“ Strategic Recruitment & Selection ” Airtel

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PROJECT REPORT ON

“ Strategic Recruitment & Selection ”

TABLE OF CONTENTS

Executive Summary…………………………………………………………………...5 Why strategic recruitment……………………………………………………………7 Human Resource Management……………………………………………………..8 Meaning of Recruitment; Types of Recruitment needs ...................................9 Importance of Recruitment. Recruiting Yield Pyramid..………………………10 Factors Involved in the process of Recruitment……………………………….11 Actual Recruitment Process……………………………………………………….12 Sources of Recruitment & its Advantages & Disadvantages………………..14 Factors affecting Recruitment…..…………………………………………………20 Recent trends in Recruitment……………………..……………………………….25 Reasons of Common recruitment Failings………………………………………27 Recruitment V/s Selection…………………………...……………………………..28 Selection……………………………………………………………………………….29 Selection Process, Selection Methods…………………………………………...31 Orientation & Induction……………………………………………………………..36 Recruitment Management System….………….…………………………………37 Recruitment Outsourcing, Its process…………...........…............………….....38 How to select a Recruitment Consultant…………..………………….…………42 Recruitment Strategies & HR Challenges in Recruitment ....………..……....43 Recruiting Expatriates……………………………….........................…………....45 Recruiting In Telecom SECTOR / Airtel……………………………….…………46 Findings & Recommendations……………………………………………………..65 Conclusion , Annexure, References…………………………………….71, 72, 81

EXECUTIVE SUMMARY

In the knowledge economy, people, not products, distinguish a company from its competitors.  An organization that wants to be a leader must attract most able people in their field across all functions. Thus, Innovative recruiting techniques set winning companies apart from their competitors.

The project initially consists of theory explaining Recruitment & Selection in detail. It then covers ‘RPO’ followed by case recruitment practice in the Co. of a telecom sector. Finally, its ended with a recommendations & findings, as to what kind of recruitment practices are likely to be followed in future.

The current trend demands a more comprehensive, more strategic perspective to recruit, utilize and conserve valuable human resources. Key findings-

• Creating a winning employee value proposition. Hence, it should be able to depict the characteristics of the Co, its values. Hence its policies & procedures which make the employer brand should thus be coherent with the business brand. • 4 types of employees :

o Central Core : Essential managers, professionals & technicians who help to maintain the organizations culture, knowledge & direction. o Contractual Fringe : Non-essential that need not be retained in-house. o Ancillary Workforce: Temporary & part-time workers, whose highly flexible status would enable the organization to react quickly to fluctuating skills & service needs. • Generation Y- Characteristics of this group: Adaptable, innovative & unthreatened by technology, resilient, talented & committed, impatient, disrespectful, image driven, blunt & skeptical. Recruiting such people requires employers to be honest, lead by example & understand where this Gen Y is coming from. (Generation X – sums people comfortable with technology & fast moving world; • It’s a transaction involving employer & employee, facilitated by the recruiter. Hence, transaction is possible when the demand & supply meet eachother. Thus, Personnel needs to be anticipated while framing the staffing plans. o Eg: Generation X & Y employees : Want more work life balance, prefer flexibility at work & switch more jobs to have a greater palate of experience. • Creating a Recruiting Culture i.e. considering it as a part of any strategic business planning. Eg: Dell gives top priority to its people. • Every term of employment – schedules, location, assignments, coworkers &...
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