MOP VAISHNAV COLLEGE FOR WOMEN

NUNGAMBAKKAM CHENNAI-600034

SELECTION PROCESS OF
AIR TEL

Devaki.K
Nandhini Venkatesh
Karthika Doss
Shaamili Lingeswaran
Sukanya.C
Uthra Ramesh
Vijayalakshmi.K
 CONTENTS

S.No TOPIC Pg No

1 Selection process – theory

2 Selection process of
3 Performance appraisal process – theory
4 Performance appraisal process of
7 Our experience
8 Comparative analysis
The selection process in Airtel, according to the information given by the HR Manager is as
follows
STEPS IN SELECTION PROCEDURE:-
1. Screening of Applications -: Prospective employees have to fill up
some sort of application forms. These forms have variety of information
about the applicants like their personal bio-data, achievements,
experience, etc. Such information is used to screen the applicants who are
found to be qualified for the consideration of employment. Based on the
screening of applications, only those candidates are called for further
process of selection who are found to be meeting the job standards of the
organization.
2. Selection Tests -: Many organizations hold different kinds of selection
tests to know more about the candidates or to reject the candidates who
cannot be called for interview, etc. Selection tests normally supplement
the information provided in the application forms. Such forms may contain
factual information about candidates.
Types of selection tests conducted are as follows: Achievement
test, Intelligence test, Personality test, Aptitude test, Interest test.
3. Interview -: Selection tests are normally followed by personnel interview
of the candidates. The basic idea here is to find out overall suitability of
candidates for the jobs. It also provides opportunity to give relevant
information about the organization to the candidates. In many cases,
interview of preliminary nature can be conducted before the selection the
selection tests. For example, in the case of campus selection, preliminary
interview is held for short listing the candidate’s process of selection.
4. Checking of References -: Many organizations ask the candidate to
provide the names from whom more information about the candidates can
be solicited. Such information may be related to character, working, etc.
The usual referees may be previous employers, persons associated with
the educational institutions from where the candidates have received
education, or other persons of prominence who may be aware of the
candidate’s behavior and ability.
5. Physical Examination -: Physical examination is carried out to ascertain
the physical standards and fitness of prospective employees. The practice
of physical examination varies a great deal both in terms of coverage and
timings. Some organizations only have general check up of applicants to
find out the major physical problems which may come in the way of
effective discharge of duties. In the context of timings also, some
organizations locate the physical examination near the end of the
selection process, others place it relatively early in the process. This latter
course is generally followed when there is high demand for physical
fitness.
6. Approval by appropriate Authority -: On the basis of the above steps,
suitable candidates are recommended for selection by the selection
committee or personnel department. Organizations may designate the
various authorities for approval of final selection of candidates for different
categories of candidates, Thus, for top level managers, Board of directors
may be approving authority; for lower levels, even functional heads
concerned may be approving authority. When the approval is received, the
candidates are informed about their selection and asked to report for duty
to specified persons.
7. Placement -: After all the formalities are completed, the candidates are
placed on their jobs initially on probation period may range from three
months to two years. During this period, they are observed keenly, and
when they complete this period successfully, they become the permanent
employees of the organization.

INTERVIEW
· Interview is selection technique that enables the interviewer to view the
total individual and to appraise him and his behavior. It consists of
interaction between interviewer and applicant. If handled properly, it can
be a powerful technique in achieving accurate information and getting
access to material otherwise unavailable. However, if the interview is not
handled properly, it can be a source of bias, restricting or distorting the
flow of communication. Interview is the most widely used selection
technique because of its easiness.
The types of interviews:
· Stress interview is directed to create situations of stress to find out
whether the applicant can perform well in a condition of stress.
· Patterned interview is structured and questions asked are decided in
advance. This is done to maintain uniformity in different boards of
interviewers.
· Depth interview, also known as non-directive interviewer, covers the
complete life history of the applicants and includes such areas as the
candidate’s work experience, academic qualifications, health, interests,
hobbies, etc. This method is informal, conversational with freedom of
expression to the candidate
 TEXT BOOK PROCEDURE
Reference Human resource management

-By Lepak David

SELECTION PROCESS
 Application blanks & resumes:
 Application – standardized form for collecting job related information
about an applicant.
 Resume – applicant supplied datasheet that provides information
including the person’s contact information, education, previous work
experience, special skills and interest.
 Screening interview:
Short interview to collect additional information about an applicant, assess
his/her interest in position and verify information previously provided by
the applicant.
Final screening: an extensive review of candidate’s qualifications prior to
making a final hiring decision.
 Employment test:
 Ability test:
 Cognitive ability test – measures the general intelligence or level of
specific aptitude of an applicant.
Physical ability test – measures an applicant’s physical attributes,
such as endurance, strength or general fitness.
 Achievement test:
Work sample – assesses how well an applicant can actually perform
some aspect of the job.
Knowledge test – measures how well an applicant has mastered the
content required to perform a job.
 Personality inventories:
Measures the edent to which applicants possess characteristics
required to do the job.
 Interviews:
 Unstructured interview – questions asked without a specific plan for
so doing.
 Structured interview – standardized set of questions asked based on
the requirement of a job.
 Situational interview – questions that focus on how an applicant
would handle job related situations.
 Behavioural interview – questions that focus on how an applicant
actually handed job related situations in the past.
 Reference & background check:
 Reference check – process of contacting an applicant’s past
employers and other persons such as teachers, to inquire about the
candidate’s qualification for the job.
 Background check – in depth investigation to verify the accuracy of
the information provided by an applicant and ensure that there is
nothing in the applicants past that would disqualify the person.
 Credit report – preview of the applicant credit history to reduce the
likelihood of theft.
  Honesty / integrity test – assessment of an applicant’s belief, values
or personality to identify the potential of the person to engage in
counterproductive behaviours on the job.
 Assessment centres:

A series of simulation to assess the ability of candidates to perform certain

aspects of a job.

 Bio data :
Standardized process of collecting biographical and personal data from
candidates and comparing it to the same type of information from a firm’s
successful employees.
 Drug test :
Assess whether or not applicants have recently used drug.
 Medical test :

Physical examinations conducted by physicians to determine whether applicants

are able to do the job.

SELECTION PROCESS

Preliminary
interview

Application
blank

Employment
test

Employment
interview
PERFORMANCE APPRAISSAL PROCESS OF
AIRTEL
Performance Appraisal of the company
Prepared at the end of the year. The employees immediate superior prepares the report. The report
highlights the strength ad weakness of the employess. They don give any feedback to the employess.

We follow 360degree appraisel It is a systematic collection and feedback of performance data on an

individual or group, derived from a number of stakeholders Data is gathered about the employess and
fed back to the individual participant in a clear way designed to promote understanding, acceptance and
ultimately behavior

Our management by objectives

We emphasize on collectively set goals that are tangible, verifiable, and measurable. We focus
attention on goals rather than on the method. We concentrate on Key Result Areas (KRA). This
Systematic and rational technique enables our management to attain maximum results from available
resources by focusing on achievable goals.

Steps involved

IDP
Give employee the performance elements and standards in writing
Informal review
Discussion, counseling, maintaining log records.
Formal review
Appraisal forms, preparation of appraisals.
Appraisal issue
Employees given appraisal reports for performance.
Appeal
Handling of any dissatisfaction in appraisals.

• e APPRAISAL

• e POWERING

• e NABLING

• e NGAGING

• e NERGISING

e- powering

Launch leadership or culture awards. Identify a dozen behaviour that you would like everyone to
have.Take one behaviour per month and ask each employee to select any one colleague who displays
that behaviour best also telling the reason for selection. Declare region-wise and vertical wise
winners.Role play.
E nabling

Creates time and space to think. reliance instituted the “R$” as the unit of performance credit. Assess
knowledge assets, quality of contributions. Rewards, promotions, incentives, gifts.

E ngaging

Employee experiences. Designating functional heads as “Knowledge Champions” and setting up a

community or experts instrumental in enhancing Knowledge Management at reliance. Implement floor
walks, tea sessions, informal gatherings especially with middle level employees and line managers. Drive
improvements much faster.

E negising

Involvement of employees in decision making or influencing. Use technology – webinars, live chats,
active blogs. Assess behaviour – initiatives, out-of-the-box thinking, awareness….Include informally in
appraisal evaluation.

Non management annual appraisel

SCALE:

1. FAR EXCEEDS EXPECTATIONS

2. EXCEEDS EXPECTATIONS

3. MEETS EXPECTATIONS

4. BELOW EXPECTATIONS

5. NEEDS IMPROVEMENT

PARAMETERS:

1. ATTITUDE, MOTIVATION

2. INITIATIVE

3. WORK QUALITY

4. WORK EFFICIENCY (WORK HOURS/RESULTS)

5. TEAM WORK
 6. ORGANIZATION ABILITY

7. RESPONSIBILITY

Managerial annual appraisal

PERSONAL ATTRIBUTES

1. QUALITY

2. DESIRE TO IMPROVE QUALITY

3. JOB KNOWLEDGE

4. COMMUNICATION

5. INTERPERSONAL SKILLS

6. CONFLICT RESOLUTION

7. TEAMWORK

8. ETHICS

9. INITIATIVE

10. GOAL SETTING

PERFORMANCE APPRAISAL PROCESS – THEORY
 PERFORMANCE APPRAISSAL

Reference - Human Resource Management by V.Jayakumar

Definition: Heyel defines performance appraisal as ”the process of evaluating the performance
and qualification of the employees in terms of the requirements of the job for which he is
employed for purposes of administration including placement, selection for promotions,
providing financial rewards and other actions which require differential treatment among the
members of a group as distinguished from actions affecting all members equally.”

Meaning: it is the process of determining how well employees do their jobs in relation to
established standards and communication of that assessment to employees.

PERFORMANCE APPRAISSAL PROCESS

Establish performance standards

Communicate performance expectation to employee

Measure actual performance

Compare actual performance with standards

Discuss the appraisal with the employee

Initial corrective action

PERFORMANCE APPRAISSAL PROCESS
Step 1: Establish performance standards

 The process of performance appraisal starts with the establishments of performance

standards.
 Performance standards describe the conditions for totally satisfactory performance.
 Performance standards should be manually agreed upon and provide details as to:
 The worker action or output that will be assessed ;
 The criteria that to be used for the assessed; and
 How performance will be measured.

Step 2: Communicate performance expectation to employee

 Once performance standards are established its necessary to communicate these

expectations to the employees
 Communication should be a two way process, to make communication more effective,
‘feedback’ is necessary from the subordinate to the supervisor. Satisfactory feedback
ensures that the information communicated by the supervisor has been received and
understood in the way it was intended.

Step 3: Measure actual performance

 The third step in the appraisal process is to measure the actual performance of the
employees
 There are four common sources of information frequently used by supervisors to
measure actual performance. They are personal observation, statistical reports oral
reports, and written reports.

Step 4: Compare actual performance with standards

 Once the actual performance of the employee is measured then it should be compared
with performance standards
 In this step the deviations between standard performance and actual performance is
identified and noted

Step 5: Discuss the appraisal with the employee

 At this step the results of appraisal are discussed periodically with the employees where
strengths, weaknesses and difficulties are identified and discussed so that performance is
improved.
 The appraisal discussion can have positive as well as negative motivational
consequences.
Step 6: Initial corrective action

 The final step in the appraisal is the identification of corrective action where necessary.
 Corrective action will be of two types: one is immediate and deals predominantly with
symptoms, and other is basic and delves into causes.
 Immediate corrective action is often described as putting out fires whereas basic
corrective action touches the source of deviation and seeks to adjust the difference
permanently.
COMPARITIVE ANALYSIS
RELATIVE COMPARISON OF THEORY AND PRACTICAL KNOWLEDGE:

PERFORMANCE APPRAISAL

MEANING

The textual meaning of the term Performance Appraisal is that it is the process of determining
how well employees do their jobs in relation to established standards and communication of that
assessment to employees.

In comparison, the straightforward description by the HR Manager is that Performance appraisal

encompasses the evaluation of an employee’s potential, personality and performance.

THE PROCESS

The out-of-the-book depiction of the process of Performance Appraisal shows the flow of
operations relating to the definition of standards, communication, comparison and corrective
measures.

PERFORMANCE APPRAISSAL PROCESS

Establish performance standards

Communicate performance expectation to employee

Measure actual performance

Compare actual performance with standards

Discuss the appraisal with the employee

Initial corrective action

The description of the Performance Appraisal procedure by the HR Manager is one that involves
quintessential steps such as preparation of employees, a combination of informal and formal
examination and the final evaluation where the deviations and their causes are identified and
corrective measures are incorporated.

PERFORMANCE APPRAISAL PROCESS AT AIRTEL

The The Individual Development Plan

 Provide the employees with the performance elements and expected standards in
written format or guidelines.

Informal Review

 Involves employee development-oriented discussions, counseling and

maintenance of log records.

Formal Review

 The appraiser develops the appraisal forms and itineraries based on the relevant
fields to be considered in evaluation.

Appraisal issue
 Employees are given appraisal reports for performance.

Appeal

 Involves the process of correcting deviations, handling interpretation and

improvement of dissatisfactory results, etc.

THE 360º APPRAISAL SYSTEM-THEORY

The text book reads that when appraisal is made by superiors, peers, subordinates and clients, it
is called the 360º System of Performance Appraisal. Developed at General Electrics, it has
become popular in our country too. Reliance Industries, Crompton Greeves, Wipro, Infosys,
Godrej soaps, Thermax, Thomas Cook are the method with great benefits. Besides assessing
performance, other attributes of the assessee-talents, behavioral quirks, values, ethical standards,
tempers and loyalty are evaluated by people who are best placed to do it.
360º APPRAISAL AT AIRTEL

 It involves appraisal done through a systematic collection of opinion or feedback of

performance data on an individual or group, derived from a number of stakeholders.

 Data is gathered and fed back to the individual participant in a clear way designed to
promote understanding, acceptance and ultimately one’s behavior.

SELECTION AND PROCESS

The company goes through a standardized procedure for selection of candidates in accordance
with the needs of the job.

The very first step is the screening of the pool of applications in order to retain prospective
candidate profiles alone. Once this is completed, the chosen applicants are subjected to
appropriate selection tests. The able and suitable candidates are thus identified. These individuals
are then interviewed in one or more of the relevant interview methods.

The HR Manager then performs a background check on the prospective candidate in order to get
an insight on the behavior and/or credibility if not the personality and efficiency of the
individual.

After this step, the candidate is asked to undergo a mandatory process of physical examination to
study the physical fitness, general health and capability with regard to his job requirements.

Once the candidate passes the above levels of tests, he is identified and finalized to assume
position in the firm. The final step that follows is the delivery of the job offer to the recruit and
completion of necessary official records and documentation.

In all, the company is found to be following a selection process, almost identical to that of
theory.