A Study on Recruitment & Selection Life Process

Adopted in VODAFONE.

A Project Submitted to JAWAHARLAL NEHRU

TECHNOLOGICAL University in Partial fulfillment of the
required for the award of the degree of

MASTER OF BUSINESS ADMINISTRATION

Submitted by

BALLA PREMA KUMAR

Regd. No:18L61E0006

Under the esteemed guidance of

Mrs.M.PADMAJA, MBA,M.Com.

ASSISTANT PROFESSOR

CHAITANYA ENGINEERING COLLEGE

Affiliated to JAWAHARLAL NEHRU TECHNOLOGICAL UNIVERSITY,

KOMMADI
Mrs.M.PADMAJA Head of
department Department of
Business and Management
Studies

CERTIFICATE
This is to certify that the project report entitled “A Study on Recruitment & Selection
Life Process Adopted in VODAFONE” with Reference to VODAFONE IDEA PVT LTD. submitted in
partial fulfillment of the award of Master of Business Administration by BALLA PREMA KUMAR,
PIN.NO:18L61E0006 during the academic year 2018-2020 under my guidance and supervision.

Mrs.M.PADMAJA

PROJECT SUPERVISION

HEAD OF DEPARTMENT

EXTERNAL EXAMINER

i
 DECLARATION

I hereby declare that the exposition “A study on Recruitment & Selection Life Process
Adopted in VODAFONE” with Reference to Visakhapatnam VODAFONE IDEA PVT LTD,
submitted to Distance JNTU Kakinada in the partial fulfillment of the requirement for the award of
Degree of Masters Business Administration is original work carried out by me. I complete this work
under the guidance of Mrs.M.Padmaja, Assistant professor , Department of Business Management
studies, Chaitanya Engineering college kommadi, Visakhapatnam.

I also declare that the dissertation has not been previously from the basis for the award of Degree,

Diploma, fellowship or similar title in this university or in any other university.

PLACE: Visakhapatnam (BALLA. PREMA KUMAR)

DATE:

ii
 ACKNOWLEDGEMENT

In the presentation off this report I table this opportunity to express my sincere gratitude to
the following eminent personalities without whose help & guidance, the successful completion
of my project work would have remained a dream.

First of all I would to express my sincere gratitude to Sri. K. Suresh, Principal Chaitanya
Engineering College for giving me the opportunity to do a summer internship project.

I would like to express my sincere appreciation and gratitude to our Mrs. M .PADMAJA, HOD,
for giving me opportunity to do a summer internship project that further help me to gain the
knowledge regarding the company and its system that I was unware of.

I express my profound sense of gratitude to Mrs. M.PADMAJA, Asst Prof. Department of

Business and Management studies for her valuable guidance and constant encouragement
throughout the period of study.

I am extremely thankful to Mrs, PADMAJA SURISETTY, Retentions Manager VODAFONE IDEA

PVT LTD. Visakhapatnam for this esteemed guidance encouragement through project.

Place:

Date: (BALLA.PREMA KUMAR)

4
5
 CONTENTS

INDEX TOPICS Pg.No

Introduction
Chapter - I
Recruitment 8
Industry Profile
Chapter - II
Telecommunication Industry Profile 14
Company Profile
Chapter - III
Vodafone 18
Theoretical Analysis Of Recruitment
Literature Review 31
The Overall Interview Process 39
Key Interviewer Skills 42
Cost of Bad Recruitment 46
Chapter - IV Recruitment Procedure 48
Human Resource Information System (HRIS) 51
Problems In Current System 56
Objectives & Scope of Study 57
Research Methodology 59
Swot Analysis 62
Chapter - V Data Analysis and Interpretation 66
Conclusions & Findings
Conclusions 76
Findings 77
Chapter - VI
Challenges 78
Learning 79
Recommendation & Suggestions 81

Bibliography
References 82

Annexure
Questionnaire 84

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 CHAPTER - I

INTRODUCTION

7
INTRODUCTION

RECRUITMENT

Recruitment and selection are the most important functions in an organization because with the help of
these functions the management selects the best available candidate from a batch of them. The
organizations, in this growing competitive world, need to have the best of the manpower so as to have
an edge over its competitive.

According to Flippo, "Recruitment is the process of searching for prospective employees and
stimulating and encouraging them to apply for jobs in an organization."

In the words of Yoder,” Recruitment is a process to discover the sources of manpower to meet the
requirements of the staffing schedule and to employ effective measured for attracting that manpower
in adequate numbers to facilitate effective selection of an efficient working force."

The recruitment needs can be classified into-

 Planned.
 Anticipated.
 Unexpected.

Planned need arise from changes in the organization and retirement policy. These occur due the
expected changes in the organization so the management can make a proper policy for it.

Anticipated need refer to the movements in personnel which an organization can predict by studying
the trends in the internal and external environments.

Resignations, deaths, accidents and illness result in to the unexpected needs.

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FEATURES:

 Recruitment is a process or a series of activities rather than a single event.

 It is a linking activity as it brings together the employers and employees.
 It is positive process because in this activity the employers want to have the maximum
number of job seekers so as to have a wider scope for choice ultimately leading in
spotting right persons for job.
 It is an important function as it makes it possible to acquire the number and type of
persons required for the effective functioning of the organization.
 It is an on going function in all the organizations, but the volume and nature of
recruitment varies with the size, nature and environment of the organization.
 It is a complex process because a number of factors affect it --the nature of the job
offered, image of the organization, organizational policies, working conditions etc.

SOURCES OF RECRUITMENT:

The various sources of recruitment are -

 Internal Sources: Include-
 Present Employees who can be transferred or given promotions.
 The retired and retrenched employees who want to return to the company.
 Dependents and relatives of the deceased and disabled employees.

 External Sources: Consist of-

 Press advertisements.
 Campus Interviews.
 Placement Agencies.
 Recommendations.
 Recruitment at factory gate.
 Employment Exchanges.

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During my short stint at Vodafone, it was observed that the recruitment need of Vodafone is
diversified. It needs persons who have knowledge of use, processing of natural ingredients of number
of varied products, technical know-how of latest industrial technical knowledge, and computer
applications to pharmaceutical industry to manual workers. The importance of the process could be
understood that the present work force of Vodafone is 2,500 employees. Hence, the recruitment and
selection procedure should match the complexities of the need and at the same should commensurate
with the complex need of the organization.

SELECTION
Selection is the process of choosing the best candidate out of the all the applicants. In this process,
relevant information about the applicants is collected through a series of steps so as to evaluate their
suitability for the job to be filled.
It is the process of matching the qualifications with those required for the job so that the candidate can
be entrusted with the task that matches with his credibility.

It is a process of weeding out unsuitable candidates and finally identifying the most suitable
candidates.

This process divides the candidates into two categories-the suitable ones and the unsuitable ones. The
suitable people prove to be the asset for the organization. Selection is a negative process because in
this process the management tries to minimize the number of people at each step so that the final
decision can be in the light of all the factors and at the end of it best candidate is selected. Selected
candidate the has to pass through the following stages-

 Preliminary Interview.
 Application Form.
 Selection Test.
 Selection Interview.
 Physical Examination.
 Reference Check.
 Final Approval.
 Employment.

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Preliminary Interview is the initial screening done to weed out the undesirable candidates. This is
mainly a sorting process in which the prospective candidates are given the necessary information
about the nature of the job and the organization. Necessary information about the candidate is also
taken. If the candidate is found suitable then he is selected for further screening else he is dropped.
This stage saves the time and effort of both the company and the candidate. It avoids unnecessary
waiting for the candidate and waste of money for further processing of an unsuitable candidate.

Application Form is a traditional and widely used device for collecting information from
candidates. This form asks the candidates to fill up the necessary information regarding their basic
information like name, address, references, date of birth, marital status, educational qualifications,
experience, salary structure in previous organization and other such information. This form is of
great help because the scrutiny of this form helps to weed out candidate who are lacking in
education, experience or any other criterion provided by the organization. It also helps in
formulation of questions, which will be asked in the interview. These forms can also be stored for
future references thus maintaining a databank of the applicants.

Selection Tests are being increasingly used in employee selection. Tests are sample of some aspect
of an individual's attitudes, behavior and performance. It also provides a systematic basis for
comparing two or more persons. The tests help to reduce bias in selection by serving as a
supplementary screening device. These are also helpful in better matching of candidate and the
job. These reveal the qualifications, which remain covered in application form and interview.

Selection Interview involves the interaction of the employer and the employee. Selection involves
a personal, observational and face-to-face appraisal of candidates for employment. It is an essential
element of the selection procedure. The information obtained through application form and test can
be crosschecked in the interview.

The applicants who have crossed the above stages have to go through Physical Examination either
by the company's physician or the medical officer approved for the purpose. The main aim is to
ensure that the candidate is physically fit to perform the job. Those who are found physically unfit
are rejected.

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The next stage marks of checking the references. The applicant is asked to mention in his
application form the names and addresses of two or three person who know him well. The
organization contacts them by mail or telephone. They are requested to provide their frank opinion
about the candidate without incurring any liability. The opinion of the references can be useful in
judging the future behavior and performance of a candidate.

The executives of the concerned departments then finally approve the candidates short-listed by
the human resource department. Employment is offered in the form of an appointment letter
mentioning the post, the rank, the salary grade, the date by which the candidate should join and
other terms and conditions in brief. Appointment is generally made on probation of one or two
years. After satisfactory performance during this period the candidate is finally confirmed in the
job on permanent basis or regularized.

Selection is an important function as no organization can achieve its goals without selecting right
persons for the required job. Faulty selection leads to wastage of time and money and spoils the
environment of an organization. Scientific selection and placement of personnel can go a long way
in building up a stable workforce. It helps to reduce absenteeism and labor turnover. Proper
selection is helpful in increasing the efficiency and productivity of the enterprise.

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 CHAPTER – II

INDUSTRY PROFILE

13
Telecommunications Industry Profile

Sectors in Telecom Industry:

Broadly telecom industry can be divided into two sectors, Equipment Sector and Services Sector.
Equipment sector players manufacture telecom products whereas the services sector comprises of
operators and other service providers.

Telecommunications Equipment Sector:

The telecommunications industry equipment sector is comprised of companies that manufacture

products that are used by both end users and input to other telecommunications companies. Customers
use these products to access telecommunications services. Other telecommunications companies use
these products to create and maintain infrastructure and deliver services.

The equipment sector provides satellite and broadcast network equipment, wireless
telecommunications equipment, wire line telecommunications equipment and other
telecommunications and computer networking equipment.

Telecommunications Services Sector:

This sector constitutes of players in telecommunications industry that provides various services to end
customers like telecom service providers, broadband service providers and intermediaries.

The telecommunications services sector can be divided into following categories:

Wired Services:

The wired services subsector offers direct communication services, including fixed telephone (local
and long distance), broadband, and cable network services. This subsector also builds and maintains
the needed fixed-line infrastructure, including land lines, microwaves, and satellite link-ups. This
subsector also includes companies that offer non-voice communication products, such as telegraph.

The largest sector of the telecommunications industry continues to be made up of wired

telecommunications carriers. Establishments in this sector mainly provide telecommunications
services via wires and cables that connect customers’ premises to central offices maintained by
telecommunications companies. The central offices contain switching equipment that routes content to
its final destination or to another switching center that determines the most efficient route for the
content to take. These companies also maintain the cable network that connects different regions of the
country as well as foreign countries, and forms the backbone of the industry. While voice used to be

14
the main type of data transmitted over the wires, wired telecommunications service now includes the
transmission of all types of graphic, video, and electronic data mainly over the Internet.

Wireless Services:

The wireless services subsector offers services such as cellular mobile phone, paging, satellite,
broadband communication, and wireless public safety services. This subsector operates and maintains
the switching and transmission facilities to provide these services. Companies in this sector may also
supply and maintain the equipment used to receive signals. Wireless telecommunications carriers,
many of which are subsidiaries of the wired carriers, transmit voice, graphics, data, and Internet access
through the transmission of signals over networks of radio towers. The signal is transmitted through an
antenna into the wireline network. Increasing numbers of consumers are choosing to replace their
home landline phones with wireless phones. Other wireless services include beeper and paging
services.

Internet Services:

The Internet services subsector offers wired, wireless, and broadband Internet services, which are
provided by telecommunications companies and Internet service providers, also known as ISPs. Some
ISPs also provide extra services, like web hosting or web page designing. Players in this subsector
may build and maintain their own infrastructure and networks or they may share the infrastructure of
other providers.

Resellers:

Resellers of telecommunications services are another sector of the telecommunications industry. These
resellers lease transmission facilities, such as telephone lines or space on a satellite, from existing
telecommunications networks, and then resell the service to other customers. Other sectors in the
industry include message communications services such as e-mail and facsimile services, satellite
telecommunications, and operators of other communication services ranging from radar stations to
radio networks used by taxicab companies.

Cable and Program Distribution:

Cable and other program distribution is another sector of the telecommunications industry.
Establishments in this sector provide television and other services on a subscription or fee basis. These
establishments do not include cable networks. Distributors of pay television services transmit
programming through two basic types of systems. Cable systems transmit programs over fiber optic
and coaxial cables. Direct broadcasting satellite (DBS) operators constitute a growing segment of the
pay television industry. DBS operators transmit programming from orbiting satellites to customers’
receivers. Establishments in the cable and other program distribution industry generate revenue
through subscriptions, providing Internet access, providing phone service, and advertising sales. They
also charge fees for pay-per-view or video-on-demand programs.

15
Other Broadband Services:

The other broadband services subsector offers other wired or wireline broadband services and
applications that are not covered by the other three subsectors. These include services such as Internet
Protocol television (IPTV), Voice over Internet Protocol (VoIP), and Internet Protocol virtual private
network (IP VPN or VPN).

Objective of Study:

Following are the main objective to study about the customer satisfaction on Vodafone.

 To study telecommunication industry.

 To study the company profile of Vodafone.

 To study customer satisfaction of Vodafone.

 To study various Marketing activities provided by Vodafone.

 To study the various services provided by Vodafone.

 To know the expectation of Vodafone Customers.

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 CHAPTER – III

COMPANY PROFILE

17
 COMPANY PROFILE

VODAFONE
Vodafone is a mobile network operator headquartered in Berkshire, England, UK. It is the largest
mobile telecommunications network company in the world by turnover and has a market value of
about £75 billion (August 2013). Vodafone currently has operations in 25countries and partner
networks in a further 42 countries. The name Vodafone comes from Voice data fone, chosen by the
company to "reflect the provision of voice and data services over mobile phones."As of 2013
Vodafone had an estimated 260 million customers in 25 markets across 5continents. On this measure,
it is the second largest mobile telecom group in the world behind China Mobile. In the United States,
Vodafone owns 45% of Verizon Wireless.

MISSION:

Vodafone is primarily a user of technology rather than a developer of it, and this fact is reflected in
the emphasis of our work program on enabling new applications of mobile communications, using
new technology for new services, research for improving operational efficiency and quality of our
networks, and providing technology vision and leadership that can contribute directly to business
decisions.

VISION:

Our Vision is to be the world’s mobile communication leader – enriching customers‟ lives, helping
individuals, businesses and Communities be more connected in a mobile world.

HISTORY:
In 1982 Racal Electronics plc's subsidiary Racal Strategic Radio Ltd. won one of two UK cellular
telephone network licenses. The network, known as Racal Vodafone was 80%owned by Racal, with
Millicom and the Hambros Technology Trust owning 15% and 5%respectively. Vodafone was
launched on 1 January 1985. Racal Strategic Radio was renamed Racal Telecommunications Group
Limited in 1985. On 29 December 1986 Racal Electronics bought out the minority shareholders of
Vodafone for GB£110 million.

In September 1988 the company was again renamed Racal Telecom and on 26 October1988 Racal
Electronics floated 20% of the company. The flotation valued Racal Telecom at GB£1.7 billion On 16
September 1991 Racal Telecom was demerged from Racal Electronics as Vodafone Group.

In July 1996 Vodafone acquired the two thirds of Talk land it did not already own for£30.6 million.
On 19 November 1996, in a defensive move, Vodafone purchased Peoples Phone for £77 million, a
181 store chain whose customers were overwhelmingly using Vodafone's network. In a similar move

18
the company acquired the 80% of Astec Communications that it did not own, a service provider with
21 stores.
In 1997 Vodafone introduced its Speech mark logo, as it is a quotation mark in a circle; the O's in the
Vodafone logotype are opening and closing quotation marks, suggesting conversation.

On 29 June 1999 Vodafone completed its purchase of AirTouch Communications, Inc. and changed its
name to Vodafone Airtouch plc. Trading of the new company commenced on 30 June 1999. To
approve the merger, Vodafone sold its 17.2% stake in E-Plus Mobil funk. The acquisition gave
Vodafone a 35% share of Mannesmann, owner of the largest German mobile network.

On 21 September 1999 Vodafone agreed to merge its U.S. wireless assets with those of Bell Atlantic
Corp to form Verizon Wireless. The merger was completed on 4 April 2000.

In November 1999 Vodafone made an unsolicited bid for Mannesmann, which was rejected.
Vodafone's interest in Mannesmann had been increased by the latter's purchase of Orange, the UK
mobile operator. Chris Gent would later say Mannesmann's move into the UK broke a "gentleman's
agreement" not to compete in each other's home territory. The hostile takeover provoked strong protest
in Germany and a "titanic struggle" which saw Mannesmann resists Vodafone's efforts. However, on 3
February 2000 the Mannesmann board agreed to an increased offer of £112bn, then the largest
corporate merger ever. The EU approved the merger in April 2000. The conglomerate was
subsequently broken up and all manufacturing related operations sold off.

On 28 July 2000 the Company reverted to its former name, Vodafone Group Plc. In April2001 the first
3G voice call was made on Vodafone United Kingdom's 3G network. In2001 the Company took over
Eircell, then part of eircom in Ireland, and rebranded it as Vodafone Ireland. It then went on to acquire
Japan's third-largest mobile operator J-Phone, which had introduced camera phones first in Japan.

On 17 December 2001 Vodafone introduced the concept of "Partner Networks" by signing TDC Mobil
of Denmark. The new concept involved the introduction of Vodafone international services to the
local market, without the need of investment by Vodafone. The concept would be used to extend the
Vodafone brand and services into markets where it does not have stakes in local operators. Vodafone
services would be marketed under the dual-brand scheme, where the Vodafone brand is added at the
end of the local brand. (i.e., TDC Mobil-Vodafone etc.)

In February 2002 Finland was added into the mobile community, as Radiolinja is signed as a Partner
Network. Radio linja later changed its named to Elisa. Later that year the Company rebranded Japan's
J-sky mobile internet service as Vodafone live! and on 3December 2002 the Vodafone brand was
introduced in the Estonian market with signing of a Partner Network Agreement with Radiolinja
(Eesti). Radiolinja (Eesti) later changed its name to Elisa.

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On 7 January 2003 the Company signed a group-wide Partner agreement with mobilkom Austria. As a
result, Austria, Croatia, and Slovenia were added to the community. In April2003 Og Vodafone was
introduced in the Icelandic market and in May 2003 Vodafone Italy (Omnitel Pronto-Italia) was
rebranded Vodafone Italy. On 21 July 2003 Lithuania was added to the community, with the signing
of a Partner Network agreement with Bite. In February 2004 Vodafone signed a Partner Network
Agreement with Luxembourg's Lux GSM and a Partner Network Agreement with Cyta of Cyprus.
Cyta agreed to rename its mobile phone operations to Cytamobile-Vodafone. In April 2004 the
company purchased Singlepoint airtime provider from John Caudwell (Caudwell Group) andapprox
1.5million customers onto its base for £405million, adding sites in Stoke on Trent (England) to
existing sites in Newbury (HQ), Birmingham, Warrington and Ban bury. In November 2004 Vodafone
introduced 3G services into Europe.

In June 2005 the Company increased its participation in Romania's Connex to 99% and also bought
the Czech mobile operator Oskar. On 1 July 2005 Oskar of the Czech Republic was rebranded as
Oskar-Vodafone. Later that year on 17 October 2005Vodafone Portugal launched a revised logo, using
new text designed by Dalton Maag, and a 3D version of the Speech mark logo, but still retaining a red
background and white writing (or vice versa). Also, various operating companies started to drop the
use of the SIM card pattern in the company logo. (The rebranding of Oskar-Vodafone and Connex-
Vodafone also does not use the SIM card pattern.) A custom typeface by Dalton Maag (based on their
font family Inter Face) formed part of the new identity.

On 28 October 2005 Connex in Romania was rebranded as Connex-Vodafone and on 31October 2005
the Company reached an agreement to sell Vodafone Sweden to Telenor for Approximately €1 billion.
After the sale, Vodafone Sweden became a Partner Network. In December 2005 Vodafone won an
auction to buy Turkey's second-largest mobile phone company, Telsim, for $4.5 billion. In December
2005 Vodafone Spain became the second member of the group to adopt the revised logo: it was
phased in over the following six months in other countries.

In 2006 the Company rebranded its Stoke-on-Trent site as Stoke Premier Centre, a centre of expertise
for the company dealing with Customer Care for its higher value customers, technical support, sales
and credit control. All cancellations and upgrades started to be dealt with by this call centre. On 5
January 2006 Vodafone announced the completion of the sale of Vodafone Sweden to Telenor. On
February 2006 the Company closed its Birmingham Call Centre. In 1 February 2006 Oskar Vodafone
became Vodafone Czech Republic, adopting the revised logo and on 22 February 2006 the Company
announced that it was extending its footprint to Bulgaria with the signing of Partner Network
Agreement with Mobiltel, which is part of mobilkom Austria group.

On 12 March 2006 former chief, Sir Christopher Gent, who was appointed the honorary post
Chairman for Life in 2003, quits following rumors of boardroom rifts. In April 2006the Company
announced that it has signed an extension to its Partner Network Agreement with BITE Group,
enabling its Latvian subsidiary "BITE Latvija" to become the latest member of Vodafone's global
partner community. Also in April 2006 Vodafone Sweden changed its name to Telenor Sverige AB

20
and Connex-Vodafone became Vodafone Romania, also adopting the new logo. On 30 May 2006
Vodafone announced the biggest loss in British corporate history (£14.9 billion) and plans to cut 400
jobs; it reported one-off costs of £23.5 billion due to the revaluation of its Mannesmann subsidiary. On
24 July2006 the respected head of Vodafone Europe, Bill Morrow, quit unexpectedly and on 25
August 2006 the Company announced the sale of its 25% stake in Belgium's Proximus for €2 billion.
After the deal, Proximus was still part of the community as a Partner Network. Vodafone Iceland
and on 19 December 2006 the Company announced the sale of its 25%stake in Switzerland's
Swisscom for CHF4.25 billion (£1.8 billion). After the deal, Swisscom would still be part of the
community as a Partner Network. Finally in December2006 the Company completed the acquisition of
Aspective, an enterprise applications systems integrator in the UK, signaling Vodafone's intent to
grow a significant presence and revenues in the ICT market place.

Early in January 2007 Telsim in Turkey adopted Vodafone dual branding as Telsim Vodafone and on
1 April 2007 Telsim Vodafone Turkey dropped its original brand
and became Vodafone Turkey. On 1 May 2007 Vodafone added Jersey and Guernsey to the
community, as Airtel was signed as Partner Network in both crown dependencies. In June2007 the
Vodafone live! Mobile Internet portal in the UK was relaunched. Front page was now charged for and
previously "bundled" data allowance was removed from existing contract terms. All users were given
access to the "full" web rather than a Walled Garden and Vodafone became the first mobile network to
focus an entire media campaign on its newly launched mobile Internet portal in the UK. On 1 August
2007 Vodafone Portugal launched Vodafone Messenger, a service with Windows Live Messenger and
Yahoo! Messenger. On 17 April 2008 Vodafone extended its footprint to Serbia as VIP mobile was
added to the community as a Partner Network and on 20 May 2008 the Company added VIP Operator
as a Partner Network thereby extending the global footprint to Macedonia. In May 2008 Kall of the
Faroe Islands rebranded as Vodafone Faroe Islands.

On 30 October 2008, the company announced a strategic, non-equity partnership with MTS group of
Russia. The agreement adds Russia, Armenia, Turkmenistan, Ukraine, and Uzbekistan to the group
footprint.

THELEADERS

Meet the board

Sir John Bond became Chairman of Vodafone Group PIc on 25 July2006 having previously served
as a Non-Executive Director. The Deputy Chairman, John Buchanan, is the nominated senior
independent director and his role includes being available for approach or representation by directors
or significant share holders who may feel inhibited from raising issues with the Chairman. He is also
responsible For conducting an annual review of the performance of the Chairman and, In the event it
should be necessary, convening an annual meeting of Non-executive directors.

21
 The executive directors are Vinorio Colao(Chief Executive) and AndyHalford.

Board Members

1. John Buchanan - Deputy Chairman

2. Andy Halford – Chief Financial Officer
3. Alan Jebson

4. Nick Land

5. Anne Lauvergeon
6. Simon Murray
7. Luc Vandevelde
8. Tony Watson

9. Philip Yea

Today, in India, becomes Vodafone. Now, the pink color logo of Hutch is replaced by Vodafone
Essar’s corporate red colored one.

In 2005-06, the Orange brand in Mumbai was phased out to introduce (now Vodafone).The company
also changed the colors of its logo from orange to pink and then red.

After acquiring 67 per cent of stake (around Rs. 250 crores) in is on Essar from Hong Kong-based is
on Whampoa, Vodafone Essar is expecting to touch over 35 million customers across 400,000 shops
and thousands of ‟s own employees along with employees of its business associates.

Vice chairman, Ravi Ruia, Vodafone Essar, said “We’ve had a good innings as in India
and today marks a new beginning for us, not as a departure from the fundamentals that
created, but an acceleration into the future with Vodafone’s global expertise.”

Vodafone CEO, Marten Pieter’s of the Vodafone Essar will be landing in India for the meeting that
would discuss branding exercise, expansion plans, spectrum requirements forits expanding subscriber
base and future plans.

Vodafone offers a host of premier value added services (VAS) including national and international
roaming in over 70 countries in over 160 networks, Wireless Application Protocol (WAP), short
message service, voice mail service, auto roam, fax and data, cricket updates, M-banking, general

22
information, tarot line, etc. The company launched WAP in Delhi in October 2000, much before its
rival Bharti. It has 5000 WAP customers, as in December 2000. The company has been a prime mover
in introducing these value-added services in the Delhi circle.

The values are stated simply. To be fair and transparent in what they do and how they do it. To
provide the quality services with more customer friendly practices. To make one’s Communications
experience simple, pleasurable and fun. Where he doesn't simply get technology - but technology that
is relevant. Where solutions are not just promised in the future - but delivered in the present.

CORE VALUES:
 We shall uphold the dignity of the individual.

 We shall honor all commitments.

 We shall be committed to Quality, Innovation and Growth in every endeavor.

 We shall be responsible corporate citizens.

Accomplishments:
 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 group with

approximately 315 million proportionate customers as at 30 June 2009.

 Vodafone currently has equity interests in 31 countries across five continents and around 40
partner networks worldwide-

 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.-

 The company now has operations across the country with over 78.68 million customers.

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Services:

Staying connected becomes a lot easier with Vodafone. We have a wide range of services you can
access right from your Vodafone phone. From cell banking to flight updates to call management
services, get all that you want, instantly.

Prepaid services (latest):

 Vodafone Essar, one of India‟s leading cellular service providers announced a new
Bonus Card 25 for its prepaid customers in Punjab. With this new bonus card,Vodafone customers can
enjoy the benefit of unlimited national SMS at just20paisa/SMS. The new bonus card comes with 30
days validity.

Rajiv Kohli, Chief Executive Officer, and Vodafone Essar - Punjab said, “We have always aimed to
provide value offering to our customers. The new Bonus Card 25 facilitates Vodafone customers to
stay connected with their loved ones across India at an economical rate.”

 Has introduced two new Bonus Cards. Bonus Card 17 and Bonus Card 27 come with one
month validity and are priced at Rs 17 and Rs 27 respectively. All Vodafone prepaid customers
including the lifelong customers in Kolkata and rest of Bengal can enjoy the new Bonus Cards
offer available across Stores and Mini stores.
 ‘Lifelong Prepaid @Rs.46 plan’ for its prepaid customers in Kerala. This new
prepaid offer comes with lifetime validity and a talk time of Rs.5. Vodafone customers can
make local calls to all Vodafone numbers, other mobiles and landlines at Re 1 per minute and
all STD calls are at Rs1.50 per minute. Customers need to recharge with Rs 200 cumulative in
180 days to stay connected.

Postpaid services(latest):
Vodafone Essar, one of India’s leading cellular services providers has launched Three new
monthly rental plans - Budget 500, Budget 750 and Budget 1000 – for
its postpaid customers in Kolkata and West Bengal. These Budget plans offercombinations of free
minutes over local and STD calls along with free local SMS. This offer is valid for new and existing
customers Sridhar Rao, Chief Executive Officer, Vodafone Essar East Limited, said “These budget
plans will specially appeal to customers with high usage who can now manage their mobile bills
without compromising on talk time or SMS volume.

 Announced a special offer for its customers in Madhya Pradesh and Chhattisgarh. Customers
can now avail free VIP numbers with every new post paid connection. The VIP numbers
provide customers an option to choose a number of their preference from a range of special
Golden numbers that usually comes with a huge price tag.

24
Value added services:
Vodafone Essar, one of India’s leading cellular services Providers, has announced a special offer
for Zoo zoo fans across India. Vodafone customers can now get special zoo zoo DVDs from a
Vodafone Store and watch these adorable characters from Vodafone Essar’s recent television
commercials as they live life’s little moments in their inimitable style. Vodafone Prepaid customers
can get the DVD through a recharge of above Rs 300 at the Vodafone Store. Vodafone Postpaid
customers can enroll for Direct Debit or activate Caller tune or Vodafone Alerts at the Vodafone store
to get the Zoo zoo DVD.

Dial 600 to activate:

To activate these values added services on your Vodafone phone simply dial 600 and access our
Interactive Voice Response system.

SMS:

Message your family and friends through Vodafone SMS Services. It's convenient and affordable.
Communicate with cell phone users in over 100 countries and anywhere in India - by sending and
receiving text msg. Pay just Rs. 1.50 per message for sending SMS anywhere across the country.

SMS Chat:

Now, you can chat on your Vodafone phone with as many people as you want. Its fun and as
simple as sending an SMS. Your identity will remain anonymous as your phone number is never
displayed during the chat. You can have your own profile and chat name. You can also create your
own chat rooms or chat in the different rooms that already exist including: Teens, 20s, 30s, Office,
Bollywood, Delhi. All you have to do is type in your messages and send them to 2428. You will be
charged Rs. 2 per outgoing message. Incoming messages are free.

Vodafone Online:

Get all the useful information you need directly on your Vodafone phone - with Vodafone Online.
Including cricket, finance, entertainment, weather, astrology and more.

Ringtones & Logos:

Now you can change the ringtone on your Vodafone phone according to your moods. You can
download logos as well. With the Vodafone and Yahoo! Tie up you have hundreds of tunes and logos
to choose from. For every ringtone downloaded, you will charged Rs. 7.00 (including the cost of SMS
sent). For every logo/picture message downloaded, you will charged Rs. 3.00 (including the cost
of SMS sent).

25
Flash & Blink:

Vodafone now offers you two exciting ways to send messages. You can make your message flash
directly on your recipient’s screen instead of the inbox. You can also highlight the important parts of
your message through blinks. So your text messages become not only more visible, but more effective
too.

There are occasions when you may not want to take a call, or your Vodafone phone maybe busy or
simply unreachable. By paying a nominal monthly access fee, you can now retrieve your messages at
your convenience. Even if you are roaming, you can retrieve your messages from your voice mailbox
through a fixed line, anywhere on earth.

Your Vodafone voicemail can

 Hold up over 17 messages at a time.

 Receive a message that lasts up to 90 seconds.
 Store a message for as long as you want.
 You can also record your voice signature and welcome message

Calling Line Identification

You can check your caller's telephone name and number on your phone screen whenever you
receive a call. This gives you the flexibility to either accept or reject an incoming call. This service is
also helpful in identifying your missed calls.

Itemized Billing
As a Vodafone Postpaid customer, you can choose to receive an itemized bill at the end of each
month. This is a detailed billing statement which helps you keep track of all your calls. Your itemized
bill includes:

 of the call
 Destination of the call
 Duration of the call
 Toll charges
 Airtime and total charge

26
Fax & Data Services

This service enables you to constantly keep in touch with your office, colleagues and information
sources. You can send or receive faxes and transmit data using your Vodafone phone anytime,
anywhere. Whether you are operating from home, Hotels and airport lobbies. At speed of up to 9600
bps within the network or while roaming. You can even access the Internet.

All you need is a handset compatible data card (PC Card) or a GSM Software, and a data chord cable
with a PC to set up a mobile office. You can also opt for either Vodafone Fax or Vodafone Data
services independently. Your Vodafone fax number can help you differentiate between incoming voice
calls and fax transmissions. You can also send and receive faxes anywhere on earth with your
Vodafone phone By opting for the Vodafone Data Services you can access e-mail, databases and the
Internet. All on your single incoming data number.

Call Management Services

There may be occasions when you need to conference with up to six people at a time or talk to
just two. Or you are speaking to someone and want to forward an incoming call to another phone.
With your Vodafone phone, you can do this and more. Vodafone helps you manage your calls
effortlessly so that you stay in control of your conversations, always.

Voice Response

Get your Vodafone phone to respond directly to your commands. Custom designed to recognize
Indian voices and accents, the Voice Response service makes your life more convenient. You can get
the latest updates on news, stocks, cricket and your horoscope. Airtime charges will be Rs.6 per
minute (1 minute pulse).

Voice Messaging

Voice Messaging has become even more affordable. You can now send voice messages to cellular
phones as well as fixed telephone lines in USA or Canada for just Rs.3.95 per min* (as against Rs.4.95
per min earlier).Voice messages within India across select networks will cost you Rs. .95 per min
only. Also, recipients of the cellular Voice Messaging service have the option of replying back to the
messages, which get returned back as return Voice Mail messages, facilitating two-way (though not
simultaneous) voice communication.

27
Yahoo! Messenger For SMS

You do not have to wait to get a PC to use the Yahoo! Messenger. With the exclusive Vodafone-
Yahoo! tie-up, you can easily get connected through your Vodafone phone. This unique messenger
comes with a lot of exciting features. You can connect with all Yahoo! Messenger users, send, receive
and reply to instant messages, view and manage your friend list and also manage authorization
requests. All this and more just by using SMS.

Cell Banking
Vodafone now puts the bank in your pocket with Cell Banking. Access your bank account and
transact directly on your Vodafone phone by sending text messages. The first of its kind in India, this
service enables you to conduct your banking without having to visit the bank or making a call. You
can do Cell Banking from over 90 countries worldwide.

Roaming
Now you can always stay connected, no matter where you are. With the VodafoneRoaming
facility, you can use your Vodafone phone in over 100 countries worldwide and over 1000 cities,
towns and highways across India. Vodafone Roaming makes life easy and convenient for you.

Vodafone Essar, one of India’s leading cellular services providers, today announced
Significant reduction in international roaming rates for its Postpaid customers traveling to South
Africa during the upcoming DLF Indian Premier League (IPL) cricket tournament. Vodafone Essar is
the official partner to DLF IPL 2013.

One number across the globe Your Vodafone phone number and PIN number remains the same
whether you are in Delhi, Chandigarh, London, Paris or anywhere else in the world.

National and International Roaming on Vodafone Prepaid

Roaming on Vodafone Prepaid gives you the most extensive coverage in over 1000 cities, towns
and highways across India, and in over 100 countries around the world. Enjoy Roaming on your
Vodafone Prepaid card and stay in touch wherever you go.

Yahoo! Mail For SMS

You can now directly access your email account on Yahoo! Mail on your Vodafone
phone. What’s more, you do not need a WAP enabled handset for this service as it
is based on SMS. So gain freedom from your PC and access your Yahoo! mails anytime, anywhere on
your Vodafone phone.

28
WAP

With WAP, you can have the Internet directly in your pocket. So if you are looking for quick
and easy delivery of information and services, your Vodafone phone can show it all. Use it to check
out news, finance, shopping, entertainment, travel, entertainment and city service information etc. To
access this service all you need is a WAP enabled handset and WAP services activated on your
Vodafone phone.

Group Messaging

Party invitations, movie outings, festive greetings... whatever be the occasion, you can send
your message to all your friends at one go! With Group Messaging from Vodafone, you can thus save
yourself the bother of painstakingly sending your message to one person at a time whether you are on
Vodafone Prepaid or Postpaid.

Vodafone4help

Vodafone4help now lets you take advantage of a lot more services than before. You can
connect to the nearest fire brigade or mechanic or florist or even order a pizza. If you are stranded in
the middle of the road, or if you need immediate medical attention or if you are looking for a police
station close by, Vodafone4help gives you instant access to your nearest source of help, anywhere in
Delhi or the NCR.

29
 CHAPTER – IV

THEORATICAL ANALYSIS OF
RECRUITMENT

30
LITERATURE REVIEW

DETERMINING SOURCING SHORTLISTING

RECRUITMENT RESUMES CANDIDATES

EVALUATING

+ INTERVIEWING FILTERING CANDIDATES

SELECTING

RECRUITMENT PROCESS

DETERMINING MANPOWER REQUIREMENT

A Recruitment analysis is conducted depending on the job profile. A well- designed and
comprehensive recruitment analysis is invaluable to an organization’s well being. Recruitment
analysis basically ensures the availability of the right resources in the right place to match the future
organizational needs. Recruitment analysis can be defined as the process of ensuring the right number
of qualified people, into the right job at the right time to deliver the results in an efficient and effective
manner. Recruitment is the process of searching for and attracting qualified candidates to apply for the
positions that are available. Whether your company is heavily recruiting or in the midst of a hiring
freeze, you should always have a recruiting plan. Plans will vary based on hiring volume and type of
position, but you should articulate a standard strategy of how you recruit and fill positions. A well-
defined recruiting strategy will help ensure that the right employees are in place when needed.

The objectives are:

1. To maintain the required quantity and quality of human resources required.

2. To forecast the turnover/attrition rates.
3. To plan to meet organizational human resource needs at the time of expansion or diversification.
4. To make contingent plans to handle sudden requirements and situations of shortfall.

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SOURCING RESUMES:
There various methods of recruiting are given below:

1. INTERNAL SOURCES: Many organizations try and identify employees from within the
organization to be groomed to take on higher responsibilities. Internal recruiting is beneficial, as
workers know the firm culture; managers already know the workers and the internal advancement
can motivate the employees. In today’s technologically advanced world many organizations
depend on their HRIS. Some of the internal sources are:
a. Job Postings: Openings are published on bulletin boards (electronic or hard copy)
or in lists available to all employees. Interested employees must reply within a
specified number of days and they may or may not have to obtain the consent of
their immediate supervisors. This is the process used by managers to provide
information about job openings to employees.
b. Employee Referrals: Employees working with an organization recommend their
friends or acquaintances for vacant positions in the organization. This source is
usually one of the most effective and reliable methods of recruiting because many
qualified people especially for the lower and middle management are reached at a
very low cost to the company.
c. Contract Management: Temporary worker pools are created to meet out the
unexpected demand of the human resource in the organization.
d. Previous Employees: Organizations can recruit their previous employees as they
can prove to be reliable as they already know about the organization policies and
procedures and need not to be trained and easily adjust to the environment.

2. EXTERNAL SOURCES: To meet demands for talent brought about by business growth to seek
fresh ideas or to replace employees who leave organizations periodically turn to the outside labor
market. Managers look outside the firm for people who have not worked at the firm before. The
following methods are adopted to recruit people from outside:

32
 a. Press Advertisements: Advertisements are placed in both newspapers and trade journals
and three factors influence the choice of this media-cost, profile of the readership and
circulation. Some factors affecting the design of advertising are:
 The image of the organization.
 The nature of the job.
 The chosen media.
 The prediction of the target market.
b. Walk–INS: In a walk-in no prior appointment is there, the applicant approaches the
organization directly. It is the most common and least expensive approach as in this the job
seekers submit unsolicited application letters or resumes and from employees point of view,
walk-ins are preferable as they are free from the hassles associated with other methods of
recruitment. Direct applications are particularly effective in filling entry-level and unskilled
vacancies, some organizations compile pools of potential employees from direct
applications for skilled positions.
c. Employment Agencies: Employment agencies now provide occupations for almost all
levels in an organization. They are broadly classified into public or state agencies, private
agencies and headhunters.
d. Job Sites: Various job sites like Naukri.com, Times jobs.com,Monster.com etc come in
very handy in finding candidates with the desired skills.
e. Job fairs - Job fairs typically work best for entry-level candidates, but events targeting
diversity and/or specialty careers, e.g. engineers, can be found.
f. Corporate Web site - When job seekers are interested in a company they will go directly
to that company's Web site to conduct research and/or look for available jobs. Make sure
your Web site's job section makes it easy to find and apply for jobs.

SHORT – LISTING:

Short listing is the transition phase between recruitment and selection. It is the stage where the total
number of applicants is reduced to select the group the employer wishes to carry on to the selection
phase. Short listing may comprise of several stages depending on the number of application received,
the complexity of the job requirements and sophistication of the selection process used by the
organization. Short listing comprises of:

33
1. KNOWLEDGE OF MATCHING CV’s: First of all the candidates are short listed on the basis of
matching the CV’s. The CV’s or curriculum vitae are universally used and their form is
standardized.
Typically a CV comprises of:

 Evidence of Skills, Abilities and Achievements

 Employment History
 Experience
 Education
 Languages

2. METHODS OF SHORT LISTING: The most common way to reduce the number of applications
by short-listing them by categorizing them to various departments first. Then asking the department
heads to shortlist the appropriate candidates accordingly.

3. SHORT–LISTING – THE PROCESS:

 Short listing must be carried out independently by at least two people and ideally, as many of
the interview panel as possible.
 Any member of staff, who may prejudice the outcome, should be excluded from short listing.
 Short listing should always be carried out using the person specification so that applications
can be measured and assessed against criteria and be made on the basis of fact and not
assumptions.
 The use of short-listing form is recommended. The short-listing panel to record individual
assessment of each candidate and provide feedback can use short-listing form.
 Short-listing form must be used at the interview stage. Short-listing decisions must be based
only on the information contained in the application form and any other supporting
information supplied by the candidate. Irrelevant information in the application form should
be disregarded.

34
  The attributes in the person specification must be consistently applied to all candidates
irrespective of their gender, ethnic origin, age, socio-economic background, disability,
religious or political beliefs, family circumstances, sexual orientation or other irrelevant
factors.
 Some information can only be determined at interview stage or as group exercises,
presentation, tests, etc.
 After individual assessment of each application, decision of whom to short list must be taken.

Once a short list has been drawn up, candidates should be invited for interview. In the short listing of
candidates the following things should be kept in mind:

o Evidence of skills, abilities and achievements that match the criteria that have been specified
as essential for the job as closely as possible.
o Consistency of employment (look for unexplained gaps).
o Qualifications compatible with the dates given.
o Evidence of career development.
o Evidence of industry knowledge.
o Previous employer.

FILTERING:

Filtering techniques are used to reduce the number of applicants and also gather relevant information
needed before conducting the interview. Filtering techniques involve different methods, such as:

 Knowledge Based Filtering

 Skill Based Filtering
 Attitudinal/Behavioral Filtering

 KNOWLEDGE BASED FILTERING: This method is used when the number of applications
is more like in Campus recruitment. The evaluation is done based on candidate’s academic
qualification, percentage of marks scored and experience level or through simple written tests.

35
  SKILL BASED FILTERING: The tasks and skills that may be assessed using simulation
exercises are varied. Different types of simulation exercise include:

 In-trays: In-trays or in-baskets involve working from the contents of a manager’s in-tray, which
typically consist of letters, memos and background information. You may be asked to deal with
paperwork and make decisions, balancing the volume of work against a tight schedule.

 Test of productive thinking: The tests look at the volume, diversity and originality of your ideas. You
are presented with open-ended questions relating to various problems and situations and are asked to
generate responses within a time limit.

 Group exercises: Group exercises are timed discussions, where a group of participants work together
to tackle a work-related problem. Sometimes you are given a particular role within a team, for example
the sales manager or personnel manager. There would be assessors, who are not looking for right or
wrong answers, but for how you interact with your colleagues within the team.

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

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

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

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

36
  Ability Tests: Ability tests attempt to measure awareness, knowledge and other such aspects. They
also measure simple skills like problem solving. Each test is presented under exam conditions with a
strict time limit. Employers use aptitude test either as a small part of the interviewing process or to
determine whom they will interview i.e. those who achieve a certain mark. Tests are of different types
like Language Usage, Spelling, Numerical Ability, Reasoning, etc.

 ATTITUDINAL/BEHAVIORAL FILTERING: It involves Psychometric Testing. It helps in

knowing how employees fit into an organization’s culture. Organizational psychology should not be
confused with clinical psychology. Psychological assessment aims to assist organizations with their
human resource issues. Assessing candidate’s aptitude and personal style helps organizations make
effective selection decisions. Psychometric testing is mainly of two types:

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

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

INTERVIEWING:

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

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

 ASSESSMENT

The most common type of interview for assessment is a job interview between an employer and an
applicant. The goal of such an interview is to assess a potential employee to see if he/she has the social

37
skills and intelligence suitable for the workplace. Similar interviews are also used for admissions to
schools, allotment of grants, and other areas. In most developed countries, rules and regulations govern
what can be asked in these interviews.

Highly personal questions and those unrelated to the job at hand are forbidden, as are questions which
invite discrimination ("do you plan to start a family?"). However some interviewers tend to ask such
questions in order to see how the interviewee reacts and if (s) he is able to elegantly avert the question.
Such interviews can be brief fifteen-minute affairs or they can stretch for many hours even over a
series of days. Another important type of interview is the psychological one that can be divided into
three forms: structured, semi-structured and non-structured.

 INFORMATION

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

A good interview results from

 Proper preparation.
 Identifying the candidate’s abilities before discussing the position.
 Asking a series of open – ended questions.
 Evaluating interviewing results.
Good interview questions start with job description (analysis).The job description includes tasks,
responsibilities and requirements. Those who currently perform the job should create it. This will
reduce the inaccuracies and increase the interviewer’s awareness of the actual job duties. It should
further:

 Determine the competencies needed for successful performance in the job and then rank
them respectively.
 Prepare questions hat measure each defined competency.
 Establish an evaluation method for the results.

38
THE OVERALL INTERVIEW PROCESS

PRE – INTERVIEW PREPARATORY PHASE

THE INTERVIEW ITSELF

THE POST INTERVIEW ASSESMENT AND

DECISION PHASE

THE PRE – INTERVIEW PREPARATORY PHASE: The pre – interview phase includes few

things to be done for ensuring effectiveness of the total operation so as to avoid any mistakes, which

adversely affects the whole interview process. It states:

 Use the data of job analysis to determine the requirements for effective performance of the job

and the criteria by which these may be identified and assessed. These data provide the

foundation for the whole selection process.

 Determine acceptable entry levels for new staff vis - a vis the job requirements for fully

effective performance.

 Use other tests and information to supplement the evidence provided by the interview. Any

other selection methods used need to be validated, i.e. shown to improve the predictive quality

of the process.

39
 Decide the panel of interviewers. When an interview board is used the membership should be

the smallest number necessary to fulfill the task.

 Pay particular attention to all-important environmental details such as time, place and setting to

enable candidates to feel as comfortable as possible.

 Produce a coverage plan designed to provide the maximum possible significant information.

 When interview boards are held, discuss and agree the objectives, criteria, the coverage plan

and the areas that each board member will cover.

THE INTERVIEW:

The interview process should:

 Concentrate initially on establishing a sympathetic, productive atmosphere to encourage

candidates to talk freely.

 Begin with introduction and a brief explanation of the purpose and scope of the interview.

 Follow the broad chronological, systematic coverage plan throughout in order to ensure a

comprehensive coverage. Deviations are likely to create gaps in the information obtained.

 In board interviews arrange for each interviewer to interview in turn.

 Pay utmost attention to the form of question, i.e.:

 Concentrate on acquiring as much evidence as possible of potential ability to do the required

job, based on the facts of past behavior and achievements.

40
  In general avoid hypothetical questions, especially those which have no bearing on the job.

They can only produce hypothetical answers.

 Use a simple open question form which does not imply answers.

 Be constantly alert to possible effects of the interviewee’s non-verbal behavior and manner and

possibility of misinterpretation of intentions by candidates. Be a little sympathetic and avoid

extremes of coldness.

 Place information in perspective.

POST – INTERVIEW ASSESSMENT AND DECISION:

More often than not there are more candidates than vacancies. The selectors should assess the
suitability of each individual candidate instead of comparing the merits of candidates. It should:

 Systematically assess the evidence obtained in the light of the job requirements.
 In assessing evidence concentrate on solid facts of past behavior as indicators of motivation,
attitudes, values, personal qualities and abilities and in sum of potential to do the job. There is a
little correlation between the behavior and likely behavior in the actual environment and
conditions of work.
 In the assessment process take account of all available evidence. The documents are very useful
when written by the authorities competent to confirm the facts of past performance. They are of
much more doubtful value when they purport to assess suitability for employment because of
the likelihood of bias and the writer’s probable lack of direct knowledge of the job
requirements.

41
KEY INTERVIEWER SKILLS:

 LISTENING

 BODY LANGUAGE SENSTIVITY

 COMMUNICATION STYLE

 QUESTIONING

1. LISTENING: Most people aren’t good listeners. A good listener encourages positive results.
We listen best when there is a pay-off or a penalty. Personal listening awareness is the key to
constructive change. It should be kept in mind that work and listening are inseparable and lazy
listening is hidden cost in business. We tend to equate “listening” with “hearing” and that is simply not
the case. Good listening implies heightened awareness of what you hear, accurate reception of the
information presented to you and integration of information in such a way that it is useful.
Four key elements of listening:

a. Focus
b. Empathy
c. Emotionalism must be avoided
d. Feedback

2. BODY LANGUAGE: Some common aspects of non – verbal communication (Body

Language) include following which can help in knowing what signals you are giving or you can
deliberately send the signals you want to.

 Arm Barriers: The most common of these is when the arms are folded across the chest, thus
protecting the body’s vital organs and consequently signifying a defensive action. If the fists are
clenched, the person is holding him/herself back (temporarily). A disguised arm fold is when one hand
moves across the body unnecessarily to adjust a watchstrap or cuff.

42
  Hand to Face Gestures: A very common hand to face gesture is when the speaker places a
finger or fingers in front of the mouth when speaking which is interpreted as an untruth being told
when the speaker is rather embarrassed about speaking it. The movement may be traced to an action of
wanting to say the words but at the same time, hold them back with the hand. The result is
incongruence and rising of suspicion.

If the hand is placed to the cheek, with the forefinger pointing up, often accompanied by a slight tilting
of the head, this suggests that the listener is in fact listening and taking account of what is said
normally a good sign.

 Postures: The ‘set’ of body whether rigid or relaxed gives immediate signals of reaction and
can be accompanied by other non-verbal signals. A forward facing posture with hand obviously placed
in the pockets deliberately suggests a power approach.

 Sitting and Sitting Postures: How the other person is sitting can give us some good
indications of their attitudes. Reversing the chair and sitting, leaning over the back can indicate power
and control; slumping (with arms folded or clasped in the lap) may suggest dejection or
submissiveness. The square-on position behind the desk, with the person leaning forward on the desk
with the hands placed downwards on the desk and a stern look on the face must signify an aggressive
attitude. This is the most consciously noted non-verbal signal.

3. DIFFERENT TYPES OF QUESTIONING: The different types of questioning methods are:

o Questions to avoid
o Open vs. Directive vs. Close ended
o BEI (Question Cycle Method)
o Probing

 Questions to avoid: Don’t ask ‘multiple’ questions, don’t ask ‘leading’ questions, which
give the candidate hints about the kind of answer you want and also don’t ask ‘no-win’ questions. By
restricting answers to areas that show the candidate would do something wrong, you won’t find what

43
they naturally would do. Think carefully before asking ‘clever’ questions as an experienced candidate
would give impressive answers but if their answers past performance questions don’t show their
strengths, this type of question is unlikely to reveal them.

 Open-ended vs. Directive vs. Close-ended Questions: Open-ended are those that do not
define the scope you should take (i.e., how many and what kinds of experiences to discuss). Open–
ended questions have more room for creativity. Examples of open-ended questions are: What do you
know about our company? , What are your strengths and how do you relate to our company? Or what
are your biggest accomplishments; work non-work during the past few years?
Direct Questions are used to gather the data that is factual and objective. These types of questions
do not probe into the values and ideas of the candidate. Examples of direct questions are: With your
background, what makes you think you can do this job? Or Are you sure you want this job?

Close-ended Questions are those types of questions which will have answers either yes or no.

 Behavioral Event Interviewing: Behavioral based interviews use questions allowing a

candidate to tell stories about experiences. The objective is to select and probe for competencies which
will result in more effective selection decisions. It includes probing for critical events and specific
competencies. Also deciding what data is valid and predicts future success in the job.
The question cycle method is well accepted in the industry today. It includes setting scene
questions, asking past performance questions, what-if questions, then more detailed and other
questions and lastly giving information about the company and the job.

 Probing: The key to getting candidate to talk openly is to ask probing questions. The main
purpose of probing is to simultaneously track what the interviewee is saying without direction and
constantly following all leads that help reach the objectives of the interview.

4. CONCLUDING THE INTERVIEW: Towards the closing of the interview leave time to answer
any questions the candidate may have and if appropriate advocate your firm to the candidate. Try to
end all interviews on a positive note.

44
EVALUATION AND SELECTION:

Continual monitoring of your recruiting process will lead to better hires. When you identify an issue in
your process, adjust your programs accordingly. In addition to tracking traditional metrics such as
time-to-fill and cost-per-hire, make sure you take into account ways to measure some of the intangible
metrics, such as quality of hire and retention. Keeping track of your recruiting and retention successes
and challenges will help you fine tune your program into an effective and efficient hiring system that
your whole company can embrace.

Evaluation requires a total comprehension of the job and of the candidate and of their relationship to
each other. A very important concept that the recruiter should be aware of at the time of evaluation and
selection is that of “Bad Recruitment.” While doing a recruitment it should always be kept in mind
that it does not turn out to be a bad recruitment.

Bad Recruitment

The entire effort, time, cost and resources that are spent in the recruitment process, go wasted if the
recruitment turns out to be a “bad recruitment.” A bad recruitment is one where the hired candidate is
not able to do justice to the role/job assigned to him/leaves the organization very soon/the cost of
recruitment is higher than the value addition that the new employee is expected to do in the
organization etc. In such a scenario the entire purpose of recruitment is defeated, hence at the time of
recruiting the HR manager should all the time have at the back of his mind that his recruitment should
not turn out to be a bad recruitment.

Bad recruitment occurs in 3 situations:

 Cannot do: The person lacks the skills required.

 Will not do: The person lacks attitude.
 Does not know what to do: The person lacks the knowledge.

45
Cost of Bad Recruitment

1. Direct Recruitment Costs

 Advertising
 Travel and stay
 Time costs of people concerned

2. Induction Costs
 Administrative costs
 Relocation costs

3. Stabilization Costs
 Learning time
 Mentoring and Team time

4. De – Motivation Costs

 Unproductive time
 Other people leaving
 Team loss

5. Client Related

 Internal/External Client loss

 Future business loss

6. Leaving Costs

 Other people leaving

 Redundancy costs
 Handover costs

46
Why Bad Recruitment Occurs?

Recruitment has acquired immense importance in today’s organizations. Organizations have realized
the Value of human capital and its role in their development. Recruitment is the first step in the
process of acquiring and retaining human resources for an organization. In today’s rapidly changing
business environment organizations have to respond quickly to requirements for people.

Bad recruitments affect the company and the individual. The wrong person doing the wrong job is
harmful to the companies. Yet in all cases, the cause of the bad recruitment can be traced to one of the
following reasons:

 Poor analysis of job function.

 Poor analysis of necessary personality – skill profile
 Inadequate initial screening
 Inadequate interviewing techniques
 Inadequate questioning techniques
 Poor utilization of second opinions
 References were not checked
 Other issues like Halo Effect, Stereotyping, Similar-to-me Effect, First Impression, and
Leniency Errors, etc should also be evaluated.

47
 Recruitment Procedure

START

The candidate goes through

the first level of Interview
A Department head raises
a requisition

Has the
The concerned head fills the candidate
manpower requisition form
Yes qualified the
first round of II
The concerned requisition then goes to the CEO/ED/D
The candidate fills up the
(O) for the position approval. Interview?
application blank

Once the approval is given HR team sits with the

concerned department head/team and finalizes the The candidate goes through
date within which the requirement is to be filled II
the second level
and discusses the special skills /experience.

HR decides the source of CVs (Ads, Referral,

Has the candidate
Consultant, Job Portals) qualified the
second level of
Interview
The short listed candidates are informed of the
selection process’ venue and time at least 48 hrs II
in advance

HR invites CVs and shortlists the same The candidate goes through
a round of HR interview

Has the
Has the short candidate
listed candidate qualified the
turned up on time HR interview?
for the selection
II process.
48
 Step1.The first round of interview is conducted by a panel comprising of 2-3 members, this is mainly
the technical round where the candidates overall knowledge and expertise are judged.

Step2.After a thorough technical screening, the candidates are interviewed by the Director operations
[D(O)], he interviews them and decides the candidates overall suitability in the organization. In
Vodafone no permanent recruitment takes place without an interview with the D(O).

Step3.Once the candidate is recommended by the D(O), there is an HR round where the salary of the
candidate is negotiated. This is done by the HR office, New Delhi

Step4.After the salary negotiation, the Noida Office sends the candidate details to the Corporate
Office Noida for reference check and for generation of appointment letters.

Step5.The Corporate Office Noida, after conducting a reference check generates appointment letters
and dispatches the same.

Step6.The selected candidates are expected to join the organization within 15days of receiving the
appointment letter. They are required to undergo a complete medical check-up before joining
Vodafone and submit a copy of the same at the time of joining.

Step7.Retention and Updating of the Records.

Retention Of Records:

 All records of selection processes of hired candidates are retained in his/her

 personnel file.

 All records of selection processes of rejected candidates are also retained for

a period of one year from the day on which the candidate’s last recruitment

process was held.

 These records are cleared at the end of one year after scrutiny.

49
Updating Of Records:

 The detail of every employee who has been hired has to be updated within five working days of
the date on which his appointment letter has been issued.

 If the new hire fails to turn up on his/her first working day, this is added to his
records within three working days from the date on which he was supposed to report to work for the
first time.

50
HUMAN RESOURCE INFORMATION SYSTEM (HRIS)

Human Resource Information System or Human Resource Management Systems (HRMS) shapes an
intersection between Human resource management (HRM) and information technology. It merges
HRM as a discipline and in particular it’s basic HR activities and processes with the information
technology field. It is a systematic procedure for collecting, storing, maintaining and validating data
needed by an organization about its human resources, personnel activities, and organization unit
characteristics.

HRIS is a fast growing area of HR due to the technology driven culture we live in. HRIS are software
systems that are designed to make the process of HR record keeping much more effective and
efficient. The systems are created to hold employee information, and they can span from just payroll
systems to broad relational databases that hold a variety of employment information. A key benefit to
computerized records is the ability to run reports and connect data. In a company without a formal
HRIS system, you'll find HR professionals utilizing Access, Excel, or manual filing systems to track
and maintain the needed information concerning employees.

Traditionally, human resources departments relied on multiple programs in each department. An HRIS
integrates all of these programs through a common database and single-user interface. An HRIS
combines separate HR systems into a centralized database that performs the majority of HR
transactions.

Role of Human Resource Information System

HRIS is a much more dynamic concept than the traditional personnel function in an organization
which has multiple functions since it not only does it deal with the problems of administering the
personnel functions but also helps the organization in several ways as under:

1. Providing support to other systems – Supportive Role

2. Development of systems and research – Administrative role
3. Management of Human Resources – Managerial Role
4. Developing Competencies of various kinds – Developmental Role
5. Catering the process needs – Process Role

51
Objectives of HRIS :

1. To offer an adequate, comprehensive and on-going information system about people and jobs in
a centralized and accessible location.
2. To supply up to date information at a reasonable cost.
3. To deliver an accurate, timely management information.
4. To allow an easy and faster access to data and to facilitate human resource planning decisions.
5. To provide data security.

HRIS is designed to monitor, control the movement of people from the time they join the organization
till the time they decide to leave the organization. It actually provides the support for the following sub
systems:

1. Recruitment Information
2. Leave, transfer, promotion, increment Information
3. Manpower planning Information
4. Training Information
5. Performance appraisal Information
6. Payroll Information

Need for HRIS

With the rapid advances in Information Technology, a tighter labor market with higher recruitment
and retention efforts by employers together with an increasing mobile workforce in a global market
place, the face of the Human Resource function has changed forever. All these influences represent
both challenges and opportunities for all management functions and especially for Human Resources,
with employees’ skills and knowledge becoming the key factor to success in today’s very competitive
marketplace.

52
In today’s business environment, the HR functions must not only be focused on the work place but
also the market place and linked directly to the core business strategy. In order to achieve this, the HR
department should be an integrated unit within the business and therefore centralized.

Need For Change

There are several very important reasons for regularly reviewing your current system with what is
available in the software marketplace. First and foremost: cash the bottom line. When was the last time
anyone in your company had taken a hard look at the costs associated with your current HR software?
How much time is spent maintaining personnel records, recording time, running and correcting
payrolls, maintaining training and succession files, etc? How much money and resources are being
used to pull information from multiple databases or converting data in order to run reports? How many
double and triple entries are being made just to preserve the integrity of multiple systems and
databases? These are just a few questions that probably aren’t being asked or answered.

A company could attain cost savings if timely information was available throughout the organization.
A real time integrated HR system could help you spot costly negative cash flows such as high-targeted
turnover, high levels of absenteeism within certain business units, and low retention. Company-wide
reporting through an integrated HRIS system can enable managers to proactively adjust policy to
avoid these unwanted expenses. Tracking and managing employees training and development on a
single system allows the company to internally promote and fill vacancies internally, further reducing
recruitment expenses. By integrating external recruitment, position requirements can be matched with
applicant’s qualifications, also reducing costs through decreased turnover. Downloading payroll
results and other cash flows out of payroll into accounting can be automatic through an integrated
system. This only a brief review of cost savings that can be achieved though an integrated HR system.

Selection Process

Selecting HRIS software can appear to be a relatively ambiguous process to decision makers as the
information is always favorably skewed from software vendors .By taking a few steps before
interviewing vendors, you can accurately obtain company-specific information. Before choosing HRIS
the following points must be considered by the company.

53
Benefits

 How will our organization benefit from a new HRIS system?

 What are the risks associated with implementing new HRIS software?
 What are the risks associated with deciding to continue to operate as before?

Financial Aspects

 How much value will this software add to our organization and what are potential savings?
 How do the newly gained benefits compare to the overall investment?
 What are the risks associated with deciding to continue to operate as before?
 How much money is being wasted on opportunity costs associated with the current HR
software?

Track Records

 Which and how many other companies within our industry use this software? What is their
satisfaction level?
 How experienced are the consulting firms in the industry?

Internal Resources

 How resistant are users to change?

 How can I form a dedicated project team?
 How long will it take for users to be self-sufficient?

The Future
 Which and how many other companies within our industry use this software? What is their
satisfaction level?
 How much value will this software add to our organization and what are potential savings?
 How do the newly gained benefits compare to the overall investment?
 What are the risks associated with the deciding to continue to operate as before?
 How much money is being wasted on opportunity costs associated with the current HR
software?

54
There is always some degree of uncertainty when it comes to selecting a provider for your HRIS
system, but there are ways to reduce this uncertainty. By identifying specific needs of a new system,
understanding the barriers to making the best decision and taking measures to overcome these barriers,
your company can better understand the process and reduce this uncertainty.

HRIS Practices At Vodafone

At Vodafone, a very traditional approach of maintaining HRIS is followed. The organization does not
make use of any special software for this purpose. Vodafone uses Microsoft-excel for maintaining all
its HRIS, and at present does not have any centralized information system in the organization.

The HR department circulates Role Summary Sheets/Performance Appraisal forms to all the
employees of the organization, irrespective of their project and cadre. Role Summary sheets are
circulated once in every six months whereas the Appraisal is done only once a year. These sheets are
filled by the employees of all departments and sent back to the HR, for updating its HRIS.

One main master document is prepared in Excel and any type of information that the organization
needs can be generated or retrieved from it.

55
Problems In The Current System

The current practice of maintaining employee records in excel has the following disadvantages:

1. Lack of proper workflow in the organization

2. Data Inaccuracy
3. Improper handling of the information
4. Traditional way of generating the reports
5. Longer time to retrieve data
6. The entire process of circulating Role Summary Sheets/Performance Appraisal Form in all
departments, collecting them; in itself takes very long. The entire exercise takes almost a
month and within this duration there are fresh joinings, resignations and transfers. Hence the
data is not very reliable.

My role In The Recruitment Process

 My role included downloading profiles from Naukri.com and initial screening of the CV’s.
 Then getting these profiles short listed from the concerned head of the department.
 Lining up short listed candidates for all levels of interview i.e., for the first, second and the
final round.
 Coordinating interviews with the panelist as well as the candidates with regards to the timing,
date and place of the interview.
 Preparing detailed Synopsis before the interview for the consultation of the interviewer
panelist.
 As soon as the approval is sent by the office, communicating to the candidates to send their
current organization’s appointment letter and salary slip for further processing.

56
OBJECTIVES & SCOPE OF STUDY

 To recruit and retain the human resource of required quantity and quality.

 To foresee the impact of technology on work, existing employee and further human resource
requirement.

 To minimize imbalances caused due to non-availability of human resources of right kind, right
number in right time and right place.

 To identify and satisfy individual and group needs.

 To provide of facilities and condition of work and creation of favorable for maintaining stability
of employment.

 To create facilities and opportunities for individual or group development.

 To consider and contribute to minimization of socio economic evil and to improve the welfare of
society.

 Recruitment of right personnel posing requisition skills, knowledge and competence.

57
IMPORTANCE OF STUDY

 Determine the present and future Requirement of organization in conjunction with the personal
planning and job analysis

 Increase the pool of job candidate with minimum cost.

 Evaluate the effectiveness of various recruiting techniques and sources for all type of job
applicant.

 Increases organizational and individual effectiveness in short and long term.

 Start – identify and preparing potential job applicant who will be appropriate candidates.

 Meet the organization legal and social obligations regarding the composition of it workforce.

 Help reduces the probability that job applicant once recruited and selected will leave the
organization only a short period of time.

 Help the increase success rate of the selection process by reducing the number of, obviously
under qualified or over qualified job analysis.

58
RESEARCH METHODOLOGY

RESEARCH DESIGN

Decision regarding what, where, how, when, how much, by what means concerning an inquiry in a
research design. It is the arrangement of conditions for collection for collection of data in a manner
that aims to combine relevance to the research purpose with economy in procedure. The plan is the
overall scheme or program of research. In other words, scheme or strategy implies how the research on
objectives will be reached and how the problems in the research can be tackled. Research related to
human behavior is a systematic design, collection, and analysis, reporting of data and finding relevant
situations to the problems faced by the company.

In short the study endeavors to describe “Recruitment and Selection” situation prevailing at Vodafone,
Delhi with the help of the opinions cherished by the respondents.

Research Methodology

The questionnaires were prepared for the employees to know their opinion about the recruitment and
selection process of the company and the field form were collected and analyzed.

Sources of data:
Primary Data- are those which are collected for the first time for a certain investigation. These are
original and essential raw data. No doubt this is very time consuming but nevertheless, the results are
accurate and reliable. In the study, the primary data is collected through schedules. Schedules may be
defined as a Performa that contains a set of questions, which are asked and filled by the interviewers in
face to face situation.

59
Secondary Data: are those information or facts already collected. Such data are collected with the
objective of understanding the past status of any variable. Study have been undertaken by collecting
the published data about profile of the company, its recruitment and Selection process.

Data Collection:
When planning was completed, the survey moved into the field and undertook the fieldwork that is
distribution and collection of facts. The total numbers of questionnaires distributed were 35 out of
which only 30 were considered for analysis, few were not considered due to incomplete data entry
and few questionnaires were not filled.

Sample Design:
Type of universe: the universe has a finite number of respondent’s i.e.35 who are involved in the
recruitment and U.P. Selection process and works only for their Vodafone.
Sampling unit: the sampling unit is the individual worker of Vodafone.

Size of the sample: the sample consisted of 30 employees.

Sampling Procedure: Non probability sampling is used in the procedure of the research. In which the
probability of unit selection is unknown at any stage of the selection process and the selection of unit
is based on the judgment of the researcher was selected.

The method used was purposive sampling. These term means selection by design – by choice and not
by chance. The sample was chosen which was thought to be typical of the universe with regard to the
characteristic under investigation.

Such type of sampling was possible because of my guide who already had the necessary required
knowledge about the staff that made it easier to recognize typical items in the universe.

60
Tools and Techniques for Analysis of data:

Researcher must breathe life into the cold data by skillful analysis and hence need to follow
three steps – editing, classifying and analyzing the data.

The content of the data obtained in a survey were carefully checked for any possible inconsistencies
and incompleteness. Then came the careful analysis – the data are then coded and tabulated according
to the rating in the dummy table. And then finally tabulated data is interpreted to reach a final
conclusion.

61
 SWOT ANALYSIS
SWOT Analysis is a strategic planning method used to evaluate the Strengths, Weaknesses,
opportunities, and Threats involved in a project or in a business venture. It involves specifying the
objective of the business venture or project and identifying the Internal and external factors that are
favorable and unfavorable to achieving that objective. The technique is credited to Albert Humphrey,
who led a research project at Stanford University in the 1960s and 1970s using data from Fortune 500
companies.

STRENGTHS WEAKNESSES

Leadership Position Centralized Control

INTERNAL
Global Brand Strength Low Flexibility

High Geographical reach High Consumer Churn rates

Expanding Alliances Increased Competition

marketing boundaries Market saturation in Europe

EXTERNAL

Boundaries Growth through Emergencies of Low cost

3GStrategic Alliances Brands

62
 SWOT ANALYSIS OF VODAFONE

Strengths:
The main strength of Vodafone within the telecommunications market lies in its brand
image and recognition. Vodafone, having established a global presence and having invested highly in
marketing a differentiated image by promoting a Vodafone life style, currently enjoys a differentiating
advantage that, if exploited properly, can offer a lead in competition. The presence of Vodafone in
numerous countries within Europe as well as in all part of the world enhances this image. It allows
customers to travel and enjoy easily the services of their home country operator. In the few countries
that Vodafone is not physically present (e.g. Norway) it has well established strategic alliances which
allow for a better service of mobile clients.

Weaknesses:

The expansion of Vodafone has been completed at the expense of direct control of its
operations. The company grew through a process of acquisitions of national telecommunications
companies (e.g. the acquisition of the third biggest Czech mobile phone operator, Cesky mobile) rather
than organic growth. This increased its subscribers’ base
base quickly, offering direct market knowledge and immediate additions of customer bases at the expe
nse of direct effective control of the subsidiaries. At the same timethough, it implicitly imposed a
centralized operational structure for the group, nominating the UK headquarters as the leading
business unit running a much centralized marketing and handset procurement at group level. This has
resulted in the neglect of local markets and local differences, allowing market share to be gained by
smaller local competitors. Due to the highly saturated Western European market this has resulted in an
increase in the price elasticity of demand, with consumers becoming continuously price oriented. This
has resulted in high customer churn rates reaching the level of 32.8% in the UK compared
to O2‟s 24%.

Opportunities:
The telecommunications market, even though highly saturated in some regions offers great
potential due to the ageing population and the sophistication of the consumers. It offers great
opportunities through a careful market segmentation and exploitation of particular profitable segments.
Different strategies should be pursued – simple phones and simplified pricing plans to the ageing
population and more updated, sophisticated solutions for younger generations. The expanding
Boundaries of the market could provide further opportunities by allowing Vodafone to enter more
aggressively into fixed‐ line service and to better enjoy the benefits of its high investment in 3G
technology. More over the company has undertaken its first steps in establishing strategic alliances to
develop customized solutions for end‐ users: Vodafone recently announced two new partnerships, one
with supermarket group ASDA to launch an ASDA branded mobile service in the UK, and another
with electrical retailer DSG International to provide mobile solutions to small businesses. This could
further be enhanced to avoid being a late‐ entrant in this new method of distribution which offers
access to a wide potential customer base.

63
Threats:

The European part of Vodafone’s market is characterized by existing high levels of

competition. Major brands such as O2 and T‐ Mobile are exploiting the price sensitivity of customers
and in this way they are building a stronger image and presence in the market. Indirect competition is
also increasing further, through the presence of Skype and other related (not only voice)
Internet‐ based services. This combined with the upcoming European legislative measures is expected
to limit further the tariffs for the
network providers imposing further need for price cuts which could harm the bottom line profitability
of the company.

64
 CHAPTER – V

DATA ANALYSIS AND INTERPRETATION

65
 DATA ANALYSIS AND INTERPRETATION

It is the last stage of survey. Through good presentation, significant facts and comparisons are
highlighted. The presentation of facts done by preparing charts like bar charts, pie charts etc.

The following interpretation has been done on the basis of the questionnaires filled up the recruiters of
Vodafone. The main aim behind this interpretation is to show how effectively recruitment is done by
the recruiters of Vodafone and their opinions regarding the recruitment process

1- ARE JOB PORTALS BEST SOURCE OF FINDING THE CANDIDATE

Particulars Respondents %
YES 11 12
NO 5 33
Other References 7 11
Internal Database 11 10
Total 30 100

40 36.6 36.6
35
30 YES
25 23.3
NO
20 16.6
15 REFERENCES
10
INTERNAL
5
DATABASE
0

36.6 % recruiters says that yes, job portals are the best source of finding the candidates,16.6%
recruiters says ‘no’,23.3% recruiters prefer references and 36.6% prefers internal database.

66
2- MINIMUM NUMBER OF CALLS MADE TO THE CANDIDATE IN ONE WEEK

Particulars Respondents %
Less than 15 4 13.3
Between 15-20 17 56.7
More than 20 9 30%
Total 30 100

56.7
60

50
less than 15
40
30
30 between 15-20

20
13.3
10 more than 20

13.3% recruiters make at least less than 15 calls in a week and 56.6% make at least 15-20 calls in a
week, 30% recruiters make more than 20 calls in a week.

67
3- PERCENTAGE OF RESUME FORWARDED FOR FORMATING PURPOSES

Particulars Respondents %
5 20 66.6
5-10 8 26.7
Above 10 2 6.7
Total 30 100

6.7
above 10
26.7 5 to 10
5
66.6

0 20 40 60 80

66.6% recruiters forward 5 resumes for formatting purpose in a day, 26.6% recruiters forward 5-10
resumes in a day and only 6.6% recruiters forward above 10 resumes for formatting purpose in a day.

68
4- DURATION OF CALL PROCEDURE

Particulars Respondents %
15 Minutes 6 26
Between 15-20 Minutes 21 61
More than 20 Minutes 3 13
Total 30 100

13%

26% 15 minutes

between 15 to 20 minutes

more than 20 minutes

61%

15% recruiters conduct telephonic interview for 15 minutes, 61% recruiters conduct telephonic
interview between 15-20 minutes and 13% recruiters conduct telephonic interview for more than 20
minutes.

69
5- % OF CANDIDATES SELECTED BY THE VODAFONE

Particulars Respondents %
Below 40% 3 10
40 - 80% 10 33
Above 80% 17 57
Total 30 100

10%

below 40 %

40 to 80 %
33%
57%
above 80 %

According to 10% recruiters, below 40% candidates are selected by the Vodafone, 33% recruiters say
that between 40-80% candidates are selected by the Vodafone and 57% say that above 80% candidates
are selected by the Vodafone.

70
6- PERCENTAGE OF BIO-DATA REJECTED

Particulars Respondents %
Below 40% 3 10
40 - 80% 10 33
Above 80% 17 57
Total 30 100

20%

30%

20%

20 to 50%

above 50 %

50%

20% of bio data are rejected by 20% of recruiters, between 20-50% of bio-data are rejected by 50% of
recruiters and above 50% of resumes are rejected by 30% of recruiters.

71
7- MINIMUM % OF CANDIDATE SELECTED IN THE TELEPHONIC ROUND WITHIN
ONE MONTH

Particulars Respondents %
Below 20% 5 16.7
20-50% 15 50
50-70% 10 33.3
Above 70% 0 0
Total 30 100

50

50

45
33.3
40

35
below 40%
30
40-60%
25 16.7
60-80%
20
above 80%
15

10

5 0

16.6% recruiters say that below 40% candidates are selected in the telephonic round within one month,
according to 50% recruiters,40-60% candidates are selected in the telephonic round within one month,60-80%
candidates are selected in the telephonic round within one month and above 80% no candidate is selected.

72
8- IS TELEPHONIC INTERVIEW SUFFICIENT TO JUDGE THE OVER ALL
CAPABILITIES OF A CANDIDATE

Particulars Respondents %
Yes 12 40
No 18 60
Total 30 100

60

60

50 40

40

30 yes no

20

10

33.3 % recruiters say that telephonic interview is sufficient to judge the overall capabilities of a
candidate and 66.6% recruiters don’t agree with this

73
LIMITATIONS OF THE STUDY

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

74
 CHAPTER – VI
CONCLUSIONS & FINDINGS

75
 CONCLUSION & FINDINGS

CONCLUSION

Vodafone plays a very important and integral part in India companies because in India. 70-80% is
contract positions and all the major companies are totally dependent on recruitment firms to provide
suitable candidates for the jobs vacant. Vodafone aims to provide quality and cost efficient man-power
in a timely manner.

 It (Vodafone) can improve time-to-hire- By outsourcing your recruitment process to Recruiting

Junction (Vodafone) companies can get access to a high quality of candidate pool. Employing a
large number of resources, training them and managing them can consume a lot of their time.
Vodafone can get companies high quality employees without any hassle of searching, finding,
short-listing, negotiating, etc.

 It (Vodafone) gives managers the time to focus on other core HR activities- by outsourcing
day-to-day recruitment activities managers can take out more time for strategic planning, daily
operations, employee retention, training, and long-term people development initiatives.

 Outsource the recruitment process through RPO department of Vodafone and yet retain
complete control- Vodafone. Recruiting Junction can make it easier for firms to transfer non-
core recruitment processes outside the enterprise while retaining full control of information and
workflows in a seamless, tightly integrated manner.

 Increase recruitment cycle productivity- By outsourcing the recruitment process at low cost,
companies get higher revenue and more time to do business development. Vodafone has refined
processes that help you get staff quickly for your day-to-day and scaling needs.

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 FINDINGS

Common mistakes made by recruiters:

 Recruiters do not spend enough time talking to the candidates. They must probe a candidate on the
following points:

 Resume-project wise.
 Availability, willingness & commitment.
 Whether they have any offers in hand.
 Whether they have attended any interviews recently and how do they feel about the same.
 Rate negotiations, should ask for current pay rate & expected pay rate. (Never disclose how
much we can offer).

 Most of the recruiters do searches but titles-since every client have different terminology for
different roles, so recruiters should spend some time understanding the requirement first.

 Recruiters do not keep information related to recruitment process handy.

 Violation of time zones while calling.

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 CHALLENGES

 Adaptability to globalization – The HR professionals are expected and required to keep in tune
with the changing times, i.e. the changes taking place across the globe. HR should maintain the
timeliness of the process

 Lack of motivation – Recruitment is considered to be a thankless job. Even if the organisation

is achieving results, HR department or professionals are not thanked for recruiting the right
employees and performers.

 No Poaching - This agreement creates a firm arrangement between the parties to guarantee a
reciprocal Non-poaching responsibility confirming not employing, partnering, contracting or
engaging each other’s employees, agents, consultants, or anyone otherwise having an interest
in operation or management of the other and provides for a comprehensive solution to confirm
compliance of the conditions agreed in the terms of this agreement.

 Process analysis – The immediacy and speed of the recruitment process are the main concerns
of the HR in recruitment. The process should be flexible, adaptive and responsive to the
immediate requirements. The recruitment process should also be cost effective.

 Lean HR department - Smaller teams typically have a skeleton recruitment team, or one that
is managing multiple competing priorities. During recruitment drives mandated by the line
business, such organizations are sometimes swamped and struggle in doing bulk hiring.

 Strategic prioritization – The emerging new systems are both an opportunity as well as a
challenge for the HR professionals. Therefore, reviewing staffing needs and prioritizing the
tasks to meet the changes in the market has become a challenge for the recruitment
professionals.

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 LEARNING

I had a good learning session working with Vodafone, below are the things which I have got
opportunity to learn about:

HR Structure: have got to know about the entire HR structure, kind of profiles and work being done
in HR function by different process owners in their respective verticals i.e.

1. Talent Acquisition (Resourcing)

2. Performance Management
3. Learning & Development
4. Employee Engagement
5. Payroll and MIS

Recruitment Need: Every organization has its objectives or a set of Goal and a suitable workforce
with one mission is required to achieve those goals.

Recruitment Sources: we have basically two types of Sourcing which is further divided in its sub
parts:

Internal Resourcing

1 Transfers
2 Internal Job Postings
3 Promotions
4 Dependents and Relatives of deceased employees
5 Retrenched Employees

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External Resourcing

1 Advertisements
2 Placement Agencies / Outsourcing
3 Employee Referrals
4 Online Job Portals
5 General Walk-ins
6 Campus Placements

Internal Job Posting: I have witnessed many Internal Job Postings in the beginning and have
exclusively handled one internal job posting as well for the position Team Coach – Customer Service,
we have started the interview scheduled with the written Aptitude and Functional tests with the Cutoff
percentage of 60% following by personal interview with Recruitment Lead and Functional Head.

Interview Questioning: There are certain types of questionings which should be done and which
should not be done like there are questions which should be avoided in interviews like, we should
never ask multiple or leading questions which give the candidate hints about the kind of answer you
want and also we should not ask ‘no-win’ questions. By restricting answers to areas that show the
candidate would do something wrong, you won’t find what they naturally would do Think carefully
before asking ‘clever’ questions as an experienced candidate would give impressive answers but if
their answers past performance questions don’t show their strengths, this type of question is unlikely to
reveal them.

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 RECOMMADATION AND SUGGESTION

Tips to be a successful recruiter:-

 Spend time to understand the requirement

 Pick up right keywords from the requirement for search

 Judge candidate's commitment level learn how to qualify a candidate

 Learn how to qualify a candidate

 Be fast-do not spend unnecessary time on a requirement

 Learn to Multitask

 Have clear understanding of the documentation and contracts

 Develop good listening skills, negotiating skills and analytical skills

 Be patient

 As the interview with the candidates applying for the jobs is conducted on the telephone only
so communication skills play a very major role because the recruiter is communicating with a
person who is from another country. Therefore, there should be no communication gaps.

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 BIBILOGRAPHY

REFERENCE

1. 30 Apr 2008 Book by T.N. Chhabra Managing Human Resource Techniques and Practices 1st Edition
Published on 2000.

2. 1 Apr 2008 Personnel Management 1st Edition 1st Published on 1955.

3. Human resource Management K. Ashwashappa 5th Edition TMG. Sultan Chand Publication.

4. VSP Rao Human Resource Management 2nd Edition Excel Publication.

5. Human Resource Management in Business Context (3rd Edition 2007) by Alan Price Published by
Thomson,

MAGAZINES/NEWSPAPERS

BUSINESS TODAY

BUSINESS WORLD

THE TIMES OF INDIA

THE HINDUSTAN TIMES

WEBSITES

* http://www.vodafone.in

*www.google.com

*www.vodafone.com

*http://en.wikipedia.org/wiki/vodafone

*http://www.vodafone.com/start/about_vodafone/who_we_are.html

82
ANNEXURE

83
 QUESTIONNAIRE

Q1) Name of the employee:

Q2) Recruiter code :

Q3) Are job portals the only best source of finding the candidates?

Yes:

No :

Mention, if some other source/sources is/are there:

Q4) In one day at least how many calls are made by the you (recruiter)?

less than 15 :

between 15 - 20 :

more than 20 :

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Q5) Number of resumes forwarded to the manager for formatting Purpose in a day:

5 :

5-10 :

above 10 :

Q6) Duration of the call procedure:

15 mins :

Between 15-20 mins. :

More than 20 mins. :

Q7) At least how much percentage of candidates are selected by the clients Of Vodafone?.

Below 40% :

40-80% :

above 80% :

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Q8) Percentage of bio-data rejected, submitted by the candidates:

20% :

20-50% :

above 50% :

Q9) How many candidates are selected in the telephonic interview round?

20-50% :

50-70% :

Above 70% :

Q10) Do you think that telephonic interview is sufficient to judge the overall

Capabilities of the candidate?

Yes :

No :

86