Kriti Hr Project

7/31/2019 Kriti Hr Project

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A PROJECT REPORT

ON

ANALYSIS OF RECRUITMENT AND SELECTION

SUBMITTED TO

AUREOLE INSTITUTE OF BUSSINESS MANAGEMENT

BY

(KRATI BHATT)

2011-2013

IN PARTIAL FULFILLMENT OF

PGDM

MONTH, 2011-113

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Table of

C O N T E N T S

Chapter

No.

Title Page No.

Declaration from student 1v

Certificate from organization V

Certificate from Guide V1

Acknowledgement V11

List of Tables V111

List of Graphs 1X

List of Charts X

List if Abbreviations, if any Xi

Executive Summary Xii

I Introduction Approx No. of Pages.20-21

1.1 Background of the study

1.2 Background of the topic

1.3 Company profile

1.4 Statement of the problem

1.6 Need of the study

1.5 Scope of the study

1.6 Objectives of the study

II Research Methodology Approx No. of Pages.18-19

2.1 Research design

2.2 Primary data

2.2 Secondary data

2.3 Sample design

2.3.1 Population

2.3.2 Sample size

2.3.3 Sampling method

2.4 Method of data collection

2.4.2 Instrument for data collection

2.4.3 Drafting of a questionnaire

2.4.4 Testing of Questionnaire / Pilotsurvey

2.5 Field work

2.6 Data- analysis techniques

2.7 Limitations

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III Data Processing and Analysis Approx No. of Pages. 5-6

IV Findings Approx No. of Pages.02-03

V Conclusions Approx No. of Pages.01-02

VI Recommendations Approx No. of Pages.01-02

Bibliography

Appendices / Annexure

A Questionnaire/(s), if any

B List of contacts,If any

C The technical details of sampling

plan, if any.

D Technical literature related to the

study, if any.

E Others, if any


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DECLARATION

Ms. KRATI BHATT hereby declare that this project report is the

record of authentic work carried out by me during the period from

08.05.2012 to 04.07.2012 and has not been submitted to any other

University or Institute for the award of any degree / diploma etc.

Krati Bhatt

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CERTIFICATE

This is to certify that Ms.KRATI BHATT of JIMS has successfully

completed the project work titled ANALYSIS OF RECRUITMENT

AND SELECTION in partial fulfillment of requirement for the

completion of PGDM course as prescribed by the JIMS.

This project report is the record of authentic work carried out by

him/her during the period from 08.05.12 to 04.07.12.

She has worked under my guidance.

Signature

Name

Project Guide (Internal)

Date:

Counter signed by

Signature

NameDirector

Date:

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ACKNOWLEDGEMENT

I would like to take this opportunity to extend my sincere gratitude

to Mr. SURAJ PRAKASH SHARMA, AM OF RMG, for providing me

the opportunity to conduct a project in his esteemed organization. He

provided me with his valuable guidance as a company guide throughout

the project.

I would like to express my sincere gratitude to Ms.NEHA INTERNAL

GUIDE who guided and encouraged me during my project and with

whom I learnt how to implement intricacies of human resource in real life

situations.

I also extend my gratitude to my friends, parents, team-mates, other

employees well-wishers and all those who have helped me in some way

or the other in the completion of this project.

(KRATI BHATT)

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COMPANY PROFILE

INFORMATION ABOUT THE COMPANY

Tech Mahindra was incorporated in 1986, as the result of a joint venturebetween Mahindra & Mahindra and BT Plc, under the name of"Mahindra-British Telecom" and later (in 2006) rechristened to its current

name. This was done in order to reflect the diversification and growth ofthe firm's client base and the increased breadth of service offerings to

become a global systems integrator and business transformation-consulting firm. Since its inception Tech Mahindra has maintained astrong focus on the communication industry, while continuing to extendits service and support offerings, as well as geographic presence. This hashelped the service provider evolve from an exclusive BT partner to anindependent systems integrator. However, approximately 60% of TechMahindra's global revenue continues to be attributed to its engagement

with BT.

Currently the service provider has 25,000 professionals servicing 110clients globally through 11 delivery centers. The service providergarnered US$984.9 million in revenue (2007 and 2008); for details, seeTable 1. Focusing on quality, Tech Mahindra is ISO 9001:2000 certifiedand is assessed at SEI-CMMI Level 5. Tech Mahindra is also certifiedunder ISO 20000-1 (IT service management standard) and ISO 27001(security management standard). Its development centers are across Indiaand the United Kingdom. In addition, the service provider is PeopleCapability Maturity Model (P-CMM) Level 5 certified for its people-care

practices has been appraised for Systems Security Engineering CapabilityMaturity Model (SSE-CMM) Level 3.

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Tech Mahindra Company Overview:-

Category Details

Year incorporated 1986

Current CEO Vineet Nayyar

Annual revenue US$ 984.9 million

Revenue from APEJ8% of global revenue (including India, where Indiaaccounts for 2%)

B/OSS 77% of APEJ revenue

Managed services 23% of APEJ revenue

Global head count 25,000

APEJ head count More than 1,300

Number of sales offices inAPEJ

5

Major acquisitions Satyam, policy Networks, and Axes Technologies

Source: IDC, 2009

In the APEJ region, Tech Mahindra is present in Australia, New Zealand,Singapore, Hong Kong, China, India, Thailand, Singapore, Malaysia,Indonesia, and the Philippines. Across the region, Tech Mahindra has

been working with Telco operators and has gained success with tier 1regional operators in Indonesia, New Zealand, Singapore, and Australia.In addition, Tech Mahindra is also working with equipment providers likeAlcatel and Cisco in the region. In 2009, the service Tech Mahindra hasinitiated focuses on the North Asia market and it is looking to setup asoftware delivery center in China.

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Company Strategy:-

Tech Mahindra has a focused strategy to become a transformation andconsulting organization to telecom service providers and equipmentmanufacturers, with a vision "to be the global leader in outsourcing

services in the telecom industry." The service provider has grown fromstrength to strength and has continued to build a strong brand image foritself. In the APEJ region, it is Tech Mahindra's goal to be the number 1

partner to telecom service providers and have clientele consisting of thetop 3 leading operators in every APEJ country over the next two to threeyears. Already, the service provider has key engagements in Singapore,Australia, New Zealand, and Indonesia, which lend the service provider astrong reference base.

Approximately 77% of Tech Mahindra's revenue in APEJ comes from its

IT services practice, mainly, business support systems (BSS) andoperational support systems (OSS). Going forward, Tech Mahindra islooking to strengthen its revenue share from its managed service practiceand where it can leverage its IT outsourcing (ITO) and business processoutsourcing (BPO) capabilities. Given the regional diversity of the APEJregion, Tech Mahindra is looking to ramp up its local presence and furtherstrengthen its in-country delivery capabilities. This is a positive move forthe service provider, as it is comparatively difficult to leverage labor costarbitrage in the APEJ region.

Tech Mahindra has done well to extend it service portfolio to encompassthe entire telecom value-chain; this includes equipment (engineering),systems integration, consultancy services, and joint go-to-market

programs. It continues to be the service provider's focus to build depthand scale across service elements while taking a solution-driven approachtowards undertaking client engagements. From a growth perspective,Tech Mahindra has done well to undertake initiatives both organic (e.g.,

by growing head count and looking to setup center in China) and

inorganic (e.g., by acquiring a stake in Axe sand policy). It is expectedthat the service provider will look for inorganic growth opportunities in

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the APEJ region for extending delivery capabilities and acquiringcustomers as well.

Service Strategy:-

Tech Mahindra's service strategy is to build end-to-end capabilities acrosstelecom hardware, software, and services. In order to achieve this, the

service provider has partnered with a wide host of OEMs and ISVs toadopt best-of breed platforms into its delivery and support services.

Table 2 lists Tech Mahindra's service offerings.

Table 2

Classification/Service Lines Offerings

Network services

Application services

VoIPIMS

IPTV

CTI

IN

Mobility

VAS

User interface designProduct engineering

Switching

Signaling

EMS

Product life-cycle management

Embedded services

Services

Network design and planning

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Network roll out

Network integration and testing

Network operations and maintenanceIT services

BSS

CRM

Mediation

Customer billing

Revenue assurance

Fraud managementSettlement

MIS

OSS

Operational support and readiness

Service fulfillment

Service assurance

ITO/BPO

Network operations

Remote infrastructure management

Customer care

Billing operations

Technical helpdesk

Platform support

Program management

Source: IDC, 2009

Managed Services:-

Tech Mahindra's managed services offerings are designed with objectiveto help telecom service providers gain flexibility on IT projects whilelowering the overall cost of operations and driving efficiencies for end-customer interactions, as well as internal infrastructure management.

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The operational framework designed by Tech Mahindra can be leveragedtowards the end user (subscriber), as well as internal (telecom) operationsand reporting. From a client-management perspective, Tech Mahindra

helps telecom service providers monitor and manage end-client metrics,such as escalation issues and resolution, commercials, contractualworkflow, and service reporting. From a service delivery perspective, theservice provider works with telecom players to build an internal servicedesk to monitor daily reports, change management, service provisioning,

problem management, and service-level-agreement (SLA) governance.

Tech Mahindra's managed services offerings cover a wide array of IToutsourcing services, including networks, IT infrastructure, applications,

and business processes. Key offerings from Tech Mahindra in the APEJregion include:

Application management: - Tech Mahindra's applicationmanagement services are divided into two layers: applicationoperations and application maintenance and support (AMS). UnderAMS, Tech Mahindra leverages best practices under ITInfrastructure Library (ITIL) framework for problem, change, SLA,and vendor management and layers this with an integrated

helpdesk. As part of its application operations services, the serviceprovider looks into five key areas technology: BSS, OSS, enterpriseapplications, value-added services (VAS) and next-generationnetworks (NGN).

Under its BSS application management services Tech Mahindra hasstrong capabilities for billing mediation and customer relationshipmanagement (CRM) systems. This enables the service provider tohelp telecom service providers to have an integrated view ofcustomer and tariff metrics and, therefore, the ability to bettermanage customer expectations and satisfaction levels. For its OSSofferings, Tech Mahindra focuses on the three key elements:service fulfillment (i.e., configuration, activation, provisioning),service assurance (i.e., trouble-ticket and customer impactanalysis), and operational support (i.e., workflow and inventorymanagement). Here, it is favorable for Tech Mahindra to have bothelements of OSS and BSS applications together under itsmanagement because then Tech Mahindra can better showcase the

benefits of its end-to-end delivery capabilities. Bureau services. Tech Mahindra's bureau services offer telecom

service providers a single point of contact for infrastructuremanagement and customer management processes. Given Tech

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Mahindra's long-term support of BT operations in the UnitedKingdom, the service provider has a sound level of expertise andcapabilities to extend the same to customers in the APEJ region.

Already, Tech Mahindra has experienced success with this modelin the Indonesia market for a Greenfield service rollout and wasable to benefit the client with lower cost of operations and fasteracquisition time for new subscribers.

Key elements of Tech Mahindra's bureau services include:o Network and datacenter: IT infrastructure, configuration, and

operations managemento Subscriber management: Invoicing, collection, settlement,

and reconciliationo Operational support: Helpdesk support, MIS, and reporting

Datacenter operations. The datacenter operations managedservices form a key part of Tech Mahindra's offerings. The key

benefit that Tech Mahindra looks to drive for its clients, over andabove reduced operational costs, is to help drive efficiency levelsand sustain datacenter resilience.

o Alarm monitoring: Proactive monitoring of server hardware,

OS, and databases through customer-provided/COTS toolso System administration: Day-to-day tasks such as user

management, access management, backup and restoration,patch management

o Backup and recovery: Scheduling and monitoring backups

o Performance management: Optimization and enhancing

system performanceo Database administration: Create, upgrade, migrate, and

manage relational database management system (RDBMS)table spaces, and modify database structures

Network operations. Managed network operations is a key growth

area for Tech Mahindra as the service provider looks to gain furthertraction in the remote infrastructure management space. The service

provider has competitive capabilities for network tools andplatforms and has worked extensively on element management.Going forward, Tech Mahindra should aggressively take thissolution to market; especially for any non-telecom clients it mayconsider targeting.

o Alarm management: Remote alarm management, with the

help of COTS network management tools, connected to the

networks with the help of communication links. Detection,localization, escalation, and resolution in case of faults

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o Configuration management: Configuration changes, route

changes, duplicate IP addresses, duplicate probes for FR,ATM, IP, MPLS, and legacy networks.

o Element management: Management of network elements,

with the help of the EMS and NMS. Management of specificdevices, such as routers, switches

o Application management: Network-related applications, IOS,

software patches, version management, version upgrades, IPtelephony soft switch management, and gatewaymanagement

o Network optimization: Optimization of existing, networks,

routing design, and policy formulation

Business and Operational Support Systems

Tech Mahindra has been in the B/OSS arena for over two decades nowand boasts of one of the largest B/OSS practices available in the regionwith an exhaustive list of technical skills and capabilities. Over the years,Tech Mahindra has been able to build out its project repository, develop

pre-integrated solutions and formalize standard operating procedures,which enable the service provider to deliver faster project implementation

times. In addition, the service provider has invested in developing solutionmethodologies and built in-house labs and tools that have helped TechMahindra occupy a niche position in the market. Tech Mahindra workswith its clients across the OSS stack, facilitating COTS integration acrossmulti-service multi-vendors networks, thereby reducing vendordependence for its clients.

In the OSS space services offered by Tech Mahindra include: serviceprovisioning and activation, inventory management, workflow and order

management, fault and performance management, as well as quality ofservice and SLA management. The underlying objectives behind theseofferings is to enable its customer offer better customer experience, fasterlaunch of new services, while supporting initiatives towards networktransformation and migration to NGN technologies. Here, Tech Mahindrahas the capabilities to undertake a consultative role for customers, as wellas systems integration and end-to-end managed services.

For BSS services, Tech Mahindra's has experienced success with 20 newclients added in 2008, nine Greenfield wireless implementations, and

three end-to-end business transformation projects undertaken globally. Of

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Provisioning/Assurance: Oracle, MetaSolv, Clarity, Amdocs,Cramer, IBM, and Axiom

Mediation and fault management: Intec, Comptel, Ericsson,

Openet, SubexAzure, and BroadHoper

Key Differentiators

The key differentiator in favor of Tech Mahindra is its uniqueness

in focus on the telecom vertical. This has helped the serviceprovider emerge as the largest telecom-focused system integratorand managed services provider in India.

Tech Mahindra's service portfolio is extensive and its skills andcapabilities are rather strong, as the service provider has workedover the years with single-minded focus to excel in the telecomvertical. Starting from a single client company BT was the keystakeholder in the company in 1986, the service provider hasdone well to extend its business geographically and by service line

to reach its current market position. Currently, Tech Mahindra is in a strong position to offer end-to-endsolutions and services in an advisory and operational role to enabletelecom service providers achieve their goals and objectives inthese challenging times. While outsourcing remains as a keyelement of Tech Mahindra's offering, the service provider hasequivalent capabilities of delivering services from an onsite or near-shore delivery model.

Go to Market

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It is Tech Mahindra's goal to be the most preferred (in thought leadershipand project execution) telecom solution provider in the region. It is TechMahindra's ambition to be a "transformation partner" to top 3 operators in

every APEJ country over a two-to-threeyear time frame.

Tech Mahindra chooses to directly engage with telecoms operators andnetwork equipment providers to grow its footprint in the APEJ region. Formost of its business (approximately 90%), Tech Mahindra has engageddirectly, while its key partners have been beneficial, especially in theSoutheast Asia region. From a segment perspective, Tech Mahindra isfocusing on tier 1 and 2 wire line, wireless, and WiMAX operators, andlooking to extend its relationships with ISPs, IPTV players, and software

vendors. In addition, the service provider is looking to leverage its BSS-based CRM experience and capabilities to work with telecom serviceproviders on VAS.

From a sales perspective, Tech Mahindra has approximately 17 salespersonnel in the region who operate through five sales offices acrossSingapore, Indonesia, Malaysia, Australia, and New Zealand. While theservice provider has near-shore delivery capabilities in Indonesia, it islooking to build a software development center in China to further

strengthen its presence in the region. Tech Mahindra has over 700technical consultants available (mainly through India) for in-regionoperations, which is a sizeable resource base, in order to undertake large-scale engagements. Most (approximately 70%) of the number of dealswon by Tech Mahindra in APEJ have been on a fixed-price model, while20% have been based on SLA outcomes and approximately 10% of thedeals were based on time and materialsbased pricing.

For Tech Mahindra, key country markets in the region include, Australia(accounting for nearly 50% of its APEJ revenue), Indonesia, Singapore,

and Indonesia, where the service provider has a significant revenue base.Based on the success Tech Mahindra has had in Indonesia and the

positive traction in Singapore and the Philippines market, the Associationof Southeast Asian Nations (ASEAN) region is a strong growth marketfor the company. In comparison, the company is in start-up mode for

building its presence in the North Asia region. Here, Japan and Korearemain two challenging markets for Tech Mahindra to enter.

In the APEJ region, in addition to its B/OSS and managed services

offerings, the service provider is looking to gain traction for content

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delivery solutions and remote infrastructure management/outsourcingservices.

Future Outlook

Opportunities

According to IDC estimates on worldwide network consulting andintegration services (NCIS) spend towards B/OSS systems inAsia/Pacific (including Japan) are pegged at US$494 million for2009. Over the next three years this is expected to grow to US$696million. While this represents (approximately) 16% of the

worldwide market, it is an opportunity that Tech Mahindra canexploit, as there are fewer numbers of competitors as comparedwith the U.S. and European markets.

Tech Mahindra has strong prospects in the APEJ region, withtelecom service providers looking to prioritize investments towardsservices enablement (such as IMS), where the service provider hassubstantial experience.

There is a high level of interest moving towards deployment in theemerging markets across APEJ. Already, Tech Mahindra hasexperienced success with a Southeast Asia operator undertaking aGreenfield WiMAX deployment.

IDC believes managed services provided to telecom serviceproviders will be a key growth segment. Already, there has beenadoption of managed services in the APEJ region and the currenteconomic environment will force tier 1 providers in both thewireless and wire line segments to re-evaluate the use of managedservices as a means of driving operational efficiencies andincreased business agility.

Operators are carefully evaluating ways and means of driving

competitive advantage. While lowering cost is an ongoing exercisefor the telecom service providers, the prevalent economicenvironment has made it increasingly important over the past sixmonths. However, there is evidence to suggest, some operators arelooking to "invest to save money" and evaluating strategies toimprove customer satisfaction and, thereby, lower customer churn.This is being done through three key directions:

o Build/strengthen service portfolio to retain existingsubscribers and look to gain new connections as well. In

order to do so, operators are looking to invest in

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global players such as IBM, Accenture and HP-EDS. There havebeen moves undertaken by telecom service providers to consolidatenot only the demand for network and ITcentric operations, but

also to lower the number of partners (e.g. Telstra). This trend willprove favorable for service providers that have experience inmanaging multiple facets of IT environment, including enterpriseapplications.

Essential Guidance

Advice for Tech Mahindra

Tech Mahindra should continue to leverage its reference-basedmarketing in the APEJ region. Already, the service provider hassuccessful traction with tier 1 and 2 service providers in Australia,

New Zealand, Singapore, Indonesia, and India. These referencesgive the service provider strong credentials and differentiate it fromothers when it comes to executing projects within the region.

Given the service providers ability for undertaking consultingengagements, Tech Mahindra should consider its businessconsulting capabilities beyond CRM and go-to-market strategies.Tech Mahindra needs to build a strong proposition set wherein itcan consult telecom service providers on long-term, technologyadoption roadmaps, as well as the alignment of IT and network

process to business benefits. From the perspective of extending its target segment, Tech

Mahindra should consider engaging with ISPs and DTH players inthe region. Not only are the functional requirements similar totelecom service providers, but also in many cases the ISPs andDTH companies are either business units or group companies of alarger telecom service provider.

Tech Mahindra should also consider building its capabilities forunified communication and collaboration tools. Several service

providers in the region offer or are gearing up to offer such servicesin the near-term. Here, there are challenges from integration andsupport perspective, as well as a customer management perspectivefor large business clients. In addition, Tech Mahindra can leverageits partnership with Cisco to build technical skills and capabilities.

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Back ground of study

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Simply, Human resource is management function that helps manager

recruit, select, train and develops members for an organization.

Obviously, HRM is concerned with peoples dimension in organization.

Organization is not mere bricks, mortars, machineries or inventories. They

are people who staff and manage organizations. HRM involves the

application of management functions and principles. The functions and

principles are applied to acquisitioning, developing and maintaining, and

remunerating employees in organizations. Decisions relating to employees

must be integrated. Decisions on different aspects of employees must be

consistent with other human resource decisions.

Human resources management is also a management maintaining people

in an organization. It focuses people in an organization.

Scope of HRM: The scope of HRM is indeed vast. all major activities in

the working life of a worker from the time of his or her entry into an

organization until he or she leaves-come under the purview of HRM,

specifically, the activities included are-HR planning, job analysis and

design, recruitment and selection, orientation and placement, training and

development, performance evaluation, employee and executive

remuneration, motivation, motivation and communication, welfare, safety

and health, industrials relations and the like.

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HumanResource

Management

IndustrialRelations

EmployeeMaintenance

EmployeeMotivation

EmployeeExecutiveRemuneration

Nature ofHRM

Prospects

OfHRM

EmployeeHiring


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HRM views people as an important source or asset to be used for the

benefit of organization employees and the society. It is emerging as a

distinct philosophy of management aiming at policies that rewards and

mutual responsibility, the belief is that policies of mutuality will elicit

commitment. The year 1990 was turning point in this evolution. The

American society for Personnel Administration [ASPA], the largest

professional association in this field of management changed its name for

the society for Human Resource Management (SHRM).since then, the

expression is gradually replacing the hackneyed term personnel

management.PM has a limited scope and an inverted orientation. It is

viewed labor as a tool, the behavior of which can be manipulated for the

benefit of the organization and replaced when it was worn- out, the

employees whose services could be spared with minimal damage to the

organizations ongoing operations. Personnel function was treated as a

routine, meant to hire new employees and to maintain personnel records.

It was never considered a part of the strategic management of business.

Historically PM preceded HRM. Another term used widely today is HRD.

For many people HRD and HRM convey the same meaning. This may not

be true. Essentially, HRD is a function more concerned with training and

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development. And the organization development. HRD is therefore a part

of HRM.

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HRD

Potential

Appraisal

Critical

Attributes &

Analysis

Career

Development

& Career

Performance

Appraisal

Data Storage

& Procedure Reinforcement& Advancement

Selection &

Placement

Manpower

Planning

OD IR

Feedback &

CounselingT & D


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Objectives of HRM: the primary function of HRM is to ensure the

availability of a competent and willing workforce to an organization.

Beyond this, there sure other objectives, too, specifically, HRM objectives

are four-foldSocietal, Organizational, Functional, personal.

Societal objectives: To be ethically and socially responsible to the needs

and challenges of the society while minimizing the impact of such

demands upon the organization.

Organizational objectives: To recognize the role of HRM in bringing

about organizational effectiveness. It is only a means to assist the

organization to with its primary objectives. Simply, stated the department

exists to serve the rest of organization.

Functional objective: Tomaintain the departments contribution at a

level appropriate to the organizations needed.

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Culture

Technology


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Fig. HRM and its Environment

Strategic Human Resource Management

Strategys strategy is a way of doing something. It usually includes

formulation of goals and set of action for accomplishment of that goal.

The concept of strategy is very old it is originated from Greek word

strategic which means the art or science of being a general.

Strategic Management: It is understood as the process of formulating,

implementing and evaluating business strategies to achieve organizational

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HRMEconomic

Organizational culture andconflict

Professional

Bodies

PoliticalLegal

Strategy,Taskleadership


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objectives. Analysis of the environment, formulation of strategies, and

evaluation and control are the phases in strategic process.

Strategic management process; It involves four steps given below:

1. Analyze the opportunity and threats that exists in the external

environment.

2. Formulate the strategies that will match the organizations strength and

weaknesses.

3. Implement the strategies.

4. Evaluate and control the activities to ensure that organizations

objectives are achieved.

Whenever there is any vacancy is

existing in any department of the

company, they call person from

employment exchange and suppose

if they are not satisfied with that person then company ask through

advertisement in different newspaper .Once the candidate comes for the

interview, the company provides him a Bio-data form to fill up and obtain

his all the particulars. The interview is divided into two different

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Concept of Recruitment and selection:


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segments, first is preliminary interview and then final interview. The

candidate has to clear both the interview and then only he is considered as

the selected

Recruitment Process

Identify Vacancy from the various department

Prepare Job Description and person Specification

Advertise- Channels are 1.Company website

2. Local Agency

3.Through Referral

4.Data Bank

5. Advertisement (News Paper)

Screening the CV- 1.check the Interest of the candidate ,Either he ready to work accept our salary range or not.

Short-listing

Send to the Concern Request Center for their Interview Schedule

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After Interview

Conduct The Interview

Decision Making

Convey The Decision

Appointment Action

When there is a Job Opening,

Step 1 - Recruitment

Publish ads to let others know of the job openings.

Invite applications from various sources like consultants, referrals,online portals

etc,

Screening of resumes

Filter candidates who may be suitable for that particular job.

Step 2 - Selection

Conduct Interviews

Reference checks

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Select the best of the best from the rest.

Recruitment - defining specification

Selection-selecting candidates

defining specifications- job specifications and person specification

Selecting candidates- interviewing, communicating and offers

Before going for recruitment, the following document required.

SRF-Staff Requisition Form required from the Concern Cost CenterManager which must be approved by PCSD (Project Control orBudget Control Department)

Need to have Job Description & Benefit Band Details

Interviewer Must conduct both Technical & Behavioral Interview( must have plan for the question)

After candidate being selected Need to provide offer Letter.

Recruitment Policy: In order to attain the aim of recruitment apolicy regarding recruitment is formulated. This must contain thefallowing element:

Organizations objective: Both short term and long termobjective must be taken into consideration

Identification of the recruitment need: The person desireas per the job specification should only be considered.

Source of recruitment: The source to be tapped for theoperative level would depend upon the type of skill desired.

This could be on the gate recruitment, internal source oremployment exchange.

Criteria of recruitment need: On what ground should

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One be preferred over the other must be taken into account.

The economic aspect: How much amounts a company canspend to meet the expenses on advertisement, stationary,salaries etc.should also is considered.

General Principals of a Sound Recruitment Policy:

To find and employ the best qualified person for each Job. To retain the best and most promising opportunities for a

lifetime career.

To provide programs for personal growth.

Source of Recruitment:-

Internal Sources: Employees already working in theorganization are considered for any vacancy either by way of

promotion, transfer, deputation or even demotion.

Advantage of internal Recruitment :-

Workers can be adjusted to the near work environment within no time.

It involves the moral and loyalty of existing employees. Economical and moral reliable.

Disadvantage of internal Recruitment :- Discourage new ideas to enter.

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The bias attitude may lead to disharmony.

External Source:-Employees are outsider.

Advantage of External Recruitment:-

Latest skill and Knowledge can be had. Better choice can be made from a large group. Proves to be economical in the long run as potential

employees do not need extra training.

Disadvantage of External Recruitment:-

Cost of Recruitment is more.A lot of time is taken by the employee to get settled.Loyalty factor has a certain amount of risk.

Method and Techniques of Recruitment:-

Direct Method:

Campus Interview: - Many organizations send their recruitment toleading technical institutes of engineering and management and somewell known colleges.

Indirect Method:-This includes advertising in newspaper and othermedia. This perhaps the most frequently used method which normallyattracts a lot of attention. Copy prepared with care and skill and placed inthe right medium can produce excellent result. But one should always

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seek quality rather than quantity. The first step in recruitment media startswith the selection of media will be a:

National daily

Local paper

A regional paper

A Magazine

A periodical: In making a choice of the media, three factor should beconsidered:-

How quickly do you expect a response?

Where is the person you want most likely to read yourannouncement?

From how wide an area you want the recruitment to take place.

Consulting an advertisement agency can always prove to bebeneficial.

It must reflect in the advertising copy:-

What the firm is

That job is

What experience is needed?

What qualification is needed?

What qualifications are?

Essential

Required

What will be the salary offered

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Third Party Method: - These include the use of commercial or private

employment agencies, and method not covered under direct and indirectmethod. Some of these methods are:-

State or public employment exchange

Private employment agencies

Professional organization or Executive Recruiters

Employee Referrals

Trade Union Referrals

Casual Labors

Applicants at the gate

Computer Data bank

Cost of Recruitment in TECH MAHINDRA-

Direct Cost:-

Call letters, envelop, stamp, postage expenses, telegrams, couriersetc.

Employment consultants normally charge 10% to 12% of grosspayment annually.

Advertisement cost.

Conveyance to and fro for outside candidates.

Snacks, tea and lunch.

In Direct Cost:-

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Conveyance of interviewers

TA/DA of interviewers

Requisition Scrutiny:-

All the requisitions are given a running serial number and field.

On the first day of every week latest status of requisition will be given tothe plant In-Charge.

Correctness and completeness of requisition is checked.

After scrutiny by P & A department, the requisitions are sent to thesanctioning authority for approval.

This must not take more than 10 days for staff and above and 2 days forothers.

Screening:-

In the overall process of selection, screening comes once the recruitment

is over, screening is a process of reducing the number of applicant to afew who have a better chance of getting selected than those screened out.This is also called as the process of short-listing.

Screening is generally done by the H.R.department in two counts:-

Eligibility

Suitability

Job specification must be referred to while screening candidates on thebasis of these two criteria.

Preliminary application

Test of De-selection

Screening Interview

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While screening does help to reduce large number to manageableproportion, it also has a risk of losing those who could have performedwell in subsequent selection.

Selection:-

The selection procedure is concern with securing relevant informationabout an employee in a number of stages. The objective of selection

process qualification for a specific job and to choose the applicant meetsthe applicant who is most likely to perform well in that job.

Steps in the selection procedure:-

Application Blank: - This is one of the most common methods used forcollecting information from the applicants. The information sought andthe information produced. The general purpose of application blanksaccording to Athreya (1968) is to Secure desired factual informationfrom an applicant in a standard from convenient for assessing the

applicant suitability for the job.

Purpose ofApplication Banks:-

To invite a formal introduction of the candidates.

To generates data in a uniform format for easy evaluation.

To provide a base for the interview.

To prepare data banks.

To provide a rating chart in itself

Contents of application blanks:-

Prepare data. Name date and place of birth, address, sex. Nationality,

identification marks.

Marital data.

Whether married, number of children and other dependents.

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Physical datas.

Heights, weights, general health condition.

Educational datas.

Various levels of formal education, year, marks, college or school,merit or other related awards.

Employment data:

Sports, hobbies, pastimes, NSS or NCC level achieved.

Reference:

Name of at least two people who can verify the candidates.

Psychological Testing:-

It can be defined as a systematic procedure for comparing the behavior of

two or more person or a systematic procedure for sampling humanbehavior.

These tests are used for making a differential placement or assignment ofa person to the job for which he is most suitable.

Psychological test can be classified as:-

On the basis of human behavior

Aptitude test.

Achievement test.

Personality test.

Interest test.

On the basis of use of test

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Selection tests

Classification test.

Individual or group tests

Interview:-

Today almost every organization uses interview as a method of selection.It is a method by which an idea about an applicants personality can beobtained by a direct face to face contact.

Type of Interview:-

Patterned or highly organized interviews.

Non directive, free or unorganized interviews

Depth interviews

Group discussions

Stress interviews

Conducting Interview:-

Preparation for the interview

The physical setting

Conduct of the interview

Close of the interview

Final evaluation of candidates

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Reference Check:-

The use of reference check plays an important role in checking theauthenticity of information given by the candidates. This is normallyobtained from the previous employer and others in order to get a pictureof his performance in a particular job.

Physical Examination:-

In order to keep the rate of absenteeism low and the work environmentfree from any infectious diseases, Physical examination from an importantform an important place in the process. The two main reason of physicalexamination are to provide a sound hygienic environment and legally

protecting liability of the organization against compensation arising out ofpast ailment.

Placement:-

Once an offer of employment has been made and it is accepted, the finalstage in the procurement function is concluded. It may be defined as thedetermination of the job to which an accepted candidate is to be assigned,and his assignment to that job. It is a stage of matching of what isimposed and what is offered.

Joining formalities:-

On the day of joining, all the necessary documents are verified against theapplication blank filled by the candidates earlier .Only if the informationis found to be correct, he is allotted a ticket number.

Documents Verified are:-

Educational certificates

Experience certificates

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Clearance or no objection certificates from the previous employer.

Recent passport size photographs.

The candidate is to fill fallowing documents:-

Joining report in triplicates.

Nomination for company dues.

Provident Fund forms.

H.R. Manager has to sign to sign the joining reports. After this thecandidate is asked to get signature of his department head on all threecopies of the joining reports.

One copy is retained by the departmental head.

One copy is retained by the time office.

One copy is filled in the personnel file of the candidates available in

H.R.department.

Punching card is made by the office for temporary Identity card which isissued after obtaining signature of the H.R.Manager.

A perfect placement can lead to low labour turnover, higher productivity,and high morale, low rate of accident and absenteeism and excellentculture.

Induction:-

When a candidate is placed on a stranger to the existing work force, workplace and work environment. He may feel out of place, insecure shy andlack in self confidence. He may also suffer from reality shock. Henceinduction becomes very important and includes the introduction of newemployee with the organization to get acquainted with each other. Thenewly joined person is informed about:-

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His designation, position and nature of work.

Role, responsibilities and authority.

Organizational structures of the company and the department.

Superior, subordinates and colleagues.

Working hours, days offs and place.

Canteen and washing place.

Restricted areas.

On the day of joining of Manager, a circular is sent to all departments andone copy is placed on the notice board stating his name, designation, placeof work, and responsibilities. Name of all those who have joined as staffin the last 15 days are also placed on the notice board.

Objective of the Study:-

The main objective of the study may be defined as follows:-

To find out the detailed procedure of the H.R. and administration

department of TECH MAHINDRA, regarding the supply of human

resources to the company.

To give a feedback to the management about the validity andreliability of techniques and selection.

To suggest measure to overcome the shortcoming in any.

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METHODOLOGY OF STUDY:

Research can be defined as a systemized effort to gain new

knowledge. It is a scientific and systematic search for pertinent

information on specific topic. A research is carried out by different

methodologies which have their own pros and cons. Research

methodology is a way to solve research problems. Thus while talking

about research methodologies we are not only talking of research methods

but also consider the logic behind the methods. This study aims at

tracking employees preferences and priorities towards different types of

training programs conducted in and outside the organization for

identifying key features of Training programs.

RESEARCH METHODOLOGY:

Research has its special significance in solving various operational and

planning problems of business and industry. Research methodology is a

way to systematically analyze the research problem.

RESEARCH DESIGN:

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The study is descriptive in nature. It is conducted to study affairs as they

exist. The open study tries to explore the system at present and report on

it. The method is structured on non-discussed question. Each person was

asked set of questions in a given order. The advantage of this method is

that data obtained are easy to tabulate and interpret than data obtain by

any other means.

The study is explanatory as it does not require a formal dosing the

flexibility and ingenuity characterize the study.

PRIMARY DATA:

Data collected through interviewing the employees asking several

questions.

Collecting data by list of questions and asking them to give their opinion

on different questions.

SECONDARY DATA:

Data collected on training and development program of last five years in

the organization.

Information collected through internet on training and development.

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SAMPLE DESIGN:

It is the definite plan for obtaining a sample from a given population. To

conduct this study simple random sampling is used. Sampling from the

population has been done randomly, such that every possible sample of

equal size (n) will have an equal chance of being selected.

A sample selected in this way has provided every person to be chosen

called. A random sample allows chance to determine its elements.

POPULATION :

The entire group of individuals that we want information about T.V.S.

Logistics there are 3200 employees and it is not possible to conduct the

survey of whole population.

SAMPLE SIZE:

Using simple random sampling out of the population 50 employees are

chosen randomly to avoid biasness for conducting survey.

SAMPLING METHOD:

Simple sampling method is used to conduct the survey in T.V.S. Logistics

as it was the best method for the purpose of my study.

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METHOD OF COLLECTING DATA:

1. Studying data of training and development of last five years this was

a good method to collect database regarding employees of the

organization.

2. Direct approach to employees by the way of interview. Direct visits

were more effective, as I got opportunity of having face to face

contact with the employees. I generally visit to any employees

through a questionnaire. Most of the people in organization are not

aware about the modern theories of human resources. So cold calling

creates awareness.

INSTRUMENT OF COLLECTING DATA:

1. Interview with the employees of the organization to know there

point of view.

2. Questionnaire prepared with question related to recruitment and

selection.

EXECUTION OF PROJECT

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It is very essential in the research process to know the accuracy of the

findings which depends on how systematically the study has been carried

out so that it can make sense.

We have executed the project after prior discussion with our guide and

structured in the following steps:

a. Preparation of a questionnaire

b. The focal point of the designing the questionnaire was to

comprehend the current environment scenario and the awareness

level about the human resource theories practiced the company.

c. This questionnaire was primarily aimed to respondents who belong

to the potential employees of the organization.

d. The questionnaires were discussed through personal interface with

the respondents.

Questionnaire:-

Please answer the fallowing question as honesty as possible, take your

own time and kindly make true and accurate response.

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Name..

Department

Designation

Qualification..

1-What are the sources of recruitment and selection?

1) Internal 2) External 3) Others

2-Which methods do you mostly prefer for recruitment and selection

preferred way of recruitment?

1) Direct 2) Indirect 3) Third Party

3-When do you prefer to go for manpower planning?

1) Yearly 2) Quarterly 3) No fixes Time

4-What are the sources for external recruitment are preferred?

1) Campus Interview 2) Placement Agencies

2) Data Bank 4) Casual applicants

5-What form of interview did you prefer?

1) Personal interview 2) Telephonic interview

2) Videoconferencing 4) others

6- Is there any extra activity for development and entertainment?

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1) Yes 2) No

7- For the performance appraisal which technique is applied most?

1) Promotion 2) Reinforcement

2) Others.

8- Have you found any difficulties during recruitment and selection?

1) Yes 2) No

9-Any need to train the people after recruitment?

1) Yes 2) No

2) Cant Say

10-Cost of recruitment and selection?

1) High 2) Low

2) Average

11-People are satisfied with promotion and increment?

1) Yes 2) No

2) Cant say.

12-Do you think that productivity increases with recruitment?

1) Yes 2) No

2) Cant say

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1-What are the sources of recruitment and selection?

1) Internal 2) External 3) Others

Particular Particular

Internal 20%

External 80%

Other 0%

80%

0%20%

percentage

External

Internal

Others

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3-When do you prefer to go for manpower planning?

1) Yearly 2) Quarterly 3) No fixes Time

Particular ParticularYearly 0%

Quarterly 0%

No Fix Time 100%

0%0%

100%

Percentage

Yearly

Quarterly

No Fix Time

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4-What are the sources for external recruitment are preferred?

1) Campus Interview 2) Placement Agencies

2) Data Bank 4) Casual applicants

Particular PercentageCampus Interview 0%

Placement Agencies 60%

Data Bank 20%

Casual Application 20%

0%

60%20%

20%

Percentage

Campus Interview

Placement Agencies

Data Bank

Casual Applicant

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5-What form of Interview did you prefer?

1) Personal interview 2) telephonic Interview

3) Videoconferencing 4) Others

Particulars

Percentage

Personal Interview 100%

Telephonic Interview 0%

Videoconferencing 0%

Others 1.2%

100%

0%0%0%

Percentage

Personal Interview

Telephonic Interview

Videoconferencing

Others

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6- Is there any extra activity for development and entertainment?

1) Yes 2) No

Particulars percentage

Yes 100%

No 0%

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7- For the performance appraisal which technique is applied most?

1) Promotion 2) Reinforcement

2) Others.

Particular Percentage

Promotion 80%

Reinforcement 20%

Others 0%

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8- Have you found any difficulties during recruitment and selection?

1) Yes 2) No


Yes 80%

No 20%

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9-Any need to train the people after recruitment?

1) Yes 2) No

2) Cant Say

Reticular Percentage

Yes 80%No 20%Cant say 0%

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High 70%

Low 20%

Average 10%

11-People are satisfied with promotion and increment?

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10-Cost of recruitment and selection?

1) High 2) Low

2) Average


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1) Yes 2) No

2) Cant say.


Yes 20%

No 0%

Cant say 80%

12- Do you think productivity increases with recruitment?

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1) Yes 2) No

2) Cant Say


Yes 20%

No 0%

Cant say 80%

Data Analysis: - Comparison between two year 2009-2010

Effect of recruitment on productivity 2009-2010

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Month Actual Mondays Out-Put Absentee

Jan.-09 381 35 14.56

Feb. 419 46 14.54

March 459 51 12.66

April 420 38 15.62

May 396 49 19.12

June 403 59 20.55

July 411 51 15.71

August 405 46 17.15

Sept. 446 58 9.64

October 416 44 13.06

November 407 56 14.33

Dec.-09 449 61 13.75

594 180.69

49.5 15

Month Actual Mondays Out-Put Absentee

Jan.-10 458 43 11.39

Feb. 497 56 13.29

March 523 67 15.42

April 474 44 13.74

May 502 58 20.89

June 579 68 20.66

July

August

Sept.

October

November

Dec.-10

336 95.39

56 16

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For Kanhe Project-

Analysis of strength of employes their designation and Experience

Sr.No Designation Employees

1 AGM 1

2 Manager 1

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3 Dy.Manager 1

4Asst.Manager 6

5 Officer 3

6 Dy.Officer 5

7 Asst.Officer 12

8 Sr.Admin 6

9 Admin 4

10 Jr.Admin 15

11 Sr.Floor 16

12 Floor 132

13 Jr.Floor 150

Total 352

Sr.No Experience Employees

1 1 152

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Analysis of strength of employees according to their age and

education.

Sr.No Age Employees

1 18 0

2 19 63 20 16

4 21 27

5 22 54

6 23 38

7 24 30

8 25 27

9 26 28

10 27 29

11 28 2212 29 9

13 30 5

14 31-40 51

15 41-50 10

TOTAL 352

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Observation:-

Maximum manpower requirement comes from that area which is

very near to the project.

The appropriate method for recruitment is through advertisement in

the news paper a for vacancies of higher level the reliable sources is

through a placement agency.

70% always get the right man at the right time where as 20%

seldom get and 10% opined that they never get the right man at the

right time.

60 % of data collected revealed that training is always requiring for

the newly placed, 30% seldom require and 10% never require

training.

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After the interpretation of data, 70% opined that a person remain

absent from work. 20% take more time than normal on the job,

10% maintain bad relation at work.

At least 65% of candidates interviewed revealed that they came to

know about the vacancy through an advertisement in the news

paper. 15% reveal the source being an employee of the company

and 10% through placement agencies. Remaining 10% from other

sources.

Interview for Candidates at operative level faced free and non

directive interviews. Whereas, interview in other categories of staff

and managers had a patterned and some depth nature.

Rate of absenteeism is around 12% to 15% which is quite

acceptable in this kind of industries.

The rate of labor turn over is around 15% to 20% as the company is

undergoing heavy expansion. As a result the rate of accession is

high.

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Problem and Limitation Faced During the Project Work:-

a) Exit interview of every candidate leaving the company was notpossible as around 60% leave without informing the personaldepartment.

b) Linguistic barrier of not speaking Marathi limited the flow ofcommunication with workers.

c) Rating the interview could not be done as it was not possible towitness an ongoing interview.

d) Many of those interviewed were asked to fill the questionnaires butdid not co-operate and left many questions unanswered.

e) Factor attributing to the effectiveness of recruitment and selection

procedure indirectly were vague and could not be coveredcomprehensively.

Conclusion:-

After the analysis of information gathered by various means used inresearch such as , primary data in the form of questionnaire , various

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interaction I had with the candidates as well as with those concernedrecruitment and selection , a secondary data in the form of various recordreferred to , such as master rolls , manpower reports etc. I could come to

conclude that the recruitment and selection procedure of T.V.S.Logisticsis quit effective there is some scope of improvement-

This can be stated under the fallowing points:-

1) Form the questionnaire it can be inferred that 70% recruitment ismet in excellent way.

2) Exit interview taken have provided with some useful informationregarding why people quit the organization. One of main reason

behind this has been the level of wages fallowed by job insecurityand lack of transport facility.

3) Most effective method of recruiting manpower is by advertising thevacancy in the news paper.

4) Rate of labour turnover is quit high at the operation level as thepolicy of management is to recruit workers mostly on permanentbasis.

5) Absent from work has been the most common symptom prior toresignation from services, fallowed by more time on the job andbad relation at work .So management has applied remedialmeasures to retain quality workers which is quite effective.

6) Employees have been kept after proper interview and medicalwhich is quit impressive and which increases the turnover.

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So according to me recruitment and selection procedure isquit effective in T.V.S. logistics by which productivity isincreasing day by day.

Bibliography

www.techmahindra.com

www.Humanresourcemanagment.com

Gupta, C.V, Human Resource Management

Sultan Chand & Sons Publisher, New Delhi, 1999

Kothari C.R, Research Methodology
http://www.techmahindra.com/http://www.humanresourcemanagment.com/http://www.techmahindra.com/http://www.humanresourcemanagment.com/