralising of recruitment and selection are:
(i) It reduces the administrative cost associated with selection by
consolidating all activity in a single office;

(ii) It relieves line officers of the details involved in hiring workers,

which is common under a decentralised plan;
(iii) It tends to make the selection of workers scientific ;
(iv) It makes possible the development of a centralised manpower
pool in a company;
(v) It provides a wider opportunity for placing an applicant in
several departments of the company;
(vi) It tends to reduce favouritism as a basis for selection.
This centralised department is generally known as the Employee
Office, or the Recruitment Section. The staff personnel is attached
to it. This enables specialists to concentrate upon the recruitment
function; and soon they become very efficient in the use of various
recruitment techniques.
This office should be properly equipped with furniture. Its waiting
room should be roomy, clean and well ventilated; it should have
lighting facilities and drinking water, and it should be comfortable.
This room should also have a table or a counter so that candidates
may fill in their application blanks conveniently. It is desirable that
personnel records be filed in a room accessible to the interviewers.
This office is concerned with the following functions:
(I) Establishing employment standards.
(ii) Making initial contact with prospective employees.
(iii) Testing.
(iv) Conducting physical examinations.
(v) Conducting final interviews.
(vi) Filling out necessary forms and record keeping.
(vii) Introducing the employee to his superior ,and
(viii) Following up the employee.
It may be noted that in a small organisation, recruiting procedure
is merely informal and generally the "line official" may be
responsible to handle this function. But in larger organisations, it

is entrusted to a staff unit with Personnel or Industrial Relations

Department. However, recruitment remains the line responsibility
as for as the personnel
requisition forms are originated by the line personnel.
FORECAST OF MAN POWER REQUIREMENTS

It.is only to be slated here that a 'requisition' or an 'indent' for
recruitment has to be submitted by the line official. Such 'indents'
usually specify:
(i) The jobs or operations or positions for which the persons
should be available.
(ii)Duration of their employment.
(iii)Salary to be offered and any other conditions and terms of
employment which the indenting officer feels necessary .
The indents are then checked against the posts allotted to the
department/branch and also against authorisation for expansion, if
already granted. Financial implications of the proposed
appointments and additional expenditure are worked out - of
course, these would be within the budgetary sanctions of the
department concerned. If the indents are found correct, the
proposed recruitments are authorised and the initial pay, the scale
and other admissible allowances are determined.
Finally, job-specifications and man-specifications are determined,
in consultation with the line managers.
SOURCES OF RECRUITMENT
Before an organisation activity begins recruiting applicants, it
should consider the most likely source of the type of employee it
needs. Some companies try to develop new sources, while most

only try to tackle the existing sources they have. These sources,
accordingly, may be termed as internal and external.
INTERNAL SOURCES
Internal sources are the most obvious sources. These
include personnel already on the pay-roll of an
organisation, I.e., its present working force. Whenever any
vacancy occurs, somebody from within the organisation is
upgraded, transferred, promoted or sometimes demoted.
This source also includes personnel who were once on the pay-roll
of the company but who plan to return or whom the company
would like to rehire, such as those on leave of absence, those who
quit voluntarily, or those on production lay-offs.
Merit:
The use of an internal source has some merits:
(I) It improves the morale of employees, for they are assured of
the fact that they would be preferred over outsiders when
vacancies occur.
(1I) The employer is in a better position to evaluate those
presently employed than outside candidates. This is because the
company maintains a record of the progress, experience and
service of its employees.
(III) It promotes loyalty among the employees , for it gives them
a sense of job security and opportunities for advancement.
(IV) As the persons in the employment of the company are fully
aware of, and well acquainted with, its policies and know its
operating procedures, they require little training, and the chances
are that they would stay longer in the employment of the
organisation than a new outsider would.
(v) They are tried people and can, therefore, be relied upon.

(vi) It Is less costly than going outside to recruit.
Demerits:
However, this system suffers from certain defects as well.
(l) It often leads to inbreeding, and discourages new blood from
entering an organisation.
(ii) There are possibilities that internal sources may "dry up", and
it may be difficult to find the requisite personnel from within an
organisation.
(iii) Since the learner does not know more than the lecturer, no
innovations worth the name can be made. Therefore, on 'jobs
which require original thinking (such as advertising, style,
designing and basic research), this practice is not followed.
(iv) As promotion is based on seniority, the danger is that really
capable hands may not be chosen. The likes and dislikes of the
management may also play an important role in the selection of
personnel.This source is used by many organizations; but a
surprisingly large number ignore this source, especially for middle
management jobs. In other word, this source is the lode that is
rarely mined. It is not only reasonable but wise to use this source,
if the Vacancies to be filled are within the capacity of the present
employees; if adequate employee records have been maintained,
and if opportunities are provided in advance for them to prepare
themselves for promotion from "blue-collar" to "White-collar” jobs.
EXTERNAL SOURCES
These sources lie outside the organisation. They usually include:
(i) New entrants to the labour force, i.e., young, mostly
inexperienced potential employees - the college students;
(ii) The unemployed - with a wide range of skills and abilities;

(iii) Retired experienced persons such as mechanics, machinists,

welders, accountants; .
(iv) Others not in the labour force ,such as married women and
persons from minority groups.
Merits:
1) External sources provide the requisite type of personnel for an
organisation, having skill training and education up to the required
standard.
2) Since persons are recruited from a large market, the best
selection can be made without any distinctions of caste, sex or
colour.
3) In the long run, this source proves economical because
potential employees do not need extra training for their jobs.
Demerits:
However, this system suffers from what is called "brain drain,"
especially when experienced persons are raided or hunted by
sister concerns.

RECRUITMENT PROCESS OF ABC LIMITED

A TELECOM COMPANY
INTRODUCTION
Acquiring and retaining high quality talent is the key to any
organisation's success. For the recruitment strategy to be aligned
with the overall vision of an organisation and transcend into the
workplace it is critical that it emerges from the business plans and
objectives.
The recruitment strategy that is adopt by the company will mirror

their corporate image and enhance our brand value. It is one of
the most visible and dynamic instruments for projecting an
organisation's image.
No process can be deemed a success unless its effectiveness and
efficiency can be measured. evaluated and consistently improved
upon. Consequently, recruitment has to be developed as a
mechanism that is not only cost effective but also delivers quality
service through the integration of data and knowledge from all
channels affecting profitability. To generate accountability for

this ;process, it has to consistent with the' performance metrics

laid out for its evaluation.
OBJECTIVES OF RECRUITMENT
The objectives of the ABC Ltd. recruitment process are to:

 Systematically hire competent personnel in line with HR
strategies derived from business goals and growth plans
 Hire employees with values similar to those advocated by-
the organisation to ensure the right culture fit
 Adopt a continuous and conscious practice of exploring
newer channels for sourcing the best talent in a cost-effective
manner
 Ensure internal recruitment as part of the overall HR
strategy to provide diversity of experience and to enable career
growth
 Implement merit based hiring practices that provide equal
opportunity to all
 Work together with the line functions to understand and
assess evolving roles al responsibilities

INITIATION OF RECRUITMENT
Manpower Budget
The organization's business plans. for the fiscal year originate
from the long-term business objectives of the Circle! Corporate.
Each function defines its manpower requirement based on the
strategic objectives set down for achieving the annual business
objectives. This exercise is undertaken at the beginning of the
fiscal year.
The finance function analyses the cost implications of the

estimated manpower requirement in terms of the incremental cost
involved. This is done by taking into account the existing wage
cost together with the estimated increase in compensation due to
annual payouts like performance pay and increment. The Circle HR
Head discusses the manpower requirement with the heads of each
function to rationalise the manpower to control additions and cost.

HIRING PLAN
Following this, the hiring plan for each quarter is charted out
(Annexure 1). This plan lays down the number of employees to be
hired on a monthly basis at each level, location and function. The
manpower budget is reviewed in the second half of the year.
There is no carry forward of budgeted manpower from H1 (first
half of fiscal year) to H2 (second half of fiscal year) budget. Thus,
there may be a change in the manpower needs projected initially,
depending on changes in business plans during the course of the
year.
Drivers of recruitment
In addition to the budgeted requirement for manpower, there may
be some other drivers of recruitment arising from changes
occurring externally in the environment or internally in the
business objectives.
Reorganization
Business restructuring or expansion arising from merger,
acquisition or expansion can stimulate a need for recruitment. A
change in the mode or timing of execution of business plans may
result in creation of vacancies that cannot be filled through
redeployment of existing manpower. In such cases, hiring activity
commences after formal approval from the concerned function
head and! or Circle COO and JDs for these new roles are created.
Transfer of ernployees
The movement of an employee to a different level, function,
Circle, location or Group company will lead to the creation of a
vacancy. Such a vacancy may not be budgeted for. Therefore, it

must be evaluated whether the vacancy needs to be filled, and if a

replacement is needed whether it is at the same level or at a
different level
Separation of an employee
Vacancies created through separation follow a pattern similar to
that of vacancies due to the movement of the employees.
The hiring process remains the same whether the vacancies
created are planned or unplanned. Manpower budgets for levels
M3 and above in Circles are reviewed and approved by Corporate
HR and Corporate Functions whereas those for levels M4 and
below are reviewed and approved by the respective Circle COOs.
Job Descriptions
Apart from the hiring plan, a key input for recruitment is an
inventory of all skill sets and competency levels for existing
positions in all functions. These prerequisites for a position are
translated into job descriptions (Annexure 2).
Job Descriptions (JDs) describe the work performed,

responsibilities involved, experience profile, skill or training
required and personal requirements an the job. JDs give an
understanding of the task performed and the type of qualification
required to perform them. Job descriptions are used to define the
criteria for selection and subsequent performance evaluation.
The HR Function maintains an updated (record of all job
descriptions to understand the evolving nature of job
responsibilities, reporting relationships and skill sets.
The following flowchart indicates the sequence of steps

involved in recruitment, which are discussed along with the

Service Level Agreement and the supporting
Manpower plan /
Replacement need
Approved manpower requisition
Internal Job Position (if applicable)
Sourcing
Internal / External
Screening of CVs
Inputs for Hiring
Managers
Selection Process
Candidate
Selected Regret Letter &
Commencement
of sourcing
activity
Salary fixation & reference check
Offer
Manpower plan /
Replacement need
Approved manpower requisition
Internal Job Position (if applicable)
Sourcing
Internal / External
Screening of CVs
Inputs for Hiring
Managers
Selection Process
Candidate
Selected Regret Letter &
Commencement
of sourcing
activity
Salary fixation & reference check
Offer
Offer
Accepte
Commencement of
d Sourcing Activity
]
Pre employment Checkup
Joining formalities
Induction
Review Process

RECRUITMENT SOURCES
Once the requirement for hiring is justified and manpower
requisition is approved. Applications for specific positions are
generated through various sources. Following are the sources of
recruitment
Internal Sources
Internal Job Positioning
This method is used for identifying qualified internal candidates. It

has tile advantage of redeploying people already acquainted with
the company's business processes and culture and hence, job
Training can be reduced. It provides employees with opportunities
for promotion and development and c thus helps ,maintain their
motivation and morale.
This procedure applies to all budgeted vacancies as well as
vacancies created due to replacement requirements in M4 t0 M8.
Employees within ABC LTD. interested in applying to any job

posted in the same Circle are require] to forward their Curriculum
Vitae (CV) to the hiring manager through their respective
supervisor. It is necessary that all the employees eligible for such
roles be. provided a fair and equal opportunity
Input Approved manpower requisition / job descripition

SLA - Post the vacancy on the Intranet, within 1 day of
receiving a requisition
-Receive CVs from internal candidates within 7
days of job posting
Activities -The manpower requisition should be signed and

forwarded by the function head and mailed to the
Circle Head - HR/CHRO, as the case may be.

-Check the Job Description for level and location;

critical job responsibilities ; academic qualification;
relevant experience; name of hiring manager
-Post the Job Description on Intranet
-Collect the applications received from the hiring
manager on the 7th day of job posting .
- Ensure t lat
- CVs have been forwarded through the respective
supervisors
- Applicants have been in the current assignment /
level for a minimum period of 12 months and are
confirmed employees
-Short-list CVs and schedule interviews within
9..days of job posting
- If candidate is selected,
- Make offer
- If offer is accepted.
- Update personal file
- .Inform Finance
- Inform Hiring Manager about candidate's date of
joining
Inputs Approved manpower requisition/ job description

(JD)
--If candidate is not selected
- inform the candidate
- File CV and Interview Assesment sheet in
rejected candidates folders/ personnel file
- Begin Sourcing Activities
CV Databank

The internal databank of CV is an important source of profiles,

Specially with regard to local candidates. After the applications are
received , they are screened and short listed for further processing
Inputs CV received from Various Sources
SLA Ongoing Activity
Activities -Segregate CVs received through email, post, walk-
in candidates, employee referrals
-Classify CVs as per function and date of receipt
-File CVs in a function-wise manner
-CVs that have been in the databank for more than
6 months sho.ll be reviewed and expunged on a
monthly basis
Employee Referral
Employee Referral is an efficient and cost effective way of

attracting qualified candidates. Employees not only get the referral
fee, but they also play role in shaping the company's future.
Any employee who wants to refer an individual can forward the
application to the HR Function either through e-mail or by
submitting a hard copy. Whenever recruitment takes place
through such referrals, referral fee is paid to the employee as per
the eligibility.
On the other hand, the HR Function gains qualified employees with
minimal expe'1diture of time and money.
Inputs CVs from employees
SLA Ongoing activity
Activities • All CVs received are to be placed in the databank.
• In case a CV has been received before, inform the
employee of the same.
• Maintain record of the name of the employee and date
of receipt of CV.
• If the CV is short-listed, organize interview.

• Inform the employee about the outcome if referred

candidate attends interview.
• Update personal file
• Update HRIS
Outsourced Employees
Hiring an outsourced employee simplifies the induction process as
the employee is acquainted with the job complexities and the
organization culture. In addition. the performance of the individual
has already been evaluated and therefore an objective assessment
can be made of his/her capabilities.
The term "outsourced employees" refers to the employees working

in ABC LTD. on a contract basis. These employees are on tile
payroll of an external agency and are primarily employed at entry
level positions.
Migration to ABC LTD. rolls

 Migration is based purely on the availability of a vacancy and
suitability of the outsourced employee
 In all cases preference will be accorded to ABC LTD. employee3
vis-à-vis outsourced employees
Criteria
Applications from outsourced employees for vacancies on ABC
LTD. rolls may be considered provided.
 The applications are for entry level positions only
 The applicant has served for a minimum period of 12 months in
ABC LTD.
 The application is routed through the department head
If an outsourced employee is short-listed for interview and
selected for a position on ABC LTD. rolls, he/she should resign

from the contract agency with immediate effect and serve a notice
period of 1 month before joining ABC LTD. as a regular employee.
External Sources
1. Recruitment through Consultants
Recruitment Consultants are used to assist in the hiring of
qualified candidates.
They help in identifying job seekers and are a good and efficient
source for
For obtaining pre – Screened candidates
2. Recruitment Consultants (RCs)

ABC LTD. employs Recruitment Consultants on a contingency basis
implying that they are paid a fee only when a position IS closed
through them. The purpose is to develop vendors as partners in
the organization's business growth. The RCs are not maintained on
a retainer basis. Hiring through RCs covers recruitment primarily
for positions at levels M6 and above in both technical as well as
non-technical functions.
Selection Of Rcs
The list of consultants along with the applicable terms and
conditions, is finalized by Corporate HR at the beginning of each
year. The selection of a new RC is based on evaluation of criteria

like exposure to telecom industry, existing client base reach across

locations and market information on competition (Details in
Annexure 5). Each RC is required to sign a contract with Corporate
HR before commencing work with ABC LTD.. The contract terms &
conditions remain consistent across Circles
Evaluation of Rcs
The list of consultants is revised only at the beginning of each
financial year, on the basis of relative performance of the
consultants and also on recommendations by me Circle HR teams.
The finalised list of RCs with revised terms (where applicable) is
circulated among all Circle HR teams.
Advertisements
Placing advertisements in the newspaper is a popular method of
recruiting external applicants. A well articulated advertisement for
a vacancy reduces the possibility of unqualified people applying.
Since potential candidates are first introduced to the company
through advertisements. this helps in building a positive image.
Advertisements are released in case there exists a requirement for
specialized skill sets or if there are a large number of vacancies to
be filled. Either ABC LTD. or the vendor (recruitment consultant)
can release an advertisement for vacancies.
When ABC LTD. release the Advertisement

This source should preferably be restricted to hiring for M2-M5
levels. When advertising seems necessary to aid recruitment, an
advertisement copy should be prepared Jointly and be approved
by both the hiring function and HR. It is mandatory for all
advertisements to be approved and ratified by Corporate HR prior
to release. The advertisements should be standardised in terms of

the message that is presented to the public and should be

consistent with the image of ABC LTD..
The advertisement should:

a. Meet the criteria set by the company for release in the print
media
b.Be brief. precise and consistent with job specifications and the
selection criteria .It must specify e-mail address / fax number /
address where applicants can send their CVs.
c. Attract the interest of potential and suitable applicants.
d. Have the following details:
. Summary of ABC LTD.'s business
. Level I Title and location of position
. Position code for each job
. Job specifications in terms of skills, experience and qualifications
required of the applicants
. Closing date of applications
When the Vendor Releases the Advertisements
The vendor is not entitled to use/ display the name of the

company in any advertisement. This source is preferably restricted
to hiring for M4-M8 levels. Prior to releasing ads for levels M4 and
M5, the vendor must inform the HR function of the concerned
Circle.
The responses received are scanned and short-listed by the

vendor. Resumes not meeting the specific requirement are
retained (for future) use by the RC in a database.
SELECTION PROCESS
Having received the applications, the next step is to evaluate
applicants' experience and qualifications and make a selection.
This entails establishing the best fit between job requirements and

the candidate's profile Hence, considerable attention has to be

paid to this process.
Screening
The purpose of screening is to evaluate the applications and
eliminate applicants whose profiles do not match the job
requirement.
Scheduling
The CVs received from various sources are screened by the HR
Function within 7 days of commencement of sourcing activity. The
short-listed CVs are then discussed with the hiring manager prior
to scheduling of interviews. Rejected CVs are either retained in the
CV databank for future use or returned to the RCs.
Online Test
An online test is conducted for all applicants for M8 level
vacancies, for both ABC LTD. and outsourced positions. This
includes an. assessment of reading comprehension, analytical
abilities and proficiency in English. Only those: applicants scoring
more than the stipulated minimum score in this test will be short-
listed for an interview.
The profiles of all candidates appearing for the test are'
maintained in an automated database. No applicant can appear for
this test more than once in a six month period. The test is
reviewed every six months to maintain the standard set for entry-
Ievel positions and to incorporate any additional parameters for
assessment. if required.
Interview
An interview is the interaction between an interviewer and the

candidate. This is a powerful technique used to assess the

capabilities / skills of the candidate and to understand the softer
aspects that are difficult to measure from resumes. All hiring
managers must attend a Workshop on Interviewing Skills to
develop and sharpen the ability to assess a candidate's potential
to fulfil the requirements defined for a vacancy.
After finalizing a date and time. short-list.3d candidates are

invited for an interview. Candidates whose CVs are taken from the
databank are informed directly by HR whereas candidates whose
CVs are forwarded by recruitment consultants are informed by the
consultants. The interviews for the direct applicants are conducted
firs: and the requirement is passed on to the recruitment
consultants only when the position is not closed through this
method.
Composition of Interview Panel

The composition of the panel varies depending on the level,
location and the criticality of the position. Interviews are
conducted by an HR representative along with the functional hiring
manager.
In case of vacancies for direct reportees of level MO - M2 in the
Corporate office, the hiring manager should be one level senior to
that of the level for which selection is being made. All direct
reportees of the MD shall be interviewed by an appropriate person
identified by the MD / CHRO. For all positions ranging from MO to
M3 levels, whether for Corporate or Circle, the Corporate HR team
is responsible for the selection process. In case of vacancies at
Level M3, Circle and Corporate HR may conduct tile sourcing
activity jointly. However the interviews are conducted only at the
Corporate level.

Evaluation of candidates
The candidates interviewed are evaluated against the various
parameters indicated 'in the Interview Assessment Sheet
(Annexure 8), which has to be filled-in and signed-by all members
of the interview panel. Annexure 9 gives some sample questions
to be asked in an interview. This list is merely indicative and not
exhaustive.
Travel Entitlements for outstation candidates appearing for
Interview
All outstation candidates shall be reimburse 1 travel fare for

attending the interview as per the
entitlement laid out below: I
. Level M7 and M8: AC 3 Tier train fare (to and fro)
. Level M5 and M6: AC 2 Tier train fare (to and fro)
. Level M4 and above: Air fare - economy (to and fro)
. Only travel fare shall be reimbursed; no accommodation expense
will be reimbursed . Level MO and M1: Local travel expense to be
reimbursed on discretion of HR Head
Any exceptions to the-above will have to be approved by the Circle
COO / CHRO, as the case may be.
SALARY FIXATION
The selected candidates are required to furnish complete details of
the existing compensation break-up, prior to an offer being made.
Compensation details of the candidates are captured in the format

given in Annexure 10. This will ensure clarity and also serve as an
aid in determining the compensation.
The compensation details should cover the following elements:
• All components of fixed pay

• All components of variable pay
• Performance Pay / Incentive / Bonus
• Retirement benefits
• Perks - Car / housing / loans
• LTA / Medical allowance
Salary comparator
With the aid of a comparator sheet an appropriate salary fitment is
generated giving three possible options, based on
• Qualification, age, experience and compensation details of the
selected person; and,
• Basic salary of existing employees at the same level.
The comparator sheet data for levels M3 and above is generated

on the basis of data of employees across Circles for a particular
function. On the other hand, the comparator sheet data for levels
M4 and below is generated on the basis of data in the same Circle.
Salary increases
The salary offered is in consonance with the market conditions
and salary range of ABC LTD.. Normal salary increases with the
range of 25-40% over and above the last salary drawn. In cases
where the salary increase of the above amount does not bring the
candidate's salary to the minimum of the appropriate range in the
ABC LTD. salary structure, or if there is a need to absorb and
review performance, the candidate's salary may be fixed at the

minimum of the range.
Approval and signature

The authority for finalization of salary for levels M4 and below (for
all Circle positions) shall rest with the HR in each Circle. The final
salary offered to the candidate is discussed with the functional
head if so required. All decisions pertaining to salary determination
for level M3 and above for Circle and for all Corporate positions
rest with Corporate HR.
The final salary offered requires a signature on the fitment sheet

by:. The Circle HR head for levels M4 and below
. Corporate HR (at least of leve1 M2) for levels M3 and above
OFFER
After selection of the best candidate, a verbal offer is made to him
/ her. Only if the candidate accepts this, an appointment letter
detailing the terms of employment is given to him/her.
The offer is dependent on :

• Mutually agreed compensation package

• Mutually agreed date of joining and location
• Receipt of satisfactory references and medical report prior to
joining
• Candidate's ability to furnish a relieving letter from last employer
at the time of joining
• Notice period at the candidate's previous place of employment.
The signing authority for offer letters is indicated below:
• Circles & Corporate - Levels MO to M3 CHRO / Person authorized
by the CHRO
• Circle - Levels M4 and below :Circle Head HR
• Corporate - Levels M2 and below Corporate : Corporate Hr

representative
Regret Letters:
Regret letter to be dispatched within 7 days of completion of the
interview process Candidates who are referred by recruitment
consultants and are rejected in interviews are informed about the
same by the agencies and not by the Hr-: Function.
Candidates who are short-listed (for Level M6 and M7) through the
CV databank or through employee referral and get rejected in
interview are informed of the same through regret letters within a
week of attending the interview.
A database of all rejected candidates is maintained according to

function and date of interview .

PRE-EMPLOYMENT ACTIVITIES
Once the selected candidate accepts the offer, the recruitment
team communicates this information to the concerned units within
and outside the organization.
Before the selected candidate joins the company, he / she is to be
sent a .letter giving information about the strategic orientation of

the company and certain details related to relocation and travel.

The purpose of sending this letter is to maintain continuous
contact with the future employee and to obviate reservations, if
any.
Inputs Acceptance of offer by the selected candidate

SLA Within 1 day of offer
Activities  Convey the name / level/designation /
function / location / date of joining to the:
- Administration department to enable

arrangement for access caros, workstation
and' logistics
- Employee development team to plan for

induction training
- Concerned supervisor
- IS/IT function
 In case the selected candidate is

sourced through an RC, inform
the RC about the; candidate's
date of joining and CTC amount.
 Dispatch the pre-joining

communication letter (Annexure
16)
 Prepare the personal note for the

joining docket
Reference Check
A satisfactory reference check is a prerequisite for employment.
References provide validated information about a candidate's post
service record. This is a mandatory procedure and is done for

candidates at all levels. In case of levels M2 and above, a

telephonic reference check is conducted instead of sending a letter
and the reference check form. If the reference check is not
satisfactory, HR reserves the right to withdraw the offer.
Contact details about two professional references
Inputs
from the selected candidates
Reference check letter and form to be dispatched
SLA
within 1 day after consideration of the candidate for
selection
Activities  Mail the Reference Check form to the referee
 Send a reminder to the referee, if required.
 Generate Reference Check status reports as
required
Medical Examination
All candidates are required to undergo a Pre-Employment Medical
Check-up (PEMC) prior to joining. This is a mandatory procedure
applicable to all levels. The candidate can visit any of the
designated hospitals in the respective Circle.
For outstation candidates or where panel hospitals are not
available
 The list of medical tests to be conducted is given with the
appointment letter
 The medical reports must be submitted along with the bills at the
time of joining
 The bills are forwarded by the HR function to the Finance function
 The employee can claim the reimbursement amount from the
Finance function
Local candidates
 The candidate is given a letter for undergoing the PEMC in an
approved hospital

 The candidate is required to get the tests done after producing the
letter at the approved hospital
 This would be a cashless facility for the candidate and the HR
Function receives the bills and the medical reports directly from
the hospital
In case the candidate is found medically unfit, HR reserves the
right to withdraw the offer.
Relocation
If the employee is an outstation candidate, he/she is reimbursed
travel expenses for himself/ herself and his/her family. All
outstation candidates are reimbursed travel fare for joining as per
the entitlement laid out.
Estimate of Relocation expenses

The employee should inform the HR function of his/ her travel
plans at least a week before joining. Also, he/she is required to
submit three quotations from three different transport companies
for the movement of household goods. The lowest quotation would
be signed off by the Circle Head - HR and forwarded to the
employee for further processing.
Reimbursement of relocation expenses

The employee has the option of either paying the bill and claiming
the same after joining, or forwarding the bill along with the
approved quotation to Finance department for payment in case
the HR Function receives the bill for settlement; the amount of bill
is cross-checked with the approved quotation before processing
for payment.
Temporary accommodation

The HR Function shall arrange for transportation to receive the

employee from the airport/railway station. He/she is entitled to
accommodation for self and family at a Guest House or Hotel for
15 days.
JOINING FORMALITIES
The employee is required to fill in his / her personal details in a
joining report and submit supporting documents relating to
academic qualification, date or birth, relieving letter and salary
details of last employment along with medical fitness reports. A
welcome note signed by the Circle HR Head is placed in a joining

docket.. Though the docket provides instructions for completing

the joining formalities, it is desirable that a member of the HR
team briefs the candidate and assists in completing the
documentation
Acceptance of offer
Inputs
Date of joining
SLA
Collect the following documents from the candidate:
Activities
- Copies of certificate of educational qualifications
- Copy of document certifying date of birth
- Salary certificate / Payslip of previous employer /
Latest Form 16
- Relieving letter from last employer
- Photographs - four passport size and one stamp size
- 2 postcard size family photographs (if covered under
ESI)
. In case of outstation candidates collect medical
reports along with the medical bills /
travel tickets / relocation bills
. If the candidate has been unable to undergo the
medical tests, he/she maybe permitted to fill in the
joining docket subject to the condition that the date of
joining would be effective from the date of receipt of
medical fitness certificates. He/ she is given a letter
for undergoing PEMC in the designated local hospital.
. Brief the candidate on the information requested for
in the docket:
- Personal details
- Details of family members to be covered under
Mediclaim policy
- PF nomination form
- SAF nomination form

- Insurance nomination form

- Bank Account form
- Requisition forms for stationery, phone etc
Inform the candidate about the relevance! significance
of the following information placed for his/her perusal:
- Code of Conduct Book
- Recent issue of Teletalk
- Health Insurance Plan
- Standing Orders
- Temporary 10 Badge
. Cross check whether all the documents have been
received as per the Joining Check
list
 Enter the employee details in the HRIS and
inform the employee of his/her employee ID
number.
 A member of the recruitment team should sign
the joining report after checking it.
 Send the original nomination forms for
superannuation, Provident Fund and Gratuity to
the Finance function for their records. File copies
of the same in the employees personal file.
 Send travel relocation and medical bills to the
Finance function for processing. File copies of
the same in the employee's personal file.
 Convey the name I level I designation I function
I location I date of joining to the:
- Finance function for payroll processing
- Employee development team to confirm participation
in induction training.
- Concerned supervisor

- IS/IT function to arrange for PC

- Concerned resource person for entering name in
attendance register
 Prepare and display d welcome note I
organization announcement signed of by the
Circle HR Head.
The candidate is permitted to join without a relieving letter from

last employer provided he/she submits proof of acceptance of
resignation and also signs a declaration giving a future date by
which the relieving letter will be submitted.
The recruitment team will also keep a record of any document

mentioning the notice period amount in case a prior commitment
for this has been made to the employee. In case a discrepancy is
observed in terms of the salary details given in the salary
certificate I payslip submitted and the earlier compensation data
fU~l1ished by the employee. The joining process will be halted till
reconciliation of the same.
After completion of the joining formalities, at levels MO to M3 an
Organization Announcement is displayed and the same is
circulated to all Circles. At levels M4-M8, a Welcome note is
displayed and the same is circulated to other offices in the Circle.
The payroll input data is prepared and forwarded to the Finance
function for payment of salary.
Induction
The new employee then joins the induction program organized by
HR. This induction is normally held between the 1st and 10th of
every month. It includes a formal welcome by the Circle COO and

presentations made by different function representatives on

business operations of the company. The employee is also
introduced to the basics of telecom through a separate training
programme.
TRAINEE PROGRAMMES
The primary objective of recruiting students from campus is to
groom young and fresh talent to fit into the organisation’s culture
through a well planned learning process This resource pool can be
utilised to contribute a new perspective to the technical and non-
technical aspects OT business.

Graduate Engineer Trainee Programme

The responsibility for hiring of GETs lies with the respective Circle
HR. The programme invo!ves recruitment ()f engineers from the
first and second level engineering colleges in the country.
Recruitment of Graduate Engineer Trainees is driven by the
budgeted manpower requirement of Network, ISIT, Operations
Support. or any other function, which may require engineering
graduates.
Eligibility
Students of the relevant branch of engineering having a score of
at least 60% or equivalent grade.
Selection Process
Selection of candidates for recruitment is a two-tier process - a

written test followed by a personal
interview
- A.. written test is conducted on campus for all eligible students
- Based on the scores. short-listed students are called for an.
interview
Selected candidates are offered a letter of appointment containing
details of compensation and benefits as well as training, probation
and notice periods
- The final appointment is subject to the receipt of satisfactory
PEMC reports
Management trainee Programme

The objective of the Management Trainee Programme is to recruit
bright and competent young professionals from reputed institutes
to assume management roles after due training and experience.

Hiring of management trainees is the responsibility of Corporate

HR. The selection process covers final year student8 from premier
management institutes. Only business schools (B-schools) that are
permitted to take students through the Common Admission Test
form part of the consideration set for campus visit. Prior to the
campus visit, a pre-placement presentation is made giving an
overview of the Tata Group and the role of ABC LTD. in the
telecom sector.
Short-listing of CVs
Based on the functional requirement, CVs of all applicants are

screened keeping in view:
- Pre-management experience
- Organisations/ functions where summer training has been done
- Attitude/ culture fit.
Group Discussions
- The process begins with a Group Discussion on a social issue.
This is the elimination round.
- The group size varies from 10-12 depending on the total number
of short-listed candidates. - The students are evaluated on specific
parameters indicated in the Group Discussion Evaluation Sheet.
Interview
Candidates who qualify the Group Discussion round are
interviewed by the corporate HR and Corporate Function
representative. The selected candidates are made offers on
campus itself.
The offer is subject to:
- Students attaining a minimum aggregate of 60% or equivalent

grade - - Satisfactory PEMC

The following flowchart shows the steps involved in hiring the
Management Trainees:
EMPLOYMENT ON CONTRACT BASIS
Project trainees Programme
ABC LTD. hires engineers, management students and CAs on a

temporary basis for projects in technical, non-technical and
financial / commercial functions. The duration of these projects
typically varies between 8-10 weeks, but for financial/commercial
projects, it might extend upto a year.
The selection procedure includes hiring of trainees through

Engineering Institutes/Business Schools either through campus
recruitment or through a direct application. The top 20 Business
Schools (based on a selection criteria) are visited for hiring
summer trainees.
The procedure involves initial screening of the CVs followed by a

personal interview. Selected candidates are offered a letter of
training containing details of stipend, duration of training and
travel fare reimbursement, if applicable. 1he stipend amount for
different types of trainees is as follows
bS.NO TRAINEE ACADEMIC MODE OF AMOUNT

QUALIFICAT ENTRY
ION
1 Summer trainees MBA Campus Rs 10000/-
hiring consolidated
2 Summer trainees MBA Direct Rs 2250-
Applicants 5000/- p.m
3 Project trainees/ B.E./B. Direct Rs 2250/-

Summer Tech./MCA applicants p.m

trainees(Engineeri
ng/IS-IT trainees
4 Accountant CA/ICWA Direct Rs 4500/-
Trainees Applicants p.m
Outsourced Employees
Requisition
To fulfill the requirements for temporary manpower, the functional
head forwards an Outsourced Manpower Requisition Format to the
Circle Head-HR. This clearly illustrates the justification for the
requirement, duration and position, and whether it is part of the
approved manpower budget. In case of positions that are not part
of the manpower budget, the requisition needs to be approved by
the COO of the concerned Circle. The request is then forwarded to
the approved outsourcing agency.
Selection
Potential candidates are identified, short listed and called for an
interview with the HR representative and the departmental head.
Depending on the requirement of the position, candidates have to
take the online test before getting short-listed for the interview.
Candidates who are .selected in the interview are offered
employment on contract for the period specified in the OMRF. The
respective functional head is informed of the same. Generally this
only includes technical and/or entry-level requirements on a
temporary basis. All project offers shall be made by the Agency on
receipt of the following documents duly signed by an authorised
HR representative:
- Outsourced Manpower Requisition - Form Resume
- Interview Assessment Sheet

- Salary Fitment Sheet

One week before the expiry of a project, HR sends a reminder to
the departmental head for advising on renewal/termination of the
project. This information has to be sent back immediately to
ensure further action. No project of such nature can be extended
beyond a period of 12 months.
Retainers
ABC LTD. engages retainers for consultancy assignments, which
are of technical nature or involve liaison activity with the
government or regulatory agencies. These assignments are for a
stipulated period of time. Based on the performance of the
retainer and business needs, the retainer ship can be renewed or
extended for a year or more. The contract is renewed by the Circle
HeadHR after consultation with the Functional Head and the
approval of the COO.
INTER CIRCLE HIRING

In an organisation functioning across geographical Circles. there
will occur numerous instances where employees may move from,
one Circle to another or from / to Corporate. This may be on
account of the employee's personal request or on account of
business reasons. The process to be followed under such
circumstances is as per the Policy on Inter Circle Transfer.
SEPARATION
An employee can separate from the company on account of
movement to another Circle or resignation or termination.
Voluntary
In all cases of separation other than termination of employment,
the employee is required to complete all formalities mandatory for

full and final settlement of dues as per the format in He/she is

also required to attend an exit interview conducted by an HR
representative. The exit interview is a prerequisite for the relieving
letter and service certificate that is signed by the Circle Head HR.
Involuntary
If an employee's services are terminated on grounds of continuous
and unexplained absence from office:
. The relieving letter is sent to his/her place of residence and a
copy is filed in the personnel File for records
. The clearance of all dues is the responsibility of the concerned
supervisor
. HR must inform the Finance function for freezing all accounts and
withholding any payment claims due for settlement
MEASURABLES
It is imperative to have an efficient and responsive tracking

mechanism to evaluate the impact of recruitment on the top line
and bottom line. The results are strongly driven by the quality of
employees and therefore the recruitment process needs to be
constantly reviewed and upgraded to yield desired / improved

results. Metrics not only help in evaluating the robustness of

internal processes but also provide inputs on customer satisfaction
and vendor evaluation parameters. Fixing accountability helps in
according due weightage to the elements of cost and time in the
overall recruitment strategy.
The periodicity of these performance metrics varies from monthly

to annual cycles. Information obtained through regular tracking of
all processes is shared across all Circles and with Corporate
depending on criticality and extent of impact. If the metrics
indicate a high success rate for a particular practice, information
on the same can be passed on to Corporate, who then examines
the feasibility of replicating the practice across Circles. For
example, if an automated vendor evaluation practice is a success
in a particular Circle, the information is shared with other Circles
and Corporate to replicate the practice.
PROCESS REVIEW
All the processes that form part of the recruitment cycle need to
be monitored on a regular basis. Any deviation from the
sequence / timeline laid down in this manual should be recorded.
Deviations can be evaluated through the metrics identified for

monitoring the elements of cost, time and quality. A periodic
process review is to be undertaken to rationalize processes and /
or minimize the deviations in actual activities as compared to the
norms.
A process review is undertaken both at the Circle level and at the
corporate level. Frequency of review will be 6 months.

CONSTRAINTS ON HIRING
Re-employment of Employees
Re-employment of employees (who have already left the
company) would be considered on the following grounds:
 Exit interview with the individual detailing the grounds for
separation.
 Feedback from the concerned Function / Department
Head to whom he / she was reporting prior to leaving the
company.
 Discussion of this feedback with the current hiring manager.
 If the individual had spent less than 18 months before
separation, he / she cannot rejoin the organization at a level
higher than the one where he / she was at the time of separation
 The individual can rejoin at a salary commensurate with what
he / she would have got. Had he / she continued to serve in the
company and received an average performance rating of 4.
 If the individual is currently employed with a company with
which the company shares a no-poaching agreement, he/she
cannot be re-employed
Employment of Relatives
The policy on employment of relatives states that relatives shall
not be employed within the same function. 'Relative', as per the
policy, shall mean spouse, parents, brother, sister and child.
Where two employees in the same function decide to marry, one
of them will be required to move out of the function. This will be
dependent on the availability of vacancies and suitability of tine
employee.

No-poaching understanding with other telecom companies

the company, from time to time could enter into formal and
informal agreements with other companies with respect to hiring
of employees from each others company. These agreements would
take place at the corporate level and need to be followed across
Circles. The agreements may be restricted to hiring at certain
levels. However, it is advised that this aspect be checked before
any candidate is considered for recruitment
DO’ S AND DON'TS

Do's
 Initiate hiring process only on receipt of approval for a position.
 Post every vacancy of level M4 and below on the intranet.
 Short-list CVs before discussing candidates with line managers.
 The functional hiring manager and an HR representative should
conduct the interview process together.
 Ensure that the candidates are aware that they are being
considered for outsourced or the company.
 Maintain systematic record of CVs received through different
RCs and employee referrals. Keep copies of all nomination forms
submitted by employees for retiral benefits.
Don'ts
 Send regret letter to rejected candidates sourced through RCs.
 Make commitments on location / incentives / promotion at the
time of offer.
 Mail/fax appointment letter unless verbal offer is accepted.
 Permit candidate to join without acceptance of satisfactory
PEMC reports. Consider candidates who have refused an offer in
the past.

Bibliography
• CB Mamoria.
• ABC LTD Recruitment manual.

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Recruitment Process Human Resources Project

REPORT ON THE RECRUITMENT PROCESS

FACULTY: PROF. Badami

Faculty : Prof. Badami 1 IIPM Mumbai

In the project assigned to us, we were expected to study in deep a specific

Faculty : Prof. Badami 2 IIPM Mumbai

Recruitment has been regarded as the most important function of

Recruitment is a two-way street: it takes a recruiter and a

No employer could ever freely choose the "best" candidate

Recruitment policy asserts the objectives of the recruitment and

There is no general procedure for hiring now personnel, which is

Faculty : Prof. Badami 3 IIPM Mumbai

Faculty : Prof. Badami 4 IIPM Mumbai

good member of those who apply, leaving only the best to

FACTORS AFFECTING RECRUITMENT

Factors governing recruitment may broadly be divided as internal

Faculty : Prof. Badami 5 IIPM Mumbai

The external factors are:

THEORIES REGARDING RECRUITMENT

Recruitment is a two-way street: it takes a recruiter and a

Faculty : Prof. Badami 6 IIPM Mumbai

CONSTRAINTS LIMIT THE FREEDOM OF MANAGER TO

Faculty : Prof. Badami 7 IIPM Mumbai

According to Famularo, personnel recruitment process involves

Faculty : Prof. Badami 8 IIPM Mumbai

be recruits, i.e., the recruiters should prepare profiles for each

A "recruitment policy," in its broadest sense, "involves a

Faculty : Prof. Badami 9 IIPM Mumbai

(ii) To provide individual employees with -the maximum of

PREREQUISITES OF A GOOD RECRUITMENT POLICY

Faculty : Prof. Badami 10 IIPM Mumbai

The nature and extent of the recruitment programme depends on

Faculty : Prof. Badami 11 IIPM Mumbai

(ii) It relieves line officers of the details involved in hiring workers,

Faculty : Prof. Badami 12 IIPM Mumbai

is entrusted to a staff unit with Personnel or Industrial Relations

FORECAST OF MAN POWER REQUIREMENTS

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(vi) It Is less costly than going outside to recruit.

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(iii) Retired experienced persons such as mechanics, machinists,

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RECRUITMENT PROCESS OF ABC LIMITED

The recruitment strategy that is adopt by the company will mirror

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this ;process, it has to consistent with the' performance metrics

The objectives of the ABC Ltd. recruitment process are to:

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The finance function analyses the cost implications of the

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must be evaluated whether the vacancy needs to be filled, and if a

Job Descriptions (JDs) describe the work performed,

The following flowchart indicates the sequence of steps

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involved in recruitment, which are discussed along with the

Internal Job Position (if applicable)

Internal Job Position (if applicable)

Salary fixation & reference check

Pre employment Checkup

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