ACKNOWLEDGEMENT

The preparation of this project report has been a great learning experience for me. It has given me an opportunity to interact with some of the excellent human beings. My work could not have been done without the guidance and support of help a lot of people. I would like to thank my faculty guide Dr. Shalini Khandelwal of my institute, for her continued guidance and invaluable encouragement.

I express my sincere gratitude to my company guide Mr. Vihaan Kumar (Circle HR Head) and Ms. Neha suman (Assistant Manager, HR) of Airtel for their guidance, continuous support and cooperation throughout my project, without which the present work would not have been possible. I would also like to thank the entire HR team and other departments of Airtel for the constant support and help in the successful completion of my project.

OBJECTIVE
I. This project focuses on understanding the process involved in Recruitment and selection. To know the practical execution of talent acquisition and employee engagement in the telecom sector. To know about the role of recruiter. To identify areas where there can be scope for improvement.

II.

III. IV.

V.

My another objective is to apply my learning in the area of Human Resources so that I gain significant practical knowledge and Understand the nature and importance of talent acquisition and employee engagement and identify the various inputs that should go into any program. To understand what is Employee Engagement and its relevance for Airtel. To know the type of activities it requires and the impact it has on an employees morale and motivation.

VI. VII.

VIII.

To give some recommendations which might help the company in further implementation and enhancement of employee engagement activities.

METHODOLOGY
Sources of information
In order to learn and observe the practical applicability and feasibility of various theories and concepts, the following sources are being used: I. Primary Sources of Information a) Discussions with the project guide and staff members. b) On the job training. c) Questionnaire d) Interaction with Employee II. Secondary Sources of Information a) Airtel website b) Study of proposals and manuals c) Other Net sources.

I have also done exploratory research on this project by interaction with employees. Sample size is 53 No of question is 18

LIMITATIONS
a. The main limitation of this project is that it is limited only to talent acquisition and employee engagement and does not cover the other areas of HR. b. Respondent can bias. c. Time Constraint. 1. and soft skills.
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1) .

LITERATURE REVIEW
Trends in Global Employee Engagement BY: AON HEWITT

He has found a research paper on employee engagement written by Aon Hewitt. He research on trends in global employee engagement. Aon Hewitts employee engagement research represents a variety of companies, industries, and geographic regions Throughoutcountries in Asia-Pacific, Europe, Latin America, and North America. Understanding how engaged your People are is of little value without knowing what actions will be most effective in increasing their engagement. Asia-Pacific They find the drivers for the Asia-Pacific region over the past three years, aside from career opportunities (identified by all regions as the top engagement driver), brand alignment, recognition, pay, and people/HR practices rounded out the top five. New to the top five in 2010 for this region is brand alignment. Europe Europe is the only region in 2008 and 2009 where work processes and innovation ranked among the top five engagement influencers. Europes top Engagement Driver for the past three years has been career opportunities, followed by people/HR practices, brand alignment, pay, and recognition.In Europe, most large organizations (93%) conduct engagement surveys, but they still struggle with managing engagement and implementing the right actions and 16% of participating organizations have seen a significant increase in engagement levels.

North America
Like other regions across the globe, North American employees are highly influenced by career opportunities when it comes to overall engagement. While the level of impact each driver has on overall engagement has shifted slightly over the years, the top five drivers themselves have remained exactly the same in North America for three consecutive years. Worth noting, North America is the only region across the globe where organization reputation and managing performance are reported to have a significant impact on employee engagement. Although organization reputation may have decreased slightly in 2010 due to the economic downturn and turmoil that some companies experienced, these two driversalong with career opportunitieshave ranked among the top three engagement influencers for the past three years.

They analysis describes the employment experience, what has changed, and what engages the current workforce. By identifying these drivers, employers can understand how to meet the needs of their employees and focus on the specific Areas of improvement that have the largest impact on engagement and business results. He research on some variables like quality of work life, work, people, company practices, total rewards and opportunity. Work life - physical work environment, work life balance. Work work activities, resources, processes. People manager, colleague, customer. Company practices diversity, company reputation, policies & practices. Total rewards pay, benefits, recognition. Opportunity- Carrier opportunity, training and development. These are the variables on which he does his research. In response to employee engagement survey findings, Aon Hewitts employers in North America are putting together strategies in an effort to bring about positive changes that do not have significant costs associated with them. Primarily, these activities center on changing processes those are behavior-oriented. Examples include improved
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posting of new job opportunities, increased communication between managers and employees, and assembling cross-functional teams that develop value propositions that can be used in the recruitment of high-potential employees. He said that the Best Employers not only provide a road map, but also have shown that these strategies work in both good times and difficult times. Employers can set themselves up for continued success by focusing on the key Engagement Drivers that make a positive impact on their workforce and thus keep their employees engaged. The companies that have a highly engaged workforce have risen to the challenge. They proactively respond to the environment, competition, and changing workforce needs. They evolve, but stay true to the values that made them successful and are well positioned for continued success.

HYPOTHESES
H0: Employees are not engaged towards their job H1: Employees are engaged towards their job

H0: Employees are not engaged towards their organisation H1: Employees are engaged towards their organisation

H0: Employees do not have high work ethics H1: Employees do not have high work ethics

QUESTIONNAIR
Sl. No. Statement Not at all true (0) Somewhat true (1) Largely true (2) Absolutely true (3)

1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15. 16. 17. 18.

If required, I am willing to work on my job for long periods at a time. I feel excited when I do well in my job. I find the work that I do full of meaning and purpose. My job is so interesting that time passes quickly. I like the challenges that I face in the course of doing my work I feel a sense of pride when I describe my work to a stranger. I would recommend this organization to my friends and relatives as a good place to work. I feel a strong sense of belonging to this organization. I am willing to work beyond the call of duty to help this organization succeed. I feel that the problems faced by my organization are my problems as well. I find that the values of this organization are in harmony with my own values. I feel a sense of pride when I am introduced to a stranger as a member of this organization. I believe that a job well done is a reward in itself. I believe that sincerity, hard work and integrity are the golden keys to success in ones career. I consider my occupational career to be one of the most important activities in my life. I believe that a person is known in society by the work he does. I feel a moral obligation to give a full days work for a full days pay. I welcome jobs that involve greater responsibility and challenge as they contribute to my learning and growth.

FINDINGS
JOB ENGAGEMENT (Q1-Q6)
Not at all true somewhat true largely true Absolute true 31 83 116 82

26%

10%

27%

Not at all true some what true largley true

37%

Absolute true

As we can see in the above diagram that 37% employees are largely engaged with their JOB26% are absolute engaged with employees.27% employees is not strongly engaged with their job. And 10% is not at all engaged with their job. Through this diagram we can accept the H1 i.e alternate hypothesis which show employees are more engaged with their job. And reject H0 i.e null hypothesis which show employees are not engaged with their job.

Organization Engagement (Q7- Q12)

Not at all true somewhat true largely true Absolute true 28 73 140 71

23%

9% 23% Not at all true some what true largley true

45%

Absolute true

Here in this above chart, it is clearly shown that 45% employees are largely engaged with the organization 23% are absolutely engaged it means 68% employees are engaged with the organization 23% are engaged but not strongly and 9% are not at all engaged with organization. By analysis this pie chart we can accept H1i.e alternative hypothesis which shows employees are engaged with organization and reject H0 i.e. null hypothesis which shows employees are not engaged with organization.

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Work Ethics (Q13- Q18)

Not at all true somewhat true largely true Absolute true 14 66 142 92

5% 29% 21%

Not at all true some what true largley true Absolute true 45%

In this above diagram we can see that 45% employees have high work ethics 29 % have absolutely high work ethics which depicts that we can accept H1 i.e. alternative hypothesis which shows employees have high work ethics. And reject H0 i.e. null hypothesis which shows low work ethics of employee i.e. 21% which is somewhat true and 5% which is not at all true.

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SPSS Analysis
KMO and Bartlett's Test Kaiser-Meyer-Olkin Measure of Sampling Adequacy. Bartlett's Test of Sphericity Approx. Chi-Square Df Sig. .646 347.843 153 .000

It may be noted that the value of KMO statistics is greater than 0.5, i.e.; 0.646 indicating that factor analysis could be used for the given set of data. Further, Bartletts test of sphericity testing for the significance of the correlation matrix of the variables indicates that the correlation coefficient matrix is significant as indicated by the value corresponding to the chi-square statistics.
Communalities Initial X1 X2 X3 X4 X5 X6 X7 X8 X9 X10 X11 X12 X13 X14 X15 1.000 1.000 1.000 1.000 1.000 1.000 1.000 1.000 1.000 1.000 1.000 1.000 1.000 1.000 1.000 Extraction .658 .758 .813 .611 .658 .742 .617 .751 .804 .646 .753 .410 .736 .658 .737 12

X16 X17 X18

1.000 1.000 1.000

.760 .624 .690

Extraction Method: Principal Component Analysis.

The communality for the first variable is 0.658, which means 65.8% of the variance or information content of the first variable is explained by the six factors. Similarly, the communalities for the other variables have computed.
Total Variance Explained Initial Eigenvalues Compone nt Total 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 5.246 1.692 1.668 1.449 1.283 1.088 .917 .771 .724 .657 .544 .467 .365 .329 .302 .221 .162 .114 % of Cumulativ Variance e% 29.144 9.402 9.266 8.048 7.131 6.046 5.096 4.281 4.020 3.651 3.024 2.596 2.029 1.827 1.675 1.229 .899 .635 29.144 38.546 47.812 55.860 62.991 69.037 74.133 78.414 82.434 86.085 89.109 91.706 93.734 95.562 97.237 98.466 99.365 100.000 Extraction Sums of Squared Loadings Total 5.246 1.692 1.668 1.449 1.283 1.088 Rotation Sums of Squared Loadings % of Cumulativ Variance e% 15.716 15.349 12.682 9.736 8.114 7.439 15.716 31.065 43.748 53.484 61.598 69.037

% of Cumulativ Variance e% Total 29.144 9.402 9.266 8.048 7.131 6.046 29.144 38.546 47.812 55.860 62.991 69.037 2.829 2.763 2.283 1.752 1.461 1.339

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Total Variance Explained Initial Eigenvalues Compone nt Total 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 5.246 1.692 1.668 1.449 1.283 1.088 .917 .771 .724 .657 .544 .467 .365 .329 .302 .221 .162 % of Cumulativ Variance e% 29.144 9.402 9.266 8.048 7.131 6.046 5.096 4.281 4.020 3.651 3.024 2.596 2.029 1.827 1.675 1.229 .899 29.144 38.546 47.812 55.860 62.991 69.037 74.133 78.414 82.434 86.085 89.109 91.706 93.734 95.562 97.237 98.466 99.365 Extraction Sums of Squared Loadings Total 5.246 1.692 1.668 1.449 1.283 1.088 Rotation Sums of Squared Loadings % of Cumulativ Variance e% 15.716 15.349 12.682 9.736 8.114 7.439 15.716 31.065 43.748 53.484 61.598 69.037

% of Cumulativ Variance e% Total 29.144 9.402 9.266 8.048 7.131 6.046 29.144 38.546 47.812 55.860 62.991 69.037 2.829 2.763 2.283 1.752 1.461 1.339

Extraction Method: Principal Component Analysis.

There are six factors resulting from the analysis explaining a total of 69.037 percent of the variations in the entire data set. The percentage of variations explained by the six factors is 15.716, 15.349, 12.682, 9.736, 8.114 and 7.439 percent respectively after varimax rotation is performed.

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Rotated Component Matrixa Component 1 X1 X2 X3 X4 X5 X6 X7 X8 X9 X10 X11 X12 X13 X14 X15 X16 X17 X18 .735 .434 .024 .033 .227 -.014 .408 .421 .023 .041 .566 .046 .053 -.057 .745 .773 .438 .168 2 .212 .342 .824 .718 .625 -.027 .383 .666 .072 .325 .195 .155 .073 -.018 -.073 .128 .138 .453 3 -.109 .617 .233 .101 .352 .055 .383 -.207 -.023 .459 .173 .578 .267 .757 .026 .249 .449 .157 4 .174 -.243 -.030 .057 .050 .849 .137 .227 .184 .555 .598 .132 -.103 .119 .069 -.231 .230 .112 5 -.171 -.092 -.239 .276 .200 .034 -.204 .150 .121 -.137 -.030 .152 .750 .205 .365 .123 .223 .569 6 .043 .066 -.142 .074 .223 .125 .311 .117 .866 .019 .082 .096 .288 -.158 -.194 .126 -.331 -.309

Extraction Method: Principal Component Analysis. Rotation Method: Varimax with Kaiser Normalization. a. Rotation converged in 8 iterations. We will use the rotated component matrix using 0.55 as a cut-off point for factor loading for naming the factors. Factor 1 will comprise variables X1, X11, X15, X16 and it can be names as. Factor 2 will comprise variables X3, X4, X5, X8 and it can be labeled as. Factor 3 will comprise variables X2, X12, X14 AND it can be named as. Factor 4 will comprise of X6, X10, X11 and it can be labeled as. Factor 5 will comprise of X13, X18 AND it can be named as. Factor 6 will comprise of X9 and it can be labeled as
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RECOMMENDATION
Company should aim at better induction/training programs so as to make employees clear about what is expected from them. There is a need to prepare and implement an Employee Feedback Form to get the right feedback from employees after every engagement activity.

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