Hr Practices in Bharti Airtel

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Executive Summary
The objective of Recruitment is to ensure precisely channeled selection of resources, to enable achievement of the company’s business goals. In Bharti Airtel once the Manpower budgeting is prepared by the CEO, GM-HR & HODs at the end of financial year. The concerned manager of a vacant position requests for manpower through Manpower Requisition Form (MRF). GM-HR approves the form. If the manpower requirement is approved it is forwarded to recruitment manager. Then the sourcing of CVs is done, through various methods. Then the initial screening, if the candidate is selected then he is supposed to fill JAF, and then get the JAF form and mark the date of functional Interview. Short listing of CV’s as per requirement and then the candidates are called for the interviews. Then the candidate’s initial screening is done i.e. qualification of candidate is matched with the requirement. JAF is made to fill by the candidate. Then comes the functional interview round which is taken by the functional manager. If he qualifies functional interview round then the candidate goes for the salary negotiation, which is done by the HR. At last the offer letter is issued to the selected candidate. Objectives:

To learn the HR process of the organization To study the recruitment policy’s and procedure To learn the ability to select a recruitment model that will improve the quality of the present and future workforce of the organization To learn the framework around how to achieve recruitment objectives SWOT Analysis of Bharti Airtel

Many HR Policies are not known to most of the employees. It should be made clear on the day of joining or on the First working day. Interview Assessment Sheets are not filled by both Functional and HR-Interviewer. It should be filled on the time of interview. The company should follow job rotation to retain its best talents. In the Skip Level Meetings, no name and oracle code should be asked. To get the true reply from the employees. There should be frequent Feedback Sessions for employees. There should be Exit Interview of all the leaving employees and it should be taken seriously. For COLD Calls or WARM Calls a proper data should be made (on the basis of work experience, and current salary) and then the calls should be made for Interviews. New Joiners should be made clear of their KRA on the first working day. There should be proper maintenance of all the employees’ documents for future needs. Airtel most innovative in HR

Early this year, premier cellular service provider Bharti Cellular, operating under the brand-name of Airtel, was adjudged the `Company with the Most Innovative HR Practices in the Asia Pacific Region' at the Asia Pacific HRD conclave held in Mumbai. Anil Nayar, executive director of the firm, says the award is the culmination of concentrated efforts in HRD, which Airtel initiated in 1996. ``We did the job quietly. And at every moment of truth, we checked if our team had the right attitude to realize the vision statement of the company,'' says Nayar. During the learning phase, the most important part Airtel general manager (HR) Arun Kumar Padhi had to play was to actually check if ``people enjoyed their roles''. ``We didn't want anyone to treat his position as a mere job. Now when we look back, it emerges that we had undertaken strong team-building activities,'' says Padhi. Airtel decided to go in for a very young team. The average age is just 26years. Nayyar believes this has helped the HR department to mould the young entrants to the company. ``But having decided to take in relatively less experienced professionals, we did not want to curb their creativity or interaction,'' says he. The senior management was advised to walk the talk and ``invite criticism from the employees''....
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