American International University-Bangladesh (AIUB)

RECRUITMENT AND SELECTION PROCESS & TRAINING PROGRAMS

IN

AIRTEL BANGLADESH LIMITED

Submitted to
Mr. Obaidul Islam (sr.)
Senior assistant professor
Faculty of business administration
Submitted by
No.
1
2
3
4

Name
Rahman,Farzana
Mili,Mansura Akter
Mitu,Mehebuba Tabassum
Setu,Nusrat Jahan

Id
11-19398-2
11-19435-2
11-19416-2
11-19436-2

Date of submission

6.12.2014
Page | 0

Letter of Transmittal

To,
Obaidul Islam (sr.)
Senior assistant professor
Faculty of Business Administration
American International University Bangladesh (AIUB).

Dear Sir,
It is our great pleasure to submit the Report titled RECRUITMENT AND SELECTION PROCESS &
TRAINING PROGRAMS of AIRTEL that you assigned us a partial requirement of the course
Strategic human resource management. We are thankful to you for allowing us the opportunity
to do that on this topic.

We will always be available for any supplementary interpretation or clarification that may
require. This report definitely gives us an exceptional experience that will be in use in the future.

We hope that our research will live up to your expectations and will throw light on the issue.

Sincerely,

Signature

Rahman, Farzana

11-19398-2

..

Mili, Mansura Akter

11-19435-2

..

Mitu, Mehebuba Tabassum 11-19416-2

..

Setu, Nusrat Jahan

11-19436-2

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Table of contents

Background of the Organization

Introduction
Recruitment process
Selection process
Organizational structure of Airtel Bangladesh
Training programs of Airtel
Training strategies of Airtel
Limitation

Recruitment and selection process

Training programs provided to employees

Conclusion
Reference
Appendix

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Background of the organization

Bangladesh is a developing country of southern Asia. Mobile phone is becoming a very common
measure of communication in our country. The number of mobile user is increasing day by day. It
is a very attractive market for the mobile connection providers. Presently there are five companies
in the market. Each of them is trying to maintain and increase their market share. Among them
AIRTEL is one of the leading company in this sector. AIRTEL [TMIB] is a joint venture
organization with A. K. Khan & Company and Telekom Malaysia Berhad and A. K. Khan Group,
which is a leading telecommunication provider, operating its business in Bangladesh since 15
November 1997.
AIRTEL stands for clearly ahead. The philosophy of dynamism, never stop thinking & never
compromise with quality made AIRTEL one of the most progressive & dynamic business leader in
the country. AIRTEL believes in using advanced technology to cope with the changing world.
Motivation & service is its major strength.
It started in 1997 with the establishment of a Telecom company & now after 8 years AIRTEL is
one of the leaders in Telecom industry. AIRTEL constructed its state of the art service facility with
high tech machinery from different countries.
Free mobile phone, free transportation, on-site sports & recreation facilities encourage the
motivated team to serve customers full heartedly.
AIRTELs main strength is their call charge with Tk. 0.33/pulse (10 sec. / pulse) for Pre Paid and
Tk. 0.066/pulse (1 sec. / pulse) for Post Paid subscriber from the first minute. They provide the
widest coverage in the country. They also provide some other facilities among which off-peak
hour system, and lower call charge and SIM price is popular to the subscribers. AIRTEL believes
in People ConnectivityInfinity.
Customers are more or less satisfied with the facilities they are offering with this product. Their
main focus is to increase network coverage so that it can reach all parts of the country. But they
can improve their position by offering the subscribers with more facilities especially to improve
their network solution and to reduce call charge in the peak hour simultaneously.
In this project we have studied Recruitment and Selection process of Airtel Bangladesh
Limited and also studied about their training which they are provided to their employees.

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Introduction
Human resources are a term used to describe the individuals who comprise the workforce of an
organization. The use of the term 'human resources' by organizations to describe the workforce
capacity available to devote to the achievement of its strategies has drawn upon concepts developed
in Organizational Psychology.
Human Resources may set strategies and develop policies, standards, systems, and processes that
implement these strategies in a whole range of areas. The following are typical of a wide range of
organizations:

Recruitment, selection, and outsourcing

Organizational design and development

Business transformation and change management

Performance, conduct and behavior management

Industrial and employee relations

Human resources workforce analysis

Compensation, rewards, and benefits management

Training and development

RECRUITMENT
According to FippoIt is process of searching for prospective employees &stimulating & encouraging them to apply
for job in an organization. It is the activity which links the employer and job seekers.
According to YoderRecruitment is the process to discover the sources of manpower to meet the requirements of the
staffing schedule and to employ effective measures for attracting that manpower in adequate
number to facilitate effective selection of an efficient working force.

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It is often termed positive in that it stimulates people to apply for jobs to increase hiring ratio i.e.
the no. of applications for a job.
The process of generating a pool of qualified candidates for a particular job is the first step in the
hiring process.
The aim of recruitment is to attract qualified job candidates; the word qualified is stressed
because attracting applicants who are unqualified for the job is a costly waste of time.
Unqualified applicants need to be processed and perhaps tested or interviewed before it can be
determined that they are not qualified, to avoid these costs the recruiting efforts should be
targeted solely applicants who have the basic qualification for the job.
Recruitment forms the first stage in the process which continues with selection & ceases with
placement of the candidates. Recruitment &selection are critical elements of effective human
managements.
With the human resource management paradigm they are not simply mechanism for filling
vacancies. Recruitment & Selection is a function of major importance to the success of an
enterprise.
Placing the individual by:
1. Merit basis.
2. Considering the persons interest, backgrounds & physical capacities.
3. Examining the job available.
4. Matching the available job recruitments with individual capacities.
Recruitment is the process by which organizations locate and attract individuals to fill job
vacancies. Most organizations have a continuing need to recruit new employees to replace those
who leave or are promoted in order to acquire new skills and promote organizational growth.
Recruitment follows HR planning and goes hand in hand with selection process by which
organizations evaluate the suitability of candidates. With successful recruiting to create a sizeable
pool of candidates, even the most accurate selection system is of little use

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Recruiting begins when a vacancy occurs and the recruiter receives authorization to fill it. The
next step is careful examination of the job and enumeration of skills, abilities and experience
needed to perform the job successfully. Other steps follow:

Creating an applicant pool using internal or external methods

Evaluate candidates via selection

Convince the candidate

And finally make an offer

Thus, we can say that:

Recruitment is the activity that links employer and job seekers.

It is the process of finding and attracting capable applicants for employment. It begins
when their applications are submitted. The result is the pool of application from which
new employees are selected.

It is the process to discover the sources of manpower to meet the requirements of staffing
schedule.

Recruitment of candidates is the function preceding the selection, which helps to create a
pool of prospective employees for the organization so that the management can select the
right candidate for the right job from this pool. The main objective of recruit process is to
expedite the selection process.

The process is aimed at defining the series of activities that needs to be performed by different
persons involved in the process of recruitment, the checks and control measures to be adopted
and information that has to be captured.
Recruitment and Selection is conducted by:

HR & Branch Manager

Functional Head

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Factors affecting Recruitment:

All organization whether large or small, does engage in recruiting activity this depends upon:
1. Size of the organization.
2. The employment condition in the organization, the efforts of the past recruitment efforts which
show the organizations ability to locate good performing people.
3. Working conditions & salary benefit packages offered by the organization which may
influence & necessitate future
a) Recruiting
b) The rate of growth of organization
c) The level of seasonal operations & future expansion &production programs.
d) Cultural, economic & legal factor etc.

E- recruitment:
Managers now use emails & the web to bypass campus career centers an email, news letter to the
student to get them interested in the firm the manager can take the complete responsibility for all
the recruiting. Doing their own recruiting also put them in better touch with the market &
their needs.

Sources of Recruitment:
There are a great number of recruitment sources available the most prominent of these sources
are:

Current Employees: Many companies have a policy of informing current employees

about job openings before trying to recruit them from other sources, internal job postings
give current employees the opportunity to move into the forms more desirable jobs
however; an internal promotion automatically creates another job opening that has to be
filled.

Referrals from current employees: Studies have shown that the employees were
hiring through referrals from current employees tend to stay with the organization longer
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& display greater loyalty &job satisfaction than employees tend to refer people who are
demographically similar to themselves which can create equal employment opportunity
problems.

Former Employees: A firm may decide to recruit employees who previously worked
for the organization these are the people who are laid off or who work seasonally because
the employer already has experience with these people, they tend to be safe hires.

Print Advertisement: Advertisements can be used both for local recruitment efforts
(newspaper) & for targeted regional, national or international searches for instance;
clinical psychologists often find jobs through listing in American psychological
associations monthly newspaper.

Internet Advertising: Employers are increasingly turning to the web as recruitment to

because on line ads are relatively cheap, are more Employment.

Agencies: Many organizations use external contractors to recruit & screen applicants
for position. Typically, the employment agencies are paid free based on the salary offered
to the new employees. Agencies can be particularly effective when the firm is looking for
an employee with a specialized skill. Another advantage of employment agencies is that
they often seek out candidates who are presently employed & not looking for a new job,
which indicates that their current employer is satisfied with their performance.

Channels of Recruitment:
Recruitment through intermediaries

Recruitment through contractors

Direct Recruitment

Recruitment through employment exchange

Other Methods

Through Trade Union

Through Labour Office

Through referee

Recruitment through the web

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This kind of recruitment is called e-recruitment; the company sends the newsletter to the
candidates, regular job updates to target the right candidate. The company selects the candidate
from the data base available this helps the company to directly contact the candidate. Once a
firm has prepared a job description & person specification. It will be time to advertise the
vacancy. They can do this internally or externally.

Internal Recruitment:
Internal recruitment involves findings someone already employed by the Organization to fill the
vacancy.

Advantages of Internal Recruitment:

1. Applicants will already know the company & its methods of working & are therefore
likely to settle into the job a great deal easier than external candidates.
2. The cost of recruitment is reduced, there will be no need for external
Advertisements & all administrative cost & time involved in dealing with applications.
3. Internal Recruitment & promotions will increase motivation of work force.

External Recruitment:
External Recruitment means looking outside the company for candidates for vacancy.

Advantages of External Recruitment:

1) Introduces new people with new ideas, can allow leaps forward in thinking and helps
avoid getting stuck.
2) Wider range of candidates giving more choice.
3) Takes advantage of training provided by other companies, reduces costs & increase
skills.
There are a wide variety of methods firm can use to find suitable candidates the actual method or
methods used will depend upon the type of vacancy & number of vacancies available.

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For skilled & professional workers it may be appropriate to use to find suitable candidates. The
actual method or methods used will depend upon the type of vacancy & the number of vacancies.
Headhunters can be used when senior management positions become vacant. Head hunters will
use their knowledge of employment market to find suitable candidates.
For semi skilled workers advertisements in local & nation newspaperman are appropriate. The
job center can be used for clerical administrative& unskilled workers.

RECRUITMENT PROCESS IN AIRTEL

When there is any vacancy in any department or is going to arise the concerned department
informs the HR Department. If an internal transfer or selection can be done then the application
is asked from employees who are interested in career shifts can be selected to
the vacant place. The vacancies are internally advertised on the notice board.

Internal Sources:
Internal sources consist of employee referrals which enable quick availability of CVs to the HR
department earning better posts through referrals benefits the employees & getting quickly
eligible candidates & high moral of the employees benefit the company. But these internal
references are limited to filling up vacancies at the lower level.

The following guidelines are issued to streamline the internal recruitment procedure.

An employee must have at least worked for 5 years in the position where he is working to

become eligible for internal Recruitment.

Employees in the contractual obligation should also be permitted to apply against internal
advertisement but it depends on his qualification & efficiency work.

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External Sources:
External Recruitment is conducted when there is no internal force to fill up the vacancy & the
company is looking out for new candidates. The external sources are used for recruiting
permanent employees or who are higher up impositions.

External Sources Used are:

1. Placement Agencies or consultants: - The vacancy is communicated to the placement
agency along with the job description & other specification. The CVs are sent in to the
company where the HR Manager & the concerned department head specify according to
their recruitment.
2. Advertising: - Advertisements are given by- newspaper likes The Times of India, Indian
Express etc about the vacancy along with minimum qualification requirement.
Advertisement is used when qualified or experienced personnel are not available from
other sources.
3. Central Employment Exchange:-The HR Manager contacts the employment exchanges
& gets the suitable candidate for the required job.

SELECTION PROCEDURE
The various steps in the selection of the desirable person in the employment procedure starts
only after the applications from the prospective employees are receive by the concern .These
applications are scrutinized considering the standard set out by the organization,. The application
are

screened

out

at

each

step

and

those

who

are

found

borne

job

are selected finally .The following are the necessary steps generally involved in the selection
process;1) Preliminary interview
2) Application blank
3) Employment Test
4) Employment interview
5) Reference check
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6) Medical examination
7) Final selection

STEPS IN SELECTION PROCEDURE:1. Preliminary interview:

It is the first step after receipt& scrutiny of the applications forms in the Selection
process.

The

purpose

of

this

type

of

interview

is

to

eliminate

the unqualified or unsuitable candidates .It should be quite brief just to have
an idea of general education, experience, training, appurtenance, personality etc.
of the candidate & to obtain his salary requirements.
2. Application Blank:
A blank application or application blank is the next important weeding out device in the
selection

procedure. The successful candidates in preliminary interview supplied with

the application blank to get a written record of the following information. Identify
information such as family background date & place of birth, age, sex, height,
citizenship, marital status etc. Information recording education: It include information
about his academic career ,subject taken at various levels ,school certificate & degree
level, grade, division or place awarded in school & college, technical qualification etc.
Expected salary, allowance & other fringe benefits.
3. Employment test
Psychological& other test are becoming increasingly popular even in India as a part of
the selection process. However their utility is controversial .The personnel department
can guide & help in the selection of type of tests appropriate for a particular position.
4. Employment Interview:

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Perhaps this is the most complex & difficult part of the selection process. The purpose of
interview is to determine the suitability of the applicant for the applicant for the job & job
for the applicant. Interview must be conducted in a friendly atmosphere & the candidate
must be asked the Basis of job specification. Unwanted questions should be avoided.

5. Reference Check:
Employers generally provide a column in the application blank for Reference. If the
applicant crosses all the above hurdles an investigation May be made on the reference
supplied by the applicants regarding his Past employment, education, character, personal
reputation etc. Reference maybe called upon on telephones or may be contracted through
mail or personal visit. Additional information can also be recorded by asking the
questions from references.
6. Medical Examination:
In almost all the companies even in Bangladesh medical examination is a part of the
selection process for all suitable applicants. It is conducted of the final decision has been
made to select the candidate. This is very important because a person of poor health may
generally be absent from work & the training given to him may go waste. A person
suffering from any disease nay spread it amongst others & all this effects the working of
the concern.
7. Final Selection:
If a candidate successfully overcomes all the obstacles or tests given above he would be
declared selected. An appointment letter will be given to him mentioning the terms of
appointment, pay scales, and post on which Selected, when he joins the organization etc.
It is the primary duty of the HR manager to introduce him to the company & his job.
In

the

selection

of

the

personnel department plays

that

the

Department.

decision
It

to

however

candidate

whatever

may

be

the

procedure

the

an important role. It should be kept in the mind

recruit
assists

the
the

personnel
top

is

not

executives

taken
in

by

the

personnel

selecting

the

candidate
Page | 13

by

devising

the

application

from

preparing

the

job

description

&

setting

the

job specification.

Organisational Structure- Airtel Bangladesh

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Training programs of AIRTEL

Training and Development in AIRTEL is one of the major responsibilities of the Organizational
Development team. The Organizational Development (OD) Unit encompasses four main areas
of activity:
TrainingTalent & Leadership ManagementCareer & Succession PlanningReward & Recognition
The scope of this report will focus mostly on Training and Development.

Training Objectives
The primary objective of training is to develop an efficient workforce at all levels to ensure that
corporate objectives can be met. Within this primary objective there are several basic reasons for
training:
The acquisition of a broader educational, technical and / or organizational background.

The improvement of existing skills and / or the acquisition of new skills.

The attainment of technical / professional qualifications.
The opportunity to make contacts, exchange ideas and discuss problems with colleagues
or people from other organizations.
A fresh interest in work by virtue of greater understanding and perception of the
organization and its objectives.
A gradual improvement in decision making capacity, managerial skills and leadership
quality.
A greater feeling of involvement by being able to discuss various aspects of work with
greater confidence.
A better understanding of people, their reactions, aspirations and problems.
A better understanding of oneself and the impetus needed for self-development.

Rationale of Training
The whole purpose of training is to create fully productive employees. In order to achieve that,
the skill competencies are separated into three categories. As one of the competencies is
mastered, an individual will elevate to a higher level of proficiency and ultimately grow
professionally and become thinking employees who can take on a more strategic role and
contribute to the progress of the company.

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Training strategy
AIRTEL applies a training model, in which training is primarily and effectively delivered to
employees by their respective supervisors, Managers or above, and other divisions, on a
dynamic, ongoing-need basis.
To keep pace with the rapidly changing and expanding and highly competitive telecom sector of
Bangladesh, AIRTEL strives to establish a perpetual learning and teaching organization for its
employees. This will more effectively promote dynamic, need-based skills development and
subsequently monitor performance improvements. Ongoing skills development will therefore
enhance organizational speed, efficiency, productivity, business adaptability and ultimately
result in growth.
AIRTEL firmly believes that effective training occurs when employees take active responsibility
for their own skills development, as opposed to the traditional passive participation and low
prioritization. Moreover, supervisors are held responsible for planning and providing the
appropriate resources for employee skills development, vis--vis skill assessment, training,
coaching, mentoring and monitoring. Both the employee and his supervisor are mutually
responsible for ensuring effective skill development and subsequent performance improvement.
Employees skill development through training will be a primary factor in performance
appraisal, promotion, salary increases and many more aspects.
Internal and External Training
AIRTELs goal is to reverse the existing training model of heavily outsourced training, and
instead develop internal training as the centerpiece of its employee skills development strategy.
External Training will therefore be utilized strictly to import unavailable skills or expertise on a
one-time, non-repetitive basis and will generally be reserved for managers and above.
The types of Internal and External Trainings are described below.
Internal training: At AIRTEL, internal training can be broadly categorized into:
In house training:
Training conducted by employees
On-the-Job Training:
Supervisors will provide instantaneous, informal, on-the-job training to their subordinates, by
exposing them to higher-level decision-making process, regular discussions on relevant strategic
and operational issues to provide a complete awareness of entire the workflow
Coaching:
When a senior employee takes an active role in guiding another individual, we refer to this
activity as coaching. This entails identifying employee weaknesses, mistakes or shortcomings in
real-time as they occur, and working to resolve them immediately by devising action plans and
monitoring performance. The effective coach gives guidance through direction, advice,
criticism, and suggestion in an attempt to aid the employees growth.
The technique of senior employees coaching individuals has the advantages that go with
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learning by doing, particularly the opportunities for high interaction and rapid feedback on
performance. Unfortunately, its two strongest disadvantages are; (1) its tendencies to perpetuate
the current styles and practices in the organization, and (2) its heavy reliance on the coachs
ability to be a good teacher. An individual can become an excellent performer without
necessarily possessing the knack of creating a proper learning environment for others to do the
same; thus the effectiveness of this technique relies on the ability of the coach. Coaching of
employees can occur at any level and can be most effective when the two individuals are outside
the hierarchical organizational chain of command.
External Training:
External Training as opposed to internal training is those provided by vendors who are engaged
by AIRTEL to provide relevant training on a need basis.
External training can be classified into:
Domestic trainings taking place within Bangladesh
Foreign trainings taking place outside Bangladesh
In-house Vendor Training training conducted by vendor in AIRTEL premises
Types of Training
HR Division of AIRTEL primarily offers following three types of training.
I) Skill Development
II) Induction Training
III) Internship Program
Skill Development
There is particular emphasis on building a corporate culture where team spirit is fostered and the
channels of communications are open for all. To that goal, the OD team strives to generate ideas
that will enhance team spirit and make the work environment more enjoyable and interesting.
(Team spirit discussed in more detail later)
For most of the technical development, on-the-job training is considered. If any identified
technical training cannot be conducted while on job, the training need is forwarded to the
division head for his / her attention. The division head co-ordinates with the HR division to seek
training from outside source. For managerial or people skills training, the division head requests
the HR division for the specific training; the HR division identifies if the training can be
provided by the resources inside, or else seeks training from other training organizations.
AIRTEL offers different course sessions where the expert instructors provide knowledge on
various management or technical subjects like team development, leadership skills, GSM
technology, etc.

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Induction and orientation Training

In AIRTEL, each new employee undergo a comprehensive induction training program, which
includes information about the organization, its structure, products / services, policies and the
various functions executed by each division or department. It includes visits to the different
customer care centres, visits to other divisions and discussions with people in other divisions if
it helps the new executive to have a better understanding of his own role.
Employees joining Customer Care will receive extended Orientation Training upon joining
AIRTEL, to gain more in-depth knowledge of and exposure to particular division functions,
which relate directly to their job in customer relationship management.
The induction hours are counted as training hours and are updated regularly in the training
database.
.LIMITATIONS
No project is without limitations and it becomes essential to figure out the various constraints
that we underwent during the study. The following points in this direction would add to our
total deliberations:1.

During the study, on many occasions the respondent groups gave us a cold shoulder.

2.

The employees were busy with their daily schedule and it was very much difficult
for them to give time.

3.

Personal biasness of various employees may have supplied wrong data.

4.

Time and money was also an important constraint. Lack of time is the basic
limitation in the project.

5.

Lack of proper information and experience due to short period of time.

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APPENDICES
QUESTIONNAIRE
Comparative assessment of recruitment and selection process in Airtel
This questionnaire survey is purely for academic purpose. Any information collected through this
survey is confidential and would not be shared with anyone other than the people involved in
this.
Answer the following questions: (kindly give your unbiased response).
1. Which of these sources of recruitment are used in Airtel?
a) Internal
b) External
c) Both.
2. Which form of recruitment is used in Airtel?
a) Centralized
b) Decentralized
3. Does external recruitment brings out the desirable employees in to the organization?
a) Yes
b) No
4. Which of the following external sources of recruitment are used in Airtel?
a) Advertisement.
b) Internet.
c) Campus drives.
d) Consultancies.
e) All of the above.
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5. Does your company follow different recruitment process for different grades of
employees?
a) Yes
b) No.
6. Are you satisfied with the recruitment process?
a) Yes
b) No.
7. Which form of selection is used in Airtel?
a) Centralized
b) Decentralized
8. Which of the following methods does your company uses during selection process?
a) Written or aptitude test
b) Group discussion
c) Personal interview
d) Group discussion and personal interview
e) All of the above.
9. Do you think innovative techniques like stress test, psychometric test and personality test
should be used for selection?
a) Yes
b) No
10. What is the basis for selection?
a) Merit
b) Experience
c) Both.

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11. Are you satisfied with the selection process?

a) Yes
b) No.
12. Your organization is considered as :
a) People - Oriented
b) Task Oriented
c) Combination Of Both

13. Do you feel comfortable while your work is look after by HR Manager?
a) Yes
b) No
14. What type of training you are provided for your employees?
a) In house training
b) On the job training
c) External training

BIBLIOGRAPHY

Books Referred

Robins, D (1998): Human Resource Management, Publisher-Prentice Hall, New York.

Gupta, C.B. (1996) Human Resource Management, Sultan Chand & Sons.

Websites
www.airtel.bd
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 www.aritel.com

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