SUMMER PROJECT REPORT

On
‘RECRUITMENT PROCESS’
In






STAFFING SOLUTIONS COMPANY




PRESENTED TO
INDIAN BUSINESS ACADEMY
ON
10
th
JUNE, 2006



IN THE PARTIAL FULFILLMENT OF THE REQUIREMENT FOR THE POST
GRADUATE DIPLOMA IN BUSINESS MANAGEMENT


BY
LOPAMUDRA MANGARAJ
FP57/076
PGDBM 2005- 2007

Summer Project Report: Recruitment process in TeamLease
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TEAMLEASE
INDIA’S LARGEST STAFFING SOLUTION’S COMPANY













Acknowledgement
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Declaration

I hereby declare that this project on ‘Recruitment Process in TeamLease’ is an
original and bonafide work carried out in partial fulfillment of the requirement of
Post Graduate Diploma in Business Management course in Indian Business
Academy. I also declare that no part of this project has been published earlier or
has been submitted as a project for any degree or diploma for any institution or
University.



…………………………
Lopamudra Mangaraj
PGDBM 05- 07
Indian Business Academy
Bangalore- 52









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Certificate

This is to certify that Ms. Lopamudra Mangaraj of Indian Business Academy,
Bangalore has completed 50 days of the project titled “Recruitment Process in
TeamLease” in partial fulfillment of the requirement for the award of Post
Graduate Diploma in Business Management and has submitted the project report.

To the best of my knowledge, this project work is original and is not any part of
any earlier work by Lopamudra Mangaraj or anybody else. This report has not
been the basis for the award of any degree or diploma by any university or any
other institution.





………………………..
Mr. Manish Jain
CEO- Indian Business Academy
Bangalore

Date………………..





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Certificate

This is to certify that Ms. Lopamudra Mangaraj of Indian Business Academy,
Bangalore has completed 50 days of the project titled “Recruitment Process in
TeamLease” in partial fulfillment of the requirement for the award of Post
Graduate Diploma in Business Management and has submitted the project report.

To the best of my knowledge, this project work is original and is not any part of
any earlier work by Lopamudra Mangaraj or anybody else. This report has not
been the basis for the award of any degree or diploma by any university or any
other institution.





………………………..
Prof. Subhas Sharma
Dean - Indian Business Academy
Bangalore

Date………………..






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Certificate

This is to certify that Ms. Lopamudra Mangaraj of Indian Business Academy,
Bangalore has completed 50 days of the project titled “Recruitment Process in
TeamLease” in partial fulfillment of the requirement for the award of Post
Graduate Diploma in Business Management and has submitted the project report.

To the best of my knowledge, this project work is original and is not any part of
any earlier work by Lopamudra Mangaraj or anybody else. This report has not
been the basis for the award of any degree or diploma by any university or any
other institution.





………………………..
Mr. Rony Kurien
Mentor- Indian Business Academy
Bangalore

Date………………..





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Acknowledgement
I will remain highly indebted to Ms.Kavitha Reddy, Vice-President, TeamLease BPO-
IteS Division, to give me this opportunity to do my summer internship in the company. I
owe this wonderful experience of corporate life to her.

I thank Ms. Jaspreet Bali and Mrs.Suman Srinidi for extending all possible help
whenever I needed it.

I thank my Team leader and my project guide Mr.Arvind Christo to have guided me in
my endeavor, for being a thorough professional and correcting me wherever I made
mistakes.

I thank Ms. Neha, Ms Mohana, Ms Sunita and Mr. Vikas for always guiding me.

I am grateful to Mr. Wasim for all the discussions that I had with him which made my
mind clear and to get my thoughts on the right track. Thank you.

Finally I thank Ms. Flavia, Mr. Naveen and Mr.Rasiq to have made my tenure a
pleasurable experience and made my life easier in TeamLease. Thank you so much for
being my friends.

Thank you, all………











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Table of Contents
Acknowledgement……………………………………………………………….i
Executive Summary……………………………………………………………..ii
Project Objective ……………………………………………………………….iii
Project Overview………………………………………………………………..iii
Project Methodology…………………………………………………………….iii
Achievements……………………………………………………………………iii

1. Introduction………………………………………………………………1
1.1 Broad Industry Classification…………………………………………..2
1.2 Industry Facts…………………………………………………………..3
1.3 Some industry challenges……………………………………………....3
1.4 Key verticals of industry…………………………………………….....3

2. TeamLease- The Company……………………………………………....4
2.1 History of the company since its inception……………………………..4
2.2 Vision of the company……………………………………………….....5
2.3 Strategic business units………………………………………………....5
2.3.1 Staffing
2.3.2 Sourcing

3. Ready WORKFORCE and Team………………………………………...6
3.1 Services to the BPO-IteS industry………………………………………6
3.1.1 Temping
3.1.2 Recruitment
3.2 Benefits for Clients…………………………………………………….10
3.3 Benefits for Associates…………………………………………………10

4. Methods or Techniques of Recruitment…………………………………11
4.1 Preparation …………………………………………………………….11
4.1.1 Know your client
4.1.2 Analyze J.D
4.1.3 Prepare J.S
4.2 Implementation – Sourcing……………………………………………..13
4.2.1 Analyze the CV
4.2.2 Match the JD and JS
4.2.3 Shortlist the candidate
4.2.4 Handle reject candidates

5. Interview………………………………………………………………….14
5.1 Types of interview……………………………………………………….15
5.2 Telephonic Interview……………………………………………………15
5.3 Call Script……………………………………………………………….16



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6. Questioning…………………………………………………………………17
6.1 Devise interview question…………………………………………………17
6.2 General questions………………………………………………………….17
6.3 Specific Question…………………………………………………………18
6.4 Trick question…………………………………………………………….18

7. Body Language……………………………………………………………..18

8. Grammar, Voice and Accent Calibrations…………………………………..19
8.1 Individual Interview………………………………………………………..19
8.2 Assessment Test……………………………………………………………19
8.2.1 Passage Test
8.2.2 Voice Test and MTI
8.2.3 Paraphrase
8.3 For Database……………………………………………………………….20
8.3.1 Candidate Information Sheet
8.3.2 Rating Sheet

9. Brief Summary………………………………………………………………20

10. SWOT Analysis……………………………………………………………..21

11. Challenges faced by Temping Firms………………………………………..22
11.1 Internal………………………………………………………………22
11.2 External……………………………………………………………...23

12. Future of Temping in India………………………………………………….23

13. Recommendation…………………………………………………………….24
13.1 Internal……………………………………………………………….24
13.2 External………………………………………………………………25

14. Conclusion……………………………………………………………………27

15. Exhibits……………………………………………………………………….29

16. Bibliography………………………………………………………………….30










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Executive Summary

A “temp” is a temporary worker with an organization who is on a third-party (staffing
company) payroll. A well-accepted norm in global companies, many large Indian
organizations are now hiring a part of their workforce from employee leasing firms. The
reason is not too difficult to guess—as organizations focus on their core business
strengths in a highly competitive environment, the non-core functions are outsourced.
The manpower for the latter is provided by the employee leasing company. The contracts
can range from three to six months, and there are no hassles normally associated with
recruiting and retaining people.

This project report tries to comprehend the scope and the difficulties involved during the
recruitment process in a Temp Staffing Company. Sourcing, which is a vital part of the
recruitment process is thoroughly dealt with. Sourcing the candidates suitable for the
given job profiles is the core activity of recruitment and is a comprehensive and
complicated process in itself. Hence, this constitutes the prime objective of this report.

Other than this, the report also takes a broad overview of the BPO-IteS industry as a
whole and the future and challenges of Temp Staffing with regards to this industry. The
temping business has received a major setback due to the rigidity of the existing labour
laws. In recommendation, the different amendments in law have been discussed.

Temp Staffing or Flexi Staffing, has huge scope in India. When India is emerging as an
economic superpower, it is necessary to deal with the problem of unemployment. This is
where temp staffing plays a major role. It not provides employment but also adds to the
national gross income of the country, thus making it globally competent.








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Project Objective: To understand the scope, difficulties and methods of recruitment
in a Temp Staffing Recruitment Firm with on-site training in sourcing for the client
companies.
Project Overview: Rigorous sourcing was undertaken to understand the recruitment
process. Candidates were interviewed and then potential candidates were shortlisted.
During the tenure of the project I learnt to put the candidates under assessment tests and
took the initial rounds of interview.
Project Methodology: The following methodology was
• The client company’s requirement was received.
• All necessary data regarding the company, job profile, salary, rewards, shift
timings and assessment tests were gathered and understood.
• Sourcing the candidates from the job portals and databases.
• Putting them through an initial interview process
• Shortlisting potential candidates and sending them to the concerned company for
the final HR round.
Achievements:
During my training I was asked to source for client companies like REUTERS, HP,
ORACLE, Cos-B and Mphasis. Following were the candidates who were converted into
final offers:

REUTERS……………………..2 candidates offered.
HP……………………………...3 candidates for Tech Support made it to the final
rounds.
ORACLE………………………. None
Cos-B………………………….3 candidates for Inbound voice process
2 candidates for Claims Analyst
Mphasis………………………. 1 candidate for International voice
1 candidate for Domestic voice

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1. Introduction:

It’s a hot topic of discussion—while US senators debate the pros and cons of outsourcing
back-office work to countries like India, employees of local call centers here are worried
about their jobs. Will India’s BPO industry be able to turn the tide in its favour despite
the controversy? And at what cost?
Fame comes at a price. And being the fastest-growing and most cost-competitive
outsourcing destination could sometimes elicit responses like the slogan popular with
some Germans agitators: “Kinder, Klein Inder!” which roughly translated means, “The
solution to labour shortages is more children, not more Indians.”
The fact that India is emerging as the back-office of the world and that our BPO-ITES
industry is estimated to grow by around 65 % year-on-year is not taken too well by trade
unions
[1]
and others in developed countries from where jobs are coming to India. Even as
investments in the BPO-ITES industry are increasing by the day, banners and placards
demanding a ban on outsourcing of jobs to India are increasingly visible. In the UK, three
of the country’s biggest trade unions have come together to fight the loss of jobs to India,
especially British Telecom’s move to open a huge call centre in Bangalore. The unions
fear that if BT outsources its service sector jobs to India, then the competition would also
be forced to follow suit. German agitators have been running a sustained political
campaign against the German green-card scheme for a while now.
The main reason for all this negativity is that India is perceived as a direct threat to the
livelihood of the average citizen of these countries. In a scenario where India
[2]
offers
manpower at £0.75-£1.25 per hour, as opposed to the £5-£10 per hour charged for the
same work in the UK, its clear India is a more viable base to do routine back-office work
like finance and accounting, facilities and operation management and legal services.
[1]
Source: Nasscom survey 1999 about ‘booming industries in India.
[2]
Source: www.expresscomputers.com

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Call centers in India typically attract graduates, many of whom look at it as a career, as
opposed to the West where many employees see it as an in-between-jobs option.
While this could spell good tidings for those who have invested millions in the Indian
BPO industry, the survival strategy advices that the only way to end the debate is for
BPO firms to provide high-quality services at competitive prices, so that firms in the
West have no option but to outsource to India.
The key drivers for off-shoring and the India value proposition are:
• Cost- outsourcing to India has helped companies to achieve 40-50% cost saving
• Resource pool- Availability of skilled workforce- India has over 2 million English
speaking graduates passing out of the Universities every year and the Indian
students have greater technology awareness.
• Geographical position- India is 10.5 hrs ahead of the eastern time in US and the
time difference adds to the project management and true round the clock
operations.
• IT track record- the IT industry success story has positioned India as high
potential market in comparison with other countries. The project management
skills, quality orientation among the Indian companies and are well appreciated.
1.1 Broad Industry Classification:
Business process outsourcing (BPO) or IT Enabled Services (IteS) is leveraging of
technology or specialist process vendors to provide and manage an organization critical
and/or non-critical enterprise processes and applications. The most common examples of
the BPO-IteS industry are Call centers and Back-office outsourcing.
Captive Operations – Captive players are subsidiaries of the parent group catering to in-
house requirements or its own operations globally. Companies like American Express,
Scope, Dell, Bank of America or a Hewlett Packard are examples of Captive Operations.
Captives units account for over 60% of the total revenues in the Indian BPO-IteS
industry.
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Shared Services Centers – Shared Services are similar to the Captive but the only
difference is that the services are for the internal requirements of the company and its
employees only. E.g. Wividus (Wipro Shared Services Division), Siemens, some of the
specific operations in Dell, Hewlett Packard, IBM.
Third Party service Providers – Followed by the Captive who came to India in the 1990’s,
independent Third Party Service Provider (TPSP) started 9-10 years later. They worked
with companies who were either small or not too keen on setting up captive operations.
The TPSP focused on the non-core functions and built-in expertise, enabling clients to
outsource the activity for a better cost and service. Companies like Wipro BPO, 247
Customer, ICICI One Source, and IBM Daksh are some of the early TPSP’s in India.
1.2 Industry Facts
• US contributes about 60% of the market
• Voice processes are high volume, low value, faster migration
• Non-Voice processes are low volume, high value and longer migration.
1.3 Some Industry Challenges
• Demand v/s Supply; Manpower & Alternate manpower
• Lower conversion rates
• Training
• Employee Retention
1.4 Key Verticals of the Industry
The outsourcing potential is across multiple industry verticals, some of the attractive
verticals are:
• Banking & Finance
• Insurance
• Pharmaceuticals
• Software & Hardware
• Telecommunication
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• Retail
• Services- Hospitality, talent, tourism.
• Utility
• Transport – Airlines, Railways
• Manufacturing – Automotives
• Logistics.
1. TeamLease – The Company
TeamLease Services Pvt Ltd is India’s largest staffing solutions, with 48,000 employees
across India, providing a range of people solutions to its client partners. TeamLease
services its clients pan India with offices in major 19 cities – Bangalore, Chandigarh,
Chennai, Delhi, Hyderabad, Kochi, Kolkata, Mumbai and Pune among others.
2.1 History of the company since its inception:
TeamLease started in September 2001 and operational activity kicked off in April 2002
as an HR Outsourcing Services provider specialized in Temping services and related
staffing solutions. It is India’s largest staffing solutions company with 48,000 employees
on its payroll placing it among the top 25 private sector employers. As India’s fastest
growing employer, the company has been hiring one employee every hour since its
inception.

The company reached an employee base of 2400 in its first year of operations, 5300 in
2003-04 and 14,800 last year. It had witnessed an average employee growth of 123%
over the last three years. Projected growth rate for the latter half 2005-06 was likely to
touch 44 %.

The TeamLease team compromises of professionals from the HR field, Consulting
background and the BPO-IteS industry. The working knowledge of BPO-IteS has enabled
TeamLease to develop a superior service offering. The organizational structure is quite a
flat structure. TeamLease believes in ‘open door’ concept to build its relations with its
employees. [Refer to Exhibit 1]

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2.2 Vision of the company
To be India’s Largest Private Sector Employer by 2007

2.3 Strategic Business Units
2.3.1Staffing: the staffing SBU comprises of the
I. Business Development Team and
II. The Client Servicing Team
Business Development is the first level of contact for the corporate on the Temping
Staffing front. In addition to continuously tapping into new accounts, BD team is
responsible for tracking of competitors and new corporate entrants, market intelligence,
mapping of industries and functional verticals.

The Client Servicing Team plays important role from the time the Client is on board. CS
ensures that delivers based on the SLA’s. Client management and Associate HR
administration and the key roles CS focuses on.

2.3.2Sourcing:
The Sourcing SBU is responsible to source professionals with respect to the human
capital needs of various organizations across all levels.
It covers all the major locations and industry verticals like IT, Banking & Finance,
Manufacturing, Engineering and Retail. The Temping Practice is responsible for sourcing
candidates for temp openings created by the Staffing SBU.

3. Ready WORKFORCE and Team
ReadyWORKFORCE is the BPO-IteS Staffing Solutions Division of TeamLease, headed
by Ms.Kavitha Reddy, Vice president, and has built in a sustainable single window
solution model to address specific need of the industry. The fact that it is only two years
old in this industry and is already leading it, pronounces the commitment and the
managerial capabilities of the owners of the company. Focused approach with continuous
investment to enhance operational and delivery standards by embracing Global Best
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Practices and Technology had enabled ReadyWORKFORCE to attain the leading
position in BPO-IteS HR Outsourcing space.

Financial Overview of the ReadyWORKFORCE Division:
The ReadyWORKFORCE division had only twenty odd employees when it started two
years back. Now the company employs at least 200 employees in the IteS division alone.
This staggering figure stands testimony that the BPO-IteS division has been growing ever
since its inception.

The annual turnover of the ReadyWORKFORCE division is in crores. A monthly target
of 8 lakhs rupees is undeniably met. The company’s revenue last year was Rs 150 crore
and this was expected to increase to Rs 350 crore in the current financial year.

Marketing Strategy of the ReadyWORKFORCE Division:
The marketing strategy is quite simple and straight. TeamLease has already acquired the
position of a global leader in the field of Temp Staffing Solutions. Keeping this fact in
mind, the company does not indulge in heavy marketing. Since it is not in its nascent
stage, it does not go in for rigorous marketing strategies.

It has a subtle strategy where it believes that the corporate will be the fortitude which will
bring in more business and fame. The company believes that in this field the best
marketing strategy is the ‘word of mouth’. The age old theory of satisfied customer
means more customers and more credentials to the company, hold very true here.

3.1 Services for BPO-IteS Industry-
They bring in:
♦ Pan India presence
♦ Integrated single window solution
♦ Domain expertise in BPO-IteS Industry vertical
♦ Substantial pre-screened Database
♦ Guaranteed turn-around-time
♦ Quality processes
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♦ Infrastructure and technology
♦ Web interface- Candidates, Clients & Associates
♦ Self service suite (email, Web, IVR) to Associates- HR, Payroll & Benefits info
♦ TeamLease Ecosystem

3.1.1 Temping
‘Temps’ or ‘associates’, are temporary workers who are deputed to various companies
who prefer to outsource their HR operations. The ‘associates’ work for the company they
are assigned to but are on the payroll of the staffing or the temp leasing company. The
duration of a temporary job is three to nine months. Some of the important characteristics
of temping recruitment are as follows-
♦ Recruit as per Client requirement and assign them to Client or Transfer candidate
identified by client on to TeamLease
♦ Co-employment relationship between the Client, Associate and TeamLease
♦ Manage HR Administration, Payroll and Regulatory activities
♦ Temp staffing options- short term, long term and part time assignment.
♦ Temp-to-permanent staffing option- trial period to permanent staffing.

A much defined process spans into four distinct stages, Initialization, Transition, and
Operations & Relationship Management. Equal importance is given to all our stages with
activities defined for each stage. There is a unique methodology that TeamLease adopts
to render the service. This is shown below:










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Initialization

Understand Client requirement

Define Scope

Commercial terms

Agreement sign off



Transition

Identify Resources

Layout operational process

Employee induction

Web-enable key processes




Operations

HR support to Associates

Payroll & Benefits

Reimbursement

Statutory Compliance

Associate Training

Performance Appraisal





Relationship Management

Client Feedback and MIS

Client & Associate communication

Additional resource allocation on
request

Diagram 1. Temping Stages in TeamLease’s temping service









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3.1.2 Recruitment
The base of all HR function is recruitment. It builds the workforce that leads a company
into progression. Hiring the right person for the right job is very important task. There are
three distinct phrases that TeamLease follows which is shown in the diagram:

Phase - I

Strategy Development

Understand the client needs,
competitive landscape and
strategic objectives

Identification of industries,
companies, market segments
and right candidates

Generate Web Access after
Corporate and Requirement
Registration


Phase - II

Implementation

Potential candidates are
screened with respect to the
critical competencies through
battery of tests and
interviews

Qualified candidates are
submitted to the client with
detailed candidate
assessment reports

Interviews are coordinated
and feedback is monitored



Phase - III

Closure

Interact with client and provide
objective recommendations

Qualified candidates are
submitted to the client with
detailed candidate assessment
reports

Interviews are coordinated and
feedback is monitored


Diagram 2. Three phases of Recruitment service followed by TeamLease

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3.2 Benefits for Client
As business these days grow on a confounding rate, outsourcing the basic functions like
recruiting becomes a common thing. The need for flexi staffing is on demand and in such
a scenario; ReadyWORKFORCE renders these services to its Clients-
♦ Focus on delivery of specialized activity/functions
♦ Manage unexpected business demands/manpower
♦ Staffing flexibility- Managing short-term & temporary business needs
♦ Access to a talent pool on required skill sets.
♦ Screen candidates for permanent employment.
♦ Reduce HR Administration cost and time involvement
♦ Performance appraisal co-ordination
♦ Feedback and mentoring sessions with the Associates based on feedback.
♦ Training facilitation- Need analysis, program development and coordination
♦ Comprehensive Regulatory & Statutory compliance
♦ Management reports and MIS

3.3 Benefits for Associates
Candidates referred to as ‘associates’, are also on the advantageous side. The services
that they receive from TeamLease are -
♦ Focused employer and employee communication
♦ Skill upgrade – Training and Development
♦ Structured Induction
♦ Employee handbook, policies and manual
♦ Professional assistance for employee related issues
♦ Professional orientation and HR support
♦ Portable and comprehensive employee benefits
♦ Accurate and timely payroll services
♦ Part of a professional employee outsourcing organization
o With presence across India
o 48,000+ member family

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4. Methods or Techniques of Recruitment
Direct Method
These include sending recruiters to educational and professional institutions, employees’
contacts with public and manned exhibits. Most college recruiting is done in co-operation
with the placement office of the college. The placement office usually provides help in
attracting students, arranging interviews, furnishing space and providing student résumés.
For managerial, professional and sales personnel, campus recruiting is an extensive
exercise. For this purpose, carefully prepared brochures describing the organizing and the
job it offers are distributed among the students, before the interviewer arrives.
Indirect Method
These methods involve mostly advertising in newspapers, websites, radio, in trade and
professional journals, technical magazines and brochures. Companies advertise when
qualified or experienced personnel are not available from other sources.
Third Party Method
These include the use of commercial or private employment agencies, state agencies and
placement offices of colleges, recruiting firms, management consulting firms, friends and
relatives.
Professional Organizations: These organizations maintain a pool of human resource for
possible employment. These firms are also called ‘head hunters’, ‘raiders’ and pirates by
organizations who lose personnel thought their efforts.

Fundamentally there are two distinct steps of recruitment and each is a comprehensive
process in itself. They are discussed below:
4.1 Preparation
4.1.1 Know your client
Learning about companies is valuable because knowing what a company values will help
an agent to assess the candidates better. Pertinent information about the processes of the
company would also help you analyze CVs and find the right candidate. This can be done
by reading the corporate website or calling the company for further information or using
your own network and find out the ‘work culture’.

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This will help one to know about the history of the company, their core values, their
clients and processes, the benefits employees can enjoy and the career growth chart.
When one has knowledge about these vital parameters, it becomes easier to assess a
resume based on these parameters. Moreover, when one is equipped with such vital
information about the company and the job profile, it helps to motivate and mould the
suitable but reluctant candidates to attend the interview.

4.1.2 Analyze the Job Description (JD)
A job description is a written record of the duties, responsibilities and requirements of a
particular job. It is concerned with the job itself and not the work. It is a statement
describing the job in such terms as “Title, location, duties, working condition and
hazards”. In other words, it tells us ‘what is to be done’; ‘how it is to done’ and ‘why’.

An updated job description is essential for a good selection interview. It helps one to
explain the nature of work to the prospective candidate properly without any over or
under commitment. This also helps to put the candidate, the client company and the agent
on the same platform. A good job description covers at least 4 elements of the job. They
are as follows: [refer to exhibit 2]
• Accountabilities/ Responsibilities/ Duties
• Dimensions – level or size of responsibility
• Framework – where the job fit in the organization?
• Relationships – with whom does the position holder interact?

4.1.3 Prepare a Job Specification (JS)
It is a written record of the requirements sought in an individual worker for a given job.
In other words, it refers to a summary of the personal characteristics required for a job.
Once the agent knows what the job is, then he can decide what kind of person he/she
would need to do it. Sometimes the job specification is already prepared and given by the
client along with the job description. In such a case, the job of the agent becomes easier.
[Refer to exhibit 3]
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The job specification is for the benefit of the employees working in TeamLease. It is
ready reference to check on the requirements that one needs to keep in mind while
sourcing for the different clients. It makes the whole task easier and more convenient.

4.2 Implementation – Sourcing
Sourcing is the most of all recruitment activities. It is also difficult being monotonous in
nature. A recruiter needs to be self-motivated to do the job. The sourcing takes place in
different levels and in all the verticals of the industry. The procedures involved are
discussed below.

Even before starting sourcing , it is very important to have a clear understanding of the
requirement of the client company. The recruiter must have all knowledge about the
company he/she is about to source for. It makes sure that all the questions that a
candidate has regarding the profile or the credibility of the company are satisfactorily
answered.

Sourcing is defined as the process wherein the recruiter creates a pool of potential
candidates to fill up a position. It is the first step of recruitment. Sourcing involves
logging on to a job-portal and doing a search for the potential candidates. When the
search is generated, then comes the most critical part of sourcing. Mainly four steps are
involved in Sourcing. They are discussed below:
4.2.1 Analyze the Curriculum Vitae (CV) :
Now is the time to scrutinize the candidate’s resume. It is human nature to generally
omit the negative points while creating a resume or to exaggerate the achievements.
Though most of the time people are truthful while forming their resumes, others can
hide or not mention things that can portrait a negative picture of them. A good CV is
one which is precise and presentable. It should contain all details of education and
work experience should be arranged in reversed chronological method so as to
emphasize on the most recent one. Analyzing a CV helps in short- listing a candidate.



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4.2.2 Match the JD and JS:
When a CV has been analyzed and is considered as a good one, the next step is to
match it with the job description. It is necessary to match it with the profile given by
the company. Matching it with the JD gives an idea if the person will be able to serve
well in the position or not. Next it is important it with the job specification. The JS
gives the details of the desired skills and the mandatory skills. These are the criteria
for selection.

4.2.3 Shortlist the candidate:
Once the CV has been matched with the job description and matched with the job
specification, now it can shortlisted. Such a candidate is then called in for a face-to-
face interview. There is an individual interview of the recruiter and the candidate. In
this interview the candidate answers the questions the recruiter asks to be sure that the
candidate would suit the profile of the job.

4.2.4 Handling the rejected candidates:
It is very important how a recruiter manages the rejected candidates. It is important
to make the candidate where his lacunas are and what can he do about it. In this way
not only the recruiter helps the candidate to correct itself but also helps in creating an
association with them which is so very vital in the service industry.

5. Interview
Interviews determine if a potential candidate will be a finalist and if he shall suit the
job. A lot of things get clear during an interview. A face to face talk with the
candidate ensures that the recruiter evaluates the candidate on terms of attitude,
confidence and communication. The gaps that seem in the resume are also
questioned. The candidate may have an explanation for it. On the other hand if he is
lying, then he can be cross-questioned about this. Some of the objectives of interview
are:
• To get an opportunity to judge an applicant’s qualifications and characteristics
as a basic for sound selection and placement.
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• To give an applicant essential facts about the job and the company you are
recruiting for.
• To establish a rapport.
• To promote goodwill about the company whether interview culminates in
employment or not.
• To get a real feel of the candidate.

5.1 Types of Interview
• Patterned or Structured Interview
• Non-structured interview
• Depth or Action interview
• Panel or Board Interview
• Stress Interview
• Telephonic Interview
The above mentioned interviews are all conducted at various levels of the organizational
recruitment. The nature of the job determines which of these interviews would suit best.
All the interviews are not conducted for all the job profiles. The complexity of the
interview depends on the complexity of the job.
We shall now discuss the telephonic interview which is very instrumental in selecting a
potential candidate in TeamLease.

5.2The telephonic Interview
It is said that listening intently gives a good idea of what a person want to say and what a
person does not say. The sound, intonations, the varying pressures that a prospective
candidate uses while he/she speaks tells a lot about his/her attitude. This in turn helps the
recruiter to judge that if the candidate would be suitable for the job or not.
Unlike the face-to-face interview where the recruiter can read the non-verbal languages,
in a telephonic interview he has to even sharper. Listening to the words used and their
tone used gives immense messages about the candidate.


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As a recruiter, one has to be completely prepared before taking a telephonic interview.
The following steps can be kept in mind while taking a telephonic interview:
1. You must keep the CV next to you and make notes while taking the interview.
2. Must prepare a set of questions that would match the JD.
3. To use a call script. This helps in being professional and saves time to in
approaching the right candidate.
4. Do not display any negative emotion during the interview. Never to over or under
commit anyone.

5.3 Call Script
The call script is a pre-formatted method of calling up a candidate while approaching
them for the job. It is professional and saves a lot of time. There are basically 6 steps
involved in the call script. They are:

START
Step 1: Use a professional greeting
Step 2: Reach the Prospect
Step 3: Introduce yourself
Step 4: Provide reference if Appropriate
Step 5: State the purpose of call
Step 6: Seek permission to continue
END
Step 1: Confirm Agreement
Step 2: Check for Acceptance
Step 3: Thank the candidate on a Positive note.

Note: It is always advisable never to over or under commit to a candidate and to
never to disclose the client company’s name. It could build false hope and under
circumstances where the candidate is rejected, he/she feels let down.


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6. Questioning
It is very important to ask for permission to ask questions, otherwise it will feel like
interrogation to the candidates. To start off with, it is advisable to ask easy questions first
(the best things about their current situations), then ask about their problems and get them
to expand on their answers.
6.1 Devise interview questions:
Preparation in advance of an interview is essential if you are to make a successful hire.
Critical in the preparation process is the development of interview questions that elicit
tangible facts from all applicants.
Basically, two rules are kept in mind when framing the questions that will indicate
whether or not an applicant meets the requirements you established for the position:
RULE 1: Ask questions that concentrate on the applicant’s past performance – to permit
reliable assumptions about future success.
RULE 2: Ask questions that relate directly to at least one of your listed requirements to
maximize the information you will gain in the time allotted.
6.1.1 General Questions:
• Tell me about yourself
• What do you about the company?
• What are your goals?
• What are your strengths and weakness?
• What has been your most significant contribution in your college/previous
organization?
• Why should we hire you?
• How would your friends describe you?

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6.1.2 Specific Questions:
• How would you resolve a conflict in a project team?
• What was the most difficult decision you had to make?
• Can you work under pressure, deadlines, etc…?
6.1.3 Trick Questions:
• You may be over-qualified for this position
• What would you look for if you had to hire people?
• If you had to change your educational stream again, what would you do
differently?
• What career options do you have at the moment?
• According to your definition of success, how successful have you been so far?
Note: It is always advisable not to ask all these questions at one go, for it will turn
into a stress interview instead.
7. Body Language
Gestures and body movements are unconscious forms of communication. They are sign
language that let out so many secrets of the candidate regarding his attitude and his
thought process. They are reflex actions that we are not aware of. As a recruiter it is
necessary to keep a watch for all these sign languages.

The importance to keep a watch on these non-verbal gestures is that it helps a recruiter to
change the direction of the conversation. If the candidate shows negative gestures like
shifting in the chair or looking here and there, most likely he is not interested in the
conversation anymore or he does not like what is being offered to him. In such cases the
recruiter has to take some counteractive measures and needs to change the direction of
the conversation. [Refer to exhibit 4]


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8. Grammar, Voice and Accent Calibration
In times of globalization, what is more necessary is that one speaks in a globally
comprehensive language rather that in the popular accent of American, British or
Australian. One of the major criteria in the BPO-IteS industry is the communication of
the candidate which should be free from ‘Mother Tongue Influence’ or MTI as it is
generally known. That means the candidate should have a neutral accent. If he has a
neutral accent then he is a potential investment for the company.
8.1 Individual Interview:
The individual interview that takes place between a recruiter and the candidate in the first
session of their meeting gives vital information about the candidate’s soft skills. The way
he carries on a conversation and the direction in which he/she drives it, is the first hand
information about the voice and accent of the candidate. Most of the time the recruiter
gets to know if the candidate fits in the job or not. But there are times when the recruiter
may not be very sure about his assessments. It is then he puts the candidates into other
assessment tests.

8.2 Assessment test
A voice and accent test is conducted wherein the degree of MTI of a candidate is
checked. Depending on the degree of the MTI the candidate has, he/she is considered as
trainable or not trainable. Some methods used to test the candidate’s suitability for the
process:
8.2.1 Passage Test
A passage is give to the candidate to read from a book or a newspaper. When he reads
the passage, his pronunciation, his level of mother tongue influence and his proper
use of punctuation marks comes in play.
8.2.2 Voice test:
This test is usually done when the candidate is for a voice-based job profile. When the
candidate is asked to read a paragraph, his voice is checked on the microphone and is
then recorded. This helps in measuring the intonations and the pressures he gives
while he talks. Then the candidate is categorized into trainable or not trainable .

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8.2.3 Paraphrase:
Paraphrase is an important function in a voice based job. The job may have to keep
repeating a call script or some information a number of times. It then gets
monotonous. To avoid this, the candidate is checked on his paraphrasing capabilities.

8.3 For Database
8.3.1Candidate Information Sheet
The candidate information sheet is given to the candidate the moment he enters
TeamLease. He has to fill up the necessary information regarding his work experience,
his qualification, valid email id and phone number and reference of at least five other
people. The candidate is also asked to write an essay. This helps a recruiter to assess the
thought flow of the candidate. But most importantly, all this information is stored as a
database for the company. So when any recruiter leaves the organization or anybody
needs to do a reference check on any candidate after some time has passed, this is a good
method. [Refer to exhibit 5]

8.3.2 Rating Sheet
The rating sheet is attached to the candidate information sheet. This rating sheet has
about ten parameters. The candidate is rated based on these parameters. A rating of 1-7 is
given, 7 being the highest and 1 being the lowest. The rating sheet gives qualitative
information about a candidate as he/she scored on the different parameters a candidate is
assessed on in TeamLease. [Refer to exhibit 6]

9. Brief Summary
After all the tests the candidate has gone through, the candidate is sent to the client
company for the last HR round or any other rounds of interview that he has to attend. But
the recruitment mainly constitutes of the above mentioned methods. The process of
recruitment ends with hiring the candidate on a temporary or permanent basis. After he
has been given the offer letter and told the joining date, the candidate has to sign on
contract papers with the temping company. If the candidate is hired by the client
company on a temporary basis, then the candidate is on the payrolls of TeamLease
Company. The contract that he/she will sign will speak about his rights and the details
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about the job and this salary and benefits. The temping company, in this case will take
care of most of the employee related problems of the candidate. As per the contract, a
part of the candidate’s salary will go as billing for the temping company. This is the
revenue for such companies.

It is crystal clear that sourcing the right person for the right job is the core or the building
block of recruitment function. Most part of the work is done if a recruiter finds the right
candidate who’s CV matches the job profile of the client company but more importantly,
it is a challenge for the recruiter to present the job in such a manner that will motivate the
candidate to come down and attend the interview. A recruiter has to work under so many
constraints like the candidates not turning up for interview or the dearth of skilled
candidates. This is when the competencies of a recruiter is measured.

10. SWOT Analysis
A SWOT analysis of the company is given below keeping in view the different
environmental factors that affect an organization in general.
Strength:
1. Brand name of the company.
2. The diverse strategic business units extending into FMCG and BPO-IteS industry.
3. A strong client servicing team.
4. Pan- India presence (Across 19 cities)

Weakness:
1. Sharing of database internally among colleagues and externally with other temp
staffing companies or recruitment firms.
2. The performance of a recruiter depend much on the performance of the candidate.
Only if the candidate is offered the job he/she was sourced for, the recruiter is
qualified for incentives.
3. Very strict incentive plans.
4. Pay is low even if it according to industry standards. Therefore it is difficult to
retain its employees.

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5. Even after 1-2 years, employees still work in the same position with little hike in
pay or a better job profile.
6. It is easy to reach the saturation point in this job easily owing to its monotonous
nature.
Opportunity:
1. BPO industry is growing at a very fast pace. Results in increased demand for
temp and perm staffing.
2. Attrition rate in BPO sector is 30-40 % . Therefore is always a need to fill in
positions.
3. Temps make more sense for snappy projects like handling Christmas sales or
short-term data process job.
Threat:
1. Competition from other consultancies.
2. Existing Contract Labour Acts that do not recognize a company like TeamLease.
3. Dearth of skilled candidates for the BPO-IteS sector has always plagued the
industry.
4. BPO-IteS is unorganized sector and demands at least graduates to do multi-
tasking. So supply for skill up gradation does not meet the demand. The mass still
trickles into the organized sector.
5. The night shift timings do not attract a lot of young women to the industry.
Students also tend to avoid these timings until they want to earn while they learn.

11. Challenges faced by Temping Companies
11.1 Internal challenges:
• Most of the candidates just see the BPO-IteS as a stop-over before actually getting
on to their respective career.
• Some of them look at it as a method to fill in the resume gaps.
• The freshers look at the temp job for work experience and not planning to stay as
a permanent employee. This increases the attrition rate in the industry. The dearth
of skilled candidates, in effect, makes temp staffing difficult.
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• The pay in the BPO-IteS industry is good but personal life has to be
compromised. The young worker who is evidently concerned about the work-life
balance does not appreciate this.
• To some extent it restricts the pulling of female candidates for night shifts and
that being a major concern since women make at least a 45% of the total 18- 27
years of the workforce.
As a recruiter, one has to work against all these constraints and still emerge successful.

11.2 External Challenges:
• The Contract Labour Regulation and Abolition Act (1970) that does not recognize
the temping practice
In this case, the temping companies should take a stand, like TeamLease did.

12. Future of Temping in India
Temping jobs are here to stay and rule the Indian HR market! [Refer to Exhibits 7, 8, 9
and 10]

In the fast changing global HR scenario, temping jobs seem to be a viable solution for the
companies looking forward to excel in the competitive market. Indian companies are also
no exception to this rule. Though IT and ITES companies are the pioneers to adopt
temping jobs, companies irrespective of industry and size are first catching up with the
trend. The following points will give you a comprehensive idea of the growth of the
temping jobs in India.

Number of temp staffers in 2003 - 15, 000 - 20, 000
Number of temp staffers at the beginning of 2006 - above 1, 20, 000
Average compensation in 2003 - Rs. 5,000 - Rs. 6,000
Average compensation at the beginning of 2006 - Rs 6,000 - Rs 8,000
Potential size of temp market - 2.5% - 3% o of total workforce.
[Ref: Deccan Herald - DH Avenues, 4th January, 2006]


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The main cause behind this surging popularity of the temporary staffing system is the fact
that it is benefiting both, the employers as well as the employees. With temporary
staffing, companies can lease skilled employees in any function, in any department
without the liabilities associated with keeping permanent employees. On the other hand,
temporary staffing provides opportunities to millions of talented freshers and experienced
candidates to work with big names in the industry. While companies enjoy service of
more people keeping the payroll in control, employees get the freedom of working
according to their convenience.

According to industry studies following are some of the main reasons of temporary
staffing.
6% companies use temporary staffing to reduce wages.
63% companies hire temps to match the seasonal peaks in work load.
59% to cover for leave vacancies.
39% to perform one-off tasks.
21% hire temporary staff for specialist skills.
20% hire temp staff on a trial basis before permanent employment.
[Ref: Deccan Herald - DH Avenues, 4th January, 2006]

13. Recommendations
13.1 Internal:
• Training is the answer for the most of the problems faced by the temp staffing
companies like TeamLease. Training at all levels is imperative. The recruiters can
do some amount of training after they have shortlisted the candidate for a
particular job profile. If the candidate is trainable in some of the parameters
designed by TeamLease, it is recommended that the training takes place at the
first step itself. Letting the candidate recognize his incompetencies and helping
him overcome it by doing simple everyday exercises will bring down the chances
of the candidate getting rejected in the final HR rounds in the company.


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• The temping companies conduct training programs at various levels in the
educational institutional. Under graduate and graduate students are a major source
of candidates. When they undergo a training program for handling interview and
gather knowledge about BPO-IteS sector in India, it creates a reserve of good
quality candidates in the market to source.

13.2 External – Fighting for Rights
The professional recruitment organizations have immensely contributed to the industrial
development in all the sectors including earning valuable foreign exchange. The
Recruitment industry helps to generate among the highest net invisible FOREX inflow on
a continuing sustainable basis. The recruitment industry must be treated on par with the
software & IT Enabled services, since in each of the above case, export earnings are
being created through deployment of knowledge workers. Export earnings for the
recruitment industry must also be covered under 80HHE of Income Tax Act.
The labor laws for contract employment need to be liberalized to enable increased
employment. The largest private employer in US is a Temporary Employment company,
employing around 2 million temporary workers. India’s unemployment can be reduced
by allowing liberalized contract / temporary employment for knowledge workers.
Today, the rate of temp job creations is significantly hampered primarily due to staffing
companies not being considered as the Principal employer. This not only increases the
growth of unorganized sector, but also leads to increase in Sham consulting agreements
in this industry. To avoid these, it is critical for the Staffing Companies to be
recognized as Principal Employer under Section 2g, 7 of CLRA.
Yet another key issue that is impeding the temp staffing industry growth is the restriction
imposed on utilizing temp staff for Core and Perennial work. Since the definition of Core
and Perennial work is not clearly stated, it is bound to get interpreted differently by
different entities (appropriate governments). As stated in the previous point, this is
hampering the employment creation significantly. The restriction (Sec 10 of CLRA)
should be removed, thereby allowing utilization of temporary staffing in all
functions and industries.
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In today's scenario, we are operating with a highly fragmented market with decentralized
processes. Due to over-regulation and under-supervision in our industry, the overall
compliance level is significantly low. This adds to the lack of transparency and
encourages high degree of corruption. In order to evade this situation, a single-window
National License for staffing companies should be created replacing the existing
contract-by-contract registration (Sec 7, 12 of CLRA). This would significantly shift
compliance responsibility directly to the staffing company.
As per the current rule, EPF is to be deducted for employees from day one, irrespective of
their employment tenure. This does not help either the employees or the employers
especially in the case of staff working for a short period. We would like to request the
Government to consider deducting EPF only in case of employees working for more
than 90 days.
The seeds for the growth of Software Exports were provided by "onsite body-shopping",
which helped customers recognize strengths of the Indian software professional.
Recruitment Companies have contributed significantly to it. ERA will help build the
Global Brand & Recognition for Indian knowledge workers from other professions -
Engineers, Accountants, Medical, Marketing, Human Resources, Media, etc. ERA can
be the catalyst to replicate the software exports success to other professions for
outsourced knowledge & R&D centers, helping create employment, significant
exports and FOREX earnings.
The Recruiting Industry should be exempt from Service Tax, since it is contributing
working towards the government top priority of creating employment & reducing
unemployment of the educated youth. To achieve the Government's own objectives of
significantly enhancing employment in the country, it is also important that Service
Tax for Interim staff be done away with completely. If Service Tax has to be
charged the government needs to issue a clarification that the tax is on the service
charges and not on the entire amount, which includes the compensation paid to the
Employee. This clarification is essential to avoid any ambiguity and litigation, since any
other interpretation would be suicidal to the survival of the nascent staffing industry.

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The productivity of the national employment service could be significantly improved
through Private – Public partnership. The private sector with its expertise and
experience, could help the public sector in planning, structuring and implementing the
employment service effectively and this in turn we believe would radically help
improving productivity.
It must be noted that these are merely topics of debate until something concrete
is done. The focus now should be on the wider picture where the future of the BPO-IteS
industry in India lays, the potential to generate immense employment opportunity and
stride towards a more competent India. The pioneers of the temping industry like
TeamLease who has released a white paper on this topic, should not rest just there. That it
has taken a stand, the real works starts now.
14. Conclusion
I conclude saying that the whole process of recruitment from a recruitment firm like
TeamLease, is a very exhausting one. It is detail oriented in nature. The reason why every
employee gets motivated to do the job is because of the knowledge that at that particular
moment that particular recruiter was responsible for giving job to these candidates. To
generate employment is one thing but to recruit the right kind of workforce for a job is
another thing. It not only needs the basic understanding of the client company’s need to
fill the position in a period of time but it also requires the recruiter to be sensitive of the
needs of the candidate to find the right job for himself. All this needs a great profundity
of intellect.

During my tenure at TeamLease, I learnt to work as professional. The one thing that got
profoundly clear is that text books do not help in the actual corporate world. There are
unwritten policies and standard operating procedures that each employee has to abide to.
No matter what, profit maximization is the core purpose of the existence of every
business. Meeting targets on your level dedicatedly is your contribution to the revenue
generation of the company.

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But there is a greater purpose as to why concepts such as temp staffing were developed
into companies such as TeamLease. There is a social obligation to this country in the
bigger picture. A responsibility that certain enlightened minds have taken up – to reduce
the level of unemployment in India and to make sure that the un-organized sector is
recognized as a major employment generation sector.
The government should encourage this ideology and do whatever is possible to extend
the much needed help. After all, it is the dream of every citizen of India to see this
country stand where it rightly belongs – At the TOP!















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15. Exhibits
Exhibit No 1.
Organizational Chart of TeamLease Staffing Solutions Company.

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Please Note: Exhibits 2 to 6 could not be shown here because they were
exhibits from the Induction manual of the company. Refer to the hard copy
for the exhibits.














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Exhibit No 7.






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Exhibit No 8.







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Exhibit No 9.

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Exhibit No 10
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16. Bibliography
Human Resource Management – Gray Dessler
Human Resource Management – Aswathappa
TeamLease White Paper on Labour Reforms
era@sampoorna.com
kpr@mafoi.com
www.teamlease.com
www.expresscomputers.com













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