SUMMER TRAINING REPORT

ON

RECRUITMENT AND SELECTION

PROCESS IN AIR INDIA

SUBMITTED IN PARTIAL FULFILMENT OF THE

REQUIREMENTS
FOR THE AWARD DEGREE OF

Master of Social Work

Submitted By

Ibadur Rehman
13-MSW-37

Department Supervisor
Supervised by

Dr. Naseem Ahmad Khan

Preeti Jain
Dr. Mohd. Tahir

Ms.
For General

Manager

(Personal)
Department of Social Work
Aligarh Muslim University
Aligarh (India)

TABLE OF CONTENTS
Certificate
Declaration
Acknowledgement
Preface

CHAPTER-1
Introduction
Elements of good recruitment policy
Factors affecting recruitment

CHAPTER-2
Organizational Profile

Growth Story of Air India

Products Profile of Air India
Vision and Mission
History of Air India

CHAPTER-3
Recruitment and Selection Process in Air India

Recruitment
Process of recruitment
Sources of recruitment
Understanding selection process

CHAPTER-4
Recruitment and Selection of Advisor in Max Life

Types of Test
Interviews
Medical Examination
Final decision by the line manager
Job offer
Employment

CHAPTER-5
Industrial Profile
Market Size of Insurance
Government Initiatives
Road Ahead

CHAPTER-6
Research Methodology
Objectives of Study
Scope of Study

CHAPTER-7
Data Analysis and Interpretation
Findings

CHAPTER-8
Conclusion and Suggestions
Limitations of Study

Bibliography
Annexure (Questionnaire

Chapter-1
Introduction
Recruitment and Selection Process
The recruitment and selection (also recruitment and staffing) belongs to value added
HR Processes. The recruitment is about the ability of the organization to source new
employees, keeps the organization operating and improving the quality of the human
capital employed in the company. The quality of the recruitment process is the main
driver for the satisfaction of managers with the services provided by Human
Resources.
The main goal of the recruitment and selection is about finding the best
recruitment sources, hiring the best talents from the job market and keeping the
organization competitive on the job market. The recruitment and selection process is
about managing high volumes of job resumes and the ability to choose the right
candidates and pushing them quickly through the organization. The recruitment
process usually needs a strong support by the dedicated recruitment software solution.
It can be provided externally, or the software can be run internally. Many vendors

provide the recruitment software solution, but the organization has to choose
carefully the right solution to meet its needs.

Choose carefully the right solution to meet its needs

The recruitment process needs a complete process description. It is not possible to
solve the job candidates individually. HR Recruiters have to follow the process, and
they have to keep the candidates flowing to right managers to achieve the consensus,
and decision about the hire quickly. The described process helps to set and achieve the
right limits. The performance of the recruitment process has to be measured, analyzed,
and new, innovative recruitment solutions have to be implemented. The recruitment is
the expensive HR Process, and it eats a large proportion of the HR budget. The
recruitment is about time to hire and the cost of hiring in most organizations. The HR
is responsible for the proper management of the process to improve the performance
of the recruitment process to keep the managers satisfied. The competitive HR
management always starts with the competitive recruitment process. The organization
builds the competitive advantage with its employees. The recruitment process has to
determine the best sources on the job market. The HR Recruiters have to utilize the

recruitment sources and managers have to make the right and quick hiring decisions.
This is the basic set-up of the competitive recruitment process.

Main Recruitment and Staffing Areas

Recruitment

Recruitment Process Description

Internal Recruitment

External Recruitment

Recruitment Sources Management

Recruitment Agencies Management

Recruitment Outsourcing

Recruitment Software

Staffing

General Staffing Rules and Principles

Job Design and Job Descriptions

Organizational Design and Organizational Planning

Headcount Planning and Headcount Management

Job Vacancies Management

Talent Gap Analysis

The Recruitment Process Starts With a Vacancy Arising.

Job Analysis and Description
Once a vacancy arises the human resource manager will first identify and record the
responsibilities and tasks which are related to the job. After analyzing the
responsibilities and tasks they are noted down which becomes the Job description for
the job. It includes:

A job title
Department of the business in which the new employee would work
Details of the tasks to be performed
Responsibilities involved
Place in the hierarchical structure
Methods of assessing the performance

Job Specification
On the basis of Job description, a job specification is made. It is a document which
outlines the requirements, qualifications and qualities, skills and knowledge required
for the job. It is also known as person specification.
Job Advertisement
After completing the person specification (job specification) the vacancy is
advertised. It can be advertised internally (on the company notice board or newsletter)
or may be advertised externally in a newspaper or magazine. The advertisement will
usually contain the elements of a person specification with additional information like
the name and profile of the company, date and time of interview, address of the
company and the contact person etc.

Applications Received and Shortlisted

Once a job is advertised, there might be hundreds of application received. All of the
applications received might not be suitable for the job. Thus a short listing of the
applications will be done. The applications most near to the job specification will be
called for interview and those who do not qualify the criteria will be rejected.
Interview
The shortlisted candidates will be called for an interview to verify their qualifications,
personal qualities and aptitude for the job. It may involve a face to face discussion
between the interviewer and interviewee. The firm may also conduct skill test,
aptitude tests or personality test if it deems fit so.
Selecting the Suitable Candidate
The candidate who scores the maximum in the interview will be selected for the job
and given an appointment letter.
Effective Recruitment and Selection
The key to successful recruitment is to ensure that the criteria of suitability are overt
and relevant to the job itself. Once these criteria are agreed and shared it is possible to
make more rational decisions about someone's suitability for a job, based on evidence
rather than gut feeling or instinct. Effective recruitment and selection should not be
about the luck of the draw. Systematic planning and preparation will increase the
likelihood of taking on the right person. The key to effective recruitment is
preparation: knowing the job and what is required of someone to perform it well. The
costs of recruiting the wrong person can be significant. The cost of employing
someone may be at least twice their salary when factors such as training, expenses
and employer's contributions to their pension are added.

Incorrect assumptions about class, gender, ethnic group or physical ability, or any
other type of discrimination, can cloud your objectivity in recruitment and selection.
At worst this may contravene legislation that exists to protect individuals from
discrimination. Other prejudices may be generated by particular organizational
traditions regarding the type of person considered suitable. However, it is important
to ensure that the qualities of the successful applicant match what the organization
requires, perhaps in terms of being forward looking, customer focused or market
orientated. It is easy to discriminate in the recruitment and selection process through
personal responses and reactions to certain types of people. The recruiter's perception
is often influenced by striking characteristics or similarities to themselves. This is
called the halo effect and can work in either a positive or negative direction (the
latter is sometimes called the horns effect). The halo effect acts as a filter to any
information that contradicts first impressions. For example, someone who attended
the same college or university as the recruiter would be at an advantage, while a
person not wearing a suit would not be management material. It is often the case that
people judge more favorably those individuals with whom they have something in
common. Ultimately, you are seeking the best person for the job and any
discrimination, intentional or not, may prevent you from achieving that.
Before we look more closely at the recruitment process, spend about ten minutes on
the following activity.

Preliminary Interview or Screening

The initial screening is usually conducted by a special interviewer a high

caliber receptionist in the employment office. These interviews are short and
are known as stand-up interviews. The main objective of such interviews is to
screen out undesirable/unqualified candidates at very outset. Such interviews
conducted by someone who inspires confidence, who genuinely interested in
people, and whose judgment in the sizing up of the applicant is fairly
reliable.
Basic criteria that must be met for an application to be eligible for
consideration. If these criteria are not met, there is no obligation on the
employer to consider such applications. The screening process therefore seeks
to identify those applications that meet the basic entry-level requirements
applications that are therefore incomplete or do not meet the basic appointment
criteria are considered unsuccessful applications. In order to be fair and
objective in the screening of candidates, it is essential that a fixed set of valid
criteria be applied in terms of each and every candidate that applies for a
position.
Certain conditions should be met in relation to the format and content of a)Application forms
b)Curricula Vitae (CVs) and
c)All other relevant documentation.
What is the purpose of short-listing?

After having completed the screening process and eliminated those applicants
that do not meet the basic requirements, the next objective should be to identify
a manageable size (pool) of applicants (a short-list) who are best suited to fill
the position successfully and from whose ranks the most suitable candidate(s)
is/are to be selected. It is about identifying a manageable pool of best suited
candidates for a specific position, in the interest of the State, taking into
account Affirmative Action and Employment Equity objectives.
May short-listing be used to reduce a vast number of applications to a
manageable size?
As stated, the primary objective of the short-listing process is to reduce the
Number of qualifying applicants to a manageable size for purposes of selecting
the most suitable candidate. A further objective with short-listing is to rank
candidates, and to determine a cut-off point below which candidates will not be
interviewed. The criteria utilized for short-listing purposes should therefore be
in sufficient detail to allow for this and should be applied consistently.
Application Form
Application form is also known as application blank. The technique of
application blank is traditional and widely accepted for securing information
from the prospective candidates. It can also be used as a device to screen the
candidate at the preliminary level. Many companies formulate their own style
of application forms depending upon the requirement of information based on

the size of the company, nature of business activities, type and level of job etc.
they also formulate different application forms for different jobs, at different
levels, so as to solicit the required information for each job. But few companies
in our companies in our country do not have prescribed application forms.
Psychological Testing
Test is defied as a systematic procedure for sampling human behavior
TESTS ARE USED IN BUSINESS FOR THREE PRIMARY PURPOSES.
1) for the selection and placement of new employees
2) for appraising employees for promotion potentials and
3) For counseling employees if properly used psychological tests can be of
paramount importance for each of these purposes.
Classification of Tests on the Basis Of Human Behavior

A. Aptitude or potential ability test

Such tests are widely used to measure the latent ability of a candidate to
learn new jobs or skills. They will enable us to know whether a
candidate if selected, would be suitable for a job, which may be clerical
or mechanical. These tests may take one of the following forms.
a) Mental or Intelligence Test - measures and enables to know whether he
or she has mental capacity to deal with new problems.

b) Mechanical Aptitude Test - measures the capacity of a person to learn a

particular type of mechanical wok. This could help in knowing a
persons capability for spatial visualization, perceptual speed manual
dexterity, visual motor coordination or integration, visual insights etc.
c) Psychometric tests these tests measures a persons ability to do a
specific job
B. Achievement test
Also known as proficiency tests they measure the skill, knowledge
which is acquired as a result of a training program and on the job
experience they determine the admission feasibility of a candidate and
measure what he/she is capable of doing.
a) Tests for measuring job knowledge this type of test may be oral or
written. These tests are administered to determine proficiency in
shorthand and in operating calculators adding machines dictating and
transcribing machines and simple mechanical equipment.
b) Work sample tests demand the administration of the actual job as a
test. A typing test provides the material to be typed and notes the time
taken and mistakes committed.
C. Personality tests
These tests aim at measuring those basic make up or characteristics of
an individual which are non-intellectual in their nature. In other words
they probe deeply to discover clues to an individuals value system, his
emotional reactions and maturity and motivation interest his ability to

adjust himself to the illness of the everyday life and his capacity for
interpersonal relations and self image.
a) Objective tests it measures neurotic tendencies self-sufficiency
dominance

submission

and

self-confidence.

These

are

scored

objectively. They are paper and pencil tests or personality inventors.

b) Projective tests it is a test in which a candidate is asked to project his
own interpretation into certain standard stimulus situation. The way in
which he/she responds to these stimuli depends on his own values,
motives and personality.
c) Situation tests these tests measures an applicants reaction when he is
placed in a peculiar situation his ability to undergo stress and his
demonstration of ingenuinity under pressure. Such tests usually relate to
leaderless group situations, in which some problem is posed to a group
and its members are asked to reach some conclusion without the help of
a leader.
d) Interest tests these tests aim at finding out the types of work in which a
candidate is interested. They are inventories of the likes and dislikes of
the people of some occupation hobbies and recreational activities. They
are useful in vocational guidance and are assessed in the form of
answers to a well prepared questionnaire.
Interviews
Interviews are a crucial part of the recruitment process for most organizations.
Their purpose is to give the selector a chance to assess the candidate and to

demonstrate their abilities and personality. Its also an opportunity for an

employer to assess them and to make sure the organization and position are
right for the candidate. An interview is an attempt to secure maximum amount
of information from candidate concerning his suitability for the job under
consideration.
The recruitment process for most organizations follows a common theme:
Applications/CVs are received, either online or by post; and candidates are
short-listed and invited for interview. The interview format can vary
considerably and may include an assessment centre and/or tests. The number of
interviews also varies. Some companies are satisfied after one interview,
whereas others will want to recall a further shortlist of candidates for more. If
successful at the final interview stage, an official job offer is sent to the
candidate. Interview format is determined by the nature of the organization, but
there are various standard formats.
Chronological Interviews -These work chronologically through the candidates
life to date and are usually based on the CV or a completed application form.
Competency-Based Interviews -These are structured to reflect the
competencies that an employer is seeking for a particular job (often detailed in
the recruitment information). This is the most common type of interview for
graduate positions today.

Technical Interviews - If a candidate has applied for a job or course that

requires technical knowledge (e.g. positions in engineering or IT) it is likely, at
some stage in the selection process, that the candidate will be asked technical
questions or have a separate technical interview to test his/her knowledge.
Questions may focus on the final year project and his/her choice of approach to
it or on real/hypothetical technical problems. It seen that the candidate proves
himself/herself but also they admit to what they dont know.
Kinds of Interviews:
1. One to one interview: in this type of interview one selector interviews
one candidate alone.
2. Informal interview: in this type there are discussions between the
candidate and two or more interviewers.
3. Panel of interviews: in these pre planned standard questions ranging
overall aspects of the job are asked. They focus directly on elements of
person specification.
4. Direct planned interview: this interview is straight forward, face to face,
question and answer situation intended to measure the candidates
knowledge and background.
5. Indirect and direct interview: in this type of interview the interviewer
refrains from asking direct and specific questions but creates an
atmosphere in which the interviewee feels free to talk and go into any
subject he considers important. The object of the interview is to
determine what individual himself considers of immediate concern,

what he thinks about these problems, and how he conceives of his job
and his organization.
6. Patterned interview: in this interview a series of questions which
illuminates validated against the record of employees who have
succeeded or failed on the job.
7. Stress interview: in this interview the interviewer deliberately creates
stress to see how an applicant operates in stress situation. To induce
stress, the interviewer responds to the applicants answers with anger,
silence and criticism. This interview aims attesting the candidates job
behavior and level of withstanding during the period of stress and strain.
8. Depth interview: in this type of interview, the candidate would be
examined extensively in core areas of knowledge and skills of the job.
Background Checks and Enquiries
Offers of appointment are subject to references and security checks. The
references given in the candidates application will be taken up and a security
check will be conducted. Security checks can take a while if the candidate has
lived abroad for any period of time.
Final Selection Decision
Those individuals who perform successfully on the employment tests and the
interviews, and are not eliminated by development of negative information on
either the background investigation or physical examination are now
considered to be eligible to receive an offer of employment. Who makes that

employment offer? For administrative purposes the personnel department

should make the offer. But their role should be only administrative. The actual
hiring decision should be made by the manager in the department that had the
position open.
YIELD RATIO
A yield ratio for many recruiting step reflects the number of candidates avail at
a step and the step. For example, a series of newspaper ads may result in
thousand applications for employment of these thousand applicants 100 are
judged to meet some minimum qualifications, thus the yield ratio at this initial
stages is 10% of a group of 100 candidates 50 accepted invitations to be
interviewed (yield ratio is 50% at this stage) of the 50, 10 were given job offers
20% yield ratio.
Assuming the labor market has not changed dramatically from when the yield
ratio was derived and similar methods of the recruiting are to be used (eg.
Advertising in the same papers, employment screening resource.com, using a
website or head hunters). This ratio then can be used as the basis for planning
future recruitment efforts by going backwards from the yield ratio; the recruiter
can estimate how many applicants will be necessary In order to fill a certain
number of position. The recruiter then can adjust the recruiting efforts
according with more / less advertising more or fewer trips to college campuses
and so forth.

The use of yield ratio is another area where there is a wide gap between what
academic texts are scholarly research recommends and the extent to which such
data are collected in organization to drive future recruitment planning, while
almost every scholar on the subject recommends a recruitment evaluation
process to assist decision makers in efficient recruitment planning very few
companies actually collect these data as a part of recruitment evaluation.
It specifies the objective of recruitment and provides a framework for the
implementation of the recruitment programme. A recruitment policy may
involve commitment to broad principles such as filling vacancies with the bestqualified individuals. It may also involve the organizational system to be
developed for implementing recruitment programme and procedure to be
employed.
ELEMENTS OF GOOD RECRUITMENT POLICY:
A good recruitment policy must contain the following elements:
1) Organizational objectives:
Both short term and long term organizational objectives must be taken into
consideration.
Identification of recruitment needs:
The recruiters should prepare profiles for each category of workers and
accordingly work out the main specifications, decide the sections, departments
or branches where they should be placed.

2) Preferred sources of recruitment:

The sources of recruitment should be identified properly.
3) Criteria of selection and preferences:
Selection and preferences should be based on conscious thought and serious
deliberation.
4) Monetary aspects:
The cost of recruitment and financial implications of the same have to
be kept in mind also.
A. BACKGROUND
a. Company profile of Bharti Axa life insurance co. ltd.
b. Awards and Accolades
c. Board Members

FACTORS AFFECTING RECRUITMENT:

a. Every organization, big or small has to engage in recruitment of persons,
recruitment has two aspectsb. To find out the number of vacancies to be notified and the type of
applicants needed to fill them.
c. To approach the potential applicants to apply for such vacancies.
d. No organization can recruit successfully
consideration the following factors
1) The Economic Factors

without taking into

The economic conditions of a country influence the recruitment process

in all organization. The globalization and liberalization of Indian
economies since 1991 onwards has resulted in a boom in financial
services in India. As a result of the new economic policy, the demands of
well
2) The Social Factors
These also affect the recruitment policy of an organization. Social
changes in the past two decades in India, have forced organization to
place increased emphasis on recruitment. The mentality of modern
employees has changed from just any job to a satisfying career.
3) The Technological Factors
New technologies have created new jobs and existing jobs have
undergone rapid changes. Several old jobs have disappeared from the
scene.
4) The Legal Factors
The different legislative policies governing child labour, night shifts,
bonded labour etc. have brought legal environment to a major factor.
Recruitment is the process of attracting prospective candidates who are likely
to get selected. Recruitment process starts with the drafting of advertisement
for the required post mentioning the name of the post, qualifications required,
place of posting etc. the advertisement is released in all major and national
newspaper across the country. Not only print media, but other media like

internet is also used for posting the advertisement. Placement agencies and
educational institutions are considered if the requirements are for fresh
graduates. Employee references by are also encouraged. After receiving the
applications, it is initially screened by HR division based on minimum
requirements and qualifications prescribed for the post. Screened applications
from HR division are sent to respective divisional heads for their screening in
case of applications for higher posts. Selection is the process of selecting right
candidates from the list of prospective candidates. Selection process involves
tests, interviews, group discussions, psychometric tests or a combination of
these depending on the nature or sensitivity of the level and the post. For
technical posts, tests are used as elimination means while for some other posts
like management trainee, tests are not used as elimination means. The short
listed candidates are called for the final interview. Regret letters are sent to
those who are not short listed. Background checking of the short listed
candidates is done to ensure that they will fit with the culture of the
organization. Job offers are made to the selected candidates and they are asked
to give their confirmation that they accept the job offer. On receiving their
confirmation, appointment letter is prepared by personnel and administration
division and given to the candidate at the time of joining. Salary offer is a part
of Human resource division while personnel and administration division
handles salary administration.

CHAPTER-2
Organizational Profile
COMPANY PROFILE

Air India is the flag carrier airline of India owned by Air India Limited (AIL),
a Government of India enterprise. It is the third largest airline in India
(after IndiGo and Jet Airways) in domestic market share, and operates a fleet
of Airbus and Boeingaircraft serving various domestic and international
airports. It is headquartered at the Indian Airlines House in New Delhi. Air
India has two major domestic hubs at Indira Gandhi International
Airport and Chhatrapati Shivaji International Airport, and secondary hubs
at Netaji Subhas Chandra Bose International Airport, Kolkata and Chennai
International Airport. The airline formerly operated a hub at Frankfurt
Airport which was terminated on account of high costs. However, another
international hub is being planned at the Dubai International Airport.
Air India was once the largest operator in the Indian subcontinent with a market
share of over 60%. Indifferent financial performance and service, labor trouble
pushed

it

to

fourth

place

in

India,

behind

low

cost

carriers

like IndiGo, SpiceJet, and its full service rival Jet Airways. Between September
2007 and May 2011, Air India's domestic market share declined from 19.2% to
14%,

primarily

because

of

stiff

competition

from

private

Indian

carriers. However, after financial restructuring and enforcement of strict rules

and regulations, the airlines showed signs of turning around. In March 2013,
the airlines posted its first positive EBITDA after almost 6 years. The airlines
bolstered its financial and physical performance with a 44 per cent slash in its
operating losses in 2013-14 and an almost 20 per cent growth in its operating
revenue since the previous financial year. As of January 2014, Air India is the

third largest carrier in India, after IndiGo and Jet Airways with a market share
of just above 19%.
The airline was invited to be a part of the Star Alliance in 2007.[13] Air India
completed the merger with Indian Airlines and some part of the agreed
upgrades in its service and membership systems by 2011. In August 2011, Air
India's invitation to join Star Alliance was suspended as a result of its failure to
meet the minimum standards for the membership. However, in October 2011,
talks between the airline and Star Alliance resumed. On 13 December
2013, Star Alliance announced that Air India and the alliance have resumed the
integration process and the airline became the 27th member of Star Allianceon
11 July 2014.
Corporate affairs and identity

IATA
AI

ICAO
AIC

Callsign
AIRINDIA

Founded

July 1930 as Tata Airlines

Commenced operations

15 October 1932

Hubs

Secondary hubs

Indira Gandhi International Airport

Chhatrapati Shivaji International Airport

Netaji Subhas Chandra Bose International

Airport

Focus cities

Chennai International Airport

Kempegowda International Airport

Rajiv Gandhi International Airport

Frequent-flyer program

Flying Returns

Airport lounge

Maharaja Lounge

Alliance

Star Alliance

Subsidiaries

Air India Express

Air India Regional

Air India Cargo

Aryan Cargo Express

Pawan Hans

Fleet size

106 excluding subsidiaries

Destinations

85

Company slogan

Your Palace in the Sky

Parent company

Air India Limited

Headquarters

Indian Airlines House

Parliament Street, New Delhi
Delhi, India.

Key people

J. R. D. Tata, Founder

Rohit Nandan, CEO

Revenue

143 billion (US$2.2 billion) (FY 2013/14)

Operating income

192 billion (US$3.0 billion) (FY 2013/14)

Net income

21 billion (US$330 million) (FY 2013/14)

Employees

23,044 (July 2014)

Website

airindia.in

The Air India Building, Nariman Point, Mumbai

An Air India Boeing 747-400 aircraft, used during the president's trip
toMadrid as Air India One

Organisation
The Air India registered office and headquarters is in the Indian Airlines House
in New Delhi. Air India has three subsidiaries. Together Air India, Air India
Cargo, Air India Express, and Air India Regional form the Air India Limited.

Air India Building

The Air India Building is a 23-storey commercial tower on Marine Drive in
Nariman Point, Mumbai, India. The building served as the corporate
headquarters for the airline till 2013. The Air India Building was completed in
1974, and is owned by the airline. It occupies one of Mumbai's choicest real
estate locations in Nariman Point. Located on Marine Drive, facing the Arabian
Sea, the building is a landmark on Mumbai's skyline with the airline's
trademark centaur icon on its top. The centrally air-conditioned building was
the first in India to have an escalator, carrying customers from the street-level
to the airline's main booking office. It initially had 30 companies as tenants,
now it has only 2.
The building was one of the targets of the 1993 Bombay bombings. A car
bomb exploded in the afternoon on 12 March 1993 in the basement garage of
the building. Almost 20 people were killed in the attack and the offices of
the Bank of Oman just above the garage were destroyed. Security has since
been significantly tightened at the building. In February 2013, Air India
officially vacated the building as part of its asset-monetisation plan, and shifted

its corporate office to New Delhi. The Indian Airlines House was chosen as the
airline's new headquarters. However, the airline still retains three floors in the
building.

Air India One

Air India One (also referred to as AI-1 or AIC001) is the call sign of any Air
India aircraft carrying the Prime Minister of India, President of India or
the Vice President of India. The aircraft are operated as VIP flights by Air
India Pilots. Air India One mainly operates on one of the five Boeing 747-400s
that Air India currently owns, to fly the VIPs overseas. Apart from that,
the Embraer 135 and customized Boeing Business Jets (BBJ) are also used.

Subsidiaries
Air India Cargo

Cargo Airbus A310-300F

In 1954, Air India Cargo started its freighter operations with a Douglas DC-3
Dakota aircraft, giving Air India the distinction of being the first Asian airline

to operate freighters. The airline operates cargo flights to many destinations.

The airline also has ground truck-transportation arrangements on select
destinations. A member of IATA, Air India carries all types of cargo including
dangerous goods (hazardous materials) and live animals, provided such
shipments are tendered according to IATA Dangerous Goods Regulations and
IATA Live Animals Regulations. At the warehouse in Mumbai, Air India has
developed a system of inventory management for cargo handling of
import/export functions. This takes care of the entire management of cargo,
supports Electronic Data Interface (EDI) messages with Indian Customs and
replaces to a great extent existing paper correspondence between Customs,
airlines, and the custodians. This also replaces manual handling and binning of
cargo at the warehouse in Mumbai by Air India. In 2012, as a part of the
restructuring plan, the airline wound up its loss-making cargo business and sold
its entire fleet of six Boeing 737-200 freighters.

Air India Regional

Air India Regional was started as a low-cost arm of Indian as Alliance Air As
part of Indian's merger with Air India, it was renamed Air India Regional. It
operates 357 weekly flights to 25 domestic destinations as a subsidiary of Air
India. Its main hub is Delhi's Indira Gandhi International Airport. As Alliance
Air, the airline operated a fleet of 12 Boeing 737-200 aircraft.[60] All these
aircraft were phased out post the merger. Air India Regional now operates a
mixed fleet of ATR 42-300,ATR 72-600 and Bombardier CRJ700aircraft.[61]
Air India Express
Air India Express is the airline's low-cost subsidiary headquartered in Mumbai,
operating mainly from Indian state of Kerala. It operates services mainly to
the Middle East and Southeast Asia. The airline belongs to Air India
Charters Limited, a whole owned subsidiary of Air India Limited. Today Air
India Express operates nearly 100 flights per week, mainly from southern states
of Tamil Nadu and Kerala in India. Air India Express operates flights from
airports

in Kerala, Punjab and Mangalore to Kuwait, Dubai, Abu

Dhabi, Al

Ain, Muscat and Salalah in the Middle East and Singapore in the east. The
airline was established in May 2004, after a long demand from Malayalee
expatriate communities living in Middle East.
Air India Charters Limited
Air India Charters Limited (AICL) is another Public Sector Undertaking of the
Government of India. Headquartered in Mumbai, India, this subsidiary of Air

India operates low cost carrier Air India Express from India to the Gulf and
Southeast Asia. AICL operates flights from airports in Kerala, Punjab
and Mangalore to Dubai, Abu Dhabi, Al Ain, Muscatand Salalah in the Middle
East and Singapore in the east. AICL has charters flying throughout India. It
works with other charter companies including Vibha Lifesavers for air
ambulance and Hi Flying aviation for its general charters in India.

Air India Air Transport Services

Air India Air Transport Services Limited (AIATSL) is a Public Sector
Undertaking of the Government of India. AIATSL is a subsidiary of Air India
and is headquartered in Mumbai, India. The company provides ground
handling services (cargo, passenger, baggage) at various airports in India. The
Chief Operating Officer (COO) of the company was Captain Gustav Baldauf.
Captain Gustav Baldauf resigned as COO of AIATSL during February 2011
citing his remarks against the government of India. The Company has
authorised Share Capital of Rs. 5 billion divided into 425,636,820 Equity
Shares of Rs. 10/- and 7,436,318 Redeemable Prefrerence Shares of Rs. 100/each and present paid-up capital comprises 153,836,427 fully paid equity
shares of Rs. 10/- each amounting to Rs. 1538.4 million.

Aircraft operated by Air India (2000present)

Aircraft

Total
Operate
d

Introduce
d

Retired

Airbus A319-100

24

2005

Active

Airbus A321-200

20

2007

Active

Airbus A330-200

2007

2014

Boeing 737-200

2007

2011

Boeing 757-200

2007

2007

Boeing 767-300

2006

2008

Boeing 777-200

2006

2010

Boeing 777-200ER

2005

2011

Boeing 777-200LR

3 (5 sold)

2007

Active

Boeing 777-300ER

12

2007

Active

Boeing 787-8

20

2012

Active

New aircraft orders

On 11 January 2006, Air India announced an order for 68 jets 8 Boeing 777200LR Worldliners, 15 Boeing 777-300ER,18 Boeing 737-800 and 27 Boeing

787-8 Dreamliners. The 18 737s ordered were later transferred to Air India
Express. Air India has taken the delivery of 20 Boeing 787-8 Dreamliners so
far. All remaining dreamliners are expected to be delivered by 2016.

Fleet restructuring
As a part of the financial restructuring, Air India sold five of its eight Boeing
777-200LR to Etihad Airways in December 2013. According to the airline,
plans

for

introducing

ultra-long

flights

with

service

to Seattle, San

Francisco and Los Angeles were canceled due to factors like high fuel prices
and weak demand. In April 2014, the airline decided to sell its remaining three
Boeing 777-200LR as well, citing higher operating costs. On 24 April 2014,
Air India issued a tender for leasing 14 Airbus A320 aircraft for up to six years,
to strengthen its domestic network.

Chapter-3
Recruitment and Selection Process
in Air India
RECRUITMENT AND SELECTION IN AIR INDIA
MARKETING DETAILS
Marketing generally refers as the task of creating, promoting and delivering
goods and services to consumers and business. Marketing managers seeks to
influence the Level of timing and composition of demand to meet the
organizations objectives .Marketing people are involved in 10types of entities:
goods, services, experiences, Events, persons, places, properties, organization,
information and ideas. The Marketing concept rests on four pillars: target
market, customer needs, integrated Marketing and profitability.
Marketing is defined as a societal process by which individuals and groups
obtain what they need and want through creating, offering and freely
exchanging products and services of value with others.
The basic four Ps of marketing are PRODUCT, PRICE, PLACE and
PROMOTION.

The last few years have seen an increased attention to mutual funds across all
genres of investors big or small, individuals or corporate
FINANCIAL DETAILS
IMPORTANCE OF FINANCE
Finance is regarded as the life blood of a business enterprise. This is because in
the Modern money oriented economy. Finance is the one of the basic
foundation of all Kind of electronic activity. It is the master key which provides
access to the entire Source for being employed in manufacturing and
merchandizing activities. It has rightly been said the business needs money to
make more money. However it is also true that money begets more money, only
when it is properly managed. Hence, efficient management of every business
enterprise is closely linked with efficient Management of its finance.
MEANING OF BUSINESS FINANCE
In general finance may be defined as the provision of money at the time it is
wanted. However, as a management function it has a special meaning. Finance
function may Be defined as the procurement of funds and their effective
utilization. Some of the Authoritative definitions are as follows:
Business finance is that business activity which is concerned with the
acquisition and Conservation of capital funds in meeting financial needs and
overall objectives of far Business enterprise.

Business finance can broadly be defined as the activity concerned with

planning rising, controlling and administrating of the funds used in the
business.
RECRUITMENT:
Recruitment is concerned with developing suitable techniques for attracting
more and more candidates. The aim of personnel planning is to determine the
needs for persons both in terms of number and type. For deciding about the
number both present and future requirements should be taken into account. If
there are expansion plans in near future then these requirements should also be
considered. Besides number, the type of persons needed is also important. The
educational and technical requirements to manage various jobs should e
properly analyzed so that right type of persons is employed.
Recruitment is sometimes confused with employment. The two are not one and
the same. Recruitment is just one step in the process of employment.
Recruitment is a linkage activity bringing together those with jobs and those
seeking jobs. When more persons apply for jobs then there will be scope for
recruiting better persons.
DEFINITION:
Recruitment is the process of searching for prospective employees and
stimulating and encouraging them to apply for jobs in an organization.
PROCESS OF RECRUITMENT

It passes through the following stages:

1) Recruitment process begins when personnel department receives requisition
for recruitment from any department of the company.
2) Locating and developing the sources of required number and type of
employees.
3) Identifying the prospective employees with required characteristics.
4) Developing the techniques to attract the desired candidates.
5) The next stage in the process is to stimulate as many candidates as possible.
6) Evaluating the effectiveness of recruitment process.

SOURCES OF RECRUITMENT
Before an organization actively begins to recruit applicants it should consider
the mostly likely source of the type of employee it needs. Some companies try

to develop new sources while most try to tackle the existing sources they have.
These sources accordingly may be termed as internal and external.
Internal Sources
This is one of the important sources of recruitment. The employees
already working in the organization may be more suitable for higher jobs than
those recruited outside. Internal sources consist of the following:
1) Present Employees:
Promotions and transfers among the present employees can be a good source of
internal recruitment.
2) Employee Referrals:
In an organization with a large number of employees referrals can provide quite
a large pool of potential organizational members.
3) Former Employee:
These are another internal source of recruitment. Some retired employees may
be willing to come back to work.

4) Previous Employees:
Those who have previously applied for jobs can be contacted by mail.
External Sources: These are as follows

1. Advertisement
2. Professional Organization
3. Data Bank
4. Walk in
5. Recruiting Agencies
6. Competitors
7. Displaced Persons
8. E-recruitment
9. Cold calling
RECRUITMENT PROCESS COMPANY ADOPTS
1) Internal sources
2) Advertisement
3) Consultants
4) Data bank

SELECTION IN AIR INDIA

UNDERSTANDING SELECTION PROCESS
Recruitment function helps the organization to develop a pool of prospective
human resources. It is difficult for the HR manager to employ the suitable
people out of the pool. Infact, many organizations face critical problems in
choosing the people. Selection techniques and methods reduce the complexities
in choosing the right candidates for the job. After identifying the sources of

human resources, searching for prospective employees and stimulating them to

apply for jobs in an organization, the management has to perform the function
of selecting the right employees at the right time. The obvious guiding policy in
selection is the intention to choose the best people who have good social
contact. The objective of the selection decision is to choose the individual who
can most successfully perform the job from the pool of qualified candidates.
The selection procedure is the system of functions and devices adopted in a
given company to ascertain whether the candidate specifications are matched
with the job specifications and requirements or not.
The selection process can be successful if the following requirements are
satisfied:
Someone should have the authority to select. This authority comes from
the employment requisition, as developed by an analysis to the workload and
work force.
There must be some standard of personnel with which a prospective
employee may be compared, i.e. a comprehensive job description and job
specification should be available before hand.
There must be a sufficient number of applicants from whom the required
number of employees may be selected.
The ability of an organization to attain its goal effectively and to develop in a
dynamic environment largely depends upon the effectiveness of its selection

programme. If the right person is selected, he is valuable asset to the

organization

SELECTION PROCEDURE:
Selection procedure employs several methods of collecting information about
the candidates qualifications, experience, physical and mental ability, nature
and behavior, knowledge and aptitude for judging whether a given applicant is
suitable or not for the job. Therefore the selection procedure is not a single act
but is essentially a series of methods or stages by which different types of
information can be secured through various selection techniques. At each step
facts may come to light, which are useful for comparison with the job
requirement and employee specifications.

Steps in Scientific Selection Procedure:

Job analysis
Recruitment
Application form
Written examination
Preliminary interview
Tests
Medical examination

 Reference checks
Line manager s decision
IN DETAIL EXPLANATION:
(A) JOB ANALYSIS:
Job analysis is the basis for selecting the right candidates. Every organization
should finalize the job analysis, job description, job specification and employee
specifications before proceeding to the next step of selection.
(B) HUMAN RESOURCE PLAN:
Every company plans for the required number of and kind of employees for a
future date. This is the basis for recruitment function.

(c) RECRUITMENT
Recruitment refers to the process of searching for prospective employees and
stimulating them to apply for jobs in an organization. It is the basis for the
remaining technologies of the screening the candidates in order to select the
appropriate candidates for the jobs
(D) DEVELOPMENT OF BASES FOR SELECTION:
The company has to select the appropriate candidates from the pool of
applicants. The company develops or borrows the appropriate bases/techniques

for screening the candidates in order to select the appropriate candidates for the
jobs.
(E) APPLICATION FORM:
Application form is also known as application blank. The techniques of
application blank are traditional and widely accepted for securing information
from the prospective candidates. It can also be used as a device to screen the
candidates at the preliminary level. Many companies formulate their own style
of application forms depending upon the requirement of information based on
the size of the company, nature of business activities, type and level of the job
etc. Information is generally required on the following items in the application
forms:
Personal background information
Educational qualifications
Work experience
Salary (drawing and expecting)
Personal attainments including likes and dislikes
References
(F) WRITTEN EXAMINATION:
Organizations have to conduct written examination for the qualified candidates
after they are screened on the basis of the application blanks so as to measure
the candidate s ability in arithmetical calculations, to know the candidate s

attitude towards the job, to measure the candidate s aptitude, reasoning,

knowledge in various disciplines, general knowledge and English language.
(G) PRELIMINARY INTERVIEW:
The preliminary interview is to solicit necessary information from the
prospective applications and to assess the applicant s suitability to the job. An
assistant in the personnel department may conduct this preliminary interview.
The information thus provided by the candidate may be related to the job or
personal specifications regarding education, experience, salary expectations,
attitude towards job, age, physical appearance and other requirements etc.
Thus, preliminary interview is useful as a process of eliminating the
undesirable and unsuitable candidates. If a candidate satisfies the job
requirements regarding most of the areas, he may be selected for further
process. Preliminary interviews are short and known as stand up interviews or
sizing up of the applicants or screening interviews. However, certain required
amount of care is to be taken to ensure that the desirable workers are not
eliminated. This interview is also useful to provide the basic information about
the company to the candidate.
(H) BUSINESS GAMES:
Business games are widely used as a selection technique for selecting
management trainees, executive trainees and managerial personnel at junior,
middle and top management positions. Business games help to evaluate the
applicants in the areas of decision-making, identifying the potentialities,

handling the situations, problem- solving skills, human relations skills etc.
participants are placed in a hypothetical work situation and are required to play
the role situations in the game. The hypothesis is that the most successful
candidate in the game will be most successful one on the job.
GROUP DISCUSSION is used in order to secure further information regarding
the suitability of the candidate for the job. Group discussion is a method where
groups of the successful applicants are brought around a conference table and
are asked to discuss either a case study or subject matter. The candidates in the
group are required to analyze, discuss, find alternative solutions and select the
sound solution. A selection panel then observes the candidates in the areas of
initiating the discussion, explaining the problem, soliciting unrevealing
information based on the given information and using common sense, keenly
observing the discussion of others, clarifying controversial issues, influencing
others, speaking effectively, concealing and mediating arguments among the
participants and summarizing or concluding aptly.
The selection panel, based on its observation, judges the candidate s skill and
ability and ranks them according to their merit.
In some cases, the selection panel may also ask the candidates to write the
summary of the group discussion in order to know the candidate s writing
ability as well.

Chapter-4
Recruitment and Selection of Air
IndiaRecruitment and Selection
Types of Test:
Tests are classified into six classes; each class is again divided into different
types of tests. They are:
APTITUDE TESTS:
These tests measure whether an individual has the capacity or latent ability to
learn a given job if given adequate training. Aptitudes can be divided into
general and mental ability or intelligence and specific aptitudes such as
mechanical, clerical, manipulative capacity etc. General aptitude test is of two
types namely intelligence quotient (IQ) and emotional quotient (EQ).
(1) Skill tests:

These tests measure the candidate s ability to do a job perfectly and

intelligently. These tests are useful to select the candidates to perform artistic
jobs, product design, design of tools, machinery etc. The candidates can be
selected for assembly work, testing and inspection also.
(2) Mechanical aptitude tests:
These tests measure the capabilities of spatial visualization, perceptual speed
and knowledge of mechanical matter. These tests are useful for selecting
apprentices, skilled, mechanical employees, technicians etc.
(3) Psychomotor tests:
These tests measure abilities like manual dexterity, motor ability and eye hand
coordination of candidates. These tests are useful to select semi-skilled workers
and workers for repetitive operations like packing and watch assembly.
(4) Clerical aptitude tests:
These types of tests measure specific capacities involved in office work. Items
of these tests include spelling, computation, comprehension, copying, word
measuring etc.
ACHIEVEMENT TESTS:
These tests are conducted when applicants claim to know something as these
tests are concerned with what one has accomplished. These tests are more
useful to measure the value of a specific achievement when an organization
wishes to employ experienced candidates. These tests are classified into (a) job

knowledge test and (b) work sample test. Thus, the candidate s achievement in
his career is tested regarding his knowledge about the job and actual work
experience.
SITUATIONAL TESTS:
This test evaluates a candidates in a similar real life situation. In this test the
candidate is asked either to cope with the situation or solve critical situations of
the job.

(1) Group discussion:

This test is administered through the group discussion approach to solve a
problem under which candidates are observed in the areas of initiating, leading,
proposing valuable ideas, conciliating skills, oral communicating skills,
coordinating and concluding skills.
(2) In basket:
Situational test is administered through in basket method. The candidate in this
test is supplied with actual letters, telephone and telegraphic message, reports
and requirements by various officers of the organization, adequate information
about the job and organization. The candidate is asked to take decisions on
various items based on the in basket information regarding requirements in the
memoranda.
INTEREST TESTS:

These tests are inventories of the likes and dislikes of candidates in relation to
work, job, occupations, hobbies and recreational activities. The purpose of this
test is to find out whether a candidate is interested or disinterested in the job for
which he is a candidate and to find out in which area of the job
range/occupation the candidate is interested. The assumption of this test is that
there is a high correlation between the interest of a candidate in a job and job
success. Interest inventories are less faked and they may not fluctuate after the
age of 30.
PERSONALITY TESTS:
These tests prove deeply to discover clues to an individual s value system, his
emotional reactions and maturity and characteristic mood. They are expressed
in such traits like self-confidence, tact, distrust, initiative, emotional control,
optimism, decisiveness, sociability, conformity, objectivity, patience, fear,
judgment dominance or submission, impulsiveness, sympathy, integrity,
stability and self-confidence.
(1) Objective tests:
Most personality tests are objective tests as they are suitable for group testing
and can be scored objectively.
(2) Projective tests:
Candidates are asked to project their own interpretation of certain standard
stimulus basing on ambiguous pictures, figures etc. under these tests.

Personality tests have disadvantages in the sense that sophisticated candidates

can fake them and most candidates give socially acceptable answers. Further,
personality inventories may not successfully predict job success. A number of
corrective measures tried as personality inventories are widely subject to
faking. They are:
Forced choice of Edward s personnel preference schedule.
Gordon personal profile.
The Minnesota Multi-phasic Inventory offers different methods for
identifying faking. The faking can be countered by repeating the same question
in different parts to measure consistency.
MULTI-DIMENSIONAL TESTING:
However, the need for multi-skills is being felt be most of the companies
consequent upon globalization, competitiveness and the consequent customercentered strategies. Organization have to develop multidimensional testing in
order to find out whether the candidates possess a variety of skills or not,
candidate s ability to integrate the multi-skills and potentiality to apply them
based on situational and functional requirement.

(J) INTERVIEW:
Final interview follows after tests. This is the most essential step in the process
of selection. In this step the interviewer matches the information obtained about
the candidate through various means to the job requirements and to the
information obtained through his own observation during the interview. The
different types of interviews are:
PRELIMINARY INTERVIEW:
(1) Informal interview:
This is the interview, which can be conducted at any place by the person to
secure the basic and non-job related information. The interaction between the
candidate and the personnel manager when the former meets the latter to

enquire about the vacancies or additional particulars in connection with the

employment advertisement is an example of the informal interview.
(2) Unstructured interview:
In this interview, the candidate is given the freedom to tell about himself by
revealing his knowledge on various items/areas, his background, expectations,
interest etc. Similarly, the interviewer also provides information on various
items required by the candidate.
CORE INTERVIEW:
It is normally the interaction between the candidates and the line executive or
experts on various areas of job knowledge, skill, talent etc. This interview may
take various forms like:

(1) Back ground information interview:

This interview is intended to collect the information which is not available
in the application blank and to check that information provided in the
application blank regarding education, place of domicile, family, health,
interest, hobbies, likes, dislikes and extra curricular activities of the
applicant.
(2) Job and probing interview:

This interview aims at testing the candidate s job knowledge about duties,
activities, methods of doing the job, critical/problematic areas, methods of
handling those areas etc.
(3) Stress interview:
This interview aims at testing the candidate s job behavior and level of
understanding during the period of stress and strain. The interviewer tests
candidate by putting him under stress andstrain by interrupting the applicant
from answering, criticizing his opinions, asking questions pertaining to
unrelated areas, keeping silent for unduly long periods after he has finished
speaking etc. Stress during the middle portion of the interview gives effective
results. Stress interview must be handled with utmost care and skills. This type
of interview is often invalid, as the interviewer s need for a job and his previous
experience in such type of interviews may inhibit his actual behavior under
such situations.

(4) Group discussion interview:

There are 2 methods of conducting group discussion interviews, viz. group
interview method and discussion interview method. All the candidates are
brought into one room and are interviewed one by one under group interview.
This method helps a busy executive to save valuable time and gives a fair
account of the objectivity of the interview to the candidates. Under the

discussion interview method, one topic is given for discussion to the candidates
who assemble in one room and they are asked to discuss the topic in detail.
This type of interview helps the interviewer in appraising certain skills of the
candidates like initiative, inter-personal skills, dynamism, presentation, leading,
comprehension, collaboration etc. Interviewers are at ease in this category of
interview because of its informality and flexibility.
(5) Formal and structured interview:
In this type of interview, all the formalities, procedures like fixing the value,
time, panel of interviewers, opening and closing, intimating the candidates
officially etc. are strictly followed in arranging and conducting interview. The
course of the interview is preplanned and structured, in advance, depending on
job requirements.
(6) Panel interview:
A panel of experts interviews each candidate, judges his performance
individually and prepares consolidated judgements. This type of interview is
known as panel interview. Interviewers for middle level and senior level
mangers are normally conducted are the panel of experts.
(7) Depth interview:
In this interview, the candidate would be examined extensively in core areas of
job skills and knowledge. Experts test the candidate s knowledge in depth.
Depth interviews are conducted for specialist jobs.

DECISION-MAKING INTERVIEW:
After the experts including the line managers of the organization in the core
areas of the job examine the candidates, the head of the department/section
concerned interviews the candidates once again, mostly through informal
discussion. The interviewer examines the interest of the candidate in the job,
organization, reaction/adaptability to the working conditions, career planning,
promotional opportunities, work adjustment and allotment etc. The personnel
manger also interviews the candidates with a view to find out his
reaction/acceptance regarding salary, allowances, benefits, promotions,
opportunities etc. The head of the department and the personnel manager
exchange the view and then they jointly inform their decision to the chairman
of the interview board, which finally makes the decision about the candidate s
performance and their ranks in the interview. Most of the organizations have
realized that employee s positive attitude matters much rather than employee s
skill and knowledge. Employees with positive attitude contribute much to the
organization. Hence, interviewers look for the candidates with the right attitude
while making final decision
. (K) MEDICAL EXAMINATION:
Certain jobs require certain physical qualities like clear vision, perfect hearing
unusual stamina, tolerance of hardworking conditions, clear tone etc. Medical
examination reveals whether or not a candidate possesses these qualities.
Medical examination can give the following information:

 Whether the applicant is medically suited for the specific job

Whether the applicant has health problems or psychological attitudes likely
to interfere with work efficiency or future attendance.
The offer. Whether the applicant suffers from bad health which should
be corrected before he can work satisfactorily
It reveals the applicant s physical measurements and
It is used to check the special senses of the candidates.
(L) REFERENCE CHECKS:
After completion of the final interview and medical examination, the personnel
department will engage in checking references. Candidates are required to give
the names of references in their application forms. These references may be
from the individuals who are familiar with the candidates academic
achievement or form the applicant s previous employer, who is well versed
with the applicant s job performance, and sometimes from coworkers. Incase
the reference check is from the previous employer; information for the
following areas may be obtained. They are job title, job description, and period
of employment, pay and allowances, gross emoluments, benefits provided, rate
of absence, willingness of the previous employer to employ the candidate again
and soon. Further, information regarding candidate s regularity at work,
character, progress etc. can be obtained.

Often a telephone call is much quicker. The method of mail provides detailed
information about the candidate s performance, character and behavior.
However, a personal visit is superior to the mail and telephone methods and is
used where it is highly essential to get the detailed, actual information, which
can also be secured by observation. Reference checks are taken as a matter of
routine and treated casually or omitted entirely in many organizations. But a
good reference check used sincerely will fetch useful and reliable information
to the organization.
(M) FINAL DECISION BY THE LINE MANAGER:
The line manager concerned has to make the final decision whether to select or
reject a candidate after soliciting the required information through techniques
discussed earlier. The line manager has to take much care in taking the final
decision not only because of economic implications but also because of
behavioral and social implications. A careless decision of rejecting would
impair the morale of the people and they would suspect the selection procedure
and the basis of selection of this organization. A true understanding between
line managers and personnel managers should be established to take proper
decisions.
(N) JOB OFFER:
Thus, after taking the final decision, the organization has to intimate this
decision to the successful as well as unsuccessful candidates. The organization
offers the job to the successful candidates either immediately or after some

time depending upon its time schedule. The candidate after receiving job offer
communicates his acceptance to the offer or requests the company to modify
the terms and conditions of employment or rejects the offer.
(O) EMPLOYMENT:
The company may modify the terms and conditions of employment as
requested by the candidate. The company employs those candidates who accept
the job offer with or with out modification of terms and conditions of
employment and place them on the job.
With the employment of the candidate the recruitment and selection process is
completed.

CHAPTER-5
Research Methodology

METHODOLOGY
Generally two types are data are used for any research, which is very important
for the research; these can be discussed as
1. Primary Data
2. Secondary Data
Primary Data
Primary data are the data which are original in character, obtained for the first
time, being collected from the respondents, either through questionnaire or
through personal interviews. This can be collected by various methods like

Surveys

Observation

Experimentation

Measurements

Personal interview

Telephonic interview

Questionnaires

But my chosen way of collecting data was through Personal Interview and
Questionnaires.
Secondary data
Secondary data is the data, which has been collected by someone else for some
other purpose and is used by the researcher in his research for study various
sources of secondary data are Catalogues, Brochures, Magazines and Websites,
Television etc. In this project I made use secondary data for gaining more and
more about the company, its products and various benefits an advisor will be
getting. For acquiring this knowledge I have studied secondary sources like
company websites, brochures, paper presentations etc.
Analysis of data / Statistical data
After the data is collected the researcher has to analyze the collected data, the
researcher has to classify the data into purposeful and usable category. The
analysis can be done by means of various statistical measures. For
representation of the data use of bar charts, Pie Chart is made.
Interpretation of data
After data analysis is done, the obtained information is interpreted and various
inferences are made and also conclusions are drawn related to the objectives,
which have been listed, in the beginning of project.

Sample Size: 100

Sample Area

New Delhi

Sampling Method

Random Sampling

Sample Unit

Employees of Air India

Research Problems: Recruitment and Selection process in Air India

OBJECITIVES OF STUDY
To study the recruitment and selection procedure followed in Air India
To study the various sources of recruitment followed in Air India
To learn what is the process of recruitment and selection that should be
followed.
To analyze the influencing factors which are affecting the recruitment
and selection process

Chapter-6
Data analysis and interpretationDATA ANLAYSIS
AND INTERPRETATION
Q1. Since how many years have you been working with this organization?
a. 0-5 Years
b. 5-10 Years
c. 10 to 15 Years
d. More than 15 Years

0-5 years

5-10 years

10 to 15 years

More than 15 years

15%
30%
20%

35%

Interpretation:

In above graph shows that 30% respondents work with this organization
from 5 years, 35% respondents working in this organization is 5-10 years, 20%
respondents working with this organization from 10-15 years and remaining
15% respondents working with this organization from more than 15 years.
Q2. Does the organization clearly define the position objectives, requirements
and candidate specifications in the recruitment process?
a. Yes
b. No

Yes

No

40%
60%

Interpretation:
In above graph shows that 60% respondents assume it and remaining
40% respondents denied it.

Q3. How well are the organizations affirmative action needs clarified and
supported in the selection process?
a. Poor
b. Adequate
c. Excellent

Poor

30%

Adequate

Excellent

20%

50%

Interpretation:
In above graph shows that 20% respondents are poor, 50% respondents
are adequate and remaining 30% respondents are excellent with the
organizations affirmative action needs clarified and supported in the selection
process.

Q4. Is the organization doing timeliness recruitment and Selection process?

a. Yes
b. No

Yes

No

30%

70%

Interpretation:
In above graph shows that 70% respondents think that organization
doing timeliness recruitment and selection process and remaining 30% not
think about it.

Q5. Does HR provide an adequate pool of quality applicants?

a. Yes
b. No

Yes

No

35%

65%

Interpretation:
In above graph shows that 65% respondents say that HR provide an
adequate pool of quality applicants and remaining 35% respondents denied it.

Q6. Rate the effectiveness of the interviewing process and other selection
instruments, such as testing?
a. Poor
b. Adequate
c. Excellent

Poor

Adequate

25%

Excellent

30%

45%

Interpretation:
In above graph shows that 30% respondents think it is poor, 45%
respondents think it is adequate and remaining 25% respondents think
excellent.

Q7. Does the HR team act as a consultant to enhance the quality of the
applicant pre-screening process?
a. Yes
b. No

Yes

No

20%

80%

Interpretation:
In above graph shows that 80% respondents agree with this and
remaining 20% respondents not agree with this.

Q8. Does HR train hiring employees to make the best hiring decisions?
a. Yes
b. No

Yes

No

30%

70%

Interpretation:
In above graph shows that 70% respondents think HR train hiring
employees to make the best hiring decisions and remaining 30% respondents
not accept it.

Q9. Rate how well HR finds good candidates from non-traditional sources
when Necessary?
a. Poor
b. Adequate
c. Excellent

Poor

Adequate

20%

Excellent

25%

55%

Interpretation:
In above graph shows that 25% respondents think that is poor, 55%
respondents think it adequate and remaining 20% think excellent.

Q10. How would you rate the HR departments performance in recruitment and
selection?
a. Poor
b. Adequate
c. Excellent

Poor

Adequate

Excellent

15%

20%

65%

Interpretation:
In above graph shows that 15% respondents think that is poor, 65%
respondents think it adequate and remaining 20% think excellent that HR
departments performance in recruitment and selection.

Q11. Does the HR Department is efficient in Selection Policy of the

employees?
a. Yes
b. No

Yes

No

30%

70%

Interpretation:
In above graph shows that 70% respondents think that is HR department
is efficient in Selection Policy of the employees and remaining 30%
respondents denied with this.

Q12. Does the HR maintain an adequate pool of quality protected class

applicants?
a. Yes
b. No

Yes

No

20%

80%

Interpretation:
In above graph shows that 80% respondents think that HR maintains an
adequate pool of quality protected class applicants and remaining 20%
respondent not agree with this.

FINDINGS
Mostly respondents

says that the positive position require for the

recruitment for the candidate in company

About 50% respondents agree with adequate

action need for the

recruitment and selection process of employees

Near about 70% respondents says yes the company adopt timeliness
recruitment and Selection process
Mostly respondents agree that HR provide an adequate pool of quality
applicants

 Mostly respondents are agree with effectiveness of the interviewing

process and other selection instruments, such as testing
Large number of employees are says that HR team act as a consultant to
enhance the quality of the applicant pre-screening process
Approximately 70% respondents are says that HR train hiring
employees to make the best hiring decisions
Mostly respondents are says that HR finds good candidates from nontraditional sources
Adequate performance HR departments e in recruitment and selection
Maximum respondents says that yes HR Department is efficient in
Selection Policy of the employees

Capter-7

Conclusion and Suggestions

SUGGESTIONS
1. There should be some rewards for the performance of employees.
2. Computer training should be provided to employees.
3. The opportunities for developing the carrier should be provided to the
employees.

4. Manpower requirement for each department in the company is identified

well in advance.
5. If the manpower requirement is high and the recruitment team of the
HR department alone cannot satisfy it, then help from the placement
agencies is needed.
6. Time management is very essential and it should not be ignored at any
level of the process.
7. The recruitment and selection through placement agencies as the last
resort and is utilized only when need.
8. The recruitment and selection procedure should not to lengthy and time
consuming.
9. The candidates called for interview should be allotted timings and it
should not overlap with each other.

CONCLUSION

Air India is using the portal of his own for looking the perspectives employees.
References are also taken into consideration. A search is made for the required
candidate on the parameter like, what is the qualification he possess and for a
sales persons his certificates are not that important as compared to the
experience. As the person with good work experience can do marketing in a
much- much better way than the person who possess number of certificate in
the same field.

So for the profile of marketing work experience counts more than certificates in
the recruitment process of Air India.
For the other profile like Office-Assistance, Coordinator, HR Executive, and
for Admin Deptt. qualification certificate as well as personality and
communication skill plays a vital role in the selection of an applicants. Data of
perspectives employees from naukri.com and timesjob.com are taken and the
criteria for the selection of candidate from the website is not only their
educational background but their work experience and cost to company is also
given equal weightage. In selecting the candidate and these selected candidates
are given calls and are called for interview rounds by giving them the complete
detail of their profile so that no confusion remain in their mind regarding, the
company profile as the company is on the growing stage and people are not
very much aware of the company. So they need to know about the company
profile and then the job profile. After getting satisfactory answers and by
getting convinced by the answers, the applicants sometimes start negotiating
for Salary Package and the probable answer for the question is that they will
get a hike of around 30% in their present package. If still not convinced then
they are called for interview and asked to negotiate for salary with the HR head
after the interview round.
LIMITATIONS
In spite of honest and sincere effort there are some bounds to be certain
discrepancies and inconsistence in the treatment of the matter. Again there are

several limitations, both statistical and non statistical within the project some of
them are.
Lack of references
Time constraint
Weather
Busy schedule of the city

Bibliography
BOOKS CONSULTED: Kothari, C.R. Research Methodology, (2006), Wishwa
Publication
Robins -Organizational Behaviour by Prentices Hall of
India.
C.B.Gupta -Human Resources Management by Sultan &
Sans.
Mirza and saiyadain Personnel Management By Prentice
Hall of India
Personnel Management -Mirza and Saiyadain
Monappa -Industrial Relations
C. R. Kothari Research Technology By Wishwa Prakaction
Human Resource Management, S.S. Sasikala

Article and Journals

Young, Kathryn M. (2014-06-25). "Air India to join Star Alliance July
11 | Finance & Data content from". ATWOnline. Retrieved 2014-08-06.
"Fleet Details". Airindia.com. 2014-04-17. Retrieved2014-06-04.
Anindya Upadhyay; ET Bureau (15 February 2013). "Air India vacates
Nariman Point; moves headquarters to Delhi". The Economic Times.
Retrieved 16 February 2013.
"Significant

improvements

in

Air

Indias

performance

parameters". india.com. 3 April 2014. Retrieved 4 April 2014.

Websites:
www.wikipedia.com
www.airindia.com
www.irda.com

ANNEXUREQUESTIONNAIRE
Dear Sir/Madam,
I would appreciate if you can take some time off to complete the following
questionnaire. Please be assured that your privacy is fully respected all the
information is used for academic H.R. Practices only.
Name
Status in the company
Q1. Since how many years have you been working with this organization?
a. 0-5 Years
b. 5-10 Years
c. 10 to 15 Years
d. More than 15 Years
Q2. Does the organization clearly define the position objectives, requirements and
candidate specifications in the recruitment process ?
a. Yes
b. No
Q3. How well are the organizations affirmative action needs clarified and supported
in the selection process?
a. Poor
b. Adequate
c. Excellent
Q4. Is the organization doing timeliness recruitment and Selection process?
a. Yes
b. No

Q5. Does HR provides an adequate pool of quality applicants?

a. Yes
b. No
Q6. Rate the effectiveness of the interviewing process and other selection instruments,
such as testing?
a. Poor
b. Adequate
c. Excellent
Q7. Does the HR team act as a consultant to enhance the quality of the applicant prescreening process?
a. Yes
b. No
Q8. Does HR train hiring employees to make the best hiring decisions?
a. Yes
b. No
Q9. Rate how well HR finds good candidates from non-traditional sources when
Necessary?
a. Poor
b. Adequate
c. Excellent
Q10. How would you rate the HR departments performance in recruitment and
selection?
a. Poor
b. Adequate
c. Excellent
Q11. Does the HR Department is efficient in Selection Policy of the employees ?
a. Yes
b. No

Q12. Does the HR maintains an adequate pool of quality protected class applicants?
a. Yes
b. No