SUMMER INTERNSHIP REPORT ON RECRUITMENT AND SELECTION IN AIRPORTS AUTHORITY OF INDIA
SUBMITTED IN PARTIAL FULFILLMENT OF THE REQUIREMENTS FOR THE AWARD OF THE DEGREE OF MASTERS OF BUSINESS ADMINISTRATION (MBA) TO MAHAMAYA TECHNICAL UNIVERSITY
TRAINING SUPERVISOR: Mr. KAMAL (ASSISTANT HR)
SUBMITTED BY: SWATI CHAUHAN 1109170048
JSS ACADEMY OF TECHNICAL EDUCATION C-20/1, SECTOR-62, NOIDA (U.P.)- 201301
INDEX S.No 1.
TOPIC COMPANY PROFILE
INTRODUCTION MISSION AND VISION OF AAI ORGANIZATION STRUCTURE 2.
RECRUITMENT POLICY
INTRODUCTION RECRUITMENT POLICY IN AAI 3.
SOURCES OF RECRUITMENT
INTRODUCTION INTERNAL SOURCES OF RECRUITMENT EXTERNAL SOURCES OF RECRUITMENT 4.
RECRUITMENT PROCESS
INTRODUCTION RECRUITMENT PROCESS IN AAI 5.
SELECTION PROCESS
INTODUCTION SELECTION PROCESS IN AAI 6.
RESEARCH RESEARCH METHODOLOGY
7.
DATA ANALYSIS
8.
FINDINGS AND SUGGESTIONS
9.
CONCLUSION
PAGE No.
10.
ANNEXURES:
a) Questionnaire b) Applications c) Admit Card d) Interview call e) Advertisement
11.
BIBLIOGRAPHY
CERTIFICATE
This is to certify that this project titled “Recruitment and Selection in Airport Authority of India” I ndia” is bonafide work of SWATI CHAUHAN of MBA 3rd Semester carried out at Airport Authority of India, Safdarjung Airport from 04-06-2012 to 13-07-2012. This project is based on the study carried out by her under my guidance and supervision.
GIRISH KUMAR Sr.Manager (HR)
ACKNOWLEDGEMENT I express my sincere and profound gratitude to Mr.Grish Kumar, Senior Manager (HR) for his valuable guidance and supervision in the preparation of this project work and for his encouragement and help. I am deeply indebted to Mr.A.K.Malik, Joint General Manager (HR) for giving me this wonderful opportunity to join Airports Authority of India as trainee and understanding the working of HR cell. I would like to thank the employees working in HR cell for their help and co-operation during the internship. I would also like to thank Mr. Puneet Verma my project guide for her immense help and guidance in preparing the project successfully. I also express my sincere thanks to all officers and staff of Airports Authority of India who were kind enough to co-operate by spending their valuable time in filling up the questionnaire used in this study and I also express my sincere thanks to all those who directly or indirectly extended their help in completing this work.
PREFACE HRM is the legal liason between the organization and the employees. A large part of the growth of Airports Authority of India is the Human Resources Department who are responsible for hiring the people with the knowledge to bring new technology into a company. To be successful they need a highly skilled, flexible and committed work force, a flexible and innovative management, the ability to retain developed talent, and a strong partnership between management and labour unions.
To achieve these goals, the company needs a talented workforce. Besides hiring the right people to manage and perform specific jobs, HR cell have to build up commitment and loyalty among the workforce by keeping them up to date about company plans, and laying out the implications for for job security security and working conditions.
From the first day of my internship to the last day of the training, the HR cell was every employee‟s main connection connectio n between the production floor and the upper management. The HR department kept the employees informed via bicompany newsletter and bulletin- board postings throughout the organization.
The backbone of any successful company is the HR department and without a talented group of people to hire, culture and inform employees, the company is doomed for failure. Hence it is one of the major task of any organization that its recruitment and selection process is carried out in a proper manner so that only well qualified and knowledgeable pool of candidates are selected in the organization.
AIRPORTS AUTHORITY OF INDIA (AAI)
COMPANY PROFILE st
The Airports Authority of India (AAI) was formed on 1 April, 1995 by merging the International Airports Authority of India and the National Airports Authority with a view to accelerate the integrated development, expansion and modernization of the operational, terminal and cargo facility at the airports in the country confirming to international standards. Airports Authority of India came into being by merging erstwhile International Airports Authority Authority and National Airports Authority of India. The merger merger brought into existence a single organization entrusted with the responsibility of creating, upgrading, maintaining and managing the Civil Aviation infrastructure both on the ground and air space in the country. Aviation sector in a vast country like India plays a pivotal role in meeting the fast growing needs of the country. The Civil Aviation Sector in our country is witnessing boom in terms of traffic growth. The estimated traffic growth of about 8 to 10 percent in the domestic as well as international market is in itself an indication of the potential of this sector and its likely likely impact on on the socio-economic development of India. The opening up of Civil Aviation Sector and the revival of the tourism industry over the past few years has added new dimensions and challenges to the AIRPORTS AUTHORITY OF INDIA in handling growing air-traffic and providing better facilities to to users. AIRPORTS AUTHORITY OF INDIA (AAI) was formed on 1st April, 1995 by an Act of Parliament. It manages 127 airports which include:
15 International Airports (including Delhi & Mumbai)
7 Customs Airports
25 Civil Enclaves
80 Domestic Airports
AAI manages 125 airports, which include 11 International Airport, 08 Customs Airports, 81 Domestic Airports and 27 Civil Enclaves at Defence airfields. AAI provides air navigation services over 2.8 million square nautical miles of air space. During the year 20-09, AAI handled aircraft movement of 1306532 Nos. [International 270345 & Domestic 1036187], Passengers handled 44262137 Nos. [International 1047614 & Domestic 3378590] and the cargo handled 499418 tonnes [International 318242 & Domestic 181176]
1. 1. Passenger Facilities
Passengers Facilities
The main functions of AAI inter-alia include construction, modification & management of passengers terminals, development & management of cargo terminals, development & maintenance of apron infrastructure including runways, parallel taxiways, apron etc., Provision of Communications, Navigation and Surveillance which includes provisions of DVOR/ DME, ILS, ATC radars, visual aids etc., provision of air traffic services, provision of passenger facilities and related amenities at its terminals thereby ensuring safe and secure operations of aircraft, passengers and cargo in the country.
2. 2. Air Navigation Services
Air Navigation Services
In tune with global approach to modernization of Air Navigation infrastructure for seamless navigation across state and regional boundaries, AAI has been going ahead with its plans for transition to satellite based Communication, Navigation, Surveillance and Air Traffic Management. A number of cooperation agreements and memoranda of co-operation have been signed with US Federal Aviation Administration, US Trade & Development Agency, European Union, Air Services Australia and French Government Co-operative Projects and Studies initiated to gain from their experience. Through these activities more and more executives of AAI are being exposed to the latest technology, modern practices & procedures being adopted to improve the overall performance of Airports and Air Navigation Services. Induction of latest state of the art equipment, both as replacement and old equipments and also as new facilities to improve standards of safety of airports in the air is a continuous process. Adoptions of new and improved procedures go hand in hand with induction of new equipment. Some of the major initiatives in this direction are introduction of Reduced Vertical separation Minima (RVSM) in India air space to increase airspace capacity and reduce congestion in the air; implementation of GPS and Geo Augmented Navigation (GAGAN) jointly with ISRO which when put to operation would be one of the four such systems in the world.
3. 3. Security
Security
The continuing security environment has brought into focus the need for strengthening security of vital installations. There was thus an urgent need to revamp the security at airports not only to thwart any misadventure but also to restore confidence of travelling public in the security of air travel as a whole, which was shaken after 9/11 tragedy. With this in a view, a number of steps were taken including deployment of CISF for airport security, CCTV surveillance system at sensitive airports, latest and state of the art X-ray baggage inspection systems, premier security & surveillance systems. Smart Cards for access control to vital installations at airports are also being considered to supplement supplement the efforts of security personnel at sensitive airports.
4. 4. Aerodrome Facilities
Aerodrome Facilities
In Airports Authority of India, the basic approach to planning of airport facilities has been adopted to create capacity ahead of demand in our efforts. Towards implementation of this strategy, a number of projects for extension and strengthening of runway, taxi track and aprons at different airports has been taken up. Extension of runway to 7500 ft. has been taken up to support operations for Airbus-320/Boeing 737-800 categories of aircrafts at all airports. 5. 5. HRD Training
HRD Training
A large pool of trained and highly skilled manpower is one of the major assets of Airports Authority of India. Development and Technological enhancements and consequent refinement of operating standards and procedures, new standards of safety and security and improvements in management techniques call for continuing training to update the knowledge and skill of officers and staff. For this purpose AAI has a number of training establishments, viz. NIAMAR in Delhi, CATC in Allahabad, Fire Training Centres at Delhi & Kolkata for in-house training of its engineers, Air Traffic controllers, Rescue & Fire Fighting personnel etc. NIAMAR & CATC are members of ICAO TRAINER programme under which they share Standards Training Packages (STP) from a central pool for imparting training on various subjects. Both CATC & NIAMAR have also contributed a number of STPs to the Central pool under ICAO TRAINER programme. Foreign students have also been participating in the training programme being conducted by these institutions. 6. 6. IT Implementation
Implementation
Information Technology holds the key to operational and managerial efficiency, transparency and employee productivity. AAI initiated a programme to indoctrinate IT culture among its employees and this is most powerful tool to enhance efficiency in the organization. AAI website with domain name www.airportsindia.org.in or www.aai.aero or www.aai.aero is a popular website giving a host of information about the organization besides domestic and international flight schedules and such other information of interest to the public in general and passengers in particular. particular.
MISSION AND VISION OF AAI
Mission of AAI--------“PROGRESS THROUGH EXCELLENCE AND CUSTOMER SATISFACTION WITH WORLD CLASS AIRPORT AND AIR TRAFFIC SERVICES FOSTERING ECONOMIC DEVELOPMENT” Vision of AAI---------“TO BE WORLD CLASS ORGANIZATION IN AIR TRAFFIC SERVICES AND AIR MANAGEMENT AND MAKING INDIA A MAJOR HUB IN ASIA-PACIFIC ASIA- PACIFIC REGION BY 2016” Main Functions of AAI-------
Control and management of the Indian air space Provisions of communication, navigational and surveillance aids Operation, maintenance and up gradation of operational areas viz. runways, aprons, taxiways etc Design, development, operation and maintenance of passengers terminals Development and management of cargo terminals.
ORGANIZATIONAL STRUCTURE Airpo Ai rports rts Authori Authority ty of I ndi ndia headed by a Chairman and supported by five Members, namely, Member (Air Navigation Services), Member (Operations), Member (Planning), Member (Human Resources) and Member (Finance) all selected through Bureau of Public Enterprises, Government of India. AAI consists of two divisions namely, International Airports Division and National Airports Division. The Chairman and the Board Members look after all the requirements and functioning of both these divisions. AAI is having its Corporate Headquarters at New Delhi.
NATIONAL AIRPORTS DIVISION (WING – (WING – I) I) The Apex body of National Airports Division consists of Chairman and four Board Members who decide and formulate all corporate policies of the Authority and ensure proper implementation of the same. Further, these are several Executive Directors who are looking after various departments headed by four Board Members and providing all necessary help h elp and information in the process of decision making. National Airports Division is also having its five regional headquarters, h eadquarters, namely Eastern, Western, Northern, Southern and North-East. Each of these Regions is headed by Regional Executive Director. The Regional Headquarters are situated at Kolkata, Mumbai, Delhi, Chennai & Guwahati respectively. There is also a Civil Aviation Training College at Allahabad headed by a „Principal‟ who is at par with Regional Executive Director. All the training needs of Executives and Non-executives are fulfilled at this Civil Aviation Training College.
INTERNATIONAL AIRPORTS DIVISION (WING-11) The Apex body of International Airports Division are also Chairman and five Board Members (who are of National Airports Division also) who decide and formulate all corporate policies and ensures proper implementation of the same. Further, there are several Executive Directors who are looking after various departments headed by five Board Members and providing all necessary help and information in the process of decision making. The Airport Director of International Airports Division at Chennai and Calcutta are at par with regional headquarters situated at Kolkata, Mumbai, Chennai and Thiruvanthapuram. These regional headquarters are headed by Airport Directors who are at par with Regional Executive Directors.
RECRUITMENT POLICY In today‟s rapidly changing business environment, a well defined d efined recruitment policy is necessary for organizations to respond to its human resource requirements in time. Therefore, it is important to have a clear and concise recruitment policy in place, which can be executed effectively to recruit the best talent pool for the selection of the right candidate at the right place quickly. Creating a suitable recruitment policy is the first step in the efficient hiring process.
A clear and concise recruitment policy helps ensure a sound recruitment process. It specifies the objectives of recruitment recru itment and provides a framework for implementation of recruitment programme. Policies increase managerial effectiveness by standardizing many routine decisions clarifying the discretion managers and subordinates can exercise in implementing functional tactics. Changing environment has a direct effect on the success and failure of the organization. These changes take place inside and outside the Organization. Most policies in organizations are never reviewed and they become irrelevant due to the changes in the environment that the organization is operating.
COMPONENTS OF THE RECRUITMENT POLICY
The general recruitment policies and terms of the organisation Recruitment services of consultants Recruitment of temporary employees e mployees Unique recruitment situations The selection process The job description The terms and conditions of the employment
A recruitment policy of an organization should be such that:
It should focus on recruiting the best potential people. To ensure that every applicant and employee is treated equally with dignity and respect. Unbiased policy. To aid and encourage employees e mployees in realizing their full potential. Transparent, task oriented and merit based selection. Weightage during selection given to factors that suit organization needs. Optimization of manpower at the time of selection process. Defining the competent authority to approve each selection. s election. Abides by relevant public policy and legislation on hiring and employment relationship. Integrates employee needs with the organizational needs.
FACTORS AFFECTING RECRUITMENT POLICY
Organizational objectives
Personnel policies of the organization and its competitors.
Government policies on reservation.
Preferred sources of recruitment.
Need of the organization. Recruitment costs and financial implications. th
Keeping the above factors in mind Airports Authority of India in its 84 Board Meeting has approved common recruitment and promotion regulations (R&P rules) which acts as their Recruitment Policy which forms the basis for recruiting and selecting the employees for different cadres/grades.
Recruitment and Promotion policy of AAI
1. SHORT TITLE, COMMENCEMENT AND APPLICATION
1.1 These may be called Airports Authority of India (recruitment and promotion) Regulations,2005. 1.2 These shall come into force on the date of their gazette notification. 1.3These regulations are applicable to all regular employees employe es of the authority and to all persons employed by the authority on deputation in accordance with the regulations.
2. DEFINITIONS
In these regulations, unless the context otherwise requires:a) “Absorptionist” means an employee belonging to the Central or State Government or Public Sector Undertaking who has been permanently absorbed in the regular service of the authority; b) “Act” means the Airports Authority of India Act,1994, as amended from time to time; c) “Appointing Authority” in relation to the post means m eans the Authority as specified; d) “Apportioning” means identifying the number of posts in the specified disciplines by the competent authority within the cadre strength, which need to be filled up at two different levels depending upon the specific requirements of the organization;
e) “Authority” means the Airports Authority of India constituted under section 3 of the Act; f) “Board” means the Board of Members of the Airports Authority of India; g) “Chairman” means the Chairperson of the Authority appointed; h) “Competent Authority” means the Chairperson or any Whole-Time Whole -Time Member or any officer authorized by the chairperson in this behalf by general or special order; i) “Departmental Candidates” means the officials who have been appointed on regular basis and who posts on hold liens on any permanent post of the authority; j) “Departmental Promotion Committee” means a committee constituted to consider promotions in any grade; k) “Employee” means a person appointed by the authority either on temporary or permanent basis including the deputationists and the trainees on stipend recruited against regular posts, but does not include a person employed by the Authority on daily wages, contract or apprentices paid under the Apprenticeship Act,1961; Act,1961; l) “Executive Posts” means the posts in the grade of junior executive & equivalent and above, up to the level of Executive Director and equivalent; m) “Government” means Government of India; n) “Management” means Chairpersons or Members or any other Executive of the Authority so authorized by the Chairperson; o) “Member” means a member of the Authority and includes the Chairperson but does not include an ex-officio Member; p) “Month” means the calendar month;
q) “Non“Non-Executive Posts” means the posts in the grade of Jr. Attendant A ttendant and Equivalent and above, up to the level of Sr. Supdt.(SG); r) “Permanent Employee” means an employee who has been appointed by the Authority against a post which has been sanctioned and who has been confirmed after completion of probation period satisfactorily. s) “Post” means any post which a person has been appointed on temporary or permanent basis or on a Contract/Deputation; t) “Probationer” means an employee who has been appointed by the Authority against a sanctioned post but has not been confirmed; u) “Recruitment Year” means the year commencing co mmencing from 1st January to 31st December of the year; v) “Temporary Employee” means an employee who has been appointed by the Authority against a temporary post sanctioned for a specific period or appointed on temporary basis against a permanent post.
3. GRADES AUTHORISED STRENGTH AND ENABLING PROVISIONS:
3.1 The posts included in the various grades/cadres of the Authority, their group, level and the scales of pay on the commencement of these regulations shall be as specified. 3.2 After the commencement of these regulations, the authorized strength of the posts in various grades shall be such as may be from time to time to be determined by the Authority; 3.3 The Authority may create posts and make additions or deletions to the strength of the posts in various grades as deemed necessary from time to time, as provided in the note under section 4; 3.4 The Chairperson may with the approval of Authority include any allied posts other than those included;
3.5 Re-employment of superannuated Govt. servants/extension of service of AAI employees beyond the age of superannuation in exceptional circumstances can be made in accordance with the Government guidelines; 3.6 In certain circumstances, appointment may b determined by the competent Authority instead of regular pay-scales.
4. CATEGORISATION OF CADRES/GRADES:
4.1 The posts in Authority are broadly categorized as Executive and NonExecutive and fall in the following groups/levels: (I) EXECUTIVE: LEVELS
DESIGNATION
E-1
Junior Executives and equivalent
E-2
Assistant Manager and equivalent
E-3
Manager and equivalent
E-4
Senior Manager and equivalent
E-5
Senior Manager(SG) and equivalent
E-6
Deputy General Manager and equivalent
E-7
Joint General Manager and equivalent
E-8
General Manager and equivalent
E-9
Executive Director and equivalent
GROUP
“B”
“A”
(II) NON-EXECUTIVE: LEVELS
DESIGNATION
NE-1
Junior Attendant and equivalent
NE-2
Attendant and equivalent
NE-3
Senior Attendant and equivalent
NE-4
Junior Assistant and equivalent
NE-5
Assistant and equivalent
NE-6
Senior Assistant and equivalent
NE-7
Supervisor and equivalent
NE-8
Superintendent and equivalent
NE-9
Senior Superintendent and equivalent
NE-10
Senior superintendent(SG) and equivalent
GROUP
“D”
“C”
“B”
4.2 The Authority will have the discretion to change the scales of pay from time to time. 4.3 Employees recruited in the Authority‟s service shall be placed in any of the approved pay scales of the Authority as prevailing from time to time and applicable to the post to which recruitment is made. 4.3 The candidate who has applied for a higher post or if he is in the Select panel for a higher post pos t can be appointed in a lower post subject to his suitability and willingness to accept the same.
SOURCES OF RECRUITMENT
Every organization has the option of choosing the candidates for its recruitment processes from two kinds of sources: Internal and External Sources. The sources within the organization itself (like transfer of employees from one department to other promotions) to fill a position are known as the Internal Sources of Recruitment. Recruitment candidates from all the other sources (like outsourcing agencies etc.) are known as the External the External Sources of Recruitment.
SOURCES OF RECRUITMENT
INTERNAL SOURCES
1) 2) 3) 4)
Promotions Demotions Transfers Retired and retrenched employees 5) The dependents and relatives of Deceased employees and disabled employees
EXTERNAL SOURCES
1) Advertisements 2) Employment Exchanges 3) Consultants 4) Labour Contractors
INTERNAL SOURCES OF RECRUITMENT IN AAI Internal Recruitment is a recruitment which takes place within the concern or organization. Internal sources of recruitment are readily available to an organization. Internal sources are primarily three- Transfers, Promotions and Re-employment of ex-employees. Internal recruitment may lead to increase in employee‟s productivity as their motivation level increases. It also saves time, money and efforts. But a drawback of internal recruitment is that it refrains the organization from new blood. Also, not all the manpower recruitments can be met through internal recruitment. Hiring from outside has to be done. ADVANTAGES OF INTERNAL RECRUITMENT
It offers wonderful opportunities for the current staff to further their careers. Internal recruitment could also be a great way of keeping workers who may have been considering a flight from the company, this is advantageous because the cost of training are at most best insignificant and to the worst much less than it would cost if the organization advertised outside. It‟s definitely faster and faster and less costly than outside recruitment and it has the added merits because current curr ent employees are familiar entity.
DISADVANTAGES OF INTERNAL RECRUITMENT
Limits the number of potential applicants for a job. External candidates might be better suited/qualified for the job. Another vacancy will be created that has to be filled. Existing staff may feel they have the automatic right to be promoted, whether or not they are competent. Business may becomes resistant to change; by recruitment from outside, new perspectives and attitudes are brought in.
The Internal sources of Recruitment include:
Promotions Demotions Transfers Retired and retrenched employees The dependents and relative of Deceased employees.
1. PROMOTIONS
The employees are promoted from one department to another with more benefits and greater responsibility based on efficiency and experience. Promotion implies upgrading of an employee to a higher position carrying higher status, pay and responsibilities. Promotion from among the present employees is advantageous because the employees promoted are well acquainted with the organizational culture, they get motivated. Promotion from among present employees also reduces the recruitment for job training.
Promotions for various Executives and Non-Executives cadres in AAI are based on certain criteria as prescribed below: CRITERIA AND BENCHMARK FOR PROMOTIONS TO VARIOUS GRADES IN EXECUTIVE AND NON EXECUTIVE CADRES: C ADRES: For Promotion to the level of Deputy General Manager(DGM) (E-6) and above:
The benchmark for promotions to the Grade of DGM (E-6) and above will be VERY GOOD. (This will ensure elements of higher selectivity in comparison to promotions to the grades lower than the aforesaid level, where the benchmark as indicated ind icated below, shall be „GOOD‟ only). The DPC shall for promotion to the said Pay Scale(Grade) and above, will give one of the following overall grading to the officers who are in the consideration zone:-
i) ii) iii) iv) v)
OUTSTANDING VERY GOOD GOOD AVERAGE UNFIT
While drawing up the Selection Panel for promotion, officers graded as „Outstanding‟ will be placed en-bloc en -bloc senior to the officers who are graded as „VERY GOOD‟ provided they are within the number of vacancies for which the DPC is held. Since the benchmark is „VERY GOOD‟ for promotions to the grade of DGM and above, the officers getting grading lesser than „VERY GOOD‟ will not be empanelled. For promotions from the level of Junior Executive (E-1) to the level of Sr. Manager (E-4)
For promotions to the post of Assistant Manager (E-2) up to the grade of Senior Manager (E-4), (E-4), the benchmark will be „GOOD‟. The DPC shall for promotion to the posts/grades in these categories, grade officers as OUTSTANDING, VERY GOOD, GOOD, AVERAGE and UNFIT. Only those officers who are graded as „GOOD‟ and above shall be included in the Select Panel prepared by the DPC in order of their inter-se-seniority in the feeder grade. While preparing the Select Panel, officers graded as „OUTSTANDING‟ will be placed en-bloc senior to the officers graded as „VERY GOOD‟, and the officers graded as „GOOD‟, provided they are within the number of vacancies for which the DPC is held. Similarly, for placing Senior Manager (E-4) to Senior Manager (Selection Grade) (E-5), the benchmark will be „GOOD‟. For promotion in the Non-Executive Grades:
Promotion to all these Grades will be on the basis of Seniority-cum-Fitness, Seniority-cum-Fitness, subject to the rejection of „UNFIT‟. The DPC will therefore, grade the officers as „FIT‟ or „UNFIT‟, on the basis of performance as reflected in their Annual Confidential Reports (ACRs) for the relevant period, and subject to qualifying test, wherever prescribed.
COMPOSITION & METHODOLOGY OF ASSESSMENT:
1. The Departmental Promotion Committee will be constituted for selection of suitable candidates with respect to the level of posts and the representatives of SC/ST will be included/co-opted wherever applicable as per the guidelines on the subject. The members of the DPC will be at least two levels higher than the posts for which the DPC is conducted wherever possible. Where the posts are to be filled up on the basis of interview, an outside expert will also be associated with the DPC/Selection Committee. 2. Each Departmental Promotion Committee should decide its own method and procedure for objective assessment of the suitability of the candidates, who are in the consideration zone for promotion. In order to ensure greater selectivity in the matter of promotions and for having uniform procedures for assessment by the DPCs, the following guidelines are prescribed:
While merit has to be recognized and rewarded, advancement in an officer‟s career should not be regarded as a matter of course, but should be earned by dint of hard work, good conduct and result-oriented performance as reflected in the Annual Confidential Reports (ACRs), and based on strict and rigorous selection process.
The average performance should be regarded as routine and undistinguished. It is only performance that is really note-worthy which should entitle an officer to recognition and suitable rewards in the matter of promotion. pro motion.
Confidential Reports are the basic inputs on the basis of which assessment is to be made by each DPC. The evaluation of Annual Confidential Reports (ACRs) should be fair, just and nondiscriminatory.
2.DEMOTIONS
An employee in AAI can be demoted on violation of the- Employees (conduct, Discipline and Appeal) Regulations Employees (conduct, Discipline and Appeal) Regulations An employee who is found guilty on the following grounds shall attract Minor Penalties or Major Penalties: 1.Theft, fraud or dishonesty in connection with the business or property of the Authority or property of another person within the premises; 2. Taking or giving bribes or any illegal gratification to which he is legally not entitled; 3.Furnishing wrong information regarding name, date of birth, age etc or any other matter in relation to the employment at the time of appointment or during the course of employment; 4.Acting in manner prejudicial to the interests of the Authority; 5.Wilful insubordination or disobedience of any lawful and reasonable order of his superior; 6.Irregular attendance; 7.Neglect of works or negligence in the performance of the duty including malingering or slowing down of work; 8.Interference or tampering with any safety device installed in or about the premises of the Authority; 9.Drunkenness or riotous or disorderly or indecent behaviour in the premises of the Authority or outside such premises where such behaviour is related to or connected with employment;
10. Gambling within the premises of the Authority; 11. Commission of any act which amounts to a criminal offence involving moral turpitude; 12. Purchasing from or selling to the Authority properties, machinery, stores or any other articles without express permission in writing from the competent authority; 13. Participating in an illegal strike or abetting, inciting instigating or acting in furtherance thereof; 14. Levelling malicious or false allegations; 15. Occupying or taking possession in an unauthorized manner or refusal to vacate or deliver possession of Authority‟s quarter or any of its premises; 16. Disclosing to any unauthorized person any information in accordance with the working of process of the Authority which comes into possession of the employees during the course of his work. 17. Violations of the provisions of any of the rules or established practices of the Authority;
PROCEDURES FOR IMPOSING MAJOR PENALTIES (Demotions, Dismissal, Compulsory retirement etc)
1. Whenever the disciplinary authority is of the opinion that there are grounds for enquiring into the truth of any imputation of misconduct or inquire into, or appoint any officer of the APPOINTING AUTHORITY or any public servant here in after called the inquiring authority to inquire into the truth otherwise thereof.
2. Where it is proposed to hold an enquiry, the disciplinary authority or an authority to which it is subordinated shall frame definite charges on the basis of the allegations against the employee, the articles of charges, together with as statement of the allegations, on which they are based, a list of documents by which and a list of witnesses by whom, the charges are proposed to be established shall be communicated in writing to the employee, whom shall be required to submit within such time as may be specified by the disciplinary authority, a written statement whether he admits or denies all or any of the charges. 3. On the receipt of the written statement of the employees, or if no such statement is received within the time specified, an enquiry may be held by the disciplinary authority itself, or by any other officer of the authority appointed as an inquiring authority. 4. On the fixed date, the employee shall appear before the inquiring authority at the time, place and date specified in the notice. The inquiring authority shall ask the employee whether he pleads guilty, or has any defence to make, and if he pleads guilty to any of the charges, the inquiring authority shall record the plead, sign and record and obtain the signature of the employee concerned thereon. The inquiring authority shall return a finding of guilt in respect of those charges to which the employee concerned pleads guide. 5. On the date fixed for the inquiry, the oral and documentary evidence by which the charges are proposed to be proved shall be produced by or on behalf of the disciplinary authority. The witnesses shall be examined examined by
or on behalf of the employee. The presenting officer shall be entitled to re-examine the witnesses on any points on which they have been crossexamined, but not on a new matter, without the leave of the inquiring authority. The inquiring authority may also put such questions to the witnesses as it thinks fit. 6. After the conclusion of the inquiry, a report shall be prepared and it shall contain: a) The article of the charges and the statement of the imputations of misconduct or misbehaviour; b) List of the defence of the employee in respect of each charge; c) The findings on each charge and the reasons there for.
7. If the disciplinary authority having regard to the findings on all or any of the charges is of the opinion that any of the penalties specified should be imposed on the employee, it shall, notwithstanding anything contained in the regulations, make an order imposing the penalty.
2. TRANSFERS
The employees are transferred from one department to another according to their efficiency and experience. It refers to change in job assignment which may involve promotion, demotion or not change in terms of responsibility & status. Transfers may be either temporary or permanent depending upon necessities of filling jobs. Transfers generally involve no significant change in pay, status & responsibility of employees. Generally transfers are meant to utilize the individual‟s skill/potential in areas in which he/she has been trained/skilled. The transfer shall apply to all transferable posts in all disciplines. DEFINITIONS: (i) Normal transfer session: For both inert-regions and intra-regions. Normal transfer season would be April-May each year.
(ii)
Inter-regional transfer: transfers from one region to another region.
(iii)
Intra regional transfer: transfers from one station to another station within the region.
(iv)
Tenure station: transfer to a region for a specific time period (1-2 years).
(v)
Home town: the permanent home town as accepted by thee AAI and entered in the service book of the employee.
LENGTH OF STAY AT THE STATION
Transfer will be in accordance with the seniority in stay at the region/station as applicable. Length of stay means period continuously spent at the station on the region under AAI in a post which has the liability of services anywhere in india. For e.g. person A may be in Delhi (northern region) for the last six years---four years as Sr. Superintendent (ATC) and two years as Asstt. Manager(ATC), his length of stay in Delhi (northern) region is six years. Similar shall be the case in respect of his stay at the same station. However , in case of Group D posts, length of stay shall be computed only from the date of promotion to Group C posts. EXEMPTIONS FROM TRANSFERS
1. Exemptions from transfer may be given to an employee if his son /daughter is studying in the final year of high school, higher secondary 10/12th of the final 10+2 system of a recognized board. This concession would be available twice in the service of an official and further subject to the condition that the official applies at least 3 months in advance, supported by a certificate from the Authority of the recognized institution and he certifies that he has not availed the concession earlier. 2. Exemption from Union/Association:
transfer
to
office
bearers
of
recognized
Recognized Union: eight office bearers of the Central Executives Council association: two office bearers of the Central Executive Body. 3. Notwithstanding any of the conditions of the transfer Policy, transfers on operational and administrative reasons shall be effected with the approval of the Chairman based on specific recommendations from Member (P&A) Member concerned.
4. RETIRED AND RETRENCHED EMPLOYEES
Retired and Retrenched employees may also be recruited once again in case of shortage of qualified personnel or increase in load of work. Recruitment such people save time and costs of the organizations as the people are already aware of the organizational culture and the policies and procedures. Former employees are also an internal source of applicants. Some retired employees may be willing to come back to work on a part time basis or may recommend someone who would be interested in working for the company. Sometimes people who have left the company for some reason or the other are willing to come back and work. Individuals, who left their jobs, might be willing to comeback for higher emoluments. An advantage with this source is that the performance of these people is already known.
5. DEPENDENTS OF DECEASED AND DISABLED EMPLOYESS The dependents and relatives of Deceased employees and Disabled employees are also done so that the members of the family do not become dependent on the mercy of others. The objectives of the Scheme for Compassionate Appointment is to grant appointment on compassionate grounds to a dependent family member of a Government servant dying in harness or who is retired on medical grounds, thereby leaving his family in penury and without any means of livelihood. It is to relieve the family of the Government servant concerned from financial destitution and to help it get over the emergency. The efficacy of the Scheme is based on its transparency. It is this aspect, which is foremost and hence while considering a request for appointment on Compassionate grounds by a Committee, a balanced and objective assessment of the financial condition of the family has to be made taking into consideration its assets and liabilities and all other relevant factors such as the presence of earning member, size of the family, age of the children and the essential needs of the family etc. The existing position has been reviewed in this Department and it has been decided by the competent authority that to achieve the objective of the scheme of the Compassionate Appointment and to ensure complete transparency, merits of the cases can be conveniently decided by allocating points to the applicants based on various attributes indicated in the references of DOP & T from time to time.
EXTERNAL SOURCES OF RECRUITMENT IN AAI External sources of recruitment have to be solicited from outside the organization. External sources are external to a concern. But it involves lot of time and money. ADVANTAGES OF EXTERNAL RECRUITMENT
Outside people bring in new ideas. Large pool of candidates from which to choose the best candidates. The organization will have the benefit of new skills, new talents and new experiences, if people are hired from external sources. The management will be able to fulfil reservation requirements in favour of the disadvantaged sections of the society. Scope for resentment, heartburn and jealousy can be avoided by recruiting from outside.
DISADVANTAGES OF EXTERNAL RECRUITMENT
Longer process. More expensive process due to advertisements and interviews required. Selection process may not be effective enough to reveal the best candidate Better motivation and increased morale associated with promoting own employees re lost to the organization. External recruitment is costly. If recruitment and selection process are not properly carried out, chances of right candidates being rejected and wrong applicants being selected occur. High training time is associated with external recruitment.
The External Sources of recruitment include
Advertisements
Employment exchanges
Consultants
Labour contractor
1. ADVERTISEMENTS It is a popular method of seeking recruits, as many recruiters prefer advertisements because of their wide reach. Want ads describe the job benefits, identify the employer and tell those interested how to apply. Newspaper is the most common medium but for highly specialized recruits, advertisements may be placed in professional or business journals. Advertisements must contain proper information like the job content, working conditions, location of job, compensation including fringe benefits, job specifications, growth aspects, etc. The advertisement has to sell the idea that the company and job are perfect for the candidate. Advertisements in AAI can be online or offline. Online advertisements are released http://www.aai.aero/AAI/main.jsp
in
the
AAI
website-----
Recruitment Advertising includes all communications used by an organization to attract talent to work within it.
Recruitment advertisements may be the first impression of a company for many people, and the first impression the firm makes goes a long way to determining interest in the job opening being advertised. AAI Recruitment advertisements typically have a uniform layout and contain the following elements:
The job title heading and location.
An exploratory paragraph describing the company.
A description of the position
Entry qualification.
The remuneration package (not always provided by the employer).
Further details and from where application forms may be sought.
These ads are placed in business journals like employment news. A number of factors influence the response rate of advertisements. There are three important variables- identification of the organization, labour market conditions and the degree to which specific requirements are included in the advertisements. The respective Personnel Department will release an advertisement in the Press inviting applications from candidates fulfilling the conditions of the post. Recruitment will be resorted to only against duly sanctioned posts as per the requirement of the department concerned. While releasing the advertisement, the job specifications, the educational qualifications and experience required for the post and reservation details d etails shall be clearly mentioned.
2. EMPLOYMENT EXCHANGES The employment exchanges maintain detailed records of job-seekers and refer appropriate candidates to the employers. The employers are required to notify the vacancies to these exchanges. The agencies help to match personnel demand and supply by serving as a link between job seekers and the employers. They also provide services like vocational guidance, occupational research, designing, testing and selection programmes, collection and publication of employment information, etc. Employment exchanges run by the Government are regarded as good source of recruitment for unskilled, semi-skilled and skilled operative jobs. Employment Exchanges have been set up all over the country in defence to the provision of the Employment Exchanges (Compulsory Notification of vacancies) Act, 1959. The Act applies to all industrial establishments having 25 workers or more each. The Act requires all the industrial establishments to notify the vacancies before they are filled. The major functions of the exchanges are to increase the pool of possible applicants and to do the preliminary screening. Thus, employment exchanges act as a link between the employers and the prospective employees. The officers are particularly useful to in recruiting blue-collar, white-collar and technical workers. It operates through a net work of 947 employment exchanges and carries out the following functions:
Registration and placement of job seekers so as to ensure a proper balance between demand and supply. Collect comprehensive Employment Market Information on a quarterly basis for creation of data base for use in effective management of the demand and supply of labour, preparing career literature for counselling and vocational guidance. Career counselling and Vocational Guidance. Conduct area specific specialised study/surveys to have an assessment of skills available and the marketable skills required for encouraging the job-seekers for self-employment, particularly in rural informal informal sector. Some of the State Governments arrange disbursement of unemployment allowance to certain specific categories of job seekers out of their own resources through the employment exchanges as registered with them.
The Employment Exchanges (Compulsory Notification of Vacancies) Act, 1959 provides for compulsory notification of vacancies and submission of employment returns (ER-I and ER-II) by the employers to the employment exchanges. The Act applies to all establishments in the public sector and such establishments in the private sector as are engaged in non-agricultural activities and employing 25 or more workers. The employer in every establishment in public sector in any State or area shall furnish such information or returns as may be prescribed in relation to vacancies that have occurred or are about to occur in that establishment, to such employment exchanges as may be prescribed. FUNCTIONS OF THE EMPLOYMENT EXCHANGES For jobseekers:
Registration Registration and renewal of jobseeker‟s registration and now it is online at this website. Vacancy notification and submission and the details will be available online at this website. Employment Market Information and the establishments can update their quarterly information on line at this website. Vocational Guidance to the jobseekers and now relevant information is also available at this website in „Career and Vocational Guidance‟ module.
Facilities and Schemes for the physically handicapped In addition to the above mentioned employment services at Special Employment Exchanges for Physical Handicapped persons, various other schemes and incentives provided by other departments of the Government to them are:
Railways concessions Free travelling by buses Self Employment Financial Assistance
The vacancies shall be notified in writing to the appropriate Employment Exchange on the following format, furnishing as many details as practicable, separately in respect of each type of vacancy:-
FORM AND MANNER OF NOTIFICATION OF VACANCIES 1.Name, Address and Tel. No. (if any) of the employer: 2.Name, Designation & Tel. No. (if any) of the indenting officer: 3.Nature of Vacancy: (a) Designation of the Post(s) to be filled: (b) Description of Duties: (c) Qualification required (i) Essential (ii) Desirable: (iii) Age limits, if any: (iv) Whether women are eligible?: 4.Number of posts to be filled duration-wise: Duration No. of posts (a)Permanent: (b)Temporary: (i) Less than 3 months: (ii) Between 3 months & one year: (iii) Likely to be continued beyond one year: 5.Whether there is any obligation or arrangement for giving preference to any category of persons such as Scheduled Caste, Scheduled Tribe, Ex-Servicemen and Physically Handicapped persons in filling up the vacancies and, if so, the number of vacancies to be filled by such category of persons:a)Scheduled Castle b)Scheduled Tribe c)Ex-Servicemen d)Physically Handicapped e)Others f)Pay & Allowance
5.Place of work (Name of the town/village and district in which it is situated).
6.Probable date by which the vacancy will be filled 7.Particulars regarding interview/test of applicants: (a)Date of Interview/Test (b)Time of Interview/Test (c)Place of Interview/Test (d)Name, designation, address and Tel.No., (if any) of the Officer to whom applicants should report: 8.Any other relevant information: *Certified that while placing this demand, the instruction connected with the orders on communal representation in the services have been strictly followed with due regard to the roster maintained in accordance with these orders (to be given only by all the central Govt. Officers/establishments/undertaking, etc.on whom reservation orders are applicable).
Signature of the Head of Office Date:
3.CONSULTANTS They are in the profession for recruiting and selecting managerial and executive personnel. They are useful as they have nationwide contacts and lend professionalism professio nalism to the hiring process. They also keep prospective employer and employee anonymous. However, the cost can be a deterrent factor. Normally appointments are made in the government against sanctioned posts. However, occasion may arise where for understanding specific jobs of a specialized nature, specialists have to be appointed as consultants. Such consultants may be appointed neither on a full ful l time or a part time basis. In the case of a full-time consultant, he is not allowed to take up any other assignment during the period of consultancy. In the case of a part-time consultant, since the services are not availed of on a whole-time basis, there is no objection to his undertaking other jobs. Further, the officers engaged as consultants could either be non-officials or retired govt. servants. CRITERIA FOR NUMBER OF CONSULTANTS Consultants should be engaged only to undertake specific jobs of a specialized nature and should not be appointed for the regular work of the ministries/departments. Engagement of any Consultants whether outside experts, i.e those who have not been in Govt. services, or retired govt. servants should henceforth be limited to tapping skills which is not available within the cadre or for attending to specific and time bound jobs like preparation of Project Reports etc and engagement of consultants should not at all be allowed for routine day-to-day work. PERIOD OF ENGAGEMENT Consultants may be engaged for the minimum period required. The maximum period of engagement should not exceed two years in case of outside experts. However, in case of retired/retiring govt. servants, the period of engagements as consultants should not exceed six months. To ensure this, consultants should not be engaged for jobs which cannot be completed within a period of two years or six months, as the case may be. FEES The consolidated fee payable may be decided in each case by departments in consultation with their financial advisors after considering all the factors including the level of the post which the individual held on the date of his retirement.
4.LABOUR CONTRACTORS Labour contractors maintain close contacts with labourers and they can provide the required number of workers at a short notice. They constitute an important source of recruitment in many industries in India. Workers are recruited through labour contractors who are themselves employees of the organization. The disadvantage of this system is that if the contractor himself decides to leave the organization, all the workers employed through him will follow suit. These are the specialist people who supply manpower to the Factory or Manufacturing plants. Through these contractors, workers are appointed on contract basis, i.e. for a particular time period. Under conditions when these contractors leave the organization, such people who are appointed have to also leave the concern. Workers are recruited through labour contractors who are themselves employees of organization. This disadvantage of this system is that if contractor leaves the organization, all the workers employed through him will also leave. Recruitment through this source has been banned for public sector units. However, this practice is still common in case of construction industry.
RECRUITMENT PROCESS Introduction According to Edwin B. Flippo, recruitment is the “process of searching the candidates for employment and stimulating them to apply for jobs in the organization”. organization”.
Recruitment is the activity that links the employers and the job seekers. A few definitions of recruitment are: 1. A process of finding and attracting capable applicants for employment. The process begins when new recruits are sought and ends when their applications are submitted. The result is a pool of applications from which new employees are selected. 2. It is the process to discover sources of manpower to meet the requirement of staffing schedule and to employ effective measures for attraction that manpower in adequate numbers to facilitate effective selection of an efficient workforce.
RECRUITMENT PROCESS IN AAI The recruitment and selection is the major function of the human resources department and recruitment process is the first step towards creating the competitive strength and the recruitment strategic advantage for the organization-AIRPORTS AUTHORITY OF INDIA. Recruitment process involves a systematic procedure from sourcing the candidates to arranging and conducting the interviews and requires many resources and time. The recruitment process consists of the following interrelated stages: 1.RECRUITMENT PLANNING
The first stage of in the recruitment process is planning. Planning involves the translation of likely job vacancies and information about the nature of these jobs into as set of objectives or targets that specify the: 1. Number 2. Types of applicants to be contacted: this refers to the type of people to be informed about job openings. The type of people depends on the tasks and responsibilities involved and qualification and experience expected. The recruitment process begins with the human resources department receiving requisitions for recruitment from any department of the company. These contain:
Posts to be filled Number of persons
Duties to be performed
Qualifications required
specification is drawn up by the business and sets out the kind of A job specification qualifications, skills, experiences and personal attributed a successful candidate should possess. It is a vital tool in assessing the suitability of job applicants and refers to the person rather than the post.
Generally the intake from outside the authority through direct recruitment will be at the following levels: levels: (I)
Executive Cadre:
GR LEVEL DESIGNATION
%AGE QUOTA
A
Upto 25%
E-6
DGM & Equivt.
DISCIPLINE
This is an enabling
QUALIFICATIONS
First class MBA/M.Te
Position and will be ch/B.E/B.Arch/B.Tech/ resorted to only when LLB or equivalent, qualified/eligible
with experience as
candidates in the next prescribed for each below cadre of any
discipline
discipline are not available for promotion A
E-3
Mgr. & Equivt. 25%
All Disciples
First class MBA/B.T ech/LLB OR Professional Degree from a reputed instit ute OR equivalent with experience as prescribed for each disciline
*Remaining 25% posts of E-1 level will be filled up from departmental executives subject to possessing prescribed induction level qualification and meeting other norms as prescribed.
(II)
Non-Executive Cadre:
GR LEVEL DESIGNATION % QUOTA
C NE-6 Senior
DISCIPLINE
100% Fin, Hindi(Steno),
QUALIFICATIONS
Graduate/diploma with two year
Assistant &
Land, Law, Medical s experience in all cadres subject
Eqivt.
Ops, Pers., Pr House to non-availability of qualified Keeping etc.
C NE-5 Assistant & 100% Eqivt.
internal candidates.
Cargo, Hindi(Asstt) Graduate with computer knowled , H.K, Ops, Pers.,
ge and 2 yrs exp subject to non-
etc.
availability of qualified internal Candidates.
C NE-4 Junior
100%
th
Cargo, Civil, Elect, 10 and ITI in related trade
Assistant &
Electronics, Fire,
wherever applicable with 2 yrs
Eqivt.
H.K, Land, Store,
experience subject to non availa-
MT, Pers, Plg, etc…-bility etc… -bility of qualified internal Candidates. The appointments In this cadre may further subject to passing written/trade test and interview and meeting other prescribed norms. (Upto 20% posts in the clerical cadre will be exclusively filled up from amon-gst Departmental Candidates su-bject to qualifying prescribed tr-ade test and possessing the qua-lification prescribed above
C Junior
th
th
100% Civil, Elect, 8 preferably 10 pass and knowledge of
Attendant
HK, Medical, related trade /experience wherever prescribed.
& Eqivt.
Store, Ops, Pers. Etc
The job specification for various posts including the induction level posts will be broadly as per Annexure I-A & I-B and may be prescribed by the Competent Authority from time to time. The job specifications can be amended from time to time considering the job demand/specialization required for each cadre/discipline subject to the approval of the Board. These documents are an important part of the recruitment and selection process and provide the basis as to where the job may be advertised and whether an applicant is suitable for the post. They also help provide a framework for questions to be asked at an interview.
2. STRATEGIC DEVELOPMENT Once it is known how many and what type of recruits are required, serious considerations can be given to: i) ii) iii) iv)
Technological sophistication Make or buy Special dispensation to specific categories of persons Sources of recruitment
1. Technological Sophistication This strategy is greatly influenced by the advancement of technology. The advent of computers has made it possible for employers to scan national and international application qualifications. They have given employers and job seekers a wide scope of options for initial screening. Hence to simplify the process of recruitment and to find prospective employee for their company, AAI has also entered into online recruitment inviting prospective candidates to apply for different posts online as per their qualifications by visiting the AAI websites: http://www.aai.aero/AAI/main.jsp 2. Make or buy Organizations must decide whether to hire less skilled employees and invest on training and education programmes, or they can hire skilled labour and professionals. Essentially this is the “make”(higher less skilled workers) or “buy”(hire skilled workers and professionals) decisions. However in AAI equal importance is given to both the skills of the employees as well as their trainings needs.
3. SPECIAL DISPENSATION TO SPECIFIC CATEGORIES OF PERSONS
Certain categories of persons will be allowed special dispensation in appointments to direct recruitment posts as specified: sp ecified: EXPORTED LAND OWNERS:
Individuals whose land is acquired acq uired for setting up the Authority‟s Projects and who are consequently deprived of their livelihood will be given due consideration in employment against the sanctioned posts in DR quota in any group „C‟ or „D‟ posts provided they meet the prescribed specifications specifications in accordance with the Government policy.
DEPENDENTS OF DECEASED EMPLOYEES:
The dependents of a deceased employee will be eligible for consideration for appointment in the Authority on need-cum-economic status basis against an available Direct R ecruitment ecruitment vacancy in any „C‟ or „D‟ Group commensurate with his/her qualifications and experience. Priority will, however, be given to departments of those employees who die as a result of an accident while on duty. The board parameters which will be considered in this regard are:i) ii) iii) iv)
Income of the family of the deceased employee; Educational qualifications of the member of the deceased employee seeking employment; Number of departments; and Assets & liabilities left by the deceased employees.
The requests for compassionate will be considered even if the name of a dependent is not sponsored by the Employment Employment Exchange or if he/she has not applied against any advertisement provided the applicant is otherwise eligible. Non-existence of an earning member in the family of the deceased employee will be an important criterion in this regard. The Competent Authority may specify any other parameters, to determine the eligibility criteria. For purposes of this concession, the „dependants‟ mean only sons son s (or adopted son), son), unmarried daughters (or adopted daughter) or widow.
„Deceased employee‟ means an employee who dies while in Authority‟s service. Compassionate appointment will not exceed 5% quota of Direct Recruitment posts in „C‟ and „D‟ grades in a recruitment year. While appointing the dependents of the deceased employee on compassionate grounds, an undertaking may be taken that would take care of the family of the deceased and failure to maintain the family may result in termination of their service by the competent authority.
OUTSTANDING SPORTS PERSONS:
Consistent with the Authority‟s objective of all round development of human personality and to provide encouragement to the activities and programmes of the Authority in the area of sports, sport persons of repute may be recruited with the prior approval of the Chairperson in respect of the sports in which the Authority has developed its own teams for participation in Public Sector Undertaking sports tournaments or other tournaments. Such recruitment will be made only against the sanctioned strength in DR Quota subject to the following terms and conditions:(a) Recruitment of such sports person will be made commensurate with their relevant experience and possessing the qualifications required/specified for entry to the grade to which he/she is sought to be recruited. (b) In order to be eligible for selection under this special recruitment, candidates should have represented the Country and/or state in a recognized Championship/Tournament at State, National and/or International level at least during the three years preceding the date of appointment . (c) Physical fitness of such sports persons selected for special appointment should be of the highest standard and the upper age limit shall be 25 years.
4.SOURCES OF RECRUITMENT AAI basically uses both internal sources (i.e. promotions, transfers etc) as well as external sources of recruitment (i.e. employment exchanges, press and online advertisements etc). however AAI majority relies on the following sources of recruitment:
Employment Exchanges for posts as prescribed in the Employment Exchanges (Compulsory Notification of Vacancies) Act, 1959 and/or Government directives issued from time to time.
Direct recruitment by advertisement in the Press/Electronic Media.
By considering recruitments
From reputed Engineering/Management Institutes by Campus interviews.
Deputationists from the Centre/State Government/Union Territories and Public Sector Undertakings.
The deputationists taken through a regular process of selection may be considered for absorption subject to meeting the requirement of R&P Regulations.
By making reference to recognized Associations/Agencies, who maintain rosters of suitable persons in different skills for promotion and welfare of Scheduled Castes/Scheduled Tribes/Other Backward classes, Exservicemen, Physically Handicapped and other similar special categories.
Any other sources as approved by the Competent Authority in exceptional circumstances.
departmental
candidates
meeting
the
specified
3. SEARCHING
Search involves two steps” Once a recruiting plan and strategy are worked out, the search process can begin. Search involves two steps: 1. Source Activation 2. Selling
Source Activation:- sources and search methods are activated by the issuance of an employee requisition. This means that no actual recruiting takes place until line managers, have verified that a vacancy does exist or well exist. If the organization has planned well and done a good job of developing its sources and search methods, activation soon results in flood of applications and or resumes. The applications received must be screened. Those who pass have to be contracted and invited for interview. Unsuccessful applicants must sent letter for regret.
Selling:- a second issue to be addressed in the searching process concerns communication. In selling the organization both the message and the media deserve attention. Message refers to the employment advertisement. With regards to media, it may be started that effectiveness of any recruiting message depends on media. Media are general some have low creditability (employment exchanges for e.g.), while other enjoy high credibility (advertisements in business magazines for e.g.). Therefore selection of a medium or media needs to be done with lot of care.
4.RELEASE OF ADVERTISEMENT The primary aim of HR cell is to release an advertisement for filling up the vacant posts of the organization specifying the job requirements and description. After deciding upon the source or medium of recruitment, selection process begins with the release of advertisement in in the newspapers or online. Advertisements for different posts are placed in business journals specifically employment news. Other than newspaper AAI also releases job vacancies in its main website encouraging qualified candidates to apply for different posts. Online advertisement on the AAI website-- http://www.aai.aero/AAI/main.jsp
5.EVALUATION AND CONTROL Evaluation and control is necessary as considerable costs are incurred in the recruitment process. The costs generally incurred are: 1. Salaries for recruiters. 2. Management and professional time spent on preparing job description, job specifications, advertisements, advertisements, agency liaison and so forth. 3. Cost of advertisement or other recruitment methods i.e. agency fees. 4. Cost of producing supportive literature. 5. Recruitment overheads and administrative expenses. 6. Cost of overtime and outsourcing while the vacancies remain unfilled. 7. Cost of recruiting suitable candidates for selection process.
Statistical information of the costs of advertisements, time taken for process, and the suitability of the candidates for consideration in the selection process should be gathered and evaluated.
SELECTION PROCESS The process of interviewing and evaluating candidates for a specific job and selecting an individual for employment based on certain criteria. Employee selection can range from very simple process to a very simple process to a very complicated process depending on the firm hiring and the position. Certain employment laws such as anti-discrimination laws must be obeyed during employee selection.
induction level will be as indicated below:LEVELS
CADRES
MODES OF SELECTION
GROUP „A‟ E6
Screening and Interview
GROUP „A‟ E3
Written Test and Interview
GROUP „B‟ E1
Written Test and Interview
GROUP „C‟ NE6
Written/Trade Test and Interview
NE5
Written/Trade Test and Interview
NE4
Written/Trade Test and Interview
GROUP „D‟ NE1
Trade Test and Interview
CONCESSIONS IN THE SELECTION PROCESS
The AAI Selection is made on the basis of a written test/interview for the post of the Managers/Junior Executives and for Senior Assistant (Elex). A Voice Test is also conducted for Manager (ATC) & Junior Executive (ATC) at the time of AAI Interview. 1. Concession for SC/ST: a. Upper age limit is relaxable by 5 years. b. No application fee. c. Candidates not working in Govt./Autonomous body/PSU will be paid second class rail fare for interview only by shortest route as per as per AAI rules. 2. Concession for OBC: a. Upper age limit is relaxable by 3 years. b. OBC certificates should be in the proper format prescribed by the Government of India for Government Services. 3. Concession for J & K Residents: Upper age limit is relaxable by 5 years to all candidates who had originally been domiciled in the state of Jammu & Kashmir during the period from f rom 01.01.80 to 31.12.89. 4. Concession for Ex-Servicemen: Age relaxation as per Govt. rules.
5. Concession for persons with disabilities: a. Upper age limit is relaxable by 10 years. b. No application fee. 6. Concession for women: Women applicants are exempted from payment of Airports Authority of India Application Fee 7. Concession for AAI Employees: Upper age limit is relaxable by 10 years for candidates who are in regular service of AAI.
CONSIDERATION OF DEPARTMENTAL CANDIDATES AGAINST OPEN ADVERTISEMENT (I.E.DIRECT RECRUITMENT THROUGH ADVERTISEMENT AND BY NOTIFICATION TO THE EMPLOYMENT EXCHANGES):
Departmental candidates are eligible to compete with external candidates provided they fulfil the specification(s) as prescribed for the post(s) advertised.
Departmental candidates will be considered along with outsiders on merit, and may be allowed relaxation in age as per Regulations. They will be also given due weightage for their relevant experience within the organization.
The maximum age limit for each post will be prescribed in the Direct recruitment specifications which will be relaxed as per Govt. policy in the case of SC/ST/Other Backward Classes, Ex-Serviceman, compassionate appointment and the employees of the Authority.
Selection Process for DR posts will be as follows:
1. It will be necessary first to send a requisition to the concerned Employment Exchange for filling up a DR vacancy in group „C‟ and „D‟ (non-executive)posts in accordance with the instructions prescribed in rule 4 of the Employment Exchanges (compulsory Notification of Vacancies) Rules, 1960 as amended for time to time and in case the Employment Exchanges fails to make available suitable candidates within a fortnight, the post may be advertised. 2. Where a post is to be filled by Direct Recruitment, the respective Personnel Department will release an advertisement in the Press inviting applications from candidates fulfilling the conditions of the post. Recruitment will be resorted to only against duly sanctioned posts as per the recruitment of the department concerned. While releasing the advertisement, the job specifications, the educational qualifications and experience required for the post and reservation details shall be clearly mentioned.
3. All posts at E-1 E- 1 level and above will be considered as „Centralized Cadres‟ and recruitment to these posts will be made by the Corporate Office.
4. All posts up to NE-10 Level will be considered as Region/Corporate HQs/Field posts unless otherwise specified in respect of a particular post and recruitment to these posts will be made by the concerned appointing authorities. 5. All applications for Direct Recruitment shall be scrutinized and the concerned Personnel Department. The Personnel Department will prepare a list of applicants who fulfil the prescribed qualifications and submit the same to the Appointing Authority. 6. With the approval of the Competent Authority, a Selection Committee will be constituted for selection of suitable candidates. The Selection Committee shall consist of not less than five members including the SC/ST/Other Backward Classes/Woman representative, representative of minority community wherever necessary in accordance with the Government policy. Officers on the Selection Committee will be at least two scales above the post for which the recruitment is to be made. 7. The Selection Committee shall judge the suitability of candidates on the basis of written examination/practical test where prescribed and/or interview as may be decided by the Competent Authority. 8. The Selection Committee shall submit to the Appointing Authority a list recommending the names of the candidates found suitable for appointment in the order of merit. 9. The Appointing Authority shall consider the recommendations of the Selection Committee and pass such orders as deemed fit. Where the Appointing Authority does not accept any recommendation of the Selection Committee the Appointing Authority shall record the reasons thereof in writing and submit the case to the chairperson for a final decision.
10. Appointments will be made in the order of merit as given in the said list and the order will be issued by the concerned Personnel Department.
11. After issue of Appointment letters according to availability of vacancies, the names of the remaining candidates shall be kept in the said list for consideration to fill up vacancies which may arise in future within one year from the date of approval of panel by the Appointing Authority subject to its being extended for a further period not exceeding six months for reasons to be recorded in writing by the th e Competent Authority.
Selection Process for Indirect Recruitment Posts: 1. RECEIPT OF APPLICATIONS (Format: annexure)
It is the widely accepted device for getting information from a prospective applicant which will enable a management to make proper selection. It is a good means of collecting collecting verifiable basic historical data data from the candidate. It serves as tool for scrutiny of applications and for storing information for later reference. It‟s important for your job applications to be complete, correct(no errors) and accurate. Applications are filled in by the candidate interested to work in AAI. He/she is required to have the required qualifications and skills necessary for the job applied for. The candidate fills in the required details along with the necessary enclosures for proof. It is on the basis of these applications that further screening is done to eliminate unqualified, unfit and over aged candidates. It contains the following details: Personal data (name, address, sex, age) Marital status (single or married, dependents) Physical data (height, weight, health condition) Educational data (qualifications, levels of formal education) Employment data (past experience, nature of duties) Extracurricular activities data (sports/games, NCC, prizes won, leisure time activities) Reference (names of two or more people who certify the suitability of applicant to the advertised position)
2. SCRUTINY OF APPLICATIONS
Screening of application can be regarded as an integral part of SELECTION Process. The selection process will begin after the applications have been scrutinized and short listed Applications received in response to advertisements are screened only eligible applicants are called for the written test. Screening is conducted by the HR cell of AAI. The purpose of the screening is to remove from the recruitment process, at an early stage, those applicants who are visibly unqualified for the job effective screening can save a great deal of time and money. Care must be exercised, however to assure that potentially good employees are not lost and that women and minorities receive full and fair consideration and are not rejected without justification. The applications are rejected largely due to that fact that they do not qualify the requirement of the job. AAI selection programme tried to fit applicants to particular jobs i.e. right person for the right job. This selection philosophy assumes that the requirements of a given job and the characteristics of the given applicant are sufficiently unique and explicit to make an intelligent match possible between them. Screening is important for both company‟s point of view and that of the applicant‟s point of view. This scrutiny is essentially a sorting process where perspective candidates are required to give necessary details about their age, qualifications, background etc on the basis of which unsuitable candidate‟s applications are rejected. Only after careful scrutiny of the applications, the most eligible and qualified candidates should be selected for further screening.
3. ISSUE ADMIT CARD (Format: annexure)
After the applications are scrutinized and the unqualified candidates are screened out, the next step would be to issue the admit cards to the qualified candidates. The admit card would include the candidates name, roll no, date and centre of examination and the post he/she has applied for (junior executive, manager etc), signed by the Competent Authority. The admit card is issued to the candidate by courier or online. The candidate is required to bring this admit card on the date of o f examination in order to write the written test. The admit card consist details regarding the following: 1. 2. 3. 4. 5.
Name of the applicant Roll no. of the applicant Examination centre Date of examination Signature of AAI authority concerned
Admit card is delivered to the candidate by post/courier. It would also include general instructions for the candidates regarding the examination and its various aspects.
4. SELECTION TESTS
Selection test can be used to weed out the large number of candidates who may not be considered for the employment. Normally organization receives a large number of applications so these tests help to find out the suitable candidates having required characteristics for the position. Selection test will provide cut off point above which candidates may be called for the interview. Selection test can provide the information about the qualities and potential of the prospective employees which cannot be known through other methods including personal interviews. These tests also help for the promotion of the potential candidates. Selection tests are standardized and unbiased methods of selecting the candidates. Thus a person who is not selected on the basis of test cannot argue for the partially in selection process. Impartially is very important for organizations like AIRPORTS AUTHORITY OF INDIA. The mode of selection to be generally observed for selection to posts at induction level will be as indicated below:-
Tests conducted at various levels: 1. Intelligence test/ Aptitude test/ written test:- This test tries to measure the intelligence for the applicants. It includes verbal comprehension, reasoning memory test, visualization word fluency etc. these tests are designed for the different age groups. Organization tries to select the intelligent people so that they can learn easily during training and learning process. 2. Skills Test (for typing, computer programming etc):- These tests measure the applicants ability to do the work. Applicants is simply asked to demonstrate his ability like typing test for the job at typist of making Programme in particular computer language for the job of software development required. 3. Physical endurance test(security, fire)
Following 5 tests are carried out in sequence 1. Running: the candidates are required to complete 100 meters running failing which he is disqualified. 2. Rope climbing : height : 08meters Size of rope: 05cm>D10cm 3. Pole climbing: Height of the pole: 08 metres Size of the pole: 10cm>D<20cm 4. Causality lifting : description Objective: to assess stamina, agility and safety consciousness Equipment: A sand bag of 50 kgs weight 5. Ladder climbing Objective: to check fearlessness at height
5.PERSONAL INTERVIEW
An interview is a procedure designed to get information from a candidate and to assess his potential for the job being considered, on the basis of oral responses by the applicant to oral inquiries by the interviewer. Interviewer has a formal in depth conversation with the applicant to evaluate his suitability. It is one of the most important tools in the selection process. This tool is used when interviewing skilled and managerial employees; it involves two way exchange of information. The interviewer learns about the applicant and the candidate learns about the employer. Although an indispensible management tool interviews do have shortcomings. Interview helps: 1. To obtain additional information from the candidate. 2. Facilitates giving to the candidate information about the job; company, policies, etc. 3. To assess the basic suitability of the candidates. A selection interview is a type of interview designed to redict future job performance of a candidate, on the basis on applicant‟s responses to the oral questions asked to him. The key to the usefulness of an interview depends upon the manner in which it is administered. The candidates who qualified through the interview pass through the other stages.
6. REFERENCE CHECK
Reference checking is an inquiry about job performance, usually from people identified by an applicant. Prior to making an offer, the HR administer and/or hiring manager is expected to contact at least two (2) professional references of the applicant. Information gathered during the reference check process must be retained with the search files for three (3) years following the date of the last action on the position. (e.g. start date, date candidates were notified of o f the position being filled). For an internal candidate, the hiring manager should take special care to ensure the ap plication is confidential, and that contact with the employee‟s current cur rent unit is not made until the employee is considered a finalist and references are to be checked. An applicant who refuses to sign a profile may be eliminated from further consideration for employment. An applicant who provides misleading, erroneous, or deceptive information on a profile, resume, or in an interview will be immediately eliminated from further consideration for employment and may be subject to termination. All background checks, at a minimum, will include the following:
Verification of Social Security Number;
County criminal records (county of current residence);
Other kinds of verification checks if a particular position warrants (i.e. sex offender, educational verification, employment verification).
7. MEDICAL EXAMINATION
Certain jobs require unusual stamina, strength or tolerance of hard working conditions. A physical examination reveals whether or not a candidate possesses these qualities. It brings out deficiencies, not as a basis of rejection but as a positive aid to selective placement and as indicating restrictions on his transfer to other positions.
PURPOSE a) It gives us an indication whether a candidate is physically able to perform the job. Those who are physically unfit are rejected. b) It discovers existing disabilities and obtains a record of the employee‟s health at the time of hiring so that question of the company‟s responsibilities may be settled in the event of workmen‟s compensation. c) It prevents the employment of those who suffer from some type of contagious diseases. d) It places properly those people who are otherwise employable but those physical handicaps may necessitate assignment only to specific jobs.
Usually a medical check up involves a quick examination of the eyes, ears and throat. Bronchial weakness is looked for as an indication of nervousness, tuberculosis and hernia. It is worth noting that those whom heavy manual work is to be assigned are tested for physical health; while those who are to be placed in the office should be particularly tested for eyesight, the condition of the pulmonary system and for signs of tubercular tendencies.
8. JOB OFFER
The final step in the selection process is job offer to those applicants who have crossed all the previous hurdles. It is made through a letter of appointment. Such letter generally contains:
1. A date by which the appointee must report on duty. The appointee must get reasonable time for reporting. 2. Expected salary. 3. General instructions.
Therefore the organization sends the appointment letter to the successful candidate either after sometime depending on its time schedule.
RESEARCH METHODOLOGY METHODOLOGY
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