Reliance Comm Bhaskar

A

Brief On

Study

“ASPECTS OF HR STRATEGIES IN RELIANCE COMMUNICATIONS’’

PROJECT REPORT

Submitted for Partial fulfillment for The Award of the Degree of Master of Business Administration (2009-2011)

AMITY GLOBAL BUSINESS SCHOOL NOIDA

Submitted by: Bhaskar Bajpai Enrollment no.- A30101909056 Section – A

2009 – 2011 Batch

ACKNOWLEDGEMENT

I would like to express my sincere thanks to all those instrumental in this project Work. First of all, I would like to thank Dr. Gurinder Singh Director General of Amity Global Business School, Noida for giving me this opportunity to do this project and learn from it. I am thankful to Reliance Communication Ltd for giving me helpful information to complete this project. I express my sincere thanks to Ms. Geeta Singh, HR manager, Reliance Communications, Lucknow, for helping me in giving me all relevant information about the product and service. My heart full thanks to the whole staff and customers (Corporate) of Reliance Communication Ltd, who gave me continuous support in every possible manner to gain practical knowledge in Industry. Finally I would like to thank all faculties, friends and my family for the kind of support and to all who directly or indirectly helped me in preparing this project report and special thanks to websitewww.rcom.co.in. Date: Place: Noida Bhaskar Bajpai

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CONTENTS

Table of Contents Table of Contents...............................................................................................................................................3 Executive Summary...........................................................................................................................................5 INTRODUCTION..............................................................................................................................................6 Definition.......................................................................................................................................................6 Functions........................................................................................................................................................6 Telecom Industry profile....................................................................................................................................8 Introduction....................................................................................................................................................9 Major Players...............................................................................................................................................10 .....................................................................................................................................................................16 CHALLANGES...........................................................................................................................................16 COMPONY PROFILE OF RELIANCE COMM............................................................................................17 CONCEPT OF RELIANCE COMMUNICATION...................................................................17 Achiever's Pride ..........................................................................................................................................20 AN OVERVIEW OF CURRENT MARKET SCENARIO..............................................................22 VISION OF RELIANCE COMMUNICATION..........................................................................................23 BRIEF STUDY OF THE ORGANIZATION.................................................................................................27 Chairman’s profile........................................................................................................................................27 Board of Directors .......................................................................................................................................28 ORGANIZATIONAL SET UP....................................................................................................................29 CHALLANGES..........................................................................................................................................30 SWOT ANALYSIS......................................................................................................................................31 APPLY SIX SIGMA:...................................................................................................................................35 Recruitment and Selection...............................................................................................................................36 Introduction:.................................................................................................................................................36 Meaning:.......................................................................................................................................................36 There are seven main stages to the procedure: ............................................................................................37 Analyzing Your Workplace........................................................................................................................37 Developing Policy and Procedures..............................................................................................................37 Reviewing Recruitment and Selection Opportunities..................................................................................38 Reviewing Job Descriptions:........................................................................................................................38 LIMITATIONS OF THE STUDY...............................................................................................................39 METHODOLOGY...........................................................................................................................................40 DATA COLLECTION.................................................................................................................................40 RESEARCH INSTRUMENT......................................................................................................................40 SAMPLE DESIGN:.....................................................................................................................................40 SAMPLE UNIT............................................................................................................................................40 SAMPLE PROCEDURES...........................................................................................................................41 CONTACT METHOD.................................................................................................................................41 INTERVEIW SCHEDULE..........................................................................................................................41 ANALYSIS AND INTERPRETATION.........................................................................................................42 CHART NO: 1.............................................................................................................................................42 AGE OF THE RESPONDENTS.........................................................................................................42 3

INTERPRETATION:...................................................................................................................................43 CHART NO: 2.............................................................................................................................................44 GENDER OF THE RESPONDENTS.........................................................................................................44 INTERPRETATION:...................................................................................................................................45 TABLE ........................................................................................................................................................45 SALARY PARTICULARS OF RESPONDENTS......................................................................................45 INTERPRETATION:...................................................................................................................................46 CHART NO: 3.............................................................................................................................................47 SALARY PARTICULARS OF RESPONDENTS......................................................................................47 CHART NO: 4.............................................................................................................................................48 RELATIONSHIP BETWEEN COMMUNICATION AND QUALIFICATION.......................................48 INTERPRETATION:...................................................................................................................................48 CHART NO: 5.............................................................................................................................................49 RESPONDENTS FOR LEADERSHIP QUALITIES.................................................................................49 INTERPRETATION:...................................................................................................................................50 CHART NO: 6.............................................................................................................................................51 PRIORITY GIVEN FOR THE QUALIFICATION....................................................................................51 INTERPRETATION:...................................................................................................................................51 CHART NO: 7.............................................................................................................................................53 JOB KNOWLEDGE FOR THE RECRUITMENT AND SELECTION PROCESS..................................53 INTERPRETATION:...................................................................................................................................53 RECRUITMENT AND SELECTION SYSTEMS:.........................................................................................54 Successful Recruitment and Selection:............................................................................................................58 FINDINGS.......................................................................................................................................................62 RECOMMENDATIONS.................................................................................................................................63 CONCLUSION................................................................................................................................................64 Bibliography.....................................................................................................................................................65 Questioner .......................................................................................................................................................66

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Executive Summary

This report deals with HR department of ADA Group. It encompasses the entire, Recruitment, Induction and Placement, Training, Employee issues. This report starts with an overview of company’s background which includes following aspects of company: ADA Group, Founder & Chairman’s Profile Mission & Vision Business After making you acquaint to company’s background this report takes you through the HR polices and functions of the company which includes following aspects: Manpower Planning as per AOP Recruitment Induction and Placement Training Co-ordination Employees Issues PMS implementation HR Audit Exit, Full and Final

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INTRODUCTION

Definition The Human resource management includes the processes required to coordinate the human resources on a project. Such processes include those needed to plan, obtain, orient, assign,and release staff over the life of the project.

Functions  Development of Human resource plan 

Acquiring staff



Measuring the Performance of staff



Release of staff at the end

As we know that people are an important part of a project’s success. The projects are resource constrained. The management of the human resources on a project has a major impact on the project’s success or failure. Of course, this article has taken a general view, human resource processes are strongly influenced by the human resource policies and procedures of the delivery organization. Much has been written about dealing with people in the operations of an ongoing enterprise; leading, communicating,

6

delegating, motivating, team building, recruiting, appraising, etc. Much of that knowledge is directly applicable to leading and managing people in a project environment and the project manager should be familiar with it. However, the project manager must also be sensitive to the unique needs of the project environment and as to how this general knowledge is applied in a different way than in the Operational environment of the ongoing enterprise.



The

temporary

nature

of

projects

means

that

personal

and

organizational relationships generally will also be temporary and, quite often, new. Staff-related project management processes must address these transient relationships. 

Both the nature and number of people involved in a project change as

the project moves through its life cycle. For example initially there will be limited number of staff in the project and as we move along we induct more staff into the project. Staff management processes must recognize and address these changing needs. 

Human resource management activities are often split between project

management and other managers within the performing organization. The scope of responsibility of the project manager may lie somewhere between. 

An extended responsibility, including the selection of sourcing

organizations, obtaining staff and performance assessment.



A limited responsibility focused on coordination with the permanent roles

outside the project such as the functional 7

manager, the resource deployment manager and/or the people development manager. All the parties must understand and carefully adhere to the division of responsibilities that is in force. All the processes here must be carefully interpreted based on the actual distribution of Responsibilities between the project manager and the other roles. In some companies there may be a two managers for a team member – one the project manager who takes care of the day-to-day work of the team member and provides feedback to others, second a people manager who takes care of the people development aspects of the team

member

like

promotion,

salary

hike,

career

needs/interest. Ideally to my view a team member should have only one Manager who should take care of everything (Project management and people management) and should have no more than 14 people directly reporting to him. Again it depends on many factors – company policies, location, style of functioning and project needs.

Telecom Industry profile 8

The telecom network in India is the fifth largest network in the world meeting up with global standards. Presently, the Indian telecom

industry

is

currently

slated

to

an

estimated

contribution of nearly 1% to India’s GDP.

Introduction The Indian Telecommunications network with 110.01 million connections is the fifth largest in the world and the second largest among the emerging economies of Asia. Today, it is the fastest growing market in the world and represents unique opportunities for U.S. companies in the stagnant global scenario. The total subscriber base, which has grown by 40% in 2005, is expected to reach 250 million in 2007. According to Broadband Policy 2004, Government of India aims at 9

million

broadband

connections

and

18

million

internet

connections by 2007. The wireless subscriber base has jumped from 33.69 million in 2004 to 62.57 million in FY2004-2005. In the last 3 years, two out of every three new telephone subscribers were wireless subscribers. Consequently, wireless now accounts for 54.6% of the total telephone subscriber base, as compared to only 40% in 2003. Wireless subscriber growth is expected to bypass 2.5 million new subscribers per month by 2007. The wireless technologies currently in use are Global System for Mobile Communications (GSM) and Code Division

Multiple Access (CDMA). There are primarily 9 GSM and 5 CDMA operators providing mobile services in 19 telecom circles and 4 metro cities, covering 2000 towns across the country. 9

Major Players There are three types of players in telecom services: 

State owned companies (BSNL and MTNL)



Private

Indian

owned

companies

(Reliance

Infocomm,

Tata

Teleservices,) 

Foreign invested companies (Hutchison-Essar, Bharti Tele-Ventures, Escotel, Idea Cellular, BPL Mobile, Spice Communications) BSNL On October 1, 2000 the Department of Telecom Operations, Government of India became a corporation and was renamed Bharat Sanchar Nigam Limited (BSNL). BSNL is now India’s leading telecommunications company and the largest public sector undertaking. It has a network of over 45 million lines covering 5000 towns with over 35 million telephone connections. The state-controlled BSNL operates basic, cellular (GSM and CDMA) mobile, Internet and long distance services throughout India (except Delhi and Mumbai). BSNL will be expanding the network in line with the Tenth Five-Year Plan (1992-97). The aim is to provide a telephone density of 9.9 per hundred by March 2007. BSNL, which became the third operator of GSM mobile services in most circles, is now planning to overtake Bharti to

become the largest GSM operator in the country. BSNL is also the largest operator in the Internet market, with a share of 21 per cent of the entire subscriber base

10

BHARTI Established in 1985, Bharti has been a pioneering force in the telecom sector with many firsts and innovations to its credit, ranging from being the first mobile service in Delhi, first private basic telephone service provider in the country, first Indian company to provide comprehensive telecom services outside India in Seychelles and first private sector service provider to launch National Long Distance Services in India. Bharti Tele-Ventures Limited was incorporated on July 7, 1995 for promoting investments in telecommunications services. Its subsidiaries operate telecom services across India. Bharti’s operations are broadly handled by two companies: the Mobility group, which handles the mobile services in 16 circles out of a total 23 circles across the country; and the Infotel group, which handles the NLD, ILD, fixed line, broadband, data, and satellite-based services. Together they have so far deployed around 23,000 km of optical fiber cables across the country, coupled with approximately 1,500 nodes, and presence in around 200 locations. The group has a total customer base of 6.45 million, of which 5.86 million are

mobile and 588,000 fixed line customers, as of January 31, 2004. In mobile, Bharti’s footprint extendsacross 15 circles. Bharti Tele-Ventures' strategic objective is “to capitalize on the growth opportunities the company believes are available in the Indian telecommunications market and consolidate its position to be the leading integrated telecommunications services provider in key markets in India, with a focus on providing mobile services”. 11

MTNL MTNL was set up on 1st April 1986 by the Government of India to upgrade the quality of telecom services, expand the telecom network, and introduce new services and to raise revenue for telecom development needs of India’s key metros – Delhi, the political capital, and Mumbai, the business capital. In the past 17 years, the company has taken rapid strides to emerge as India’s leading and one of Asia’s largest telecom operating companies. The company has also been in the forefront of technology induction by converting 100% of its telephone exchange network into the state-of-the-art digital mode. The Govt. of India currently holds 56.25% stake in the company. In the year 2003-04, the company's focus would be not only consolidating the gains but also to focus on new areas of enterprise such as joint ventures for projects outside India, entering into national long distance operation, widening the cellular and CDMA-based WLL customer base, setting up internet and allied services on an all India basis. MTNL has over 5 million subscribers and 329,374 mobile subscribers. While the market for fixed wire line phones is stagnating, MTNL faces intense competition from the private players—Bharti,

Hutchison

and

Idea

Cellular,

Reliance

Communications—in mobile services. MTNL recorded sales of Rs.

60.2 billion ($1.38 billion) in the year 2002-03, a decline of 5.8 per cent over the previous year’s annual turnover of Rs. 63.92 billion. RELIANCE COMMUNICATIOS 12

Reliance is a $16 billion integrated oil exploration to refinery to power

and

textiles

conglomerate

(Source:

http://www.ril.com/newsitem2.html). It is also an integrated telecom service provider with licenses for mobile, fixed, domestic long distance and international services. Reliance Infocomm offers a complete range of telecom services, covering mobile and fixed line telephony including broadband, national and international long distance services, data services and a wide range of value added services and applications. Reliance IndiaMobile, the first of Infocomm's initiatives was launched on December 28, 2002. This marked the beginning of Reliance's vision of ushering in a digital revolution in India by becoming a major catalyst in improving quality of life and changing the face of India. Reliance Infocomm plans to extend its efforts beyond the traditional value chain to develop and deploy telecom solutions for India's farmers, businesses,

hospitals,

government

and

public

sector

organizations. Until recently, Reliance was permitted to provide only “limited mobility” services through its basic services license. However, it has now acquired a unified access license for 18 circles that permits it to provide the full range of mobile services. It has rolled out its CDMA mobile network and enrolled more than 6 million subscribers in one year to become the country’s largest mobile operator. It now wants to increase its market share and has recently launched pre-paid services. Having captured the voice market, it intends to attack the broadband market. TATA TELESERVICES 13

Tata Teleservices is a part of the $12 billion Tata Group, which has 93 companies, over 200,000 employees and more than 2.3 million shareholders. Tata Teleservices provides basic (fixed line services), using CDMA technology in six circles: Maharashtra (including Mumbai), New Delhi, Andhra Pradesh, Tamil Nadu, Gujarat, and Karnataka. It has over 800,000 subscribers. It has now migrated to unified access licenses, by paying a Rs. 5.45 billion ($120 million) fee, which enables it to provide fully mobile services as well. The company is also expanding its footprint, and has paid Rs. 4.17 billion ($90 million) to DoT for 11 new licenses under the IUC (interconnect usage charges) regime. The new licenses, coupled with the six circles in which it already operates, virtually gives the CDMA mobile operator a national footprint that is almost on par with BSNL and Reliance Infocomm. The company hopes to start off services in these 11 new circles by August 2004. These circles include Bihar, Haryana, Himachal Pradesh, Kerala, Kolkata, Orissa, Punjab, Rajasthan, Uttar Pradesh (East) & West and West Bengal. VSNL On April 1, 1986, the Videsh Sanchar Nigam Limited (VSNL) - a wholly Government owned corporation - was born as successor to OCS. The company operates a network of earth stations,

switches, submarine cable systems, and value added service nodes to provide a range of basic and value added services and has a dedicated work force of about 2000 employees. VSNL's main gateway centers are located at Mumbai, New 14

Delhi, Kolkata and Chennai. The international telecommunication circuits are derived via Intelsat and Inmarsat satellites and wide band submarine cable systems e.g. FLAG, SEA-ME-WE-2 and SEA-ME-WE-3. The company's ADRs are listed on the New York Stock Exchange and its shares are listed on major Stock Exchanges in India. The Indian Government owns approximately 26 per cent equity, M/s Panatone Finvest Limited as investing vehicle of Tata Group owns 45 per cent equity and the overseas holding (inclusive of FIIs, ADRs, Foreign Banks) is approximately 13 per cent and the rest is owned by Indian institutions and the public. The company provides international and Internet services as well as a host of value-added services. Its revenues have declined from Rs. 70.89 billion ($1.62 billion) in 2001-02 to Rs. 48.12 billion ($1.1 billion) in 2002-03, with voice revenues being the mainstay. To reverse the falling revenue trend, VSNL has also started offering domestic long distance services and is launching broadband services. For this, the company is investing in Tata Telsesrvices and is likely to acquire Tata Broadband.

HUTCH Hutch’s presence in India dates back to late 1992, when they worked with local partners to establish a company licensed to provide

mobil

telecommunications

services

in

Mumbai.

Commercial operations began in November 1995. Between 2000 and March 2004, Hutch acquired further operator equity interests or operating licences. With the completion of the acquisition of BPL

15

Mobile Cellular Limited in January 2006, it now provides mobile services in 16 of the 23 defined licence areas across the country. Hutch India has benefited from rapid and profitable growth in recent years. it had over 17.5 million customers by the end of June 2006. IDEA Indian regional operator IDEA Cellular Ltd. has a new ownership structure and grand designs to become a national player, but in doing so is likely to become a thorn in the side of Reliance Communications Ltd. IDEA operates in eight telecom “circles,” or regions, in Western India, and has received additional GSM licenses to expand its network into three circles in Eastern India -the first phase of a major expansion plan that it intends to fund through an IPO, according to parent company Aditya Birla Group .

CHALLANGES • Lack of communication between retailers and distributor • Lack of improper distribution channel

16

• Competitors • Not regular visit of DSE and Runner • All retailers are not aware of new scheme of RCOM • Lack of sales promotion and advertisement • Retailer doesn’t get claim at proper time • No visit of TSM or any other person to the retailer’s shop

COMPONY PROFILE OF RELIANCE COMM

CONCEPT OF RELIANCE COMMUNICATION Anil Ambani: Telecom person of the year 2007 17

His marketing strategy has made millions of Indians happy, they got the best mobile tariffs in the world-local call costs at 15 paise/minute, and STD call at 40 paise/minute NEW DELHI, INDIA: When the VOICE&DATA jury, comprising eminent professionals from the telecom field, met in Delhi in June to choose the Telecom Person of the Year 2007, the five-hour selection process was steamy. The reason was obvious: The telecom sector is growing faster than any other segment and naturally their CEOs have a lot to crow about. The jury had to select one from three CEOs, who had made it to the final list through nominations from the industry and the initial scrutiny. Among the three, one of the main contenders was a young CEO. The jury decided that he should come back next year to try and win the coveted award. The list now had two names-both CEOs of two well-known companies. The pivotal difference between the two: one is an entrepreneur and the other is not so popular, as his credit is shared among a number of his big daddies. Following a five-hour closely held, hotly debated discussion, the name was announced: Anil Dhirubhai Ambani, chairman of Reliance Communications. Anil Ambani joined Reliance Industries (currently promoted by his brother Mukesh Ambani, following their split) in 1983 as co-chief executive officer. Forbes ranked him number 104 among the World's Richest People in 2006. The Ambani family faced criticism when it announced its ambitious plans to build a countrywide telecom network, as its prior expertise lay in commodities-textiles and petrochemicals-business only. Apart from that telecom needs a service-oriented mindset, critics

felt. What they did not remember was how the family had served its millions of shareholders. Policies in India are made in line with Ambani's vision, says an industry expert. His business acumen and closeness to politicians assisted him in making it to the Rajya Sabha in June 2004, as an independent member. Ambani chose to resign voluntarily on 18

March 25, 2006. The same association with politicos gave him negative returns too when the Mayawati Government in Uttar Pradesh put a spanner on his ambitious plans to build a 1,200acre SEZ. Media sees his aggression when he announces financial results for the Reliance ADA group of companies, and when he attends the annual general meetings and faces questions from shareholders. When he meets the press, he has answers to all their questions. He also remembers to call select journalists by name. To merchant bankers he, who has already contributed immensely to the financial reforms of the country, is one of the financial wizards of the world. May be because of his expertise, he gave up in the race to grab Hutchison Essar stake, after indirectly jacking up the valuation. His negotiations with the Qualcomm chief are also a folk theory now. How did Ambani become the VOICE&DATA Telecom Person of the Year 2007? What are his personal and organizational achievements in the recent past? His path-breaking marketing strategy that was put in by the strongest team of telecom professionals the country has ever seen has made millions of Indians happy as they got the best mobile tariffs in the world. The aggression resulted to adding to his already swollen kitty. Every hour India will be adding around 20,000 new mobile customers and Reliance Communications over 4,000. When mobile telephony first began in India, a local call cost Rs 16 per minute; an STD Rs 50; and a call to the US Rs 100 per minute. With Reliance Communication’s pioneering price initiative, a local call now costs a mere 15 paise per minute, STD 40 paise, and a call to the US costs less than Rs 2 per minute. The presence of Reliance Communications is making the competition in India panicky. Global telecom forces will also shortly start feeling

the heat. Ambani has also recently announced his Rs 1,200 crore buyout of Yipes Holdings. 19

Achiever's Pride Undertook financial restructuring of Reliance communications • To spend Rs 16,000 crore to expand and strengthen network coverage • After expansion, Reliance Communications will have the single largest wireless network in the world • Launched the lowest-cost classic brand handset at Rs 777 • Subscriber base grew to over 28 mn during last fiscal, registering 60% growth • Total Revenue shot up to Rs 14,468 crore, an increase of 34% • Net Profit rises to Rs 3,163 crore, an increase of over 600% • Revenues of the wireless business increased by 46% to Rs 10,728 crore • Broadband achieved revenue growth of 123% to Rs 1,144 crore • Market capitalization crossed Rs 100,000 crore • Will add 23,000 more towers • Telecom services will be available in over 23,000 towns and 600,000 villages • Next generation DTH network will be launched before end of the year reliance Communications' wireless subscriber base grew to over 28 mn last fiscal, registering a 60% growth. This makes it one of the top two wireless operators in India. •

"Economic growth in the future will be indexed to connectivity of millions of enterprise and individual customers. Over the next few years, we will have over 100 million customers, making us one of the top 5 telecom players in the world. In four years, we put up a total of 14,000 towers across the country. This year alone we will add 23,000 more towers. Our wireless network is currently available in 10,000 towns. By the end of this year, it will be available in over 23,000 towns and 600,000 villages," Anil Ambani

said at the first annual general meeting of Reliance Communications since the re-organization of the Reliance Group in June 2005. 20

"In four years of operations, we invested around Rs 32,000 crore. This year alone we will invest over Rs 20,000 crore. At the end of this year, we will have covered over 90% of our population. If Version 1.0 of the Indian telecom story was all about affordability, Version 2.0 will be about reach. Our Network expansion will give us the power to drive the market and stay ahead of the curve," Ambani adds. According to Ambani, the financial restructuring of Reliance Communications is the biggest turnaround story in the history of corporate India. The inherited ownership structure of Reliance Communications was complex. The reorganization has yielded a simple, fair, and transparent ownership structure, and given Reliance Communications 100% ownership of all operational and associate companies. Reliance Communications is now among the three most valuable private sector companies in India, and the five most valuable telecom companies in Asia. In the current Fiscal, Reliance Communications will spend Rs 16,000 crore to further expand and strengthen its network coverage across India and the rest of the world. In addition to organic growth, Reliance Communications will leverage the advantages derived from this impressive financial platform to explore and pursue any significant opportunities available in the telecommunications sector. "We are currently evaluating a number of inorganic opportunities in select international markets to further expand our footprint," Ambani said. Reliance Communication’s One India, One Tariff plan allowed millions to connect across India at just one rupee a minute. The company was the first one to break the Rs 1,000 entry-barrier with the launch of the lowest-cost classic brand handset at Rs 777. As per its expansion plan, Reliance Communications will have the single largest wireless network in the world, covering over 900 mn

Indians or more than 15% of the global population. It will cover 23,000 towns or every single Indian habitation with a population of over 1,000. Reliance Communications will cover almost 100% of 21

all rail routes, providing seamless voice, video, radio, and Internet connectivity to 14 mn commuters every day. It will also cover almost 100% of all national highways, and 84% of all state highways, giving millions of users the power to talk, text, surf, play, chat or simply stay in touch across nearly the entire length of India's 2,00,000-km-long road network. Having achieved tremendous growth, the main challenge for Reliance Communications is to improve quality of service and ARPU. Its enterprise business is also not in a position to compete with the global majors. Stock market valuations may boost the fortunes of an entrepreneur, but Ambani needs to address the issues faced by the growing mobile customer base, especially in India, where bureaucracy takes pride in checking the businessman.

AN OVERVIEW OF CURRENT MARKET SCENARIO Reliance Communications (formerly Reliance Communications Ventures) is one of India's largest providers of integrated communications services. The company has more than 20 million customers and serves individual consumers, enterprises, and carriers, providing wireless, wireline, long distance, voice, data, and internet communications services through a number of operating subsidiaries. The company sells communications and digital entertainment products and services through its chain of Reliance Web World retail outlets. The company's Reliance Infocomm subsidiary provides wireless communications services throughout India. Reliance Communications is part of the Reliance - Anil Dhirubhai Ambani Group. The current network expansion undertaken by Reliance is the largest wireless network expansion undertaken by any operator across the world.

It was with this belief in mind that Reliance Communications (formerly Reliance Infocomm) started laying 60,000 route 22

kilometres of a pan-India fibre optic backbone. This backbone was commissioned on 28 December 2002, the auspicious occasion of Dhirubhai’s 70th birthday, though sadly after his unexpected demise on 6 July 2002. Reliance Communications has a reliable, high-capacity, integrated (both wireless and wire line) and convergent (voice, data and video) digital network. It is capable of delivering a range of services spanning the entire infocomm (information and communication) value chain, including infrastructure and services — for enterprises as well as individuals, applications, and consulting. Today, Reliance Communications is revolutionizing the way India communicates and networks, truly bringing about a new way of life. • We will leverage our strengths to execute complex global-scale projects to facilitate leading-edge information and communication services affordable to all individual consumers and businesses in India. • We will offer unparalleled value to create customer delight and enhance business productivity. • We will also generate value for our capabilities beyond Indian borders and enable millions of India's knowledge workers to deliver their services globally.

VISION OF RELIANCE COMMUNICATION VISION

23

“We will leverage our strengths to execute complex global-scale projects to facilitate leading-edge information and communication services affordable to all individual consumers and businesses in India. We will offer unparalleled value to create customer delight and enhance business productivity. We will also generate value for our capabilities beyond Indian borders and enable millions of India's knowledge workers to deliver their services globally.” Reliance Communications is now among the three most valuable private sector companies in India, and the five most valuable telecom companies in Asia. In the current Fiscal, Reliance Communications will spend Rs 16,000 crore to further expand and strengthen its network coverage across India and the rest of the world.In addition to organic growth, Reliance Communications will leverage the advantages derived from this impressive financial platform to explore and pursue any significant Opportunities

24

available in the telecommunications sector. "We are currently evaluating

a

number

of

inorganic

opportunities

in

select

international markets to further expand our footprint," Ambani said. Reliance Communication’s One India, One Tariff plan allowed millions to connect across India at just one rupee a minute. The company was the first one to break the Rs 1,000 entry-barrier with the launch of the lowest-cost classic brand handset at Rs 777. As per its expansion plan, Reliance Communications will have the single largest wireless network in the world, covering over 900 mn Indians or more than 15% of the global population. It will cover 23,000 towns or every single Indian habitation with a population of over 1,000. Reliance Communications will cover almost 100% of all rail routes, providing seamless voice, video, radio, and Internet connectivity to 14 mn commuters every day. It will also cover almost 100% of all national highways, and 84% of all state highways, giving millions of users the power to talk, text, surf, play, chat or simply stay in touch across nearly the entire length of India's 2,00,000-km-long road network.

25

Having achieved tremendous growth, the main challenge for Reliance Communications is to improve quality of service and ARPU. Its enterprise business is also not in a position to compete with the global majors. Stock market valuations may boost the fortunes of an entrepreneur, but Ambani needs to address the issues faced by the growing mobile customer base, especially in India,

where

bureaucracy

takes

pride

in

checking

the

businessman.

26

BRIEF STUDY OF THE ORGANIZATION Chairman’s profile Reliance Communications Limited founded by the late Shri. Dhirubhai H Ambani (1932-2002) is the flagship company of the Reliance Anil Dhirubhai Ambani Group. It is India's foremost truly integrated telecommunications service provider. With a customer base of over 36 million including close to one million individual overseas retail customers, Reliance Communications ranks among the top ten Asian Telecom companies. Its corporate clientele includes 600 Indian, 250 multinational corporations and over 200 global carriers and owns and operates the world's largest next generation, IP enabled connectivity infrastructure, comprising over 150,000 kilometers of fiber optic cable systems in India, USA, Europe, Middle East and the Asia Pacific region. Regarded as one of the foremost corporate leaders of contemporary India, Shri Anil D Ambani, 48, is the chairman of all listed companies of the Reliance ADA Group, namely, Reliance Communications, Reliance Capital, Reliance Energy and Reliance Natural Resources. He is also the president of the Dhirubhai Ambani Institute of Information and Communications Technology, Gandhinagar An MBA from the Wharton School of the University of Pennsylvania, Shri Ambani is credited with pioneering several financial innovations in the Indian capital markets. He spearheaded the country’s first forays into overseas capital markets with international public offerings of global depositary receipts, convertibles and bonds. Under his chairmanship, the constituent companies of the Reliance ADA group have raised nearly US$ 3 billion from global financial markets in a period of less than 15 months. Shri Ambani has been associated with a number of prestigious academic institutions in India and abroad.

He is currently a member of: 27

Wharton Board of Overseers, The Wharton School, USA • Board of Governors, Indian Institute of Management (IIM), Ahmedabad • Board of Governors, Indian Institute of Technology (IIT), Kanpur • Executive Board, Indian School of Business (ISB), Hyderabad •

In June 2004, Shri Ambani was elected as an Independent member of the Rajya Sabha – Upper House, Parliament of India, a position he chose to resign voluntarily on March 25, 2006. Select Awards and Achievements Voted ‘the Businessman of the Year’ in a poll conducted by The Times of India – TNS, December 2006 • Voted the ‘Best role model’ among business leaders in the biannual Mood of the Nation poll conducted by India Today magazine, August 2006 • Conferred ‘the CEO of the Year 2004’ in the Platts Global Energy Awards • Conferred 'The Entrepreneur of the Decade Award' by the Bombay Management Association, October 2002 • Awarded the First Wharton Indian Alumni Award by the Wharton India Economic Forum (WIEF) in recognition of his contribution to the establishment of Reliance as a global leader in many of its business areas, December 2001 •

Selected by Asiaweek magazine for its list of 'Leaders of the Millennium in Business and Finance' and was introduced as the only 'new hero' in Business and Finance from India, June 1999. Board of Directors •

Shri Anil D. Ambani - Chairman

•

Prof. J Ramachandran

•

Shri S.P. Talwar

•

Shri Deepak Shourie

•

Shri A.K.Purwar

28

ORGANIZATIONAL SET UP Reliance Communication Limited CHAIRMAN PRESIDENT PRESIDENT (PRESONAL BUSINESS) BUSINESS)

PRESIDENT (ENTERPRISES BUSINESS)

(HOME

SENIOUR V.P V.P GM DGM

AGM SENIOUR MANAGER MANAGER DUPTY MANAGER

ASST. MANAGER

MANAGEMENT TRAINEE

29

CHALLANGES • Lack of communication between retailers and distributor • Lack of improper distribution channel • Competitors • Not regular visit of DSE and Runner • All retailers are not aware of new scheme of RCOM • Lack of sales promotion and advertisement • Retailer doesn’t get claim at proper time • No visit of TSM or any other person to the retailer’s shop

30

SWOT ANALYSIS Strengths: attributes of the organization those are helpful to achieving the objective. Weaknesses: attributes of the organization those are harmful to achieving the objective. Opportunities: external conditions those are helpful to achieving the objective. Threats: external conditions that is harmful to achieving the objective. SWOT analysis can be used for all sorts of decision-making, and the SWOT template enables proactive thinking, rather than relying on habitual or instinctive reactions. The SWOT analysis template is normally presented as a grid, comprising four sections, one for each of the SWOT headings: Strengths, Weaknesses, Opportunities, and Threats. The free SWOT template below includes sample questions, whose answers are inserted into the relevant section of the SWOT grid. The questions are examples, or discussion points, and obviously can be altered depending on the subject of the SWOT analysis. Note that many of the SWOT questions are also talking points for other headings - use them as you find most helpful, and make up your own to suit the issue being analyzed. It is important to clearly identify the subject of a SWOT analysis, because a SWOT analysis is a perspective of one thing, be it a company, a product, a proposition, and idea, a method, or option, etc. Here are some examples of what a SWOT analysis can be used to assess: •

a company (its position in the market, commercial viability,

etc) • • •

a method of sales distribution a product or brand a business idea 31

a strategic option, such as entering a new market or launching a new product • a opportunity to make an acquisition • a potential partnership • changing a supplier • outsourcing a service, activity or resource • an investment opportunity •

32

RELIANCE COMMUNICATION LIMITED

33

Strength • Low Entry Cost • Commissio n Structure • Fast Activation Process • Network • Connectivit y • Data GPRS

Weakness • Branding Image • Distribution problem • Limited product portfolioOnly Mobile • Lack of Competitive Strength • Limited Budget

Opportunity • Preference of GSM over CDMA • New Specialist Application • Rural Telephony • New Market, Vertical, Horizontal • Competitor s` Vulnerabilities

Threat • Political destabilization. • New Entrants • IT Development • Market Demand • Seasonality, Weather Effects

34

APPLY SIX SIGMA:

M

MAN

SALES PERSON ARE [Fishbone diagram] NOT WELL EDUCATED

WAY OF SELLING NO PROPER 35

Recruitment and Selection Introduction: Recruitment and Selection system in Insurance sector had become vital for maximum output and effective business results. This study will provide sufficient information about Recruitment and Selection systems carried out in Royal Sundaram Alliance Insurance Company Ltd. Meaning: Recruitment and Selection system refers to sourcing and building efficient Human Resource to the organization to attain its objectives. This policy complies with, and supports, the Company’s Equal Opportunities Policy by: •

Ensuring that every stage of the recruitment and selection

process is carried out in a systematic way, based on pre-agreed criteria, to eliminate the potential for personal bias affecting the decision making process. •

Ensuring that all decision points are fully documented to

assist with subsequent monitoring. •

Making the whole procedure as open as possible, to ensure

that all candidates understand why decisions have been taken and, where they wish, to obtain meaningful feedback. •

Enabling demonstration of robust, transparent processes and

thereby providing a basis for defense in the event of challenge.

36

There are seven main stages to the procedure:  Pre-advertisement 

placing advertisements and dealing with enquiries and

applicants 

short-listing



interviewing and selection



Post-selection procedures



Induction



monitoring

Analyzing Your Workplace To assist you analyze your workplace to identify recruitment or selection issues for women, we suggest you: •

revisit your workforce profile to find where your female

employees are. •

consult with your employees.

•

examine your existing recruitment and selection policies and

practices.

Developing Policy and Procedures • Put in place a policy requiring recruitment and selection processes to select the best person for the job. •

Develop a quality, consistent process for recruitment that

delivers diverse recruits. •

Have a recruitment strategy that links to your business plan,

and to a strategy to retain employees.

37

Reviewing Recruitment and Selection Opportunities • Monitor each stage of the recruitment process to identify any practice that may disadvantage some candidates. •

Investigate whether women have equal opportunity in the

recruitment and selection process by collecting information on the numbers of men and women: 

applying for positions



being short-listed



being interviewed



being appointed, and



Survey staff about their perception of equity in recruitment

procedures. •

Consider collecting diversity information as part of the

process. There could be a pool of diverse candidates you’re not reaching or unnecessarily excluding.

Reviewing Job Descriptions: •

Ensure

all

job

profiles/descriptions

reflect

the

real

requirements of the job, rather than describing the person who filled that job previously. •

Write job profiles in language that encourages both men and

women to apply – including women of and Differing backgrounds. •

For example, avoid use of jargon and acronyms that tend to

be exclusive.

38

LIMITATIONS OF THE STUDY  The study is focused only in Royal Sundaram Alliance Insurance Company Ltd 

Thus the respondents are not come forward to provide their

feedback regarding their organization than the result is bias. 

In this study the sample size is 20. The result might vary

when the sample size values changes it.

39

METHODOLOGY DATA COLLECTION The study was based on questionnaire method. The study was about the Recruitment and Selection System. There are two types of data collection: 

Primary data



Secondary data

Primary data The primary data are those, which are collected a fresh and for the first time happen to be original in character. It has been collected through a Questionnaire and personal interview Secondary data Secondary data are those which have already been collected by someone else and which have already been passed through the stratified process. It has collected through the books, journals & Internet. RESEARCH INSTRUMENT  Questionnaire containing both closed and open ended questions. SAMPLE DESIGN: Population 

It covers the 30 employees working in Reliance Communications,

Lucknow. SAMPLE UNIT  Sample unit is 30 Reliance Communications, Lucknow. 

Total Employee strength of the particular branch is above eighty. 40

SAMPLE PROCEDURES  In this study convenient sampling method was adopted. First the each organization was divided into different departments like Operations, Customer Services, Human Resources, Internet Marketing and under writing departments. From this department, the respondents were selected on the basis of convenience.

CONTACT METHOD  Respondents were contacted personally.

INTERVEIW SCHEDULE  The interview schedule has been used to collect the data. Information can be gathered even when the respondents happen to be literate or illiterate. Formula: Simple percentage =

No of Respondents Total No of Sample Size

41

ANALYSIS AND INTERPRETATION

CHART NO: 1 AGE OF THE RESPONDENTS

42

INTERPRETATION: The above table depicts that 50% of the respondents are below the age group of 25-30 years age`, 30% of the respondents are comes under the category of 35-40 years age group, 16.6% of the respondents are between the age group of 30-35 years and 1% of the respondents are comes under category of above below25 years of age group.

43

CHART NO: 2

GENDER OF THE RESPONDENTS

44

INTERPRETATION: The above table reveals that 50% of the respondents are male and 50% of the respondents are female.

TABLE

SALARY PARTICULARS OF RESPONDENTS

S . N O

DE SC RI PTI ON

NO OF RES PO ND ENT S

PE RC EN TA GE %

1 .

50 00

1

3.3

2 .

50 0010 00 0

13

43. 3

3 .

10 00 015 00

11

36. 6

45

0 4 .

Above 15000

5

16. 6

TOTAL

30

100

INTERPRETATION: The above table depicts that 43.3% of respondents are earned comes the salary of 5000-10000, 36.6% of the respondents have got RS 10000-15000 per month, 16.6% are fall in the income group of above 15000 and 3.3% of the respondents comes under the 5000 level of category.

46

CHART NO: 3

SALARY PARTICULARS OF RESPONDENTS

47

CHART NO: 4

RELATIONSHIP BETWEEN COMMUNICATION AND QUALIFICATION

INTERPRETATION: The above table reveals that 36.33% of the respondents are considering about the importance

of communication

skills

necessary for the selection from the organization.33.3% of the respondents gave second level of importance to the same. 3. no one of the respondents says that Communication skills are not

48

important for the selection process. This data interprets that Communication skills is necessary at all stage of the Recruitment and Selection Process.

CHART NO: 5 RESPONDENTS FOR LEADERSHIP QUALITIES

49

INTERPRETATION: The above table reveals that 60% of the employees state that they have proven Leadership Qualities in them which had given the task of leading a team of members and was given high responsibility over the job. 20% and 13% of them have given scale 3 and 2 as their priority of having the Leadership Qualities. No respondents says that they don’t have such qualities hence everyone has the quality of Leading from the front at different efficiency levels.

50

CHART NO: 6 PRIORITY GIVEN FOR THE QUALIFICATION

INTERPRETATION: Table 6 reveals that 40% and 30% of the respondents were given priority qualification as the important aspect of the selection

51

process. This may be due to their job profile given accordingly. 23.3 % of the respondents have given scale 3 as their priority for the qualification. For other the considerations may be taken in account for technical qualification such as typing skills. Operations department specifies the technical qualification required for the applicants in the job description before the interview process. RSA conduct an online typing test for this particular position.

52

CHART NO: 7 JOB KNOWLEDGE FOR THE RECRUITMENT AND SELECTION PROCESS

INTERPRETATION: Table 7 reveals that 43.33% and 30% of the respondents were given priority job knowledge is the important aspect of the 53

selection process. This may be due to their job profile, designation and higher responsibility in the organization.

16.66 % of the

respondents have given scale 3 as their priority for the Job Knowledge. For other the considerations may be taken in account for position and being a new entrant to the profile or organization.

RECRUITMENT AND SELECTION SYSTEMS: Working with Recruitment Providers/Agencies 54

•

When selecting a provider, make a key selection criterion

‘Evidence of sourcing quality, diverse applicants’. •

Hold your provider accountable for delivering female as well

as male applicants. Increasing the Pool of Applicants: •

Communicate vacancies throughout the organization to

attract a diverse applicant pool. •

Consider partnerships with key providers (for example,

schools, universities and training companies) to find quality female and male candidates. •

Establish contacts and partnerships with organizations and

networks that serve ethnic or other communities. •

Build Intern programs into these partnerships.

•

Offer both female and male employees training, shadowing

or cross-skilling opportunities to develop their skills further. •

Encourage existing staff, including women, to apply for

vacancies – this can be a useful way of encouraging women into non-traditional areas. •

Consider filling the vacancy with high-potential female and

male staff eager to broaden their experience. •

Review the job requirements for essential qualifications. Be

prepared to give value to different kinds of employment and overseas experience in lieu of formal training and local credentials.

•

Be prepared to provide a workplace that accommodates

differences in terms of employee needs and values (e.g., childcare, same-sex benefits, job-sharing, flexible work hours, etc). 55

Recruiting Internally •

Advertise the position widely to attract a diverse applicant

pool, for example, would employees on maternity/parental leave have an opportunity to see the advertisement? •

Design internal job advertisements as you would an external

job advertisement – to attract a diverse applicant pool and get the best person for the job. For example, use inclusive language and images that speak to all candidates. •

Ensure both female and male quality candidates are given

equal opportunity to be short-listed. •

Consider offering both female and male employees the

position as a development assignment. 

Prepare employees to apply for internal positions by:



Implementing and monitoring succession planning for both

female and male employees. 

Providing opportunities for both female and male employees

to work in different organizational areas and gain a broad range of work experience. 

Providing female and male unsuccessful candidates with

feedback on the recruitment selection process, and offering development opportunities to position them well for the next internal recruitment opportunity.

Interviewing

56

•

Ensure

that

all

interviewers

are

provided

with

sensitivity/awareness training related to diversity and gender issues. •

Ensure interview panels consist of people from a range of

backgrounds and a good understanding of the requirements of the job. •

Encourage

panel

Chairs

to

challenge

and

address

discriminatory assumptions made by panel members when deciding on the successful candidate. •

Consider both female and male internal candidates – you

may find that their knowledge and understanding of the business assists them to outperform the external candidates. Communicating your Policies and Procedures: •

Publicize your recruitment and selection policy widely in the

organization. •

Ensure both female and male employees, and employees on

long-term leave have access to the recruitment and selection policy and procedures information. •

Train managers on your recruitment and selection policy and

procedures. •

Hold managers accountable for providing equal opportunity

in recruitment and selection by including this requirement in managers’ workplace and performance agreements. •

Encourage managers to lead by example by sourcing and

selecting top female candidates.

57

Successful Recruitment and Selection: Equality of opportunity can seem quite a complex area, and recruiters and employers may often look at it from a defensive, legal compliance position. Diversity takes a wider and more positive outlook. There is still a need to ensure discrimination and stereotyping play no part in the recruitment and selection process. But as important is the valuing of difference between people, and understanding the positive benefits for the University of employing a diverse range of talented people. A positive approach to diversity allows you to select the best person for the job based on merit alone and free from bias on the grounds of factors – such as age, disability, gender or race – that are not relevant to the person’s ability to do the job. Employers taking this approach are more likely to be seen as fair, positive and progressive places to work by the diverse society of which they are a part. “Everyone is different and unless employers take diversity seriously they will fail to recruit, retain and engage the commitment of the talent needed to sustain and improve performance” Despite a growing emphasis on positive approaches, legal issues should nevertheless be taken seriously. An increasing number of specific areas of discrimination are now covered by legislation. Decisions that fall foul of the law can be not only costly for the University in terms of bad publicity and financial penalties, but also time-consuming and stressful for the individuals involved – and that could be you! 58

You don’t need to be an expert on anti-discrimination legislation and case-law but you do need to understand: •

the principles of what constitutes direct and indirect

discrimination in the recruitment process; and •

Why a positive approach to diversity is the best way to avoid

problems and attract a wider range of suitable candidates. •

Following the principles and practices outlined in this guide

will help you to put this into practice. You may also find it useful to consider some specific actions to avoid discrimination and adopt a positive approach to diversity. Screening Applications •

Based on qualitative or quantitative short listing

•

Service record should be consulted before short listing

internal candidates. •

Consideration may be given for gender/diversity balance

•

Screening process may be conducted in accordance

•

With benchmark (required skills, competencies,

•

Education and experiences) for each position.

Short-listing •

Short-listing is the vital first stage in the selection process.

Measuring how candidates match up to your selection criteria at this stage is crucial to enable you to objectively assess which of the candidates you wish to consider further in the next part of the selection process, generally the interview stage.

59

Careful short-listing is particularly important when you have a large number of applicants. •

Ideally, everyone who is part of the selection panel should be

involved

in

the

short-listing

process

either

together

or

independently. However, if this is not practicable, at least two members of the interview/final assessment panel should be involved. There are two types of internal applicants who must be short-listed if they meet the essential criteria for the vacancy (in both cases this will be clearly indicated by a covering letter from Personnel Services) Written test •

Must set questions by taking inputs from interview panel.

•

Final question should prepare and write out by trusted

person. •

Confidentiality must be ensured

•

Type of questions will depend on the level of position,

•

Generally, questions should be on core business, on

management-related issues and job specifies. Interview panel •

May consist of 3 to 5 experience persons.

•

Have adequate knowledge

•

Have specific skills and competencies

•

At least one woman may participate

•

Line manager or his/her designate and HRM

•

Representative’s participation is mandatory.

60

Recruitment of Operations Executives: 

Operations Executives are employed through various methods of

Sourcing. 

RSA uses internal job postings for receiving online applications.



The applications were generated based on their Qualification and

Experience and other skills. 

Preliminary Interviews were conducted to shortlist the candidates.



Applications were also received from the Recruitment service

agents and through reference by word of mouth. 

The candidate has to undergo an online typing test / speed test

with the company wherein the department needs candidates who can type a maximum of 35 WPM (words per minute). 

Finally an oral test is conducted for processing the candidates’

application.

61

FINDINGS 

Majority of the respondents come under the age group of 25-

30. 

In the 30 respondents 50% of the respondents are male and

50% of the respondents are female. 

50% of the respondents have got the experience of 5-10

years. 

46.3% of the respondents are getting the salary range

between 8000-10000. 

100% of the respondents are getting the on the job training.



Majority of the respondents are satisfied with their present

salary. 

60% of the respondents are satisfied with the incentive

scheme 

50%

of

the

respondents

are

aware

with

the

Job

responsibility. 

43.33% of the respondents have the Job knowledge before

the assignment of a particular job. 

60% of the respondents believe that they possess the

Leadership qualities in them which will be the major consideration for the selection process. 

40% of the sample size reveals that qualification is an

important factor in the process of Recruitment and Selection 

Majority

of

the

respondents

are

satisfied

with

their

relationship between the top level management and the low level management.

62



80% of the respondents feels the communication must be

improved Majority of the respondents are satisfied with the working condition. 

80% of the respondents agree that communication plays a

major role in the selection process 

56.6% of the respondents are good with their communication

skills



63.3% of the respondents have opinion saying that they are

satisfied with the safety measures provided by the organization. 

45% of the respondents have neutral opinion about the

grievances handling procedure by the organization.

RECOMMENDATIONS •

The organization should provide or set up a communication

lab for the benefit of the fresher and existing employees that makes a career development and new opportunity to grow up in the organization. •

This increases the employee morale and helps to attain the

target. •

Communication classes should be conducted timely to all

employees should be followed by organization. •

Refresher courses may organize intermittently for all

employees in the rank and file category to relive job fatigue and monotony of every day work life. So employees can gain skills by Communication. •

Candidates who enter into the Job Market must make sure

that their efficiency in Communication is up to the expectation of 63

an organization which will make them to go through the Recruitment and Selection system of Royal Sundaram Alliance Insurance Company. •

The

respondents

in

the

corporate

exhibits

that

communication skills are necessary for all the employees from different channels. •

FOS (Fleet on street) Team should be made involved to pass

through more communication classes from language experts.

CONCLUSION

In the present competitive & dynamic environment, it has become essential for organization to build and sustainable. In competitive advantage, the Communication skill set has assumed more importance than even before. Dynamic and growthoriented organization recognizes Communication as an important aspect of the Recruitment and Selection system for managerial function in a rapidly changing and economic environment. Insurance industries should possess a valuable work force with good communication skill sets to get a good deal or business from their customers. In this sector the Open Market channel is the main source of revenue for the company for which they should be able to communicate well with their clients.

Then the company

can reach its profitability and objectives easily.

64

The company should take the suggestions and ideas from the employees and can conduct and examine the communication skill set within the employees. So that they can analyze the need and act accordingly for a better result and the growth of its own and valuable workforce

Bibliography Book •

Human Resource Management by Aswathappa

•

2008 Annual Corporate Report

•

RELIANCE COMMUNICATION's Corporate History

Web •

www.RELIANCE COMMUNICATION.com

•

www.google.com

•

www.wikipedia.org

•

www.yahoo.com

65

Questioner 1. 1. 2. 3. 4. 5. 6.

Please indicate to which age group you belong: Under 25 25 to 34 34 to 44 45 to 54 55 to 59 60 Plus 2. Please indicate whether you are: 1. Male 2. Female 3. In rank order from 1 to 5 (1 being the most difficult), list your department's "hardest to recruit" classifications. 1. 2. 3.

66

4. 5. 4. In regard to the classifications listed in question #3, how long on average does it take an applicant to go through the entire selection process (from application to hire) for these classifications? Classification 1: Less than 3 months or 3-6 months or 6-8 months or 9-12 months or More than 1 year Classification 2: Less than 3 months or 3-6 months or 6-8 months or 9-12 months or More than 1 year Classification 3: Less than 3 months or 3-6 months or 6-8 months or 9-12 months or More than 1 year

Classification 4: Less than 3 months or 3-6 months or 6-8 months or 9-12 months or More than 1 year Classification 5: Less than 3 months or 3-6 months or 6-8 months or 9-12 months or More than 1 year 5. In regard to your overall selection process (from application to hire), does your department currently use the following selection instruments? a. Life Experience Questionnaire/Training Questionnaire (LEQ/T&E): Yes or No

and

Experience

b. Other self-certification selection instrument: Yes or No c. Supplemental Application in conjunction with most hiring interviews: Yes or No 6. If your department does not use a Life Experience Questionnaire/Training and Experience Questionnaire (LEQ/T&E), please specify the reason. (check all that apply) Too much time to develop Against department policy 67

Not an effective method of assessment Potential appeals Too expensive Difficulty in validating responses Lack of expertise to develop the questionnaire May be prone to exaggeration by candidates Other (please specify below)

7. Approximately how many examinations, on average, does your department conduct on an annual basis?

8. In regard to your answer in question #6, approximately how many of your departmental examinations, on average, are conducted on an open basis? 9. Is your department currently conducting job analyses? Yes or No (If no, proceed to question #10) 10. What is the objective of the job analyses? (check all that apply) Update minimum qualifications Revise class concept Identify training needs 68

Test Validation Exam development requirement Other (please specify below)

69