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Recruitment & Selection Process at

Tata Teleservices Ltd. (Tata


DOCOMO) and measure the
effectiveness of Recruitment Process
A final summer internship report

Tata Teleservices Ltd.


The Guman 1, Amrapali Circle, vaishali Nagar,
Jaipur – 302021.

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A Report on

Recruitment & Selection at Tata


Teleservices Ltd. (Tata DOCOMO)
and measure the effectiveness of
Recruitment Process

Submitted To:
Submitted By:
Ms. Monica Sharma
Vallari Sharma
Mr. Manmeet Arora Fall 09
PG
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P + MBA (2009-11)
ACKNOWLEDGEMENT

First of all I would like to place on record my gratitude to


respectable Mr. Amit Agarwal, HR- Head of Tata Teleservices
Ltd. for giving me this opportunity of internship in his
organization which has been a pure learning experience and
which has enlightened my knowledge and skills about the
telecom industry.
I am specially thankful to my company mentor Ms. Monica
Sharma, Assistant Manager, HR and my faculty mentor Mr.
Manmeet Arora for their guidance and cooperation during
this summer internship and in fact without their support it’s
been very difficult to structure this project and to complete it
successfully. I am sure the knowledge imparted will go in a
long way in enriching my career.

Lastly I would like to thank the HR dept for inducting the


module of internship programme at Tata Teleservices ltd.
without which I should not have learnt what I had during my
internship.

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Vallari Sharma

Batch –Fall 2009 -11

Table of Content

Page no.

• DECLARATION.......................................................................................
.....................................................3
• ACKNOWLEDGEMENT...........................................................................
.................................................4
• EXECUTIVE
SUMMARY..............................................................................................
............................7

1. CHAPTER – 1 RECRUITMENT & SELECTON THEORY


1.1Recruitment..................................................................................
................................................9
1.1.1Definition.........................................................................
........................................9
1.1.2Purpose & Importance of
Recruitment........................................................9
1.1.3Recruitment
process...............................................................................
..........10
1.1.4Sources of manpower
supply.........................................................................12

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1.1Selection.......................................................................................
................................................14
1.2.1The difference between Recruitment &
Selection.................................14
1.2.2Goals of
selection.............................................................................
..................15
1.2.3Selection
Process...............................................................................
................15
1.1Induction.......................................................................................
..............................................17

1. CHAPTER – 2 COMPANY PROFILE


2.1Introduction of TATA
group.............................................................................................
...20
2.2Introduction of Ratan
Tata...............................................................................................
....21
2.3TATA Teleservices
Ltd.................................................................................................
..........22
2.4Tata
DOCOMO.......................................................................................
.....................................23
2.5Organizational Chart of Tata
DOCOMO...........................................................................24
2.6Hierarchy Pyramid of Tata
DOCOMO...............................................................................25
2.7Board of
Directors........................................................................................
............................26

1. CHAPTER – 3 RECRITMENT & SELECTION AT TATA TELESEVICES


(TATA DOCOMO)
3.1Recruitment
Policy.............................................................................................
.....................29
3.2Objective.......................................................................................
...............................................29
3.3Recruitment
Strategy.........................................................................................
....................30

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3.4Initiation of
Recruitment...................................................................................
...................30
3.4.1Manpower
Budget................................................................................
............30
3.4.2Drivers of
Recruitment........................................................................
............31
3.4.3Job
descriptions.........................................................................
........................31
3.1Recruitment
Sources..........................................................................................
....................33
3.5.1Internal
Source.................................................................................
.................33
3.5.2External
Source.................................................................................
................36
3.1Selection
Process..........................................................................................
...........................40
3.6.1Screening.........................................................................
....................................40
3.6.2Interview..........................................................................
...................................41
3.6.3Evaluation of
Candidate...........................................................................
....41
3.1Salary
Fixation..........................................................................................
...............................41
3.2Offer..............................................................................................
...............................................42
3.3Pre – Employment
Activities........................................................................................
......44
3.9.1Reference
Check..................................................................................
...............44

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3.9.2Medical Check –
up........................................................................................
....44
3.9.3Relocation........................................................................
....................................44
3.1Joining
Formalities.....................................................................................
......................45
3.2Trainee
Program.........................................................................................
......................46
3.11.1Management Trainee
scheme......................................................................46
3.11.2Executive Trainee
Scheme.............................................................................4
6
3.11.3Graduate Engineer Trainee
Scheme..........................................................46
3.11.4Diploma Engineer Trainee
Scheme............................................................46
3.1Inter Circle
Hiring.............................................................................................
................46
3.2Process
Review...........................................................................................
.......................47

1. CHAPTER – 4 INTRODUCTION TO PROJECT & RESEARCH


METHODOLOGY
4.1Project
Scope............................................................................................
..................................49
4.2Research
methodology.................................................................................
..........................49
4.3.1Definition..........................................................................
....................................50
4.3.2Research
Design.................................................................................
................50
4.3.3Descriptive Research
Design.........................................................................50

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4.3.4Data
Collection............................................................................
.......................51
4.3.5Research
Instrument..........................................................................
..............51
4.3.6Tools for
Analysis...............................................................................
................51

1. CHAPTER – 5 DATA ANALYSIS & INTERPRETATION


5.1No. of estimated new
hires..............................................................................................
....55
5.2Table
1....................................................................................................
......................................55
5.3Table
2....................................................................................................
......................................57
5.4Table
3....................................................................................................
......................................58
5.5Table
4....................................................................................................
......................................59
5.6Table
5....................................................................................................
......................................60
5.7Table
6....................................................................................................
......................................61
5.8Table
7....................................................................................................
......................................62

1. FINDINGS, RECOMMENDATIONS, & CONCLUSION


6.1Findings from the
study.............................................................................................
..........64
6.2Recommendations.........................................................................
........................................66
6.3Conclusion.....................................................................................
.............................................67

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QUESTIONNAIRE............................................................................
........................................................68

ANNEXURES....................................................................................
.........................................................73

BIBLIOGRAPHY.............................................................................
........................................................80

EXECUTIVE SUMMARY

In every organisation Employment & Personnel Planning as an


activity is necessary because Personnel planning embrace all
future positions in the organizations. Human Resource Planning
is a vital ingredient for the success of the organisation in the
long run. There are certain ways that are to be followed by
every organisation, which ensures that it has right number and
kind of people, at the right place and right time, so that
organisation can achieve its planned objective.

Human Resource Management is a process of acquiring,


training, appraising, training, and compensating employees
and of attending to their labour relations, health, and safety
and fairness concerns. Each objective needs special attention
and proper planning and implementation.

Employees should be a vital part of the efficient and


effective functioning of your business; therefore the aim of
recruitment is to encourage applications from people with
the skills and qualifications necessary to meet the
organisations needs. Shortage of skills and the use of new
technology are putting considerable pressure on how
employers go about recruiting and selecting staff. It is
recommended to carry out a strategic analysis of recruitment
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and selection procedure. With reference to this context, this
project is been prepared to put a light on Recruitment and
Selection process of Tata Teleservices.

This report includes Meaning and Definition of Recruitment and


Selection, Objectives and need of Recruitment, Evaluation of
Recruitment Process, sources of recruitment through which an
Organisation gets suitable application. Job Analysis, which
gives an idea about the requirement of the job through which
job descriptions & job specifications is prepared. Next is
Selection process, which includes steps of Selection, Types of
Test and Interviews.

This project more emphasizes on Effectiveness of recruitment


sources and whole process of Recruitment and Selection at
Tata Teleservices.

CHAPTER – 1

RECRUITMENT & SELECTION


THEORY

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1.1 RECRUITMENT
Recruitment means to estimate the available vacancies and
to make suitable arrangements for their selection and
appointment.

Recruitment is understood as the process of searching for and


obtaining applicants for the jobs, from among whom the right
people can be selected.

A formal definition states, “It is the process of finding and


attracting capable applicants for the employment. The process
begins when new recruits are sought and ends when their
applicants are submitted. The result is a pool of applicants
from which new employees are selected”. In this, the available
vacancies are given wide publicity and suitable candidates are
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encouraged to submit applications so as to have a pool of
eligible candidates for scientific selection.

In recruitment, information is collected from interested


candidates. For this different source such as newspaper
advertisement, employment exchanges, internal promotion,
etc. are used.

In the recruitment, a pool of eligible and interested candidates


is created for selection of most suitable candidates.
Recruitment represents the first contact that a company makes
with potential employees.

1.1.1Definition:

According to EDWIN FLIPPO, “Recruitment is the process


of searching for prospective employees and stimulating
them to apply for jobs in the organization.”

1.1.2Purpose and importance of Recruitment:

1. Determine the present and future requirements of the


organization on conjunction with its personnel-planning
and job analysis activities.

2. Increase the pool of job candidates at minimum cost.

3. Help increase the success rate of the selection process by


reducing the number of visibly under qualified or
overqualified job applicants.

4. Help reduce the probability that job applicants, once


recruited and selected, will leave the organization only
after a short period of time.

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5. Meet the organization’s legal and social obligations
regarding the composition of its work force.

6. Begin identifying and preparing potential job applicants


who will be appropriate candidates.

7. Increase organizational and individual effectiveness in the


short term and long term.

8. Evaluate the effectiveness of various recruiting


techniques and sources for all types of job applicants.

Recruitment is a positive function in which publicity is given to


the jobs available in the organization and interested candidates
are encouraged to submit applications for the purpose of
selection.

Recruitment represents the first contact that a company makes


with potential employees. It is through recruitment that many
individuals will come to know a company, and eventually
decided whether they wish to work for it. A well-planned and
well-managed recruiting effort will result in high quality
applicants, whereas, a haphazard and piecemeal efforts will
result in mediocre ones.

1.1.1Recruitment Process:

Manpower planning:

Manpower Planning which is also called as Human Resource


Planning consists of putting right number of people, right kind
of people at the right place, right time, doing the right things
for which they are suited for the achievement of goals of the
organization. Human Resource Planning has got an important
place in the arena of industrialization. Human Resource
Planning has to be a systems approach and is carried out in a
set procedure. The procedure is as follows:

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• Analyzing the current manpower inventory
• Making future manpower forecasts
• Developing employment programs
• Design training programs

Analyzing the current manpower inventory:


Before a manager makes forecast of future manpower, the
current manpower status has to be analyzed. For this the
following things have to be noted-
1. Type of organization
2. Number of departments
3. Number and quantity of such departments
4. Employees in these work units
Once these factors are registered by a manager, he goes for
the future forecasting.

Making future manpower forecasts:


Once the factors affecting the future manpower forecasts are
known, planning can be done for the future manpower
requirements in several work units.
The Manpower forecasting techniques commonly employed by
the organizations are as follows:

i. Expert Forecasts: This includes informal decisions, formal


expert surveys and Delphi technique.

ii. Trend Analysis: Manpower needs can be projected through


extrapolation
(Projecting past trends), indexation (using base year as basis),
and statistical analysis (central tendency measure).

iii. Work Load Analysis: It is dependent upon the nature of


work load in a department, in a branch or in a division.

iv. Work Force Analysis: Whenever production and time


period has to be analyzed, due allowances have to be made for
getting net manpower requirements.

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v. Other methods: Several Mathematical models, with the aid
of computers are used to forecast manpower needs, like
budget and planning analysis, regression, and new venture
analysis.

Developing employment programs- Once the current


inventory is compared with future forecasts, the employment
programs can be framed and developed accordingly, which will
include recruitment, selection procedures and placement
plans.

Design training programs- These will be based upon extent


of diversification, expansion plans, development programs, etc.
Training programs depend upon the extent of improvement in
technology and advancement to take place. It is also done to
improve upon the skills, capabilities, knowledge of the workers.

1.1.1SOURCES OF MANPOWER SUPPLY

An organization can fill up its vacancies either through


promotion of people available in the organization or through
the selection of people from outside.
Thus, there can be two sources of manpower – external and
internal. For all recruitment, a preliminary question of policy
considers the extent to which it will emphasize external and
internal sources.

Vacancies through internal sources can be filled up either


through promotion or transfer; recruiters tend to focus their
attention on outside sources. Therefore, the first problem is to
identify outside sources. Normally, following outside sources
are utilized for different positions.

1). Advertisement -: Advertisement is the most effective


means to search potential employees from outside the
organization. Employment advertisement in journals,
newspaper, bulletins, etc, is quite common in our country. An
advertisement contains brief statement of the nature of jobs,

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the type of people required, and procedure for applying for
these jobs.

2). Employment Agencies -: Many organizations get the


information about the prospective candidates through
employment agencies. In our country, two types of agencies
are operating: public employment agencies and private
employment agencies.

✔ Public Employment Agencies: There are employment


exchanges run by the government almost in all districts.
The employment seekers get themselves registered with
these agencies. Normally, such exchanges provide
candidates for lower position like semi-skilled and skilled
workers, and lower-level operations like clerks, junior
supervisors, etc.

✔ Private Employment Agencies : There are many


consultancy and employment agencies like ABC
consultants, Personnel and productivity services, etc.,
which provide employment services particularly for
selecting higher level and middle level executives. These
agencies also undertake total functions personnel on
behalf of various organizations. They charge fees for this
purpose.

3). On campus Recruitment -: Many organizations conduct


preliminary search of prospective employees by conducting
interviews at the campuses of various institutes, universities
and colleges. This source is quite useful for selecting people to
the posts of management trainees, technical supervisor,
scientist, and technicians. The organizations hold preliminary
interviews on the campus on the predetermined date and
candidates found suitable are called for further interviews at
specified.

4). Employee recommendations -: Employee


recommendation can be considered to the lower levels. The
idea behind employee recommendations as a source of

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potential applicants is that the present employees may have
specific knowledge of the individuals who may be their friends,
relatives, or acquaintances. If the present employees are
reasonably satisfied with their jobs, they communicate these
feelings to many persons in their communities.

5). E – Hiring -: Many organizations conduct preliminary


search of prospective employees through the internet service.
There are many job portals available on internet like
Naukri.com, Monster.com etc. Candidates register their cvs on
the different job portals which are searched by the recruiters
who are looking for the candidates. The candidates whose
profiles match with the recruiter’s requirement are contacted
through email or by telephone for further interview process.

6). Gate Hiring -: The concept of gate hiring is to select


people who approach on their own for employment in the
organization. Gate hiring is quite useful and convenient method
at the initial stage of the organization when large number of
such people may be required by the organization. It can be
made effective by prompt disposal of applications, by providing
information about the organization’s policy and procedures
regarding such hiring and providing facilities to +such gate
callers. It is not necessary that a particular organization will
utilize all sources to employ people of all types. Some of the
sources are more useful for a particular category of employees.

1.1 SELECTION
Selection is defined as the process of differentiating between
applicants in order to identify (and hire) those with a greater
likelihood of success in a job.

Selection is basically picking an applicant from (a pool of


applicants) who has the appropriate qualification and
competency to do the job.

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1.2.1The difference between recruitment and
selection:

Recruitment is identifying n encouraging prospective


employees to apply for a job. And Selection is selecting the
right candidate from the pool of applicants.

1.2.2GOALS OF SELECTION

• To systematically collect information about to meet the


requirements of the advertised position.

• To select a candidate that will be successful in performing


the tasks and meeting the responsibilities of the position.

• To engage in hiring activities that will result in eliminating


the under utilization of women and minorities in particular
departments.

• To emphasize active recruitment of traditionally under


represented groups, i.e. individuals with disabilities,
minority group members, women, and veterans.

1.2.1Selection process
A selection process involves a number of steps. The basic idea
is to solicit maximum possible information about the
candidates to ascertain their suitability for employment. Since
the type of information required for various positions may vary,
it is possible that selection process may have different steps
for various positions. For example, more information is required
for the selection of managerial personnel as compared to
workers. A standard selection process has the following steps:

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1).Screening of Applications -: Prospective employees have
to fill up some sort of application forms. These forms have
variety of information about the applicants like their personal
bio-data, achievements, experience, etc. Such information is
used to screen the applicants who are found to be qualified for
the consideration of employment. Based on the screening of
applications, only those candidates are called for further
process of selection who are found to be meeting the job
standards of the organization.

2). Selection Tests -: Many organizations hold different kinds


of selection tests to know more about the candidates or to
reject the candidates who cannot be called for interview, etc.
Selection tests normally supplement the information provided
in the application forms. Such forms may contain factual
information about candidates. Selection tests may give
information about their aptitude, interest, personality, etc.,
which cannot be known by application forms. Types of
selection tests areas follows: Achievement test, Intelligence
test, Personality test, Aptitude test, Interest test.

3). Interview -: Selection tests are normally followed by


personnel interview of the candidates. The basic idea here is to
find out overall suitability of candidates for the jobs. It also
provides opportunity to give relevant information about the
organization to the candidates. In many cases, interview of
preliminary nature can be conducted before the selection the
selection tests. For example, in the case of campus selection,
preliminary interview is held for short listing the candidate’s
process of selection.

4). Checking of References -: Many organizations ask the


candidate to provide the names from whom more information
about the candidates can be solicited. Such information may
be related to character, working, etc. The usual referees may
be previous employers, persons associated with the
educational institutions from where the candidates have

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received education, or other persons of prominence who may
be aware of the candidate’s behavior and ability.

5). Physical Examination -: Physical examination is carried


out to ascertain the physical standards and fitness of
prospective employees. The practice of physical examination
varies a great deal both in terms of coverage and timings.
Some organizations only have general check up of applicants
to find out the major physical problems which may come in the
way of effective discharge of duties. In the context of timings
also, some organizations locate the physical examination near
the end of the selection process, others place it relatively early
in the process. This latter course is generally followed when
there is high demand for physical fitness.

6). Approval by appropriate Authority -: On the basis of


the above steps, suitable candidates are recommended for
selection by the selection committee or personnel department.
Organizations may designate the various authorities for
approval of final selection of candidates for different categories
of candidates, Thus, for top level managers, Board of directors
may be approving authority; for lower levels, even functional
heads concerned may be approving authority. When the
approval is received, the candidates are informed about their
selection and asked to report for duty to specified persons.

7). Placement -: After all the formalities are completed, the


candidates are placed on their jobs initially on probation period
may range from three months to two years. During this period,
they are observed keenly, and when they complete this period
successfully, they become the permanent employees of the
organization.

1.1 INDUCTION
Introducing the new employee who is designated in a job, job
location, surrounding, organization, organizational surrounding,
introducing him to his relevant group is the final process in

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recruitment. Induction is the process of receiving and
welcoming an employee when he first joins the company and
giving him basic information he needs to settle down quickly
and happily and stars work.

The significances of Induction are as follows: -

• To give new comer necessary information such as location


of a café, rest period etc.
• To build new employee confidence in the organization.
• It helps in reducing labor turnover and absenteeism.
• It reduces confusion and develops healthy relations in the
organization.
• To develop among the new comer a sense of belonging
and loyalty to the organization.

A formal induction programme should provide following


information:

✔ Brief history and operations of the company.


✔ The company’s organization structure.
✔ Policies and procedure of the company.
✔ Products and services of the company.
✔ Location of department and employee facilities.
✔ Safety measures.
✔ Grievances procedures.
✔ Benefits and services of employee.
✔ Standing orders and disciplinary procedures.
✔ Opportunities for training, promotions, transfer etc.
✔ Suggestion schemes.
✔ Rules and regulation.

Merits of Induction:-

✔ Exposes new managers to all kinds of businesses


✔ Prevents inductees from being over-specialized
✔ Makes a recruit productive to the company quickly
✔ Familiarizes new entrants with corporate culture
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✔ Imparts training on the job rather than theoretically

Demerits of Induction:-
✔ Throws trainees into the thick of action too soon
✔ Mistakes made by raw recruits can damage company
✔ Allows no time to gauge individual strength and
weaknesses
✔ Daunts people who prefer structured work environment
✔ Small periods spent in each job can create wrong
perceptions

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CHAPTER – 2

COMPANY PROFILE

2.1Introduction of TATA group


Tata group believes in Leadership with Trust. Tata companies
operate in seven business sectors: communications and
information technology, engineering, materials,
services, energy, consumer products and chemicals.
They are, by and large, based in India and have significant
international operations. The total revenue of Tata companies,
taken together, was $70.8 billion (around Rs325,334 crore) in
2008-09, with 64.7 per cent of this coming from business
outside India, and they employ around 357,000 people

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worldwide. The Tata name has been respected in India for 140
years for its adherence to strong values and business ethics.
Every Tata company or enterprise operates independently.
Each of these companies has its own board of directors and
shareholders, to whom it is answerable. There are 28 publicly
listed Tata enterprises and they have a combined market
capitalization of some $60 billion, and a shareholder base of
3.5 million. The major Tata companies are Tata Steel, Tata
Motors, Tata Consultancy Services (TCS), Tata Power, Tata
Chemicals, Tata Tea, Indian Hotels and Tata Communications.
Tata Steel became the sixth largest steel maker in the world
after it acquired Corus. Tata Motors is among the top five
commercial vehicle manufacturers in the world and has
recently acquired Jaguar and Land Rover. TCS is a leading
global software company, with delivery centers in the US, UK,
Hungary, Brazil, Uruguay and China, besides India. Tata Tea is
the second largest branded tea company in the world, through
its UK-based subsidiary Tetley. Tata Chemicals is the world’s
second largest manufacturer of soda ash and Tata
Communications is one of the world’s largest wholesale voice
carriers.
Founded by Jamsetji Tata in 1868, Tata’s early years were
inspired by the spirit of nationalism. Tata companies have
always believed in returning wealth to the society they serve.
Two-thirds of the equity of Tata Sons, the Tata promoter
company, is held by philanthropic trusts that have created
national institutions for science and technology, medical
research, social studies and the performing arts. The trusts
also provide aid and assistance to non-government
organizations working in the areas of education, healthcare
and livelihoods. Tata companies also extend social welfare
activities to communities around their industrial units. The
combined development-related expenditure of the trusts and
the companies amounts to around 4 per cent of the net profits
of all the Tata companies taken together.
2.2Introduction of Chairman - Ratan Tata

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Ratan N Tata has been the Chairman of Tata Sons, the
promoter company of the Tata group, since 1991. He is also
the Chairman of the major Tata companies, including Tata
Motors, Tata Steel, Tata Consultancy Services, Tata Power,
Tata Tea, Tata Chemicals, Indian Hotels and Tata Teleservices.
During his tenure, the group’s revenues have grown nearly 13-
fold.
Mr. Tata also serves on the board of directors of Fiat SpA and
Alcoa. He is also on the international advisory boards of
Mitsubishi Corporation, the American International Group, JP
Morgan Chase and Rolls Royce.
Mr. Tata is associated with various organizations in India and
overseas. He is the Chairman of two of the largest private-
sector-promoted philanthropic trusts in India. He is a member
of the Prime Minister’s Council on Trade and Industry, the
National Hydrogen Energy Board, and the National
Manufacturing Competitiveness Council. He is the president of
the Court of the Indian Institute of Science and Chairman of the
Council of management of the Tata Institute of Fundamental
Research. He also serves on the UK Prime Minister’s Business
Council for Britain and the International Advisory Council of
Singapore’s Economic Development Board. He is also a
member of the Global Business Council on HIV / Aids and the
Programme Board of the Bill and Melinda Gates Foundation’s
India Aids initiative.
Mr. Tata joined the Tata group in 1962. After serving in various
companies, he was appointed director-in-charge of The
National Radio and Electronics Company in 1971. In 1981 he
was named Chairman of Tata Industries; the group’s other
promoter company.
Mr. Tata received a BS degree in architecture from Cornell in
1962. He worked briefly with Jones and Emmons in Los Angeles
before returning to India in late 1962. He completed the
Advanced Management Program at Harvard Business School in
1975.

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The Government of India honoured Mr Tata
with its second-highest civilian award, the
Padma Vibhushan, in 2008. He has also
received honorary doctorates from Ohio State
University, the Asian Institute of Technology,
the University of Warwick and the Indian
Institutes of Technology of Kharagpur and Madras, and an
honorary fellowship from the London School of Economics.

2.3TATA TELESERVICES LTD


Tata Teleservices Limited spearheads the Tata Group's
presence in the telecom sector. The Tata Group had revenues
of around US $75 billion in financial year 2008-09, and includes
over 90 companies, over 350,000 employees worldwide and
more than 3.5 million shareholders.

Incorporated in 1996, Tata Teleservices Limited is the pioneer


of the CDMA 1x technology platform in India. It has embarked
on a growth path since the acquisition of Hughes Tele.com
(India) Ltd [renamed Tata Teleservices (Maharashtra) Limited]
by the Tata Group in 2002. It launched mobile operations in
January 2005 under the brand Tata Indicom and today enjoys a
pan-India presence through existing operations in all of India's
22 telecom Circles. The company is also the market leader in
the fixed wireless telephony market with its brand Walky. The
company has recently introduced the brand Photon to provide
a variety of options for wireless mobile broadband access.

Tata Teleservices Limited now also has a presence in the GSM


space, through its joint venture with NTT DOCOMO of Japan,
and offers differentiated products and services under the TATA
DOCOMO brand name. TATA DOCOMO arises out of the Tata
Group's strategic alliance with Japanese telecom major NTT
DOCOMO in November 2008. TATA DOCOMO has received a
pan-India license to operate GSM telecom services-and has
also been allotted spectrum in 18 telecom Circles. The
company has rolled out GSM services in 14 of India's 22

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telecom Circles in a quick span of under six months. The
company plans to launch pan-India operations by the end of FY
2009-10.

Today, Tata Teleservices Limited, along with Tata Teleservices


(Maharashtra) Limited, serves over 58 million customers in
more than 410,000 towns and villages across the country, with
a bouquet of telephony services encompassing mobile
services, wireless desktop phones, public booth telephony, wire
line services and enterprise solutions.

In December 2008, Tata Teleservices Limited announced a


unique reverse equity swap strategic agreement between its
telecom tower subsidiary, Wireless TT Info-Services Limited,
and Quippo Telecom Infrastructure Limited-with the combined
entity kicking off operations in early 2009 with 18,000 towers,
thereby becoming the largest independent entity in this space-
and with the highest tenancy ratios in the
industry. The WTTIL-Quippo combine is
targeting over 50,000 towers by the end of FY
2010-11.

2.4 TATA DOCOMO

TATA DOCOMO is Tata Teleservices Limited's (TTSL) telecom


service on the GSM platform-arising out of the Tata Group's
strategic alliance with Japanese telecom major NTT DOCOMO in
November 2008. Tata Teleservices has received a pan-India
license to operate GSM telecom services, under the brand
TATA DOCOMO and has also been allotted spectrum in 18
telecom Circles. TTSL and has already rolled out its services in
various circles.

The launch of the TATA DOCOMO brand marks a significant


milestone in the Indian telecom landscape, as it stands to
redefine the very face of telecoms in India. Tokyo-based NTT
DOCOMO is one of the world's leading mobile operators-in the
Japanese market, the company is clearly the preferred mobile

Page 29 of 90
phone service provider in Japan with a 50 per cent market
share.

NTT DOCOMO has played a major role in the evolution of


mobile telecommunications through its development of cutting-
edge technologies and services. Over the years, technologists
at DOCOMO have defined industry benchmarks like 3G
technology, as also products and services like the i-modeTM,
mobile payment and a plethora of lifestyle-enhancing
applications. Today, while most of the rest of the industry is
only beginning to talk of LTE technology and its possible
applications, DOCOMO has already started conducting LTE
trials in physical geographies, not just inside laboratories.

DOCOMO is also a global leader in the VAS (Value-Added


Services) space, both in terms of services and handset designs,
particularly integrating services at the platform stage. The Tata
Group-NTT DOCOMO partnership will see offerings such as
these being introduced in the Indian market under the TATA
DOCOMO brand.

TATA DOCOMO has also set up a 'Business and Technology


Cooperation Committee, comprising of senior personnel from
both companies. The committee is responsible for the
identification of key areas where the two companies will work
together. DOCOMO, the world's leading mobile operator, will
work closely with the Tata Teleservices Limited management
and provide know-how on helping the company develop its
GSM business.

Despite being a late entrant, Tata Indicom, TTSL's CDMA brand,


has already established its presence and is the fastest-growing
pan-India operator. Incorporated in 1996, Tata Teleservices
Limited is the pioneer of the CDMA 1x technology platform in
India. Today, Tata Teleservices Limited, along with Tata
Teleservices (Maharashtra) Ltd, serves over 37 million
customers in more than 320,000 towns and villages across the
country offering a wide range of telephony services including

Page 30 of 90
Mobile Services, Wireless Desktop Phones, Public Booth
Telephony and Wire-line Services.

2.5 ORGANIZATIONAL CHART OF TATA DOCOMO

2.6HIERARCHY PYRAMID OF TATA DOCOMO

2.1 BOARD OF DIRECTORS

Page 31 of 90
MR. RATAN N. TATA MR. K. A. CHAUKAR

Designation: Chairman Designation: Managing


Company: Tata Teleservices Director
Ltd. Company: Tata Industries Ltd.

Page 32 of 90
MR. ANIL KUMAR SARDANA
Designation : Managing MR. I. HUSSAIN
Director
Designation: Director
Company : Tata Teleservices
Company: Tata Sons Ltd.
Limited

MR. N. S. RAMACHANDRAN
MR. N. SRINATH
Designation: Director,
Designation: CEO & MD
Company : Tata Teleservices
Company: Tata
Ltd.
Communications Ltd.

DR. MUKUND GOVIND RAJAN MR. ANUJ MAHESHWARI


Designation: MD Designation : Director
Company: Tata Teleservices Company : Temasek Holdings

Page 33 of 90
Maharashtra Advisors
Ltd. India Pvt Ltd., ("THAIPL")

MR. KIYOSHI TOKUHIRO


MR TOSHINARI KUNIEDA
Designation: Senior Vice
Designation: Senior Vice President
President Managing Director of Network
Managing Director Global Department
Business Division Company: NTT Docomo, INC.
Company: NTT Docomo, INC.

MR. KAZUTO TSUBOUCHI


Designation: Executive Vice
President
Chief Financial Officer
Company: NTT Docomo, INC.

Page 34 of 90
CHAPTER – 3

RECRUITMENT & SELECTION


PROCESS AT TATA
TELESERVICES
(TATA DOCOMO)

Page 35 of 90
3.1RECRUITMENT POLICY

3.1.1 To actualize the organizational vision of providing


“Trusted services to 100 million happy customers by
2011”. Acquiring and retaining high quality talent is the
key to an oragnization’s success. The recruitment
strategy of Tata Teleservices limited(TTSL) adopted for
the same will mirror our corporate image and enhance
its brand value.

3.1.2 The recruitment process is the most visible and


dynamic way of projecting an organization’s objectives
& image outside.

3.2OBJECTIVE

• Systematically hire competent human resource inline


with HR Strategies derived from business goals, future
growth plans & evolving roles and responsibilities of
employees to keep pace with the changing dynamics of
the organization.

• Hire Human resource with values similar to those


advocated by the organization to ensure the right culture
fit.

• Adopt a continuous and conscious practice of exploring


newer channels for sourcing the best talent in a cost
effective manner.

• Provide opportunities to employees to apply for vacant


positions in the company through internal job-postings,
with a view to enable career growth for them.

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• Implement merit based hiring practices that provides
equal opportunity to all.

• Hire “CRISP” talent with requisite competence, skill set,


knowledge and attitude to deliver business results today
and tomorrow.

3.1 RECRUITMENT STRATEGY

3.3.1 While hiring a TTSLite, they look for the


following attributes:-
C - Customer Focus
R - Result Orientation
I - Initiative and Speed
S - Self Confidence
P - Passion for achievement

3.3.2 Sourcing Strategy


The following sources will be used for identifying the
potential Human Resources for TTSL:
Recruitment consultants, Employee Referrals, Job
portals, Internal Resume Database, Direct Recruitment-
Walk Ins, News Paper Ads, Campus Recruitment, Data
bank, Voluntary application, Referral from Tata
ecosystem, Voluntary referrals from professional
Agencies, NGOs facilitation, etc .

3.1 INITIATION OF RECRUITMENT

3.4.1 Manpower Budget

The organization’s business plans for the fiscal year


originates from the long term business objectives of

Page 37 of 90
TTSL. Each function defines its manpower
requirements based on the strategic objectives set
down for achieving the annual business objectives for
the function. The finance function analyses the cost
incurred in the hiring of manpower. Corporate HR with
circle HR discusses the manpower requirement with
the heads of each function to rationalize the manpower
to control additions and cost.

Hiring Plan
Following this, the hiring plan for entire year is
charted out. This plan lays down the Number of
employees to be hired on a monthly basis at each
level, location and function. The manpower budget is
reviewed if any revision in business plan takes palace.
There is no carry forward of budgeted manpower from
one year to another year. Thus, there may be a change
in the manpower needs projected initially, and the
same gets changed on changes in business plans
during the course of the year.

3.4.2 Drivers of Recruitment


In addition to the budgeted requirement for manpower,
there may be some other drivers of recruitment i.e.
Reorganization/Restructuring which arises from
merger, acquisition or expansion can stimulate a need
for recruitment.

3.4.3 Job Descriptions

A key input for recruitment is an inventory of all skill


sets and competency levels for existing positions in all
functions. These prerequisites for a position are
translated into job descriptions (for format see
annexure 1).

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Job Descriptions (JDs) describe the work performed,
responsibilities involved, experience profile, skill. JDs
give an understanding of the tasks performed and the
type of qualification required to perform them.

Approved
Manpower plan/ replacement need manpower
requisition

Internal job
postings/(Tata
world)

Sourcing- internal/
external source

Screening of
Inputs from hiring managers CVs

Selection
process

Candidate selected No

Page 39 of 90
Salary fixation
Process
E - Offer
Improvisation

Offer accepted
Commencement of
N sourcing activity
Medical check up

Not ok

Do ref. check
If ok Issue formal offer
with undertaking
Joining & completion of SAP
–HR hiring process

Review process

3.1RECRUITMENT SOURCES

Once the requirement for hiring is justified and


manpower requisition is approved, applications for
specific positions are generated through various sources.
Following sources are used for recruitment:

3.5.1 Internal Sources

3.5.1.i Internal Job Postings/External Job


Postings (TATA WORLD)

This method is used for identifying qualified internal


candidates. It has the advantage of redeploying
people already acquainted with the company’s
business processes and culture and hence, job

Page 40 of 90
training can be reduced. It provides opportunity for
promotion and employee development.
This procedure applies to all budgeted vacancies as
well as vacancies created due to replacement
requirements in levels M4 to M8.
Input Approved manpower requisition/job
description(JD)
SLA • Post the vacancy on the Intranet,
within 1 day of receiving a requisition.
• Receive CVs from internal candidates
within 7 days of job posting.
Activiti • The manpower requisition should be
es signed & forwarded by the function
head and mailed to the GM HR
corporate.
• Check JDs for level & location and post
it to the intranet
• Collect the applications received from
the hiring manager on the 7th day of
job posting.
• Applicants have been in the current
assignment for a min. of 6 months
period & are confirmed employees.
• If candidate selected make offer.

• If offer is accepted – update personal


file, Update SAP, inform Finance,
inform reporting manager about
candidate’s date of joining.

Page 41 of 90
Inp Approved manpower requisition/Job description
ut
• If candidate is not selected;
○ File CV and Interview Assessment
sheet in rejected candidates folder
○ Begin sourcing Activity

3.5.1.iCV databank

The internal databank of CVs is an important source


of profiles, specifically with regard to local
candidates. After the applications are received, they
are screened and short-listed for further processing.

Inputs CVs received from various sources


SLA Ongoing activity
Activiti • Segregate CVs received through
es email, post, walk-in candidates,
employee referrals
• Classify CVs as per function and date
of receipt
• File CVs in a function – wise manner

3.5.1.iEmployee Referral Scheme “Bring buddy”

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Employee referral is an efficient and cost effective
way of
attracting qualified candidates. Employees not only
get the referral fee but also they play a role in
shaping the company’s future.
Any employee who wants to refer an individual
can forward to the HR function either through email
or by submitting a hard copy.
inputs CVs from employees
SLA Ongoing activity
Activiti • All CVs received are to be placed in
es the databank
• Maintain record of the name of the
employee and date of receipt of CV
• If the CV is short-listed, organize
interview/if rejected tell referee
• Informed the employee about the
outcome if refer candidate attends
interview
• Update personal file
• Update recruitment Tracker

3.5.1.iv Off- roll employees

Hiring an outsourced employee simplifies the


induction process as the employee is acquainted with
the job complexities and the organization culture.
The term “off – role employees” refers to the
employees working on the rolls of an agency
providing results and services to TTSL. These
employees are on the payroll of an external agency.
Appointment on TTSL rolls

Page 43 of 90
• It is based purely on the availability of a vacancy and
suitability of the outsourced employee as an
applicant.

Criteria
• The applications are for entry level positions only (M8
– M7)
• The applicant has served for a minimum period of 12
months continuously with an agency providing
services to TTSL.
• The application is screened by dept. head

3.5.1External sources

3.5.2.iRecruitment through Consultants

Recruitment consultants are used to assist in the


hiring of qualified candidates. They help in
identifying job seekers and are a good and efficient
source for obtaining pre – screened candidates. TTSL
employs Recruitment Consultants on a contingency
basis implying that they are paid a fee only when a
position is closed through them.
Selection of RCs
The list of consultants along with the applicable
terms and conditions is finalized by Corporate HR at
the beginning of each year. Each RC is required to
sign a contract with Corporate HR before
commencing work with TTSL.
Evaluation of RCs

Page 44 of 90
The list of consultants is revised only at the
beginning of each financial year, on the basis of
relative performance of the consultants.

Input Recruitment MIS & CV databank


Timeline In the beginning of financial year
Activities • Quantitative & qualitative
assessment undertaken
• Evaluation done by recruitment
dept. in each circle
• Prepare list of consultants to be
retained for the year and those that
nee to be terminated
• Head HR approve the above list

Page 45 of 90
Inputs on manpower consultant’s profiles
Identification of new
consultant
Signing of the
Process contract with the
improvisation approved list of RCs

Circulation of
contract to Circles
and to RC’s

Final List of
RC’s

Forwarding of Hiring of
requirements to consultants
RC’s

Receipt of CVs &


short- listings

Feedback to
Rc’s

Test /interview & Sourcing


selection of
through
candidate
consultants
Inform RC about CTC
details & joining Page 46 of 90
date
Payment to RC after
candidate joins

Annual evaluation of
performance of RCs Evaluation
of

Qualitative & quantitative criteria Renewal/


termination of

Review
process

3.5.2.iAdvertisements

Placing advertisements in the newspaper is a method


of recruiting external applicants, to be used in
specific cases such as walk in’s, special positions etc.
Since potential candidates are first introduced to the
company through advertisements, this helps in
building a positive image. Either TTSL or the vendor
can release an advertisement for vacancies.
When TTSL releases the advertisement
This source is used for hiring for M5 & above levels.
For this an advertisement copy should be prepared
jointly and been approved by both the hiring function
and HR. All advertisements to be approved and
ratified by Corporate HR & Corporate MARCOM prior
to release.
The advertisement should:
a. Meet the criteria set by the company for release in
the print media.

Page 47 of 90
b. Be brief, precise and consistent with job
specifications and the selection criteria. It must
specify the e-mail address/fax number/address
where applicants can send their CVs.
c. Attract the interest of potential and suitable
applicants.
d. Have the following details:
• Summary of TTSL’s business
• Level/Title and location of position
• Position code for each job
• Job specifications in terms of skills,
experience and qualifications required
• Closing date of applications

3.5.1Job Portals

Leading job portals like Naukri, Times job,


Monster etc. Should be used to get CV’s for
closing positions at the level of M2 to M8. corp –
TA will maintain an annual matrix of usage of
these portals by circle & will also circulate usage
on a quarterly basis.

3.5.2TTSL Website

• Open positions up to M2 level should be


put on the TTSL website for seeking profile from
interested applicants from external world.
• All open positions which are to be put on
TTSL website will be done so on approval of
Corporate – TA head.

Page 48 of 90
3.6 SELECTION PROCESS

Having received the applications, the next step is to


evaluate applicants experience and qualifications and
make a selection.

3.6.1 Screening
Its purpose is to evaluate the application and
eliminate applicants whose profiles do not match
the job requirements.

✔ Short-listing of CVs
The CVs received from various sources are
screened by the HR function within 7 day of
commencement of sourcing activity.

✔ Knowledge & Aptitude Test – for campus


It is conducted for all trainees and laterals
recruits in the level of M6 & M8 through a
testing agency of repute decided and
finalized from corporate office. The result of
test will be criteria for short listing /
screening candidates for the purpose of
interview.

Psychometric Test: This test is done to find


out the “CRISP” fit.

3.6.1 Interview
This is powerful technique used to assess the
capabilities/skills of the candidate and to
understand the softer aspects that a difficult to
measure from resumes.
After finalizing a date and time, short-listed
candidates are invited for an interview.

Page 49 of 90
3.6.2 Evaluation of candidate
The candidate interviewed are evaluated
against the various parameters indicated in the
Interview Assessment Sheet (see Annexure 2),
which has to be filled-in and signed by all
members of the interview panel.

3.6 SALARY FIXATION

The selected candidates are required to furnish


Documents prior to an offer being made.

 Salary comparator
An appropriate salary fitment is generated
giving three possible options, based on
qualification, age, experience and compensation
details of the selected person and basic salary
of existing employees at the same level.

 Approval & signature


The authority for finalization of salary for salary
for levels M4 and below (for all circle positions)
shall rest with the Head – HR in each circle. All
decisions pertaining to salary determination for
level M3 & above rest with corporate HR.

3.6 OFFER

After selection of the best candidate, email


compensation offer is made to him/her. Only if the
candidate accepts this & due verification of Ref.

Page 50 of 90
Check/medically fit clearance is obtained, an
appointment letter detailing the terms of employment is
given to him/her.

Annexure indicating the list of documents to be


submitted at the time of joining is to be given with the
appointment letter (Annexure 3).

It is mandatory for the selected candidate to sign and


return the duplicate copy of the letter.

The signing authority for offer letters is indicated below:

• M1 & above - CHRO


• M2 & M2A - Corp TA Head.
• M3A & M3 - Corp TA head (for
corp. Office)
- Regional HR head
for region.
• M4 & below - Corp TA head or
representative not below M3 level for offers in
corp. office. And regional HR head/ Circle HR Head
( not below M5 level) for offers in region & circle
respectively.

Page 51 of 90
The Following Flowchart shows the offer and follow
up Process:

Details of existing compensation break-up


Finalization of
salary

Verbal offer/ E-mail

Is the offer accepted?


No
Commence
sourcing
activity

yes

Pre – employment
medical check –up &
Authbridge Verification

Relocation/ notice pay


as per policy

Submission of
documents

Joining

Review Process

Page 52 of 90
3.6PRE-EMPLOYMENT ACTIVITIES

Once the selected candidate accepts the offer, the


recruitment team communicates this information to be
concerned units within and outside the organization.
There are various pre-employment activities which are as
follows: -

3.9.1 Reference Check

Background verification is required for


appointment. This is done through third party
of repute. Following points may be
considered during reference check:
• For group transfer it is not required
• Verification on qualification and last 3 employers
• Termination due to any disciplinary issues

3.9.1Medical Check-up

Medical fitness is also required for the


eligible candidate, if he is found unfit; HR
reserves the right to withdraw the offer.
Medical bills are also reimbursed. (Annexure
4)

3.9.2 Relocation

If an employee is an outstation candidate,


he/she is reimbursed travel expenses for
him/herself. For outstation candidate they
also provide temporary accommodation.

Page 53 of 90
3.10 JOINING FORMALITIES

The employee is required to fill in his /her personal details


in a joining report and submit supporting documents
related to academic qualification, date of birth, relieving
letter and salary details of last employment along with
medical fitness reports. A welcome note signed by the
Circle HR Head is placed in a joining docket.

The candidate is permitted to join without a relieving


letter from last employer provided he/she submits proof of
acceptance of resignation.

After completion of joining formalities, at M0 to M2 an


organization announcement is displayed and the same is
circulated to all Circles by Corp.HR. At levels M3A-M8, a
welcome note is displayed as the same is circulated to
other offices in the circle.
(Joining checklist – Annexure 5)

Induction

The new employee then joins the induction program


organized by HR.
The induction Program is normally held in the last week of
the month. It includes a formal welcome by the Circle
COO/Designated representative of CHRO in corporate and
presentations made by different function representatives
Page 54 of 90
on business operations of the company. The employees
are also introduced to the basics of telecom through a
separate training programme.

3.11 TRAINEE PROGRAMS


TTSL has got four broad training schemes for the
expertise of its manpower, these are as follows:

3.11.1Management Trainee Scheme


The objective of management trainee
scheme is to recruit bright and competent
young professionals from reputed
management institutes to assume
management roles after due training and
experience.

3.11.2Executive Trainee Scheme


Management professionals from tier – II
management institutes are trained under
this scheme to assume lot of
implementation roles in the company.

3.11.3Graduate Engineer Trainee Scheme


In this young and bright professionals of
BE/ B.Tech from premier Engineering

Page 55 of 90
Colleges is trained to assume roles in
technology, network, IT, operations etc.

3.11.4Diploma Engineer Trainee Scheme


Bright and young Diploma holders are
trained in this to assume roles in
technology, network and operation
support, etc.

3.12 INTER CIRCLE HIRING

Through this process employee may move from one


Circle to another or from/to corporate. This may be on
account of the employee’s personal request or on
account of business reasons.

3.13PROCESS REVIEW

All the processes that form part of the recruitment cycle


need to be monitored on a regular basis. Any deviation
from the sequence laid down in this manual should be
recorded.

A periodic process review is to be undertaken to


rationalize processes and to minimize the deviations in
actual activities as compared to the norms.

A process review is undertaken both at the Circle level


and the corporate level.

Page 56 of 90
CHAPTER – 4

INTRODUCTION TO PROJECT
& RESEARCH METHODOLOGY

Page 57 of 90
4.1PROJECT OBJECTIVES

• How does right recruitment process helps in creating overall


efficiency, cost reduction, on time delivery with reference to
external customer.

• To collect the findings, information & analyze to draw conclusion


of recruitment process.

Page 58 of 90
• To explain the documentation used at the various stages of the
recruitment & Selection process.

• To involve employees in creating an environment of openness,


trust, fun & pride.

• To highlight the area where recruitment and selection programs


needs improvement.

• Is the current recruitment process in line with the employee’s


future career planning and his potential?

4.1PROJECT SCOPE

• To understand the complete Recruitment & Selection process at


Tata Teleservices Ltd.

• Study and analyze the recruitment season 2010.

• Find out the efficiencies of recruitment sources.

• Find out the effectiveness of Recruitment Process through various


metrics.

• To help the company to determine how they make their


recruitment and selection programs more effective.

• To determine various parameters to collect information through


questionnaire of employer.

4.1RESEARCH METHODOLOGY

4.3.1Definition

Page 59 of 90
Research in common parlance refers to a search for knowledge. The
advanced learner’s dictionary of current English lays down the meaning
of research as “a careful investigation of enquiry specially through
search for new facts in any branch of knowledge.”

The systematic approach concerning generalization and the formulation


of a theory is also research. The purpose of research is to discover
answers to questions through the application of scientific procedures.

4.3.2Research Design

“A research design is the arrangement of conditions for collection and


analysis of data in a manner that aims to combine relevance to the
research purpose with economy in procedure.”
- JOHN.W.BEST

Research may be defined as “any organized inquiry designed and


carried out to provide information for solving a problem”.
- EMORY
“Research is essentially an investigation, a recording and an analysis of
evidence for the purpose of gaining knowledge”.

- ROBERT ROSS

4.3.3Descriptive Research Design

Descriptive research design studies are those studies, which are


concerned with describing the character of a group.

The researcher makes a plan of the study his research work. That will
enable the researcher to save and resources such a plan of study or
blue print or study is called a research design.

4.3.4Data Collection

Page 60 of 90
The study was based on questionnaire method. The study was about
the Recruitment and Selection System at Tata Teleservices Ltd. and
find out the effectiveness of recruitment.

There are two types of data collection:


• Primary data
• Secondary data

Primary data

The primary data are those, which are collected a fresh and for the first
time happen to be original in character. It has been collected through a
Questionnaire and personal interview.

Secondary data

Secondary data are those which have already been collected by


someone else and which have already been passed through the
stratified process. It has collected through the manuals, journals &
Internet.

4.3.1Research Instrument

• Questionnaire containing both closed and open ended questions

4.3.1Tools for Analysis

Along with the usual statistical tools such as tables, percentages, bar
charts, I have used Recruiting Metrics for analyzing the efficiency of
recruitment process and arriving at the conclusion.

4.3.6.iRecruiting Metrics
Recruiting Metrics should be defined as: “A quantifiable measurement
that can be compared to established benchmarks AND encourages
behaviors focused on candidate quality and client experience.” Most

Page 61 of 90
often, metrics are designed to measure only the outcome or production
of a recruiter regardless of the manner in which those specific metrics
are attained. In order to be effective, metrics must measure the correct
results and drive the right recruiting behaviors.
4.3.6.iiMetrics of Today
In Recruiting, the measurement of success is very analytical. The
general metrics that need to be focused while recruiting are: quantity,
cost, time and quality.
I. Efficiency metrics
There is way by which we can measure the “Quality” of the results of the
recruiting process using three great Efficiency Metrics.
The efficiency measures in a recruitment process are carried out on
the basis of the recruiters work and the productivity of the entire
recruitment process.
The Basic three metrics are as follows:
• Submittal efficiency
The submittal efficiency is measured on the basis of the
candidates’ qualification as per requirement of the job profile.
It is measured by dividing the number of applicants
interviewed by the number of applicants who submitted their
profiles. This number is expected to be really high but it is
relatively average.
If the efficiency seems to be below average, then there may
appear be some poor actions being conducted by the
recruiters, perhaps spending a lot of time while going
through resumes or insufficient specification of the job
profile. When the efficiency reaches a very low percentage
then ordered are delivered to certify the problem areas.

• Interview efficiency
The interview efficiency is measured on basis of the hiring
manager’s evaluating process. It works by extracting the
results by dividing the number of applicants who are
shortlisted and offered the position by the total interviewed
number of candidates. This sort of efficiency can measure
up to near to and al little below average as compared to the

Page 62 of 90
submittal efficiency. But the same determination actions are
applied if the efficiency results are very low.
• Offer efficiency
The last of the three basic efficiencies is measured on the
basis of the number of candidates who accept your proposal
and commence the position. It is evaluated by dividing the
number of candidates to accept the offer by the total number
of proposals. The same process of analyzing the efficiency is
applied, if it is above average then the job is being well done,
if average or near to average then there has to be certain
actions taken to modify the process and if its below or very
less than average then it is certain that the recruit is doing
poor job and negotiations are then carried out to eradicate
the offers.
I. Source of Hire – Data is driven by the percentage of new hires
from each defined candidate source. Data also driven by
percentage of hires per source, with highest on the job
performance and tenure rates. Greater focus on Quality of Hire,
Quality of Sourcing Strategy, Cost-Per-Hire, and Time-to-Fill. This
metric also helps recruiting managers see sourcing channels in
terms of outcomes, not just sheer numbers.

II. Referral Rates – Data is driven by the percentage of hires from


employee referrals generated by the recruiter. Greater focus on
Quality of Hire, Cost-Per-Hire, and Time-to-Fill.

Referral rate = No. of candidates hired from employee reference X 100


Total number of hires

Page 63 of 90
CHAPTER – 5

DATA ANALYSIS &


INTERPRETATION

ANALYSIS & INTERPRETATION OF DATA

Page 64 of 90
5.1According to the survey number of estimated new hires in
recruitment season 2010 is 25.

5.2TABLE 1). DETAILS FOR THE RECRUITMENT


SEASON 2010.

 Measuring the effectiveness of recruitment process through metrics:


(Quality Metrics)

Number of
Details of candidates
candidates
Number of candidates submitted their
300
resumes
Number of candidates being interviewed 250
Number of candidates received offers 25
Number of candidates accepted offers 25

From the above data various efficiencies of recruitment can be


calculated, which are written below:-

• Submittal Efficiency = No. of candidates interviewed x 100


Total no. of candidates submitted

• Interview Efficiency = No. of candidates receives offers x 100


No. of candidate interviewed

• Offer Efficiency = No. of candidate accepting offer x 100


Total no. of offers

Page 65 of 90
Result – With the use of above formulas, the following results are found:

Submittal Efficiency = 83.33%


Conditions –
✔ When Submittal efficiency is 100 % it means recruiters missing good
candidates because they are not pushing edges to the requisition
specifications.
✔ When it is too low that means recruiters spend too much time in
reviewing resumes.
✔ But Submittal efficiency of TTSL recruitment process is 83.33% . It
seems that they are doing well.
Interview Efficiency = 10%
Conditions –
✔ This would be expected to lower than the submittal efficiency since most
people want to interview several candidates for one offer.
✔ The goal is to shoot 30% efficiency but less than this is not good which
means your organization is making offers to one out of every three to
four interviewed candidates.
✔ If less than one in six candidates interviewed actually receives an offer
(16% efficiency), it should be an indicator that it is time to investigate
again.
Offer Efficiency = 100%
Conditions –
✔ If the process yields 80% offer efficiency, or four out of five offers are
accepted, you are doing well.
✔ Conversely, if less than three in five offers are accepted (60%
efficiency), then something in your recruiting processes will need to be
modified or addressed. Low offer efficiencies could mean the recruiter is
doing a poor job of pre-closing the candidate or negating counteroffers.

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✔ The offer efficiencies percentage can be too high. If 100% of people
accept your offers, perhaps you are offering too much money for the
job.

5.1TABLE 2). NUMBER OF SELECTED CANDIDATES


THROUGH VARIOUS RECRUITMENT SOURCES

 Sourcing efficiency analysis through pie chart & calculation of referral


rate(Quality Metrics)

Percentage
Number of
of no. of
Recruitment sources Employees
employees
hired
hired
Internal Job postings 2 8%
CV database 3 12%
Employee referral scheme 19 76%
Off role employees 1 4%
Job portals - -
Recruitment consultants - -
Job portals - -
Advertisements - -
Total 25 100%

Referral Rate = No. of hires from employee reference X 100


Total Number of Hires

Result: Referral Rate = 76%

Inference: -

Page 67 of 90
✔ 8% of candidates hired from Internal Job postings,
✔ 12% from CV database,
✔ 4% from off role employees
✔ 76% of candidates hired from employee. So employee referral scheme
is most prominent in this recruitment season.

5.1TABLE 3). MINIMUM WORK EXPERIENCE


REQUIRED FOR DIFFERENT MANAGEMENT
LEVELS.

Management level Work experience


Higher level ( M3 & above) 9 – 15 years
Middle level ( M6 to M4) 3 – 8 years
Lower level ( M7 & M8) 1-3 years

Inference –
✔ TTSL preferred those people at the higher level management who have
high work experience i.e. 9 to 15 years.
✔ 3 to 8 years of experience is required at middle level of management.
✔ Minimum work is required at lower level because they have less
responsibilities than higher and middle level management people.

5.1TABLE 4). NUMBER OF CANDIDATES HIRED AT


DIFFERENT MANAGEMENT LEVELS IN
RECRUITMENT 2010.

 Analysis of hiring at different management levels

Page 68 of 90
Percentage of
Management Number of
no. of
levels candidates hired
candidates
Higher level
4 16%
management
Middle level
20 80%
management
Lower level
1 4%
management
Total 25 100%

Inference -
✔ 16% candidates hired at higher level management.
✔ 4% candidates hired at lower level management.
✔ But 80% candidates hired at middle level management, it shows that
higher number of vacancies found at middle level.

5.1TABLE 5). REFERRAL FEE UNDER EMPLOYEE


REFERRAL SCHEME

Management level Referral fee


M7/M8 5000
M5/M6 10,000
M3/M4 15000
M2 & Above 20000

Inference –

Page 69 of 90
✔ If a candidate hired through employee referral scheme in return
employee would get some referral amount. The referral amount
increases with the increase in the management level at which employee
gets selected.

5.1TABLE 6). NUMBER OF CANDIDATES HIRED AT


VARIOUS DEPARTMENTS IN 2010.

 Analysis by departments

Department Number of Percentage of


candidates hired hired candidates
Marketing 1 4%
Sales 24 96%
HR - -
Finance - -
Technology - -
CSD - -
Total 25 100%

Inference -
✔ In this recruitment 96 % employees are hired in sales department.
✔ Only 4% employees are hired in marketing department.
✔ There is no hiring in any other department.

5.1TABLE 7). NUMBER OF MALE AND FEMALE


CANDIDATES HIRED IN 2010.

Gender Number of Percentage


candidates

Page 70 of 90
Male 22 88%
Female 3 12%
Total 25 100%

Inference –
✔ There are 88% male candidates are selected in recruitment 2010.
✔ 12 % female candidates are selected.

CHAPTER – 6

FINDINGS,
RECOMMENDATIONS &
CONCLUSION

Page 71 of 90
6.1FINDINGS FROM THE STUDY

i. Tata Teleservices Ltd. (TTSL) has a clearly stated Recruitment &


Selection Policy.

ii. The number of estimated new hires in recruitment 2010 is 25.

iii. TTSL prefer internal source of recruitment because employees in


the organization get the opportunity within the organization, it has
better growth prospects.

iv. Effectiveness of recruitment process analyzed through Quality


Metrics:

✔ Submittal efficiency of TTSL recruitment process is 83.33%.
It seems that they are doing well.

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✔ Interview efficiency is 10%.
✔ The offer efficiencies is 100% i.e. all the selected people
accept the offers.

i. Referral rate at TTSL is 76%.

ii. Sourcing efficiency analysis through Quality Metrics:

✔ 8% of candidates hired from Internal Job postings


✔ 12% from CV database
✔ 4% from off role employees
✔ 76% of candidates hired from employee referral. So
employee referral scheme is most prominent in this
recruitment season.

i. Effectiveness of Recruitment process analyzed through Cost


Metrics:

✔TTSL outsourced a company called Authbridge for


verification/ reference check of its new hires. It takes 1200
Rs. /candidate. Total expense for verification is 30,000 in
2010.
✔ Other cost associated with this recruitment 2010 is Referral
amount paid to the employees because 19 out of 25 new
hires through employee referral.
i. Management level based analysis:

✔ 16% candidates hired at higher level management,


✔ 4% candidates hired at lower level management,
✔ But 80% candidates hired at middle level management, it
shows that higher number of vacancies found at middle level
in this recruitment season.

i. If a candidate hired through employee referral scheme in return


employee would get some referral amount. The referral amount
increases with the increase in the management level at which
employee gets selected.

ii. Department based analysis:

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✔ 96 % employees are hired in sales department,
✔ Only 4% employees are hired in marketing department.
✔ There is no hiring in any other department.

i. Gender based analysis:

✔ 88% male candidates are selected in recruitment 2010.


✔ 12 % female candidates are selected.

i. To hire higher level management, they prefer advertisement and


recruitment consultants.

ii. The cost of recruitment consultants is approx. 8% of total CTC at


M3 & below levels and approx. 12% of total CTC at M3A & above
level.

iii. Top 3 recruiting challenges are as follows :-

✔ Quality recruitment
✔ Retention of newly hired candidates
✔ Hiring of senior level management employees.

i. Provide travel entitlement for outstation candidates who are


appearing for the interview.

ii. Provide medical tests reimbursement to the employees.

6.1RECOMMENDATIONS

i. The interview efficiency of TTSL’s Recruitment & Selection


Process is 10%, which is less than the optimum (16%, selecting 1
out of 6 candidates) interview efficiency so they should investigate
their process. It may be possible that recruiters are overly
selective. So take care about this efficiency.

ii. The offer efficiency is 100%, it can be too high but 100% means
perhaps you are giving too much salary to the new hires or any
other factor is associated with it so new hires don’t deny your
offer.

Page 74 of 90
iii. Even though you hires from the external source, the main source
of recruitment is internal but you should have look towards the
external world to hire new pool of talent. So that candidates from
external world can also work with you.

6.1CONCLUSION

The Recruitment and Selection Process is one of the basic HR


processes. Recruitment & Selection is very sensitive as many
managers have a need to hire a new employee and this process is
always under a strict monitoring from their side.

HR management is a part of every manager’s responsibilities.


These responsibilities include placing the right person in the right
Page 75 of 90
job, and then orienting, training, and compensating to improve his
or her job performance.

Tata Teleservices uses two sources of recruitment – internal and


external source. But they prefer internal source because it gives
opportunity to employees within the organization. After recruitment
Selection process takes place. This entails establishing the best fit
between job requirements and the candidate’s profile. Selection
process includes screening, interview and various tests. Then
offer is made to the candidate if he/she accepts it employee
undergone through various pre- employment activities like
reference check, medical tests, etc.

It is imperative to have an efficient and responsive tracking


mechanism to evaluate the impact of recruitment on the topline
and bottomline. Metrics not only help in evaluating the robustness
of internal processes but also provide inputs on customer
satisfaction and vendor evaluation parameters. Various metrics
like – quality metrics, time metrics, cost metrics & Review process
is used to find out the effectiveness of recruitment processes.

Page 76 of 90
QUESTIONNAIRE

QUESTIONNAIRE ON RECRUITMENT PROCESS &


SOURCE OF RECRUITMENT

Page 77 of 90
1) Do you have a clearly stated Recruitment & Selection Policy?
 Yes
 No

1) What is the quality of Tata Teleservices’ Recruitment Process?


_____________________________________________________

2) What is the number of estimated new hires in the year 2010?


_____________________________________________________

3) Give the following details for the recruitment season 2010.

 Number of candidates submitted their resumes

 Number of candidates being interviewed

 Number of candidates received offers

 Number of candidates accepted offers

1) Which source of recruitment do you prefer and Why?


 Internal
 External
 Any Other

why_______________________________________________

1) Please write down the number of selected new hires from different
recruitment sources in this recruitment season.

 Selected through Internal Job postings

 CV database

 Employee referral scheme

Page 78 of 90
 Off Role employees

 Recruitment Consultants

 Job Portals

 Advertisements

 Walk Ins

1) Which management level is to be filled with various recruitment


sources written below?
 Internal job posting_________________________________
 Off role employees_________________________________
 Recruitment consultants_____________________________
 Advertisements____________________________________
 Job portals_______________________________________
 TTSL website_____________________________________
 Walk Ins_________________________________________

1) Write down the number of candidates hired at different


management levels in recruitment 2010.
 Higher level management

 Middle level management

 Lower level management

Page 79 of 90
1) Which is the best recruitment source for hiring higher level
management people and why?
 Advertisement
 Recruitment consultants
 Job portals

1) How much cost is associated with the various recruitment


sources?
 Recruitment consultants_____________________________
 Job Portals_______________________________________
 Advertisements____________________________________

1) What is the minimum work experience is required for the following


management levels?
 Higher level
management____________________________
 Middle level
management____________________________
 Lower level management____________________________

1) What will be your top priority?


 Retaining current employees
 Hiring new ones

1) What is the referral fee under employee referral scheme?


 M7/M8__________________________________________
 M5/M6__________________________________________
 M3/M4__________________________________________
 M2 & Above______________________________________

1) How many male and female candidate have you hired in


recruitment 2010.
 Number of male candidates

 Number of female candidates

Page 80 of 90
1) Number of candidates hired in various departments.

 Marketing

 HR

 Sales

 Technology

 Finance

 CSD

1) Do you provide medical test reimbursement?


 Yes
 No

1) Do you provide any travel entitlement for outstation candidates


coming for the interview?
 Yes
 No

1) What are the top 3 recruiting challenges?


________________________________________________
_____________________________________________________

Page 81 of 90
_____________________________________________________
____

ANNEXURES

Page 82 of 90
ANNEXURE 1
JOB DESCRIPTION

Date: Version:
Position Title:
Grade:
Reports to:
Function BU: Sub Function:
Corporate/Circle: Location:
Contacts of this position:
Internal: External:

For managers & above only


No. of direct reportees: No. of indirect reportees:
Budget of area of responsibility ( in lacs Rs.):
Job code:
Organogram:

Job Pupose:

Job responsibilities

Activity code: Responsibilitie % time spend Responsibility Measurement


s level criteria
Responsibility
1
Activity 1
Activity 2
Responsibility
2

Page 83 of 90
Activity 1
Activity 2

Competencies:

Professional knowledge
1
2
3
Skills
1
2
3
Personal attributes

ANNEXURE 3

APPOINTMENT LETTER ( SAMPLE)


(Date)
Mr. /Ms.(name)
Address

Dear Mr.

Please refer to the interview and discussion s you had with us recently.
We are pleased to offer you the position of _______(Designation) in the
__________(Function) on the following terms & conditions:

1. You will receive a Basic salary of Rs._____ per month. All other
allowances and benefits as applicable to you are detailed as
applicable to you are detailed in Annexure – A.

2. Your place of posting will be _____(Location) till the company


intimates you otherwise.

Page 84 of 90
3. You will be governed by and agree to abide by the General Terms
& Conditions of Service of the Company, as enclosed at Annexure
– B.

4. You will be governed by ana agree to abide by the provisions of


the Tata code of Conduct, a copy of which is enclosed with this
letter.

5. Your appointment is subject to your behind certified medically fit


by a medical practitioner reorganized by us, and on receipt of
satisfactory references.

6. You will be on probation for a period of six month from date of


your joining the company, subject to the conditions detailed in the
General terms & conditions of service.

7. You will furnish to us copies of all relevant certificates, including


relieving certificate from your present employer at the time of
joining. You will also submit to us 4 copies of your recent passport
sized and 1 stamp sized photographs on red colour background at
the time of joining.

Within 3 days of receipt of this letter, you are requested to sign


and return the duplicate copy of this letter in token of your
acceptance of the terms of appointment, including the general
terms & conditions of Service and the provisions contained in the
Tata Code of conduct.

You are requested to join the services of the company not later
than _________(Date) failing which please consider the offer to be
withdrawn, unless an extension to the date of joining has been
mutually agreed in writing.

We take this opportunity to thank you for the interest you have
shown in our organization and look forward to welcoming you on
board.

Page 85 of 90
Yours faithfully,
For Tata Teleservices Limited

________(name)
________(Designation) I accept the offer of
Appointment

__________________
(signature)

ANNEXURE 4

INVESTIGATION FOR PRE-EMPLOYMENT


MEDICAL CHECK UP
SL.NO. DESCRIPTION
1 CBP
2 SRL ransam or ESR
3 Fasting Blood Sugar
4 UREA
5 CREATININE
6 SGPT
7 X-RAY Chest PA view
8 ECG
9 Blood Group & RH
Page 86 of 90
10 Blood HIV (ELISA)
11 Vision Sight
12 Color Blindness
13 Complete Urine Exam
14 Physicians Consultation

TOTAL:

Max Limit upto Rs. 1500/-

ANNEXURE 5

JOINING CHECKLIST
Pre joining Post
joining
1 Curriculum vitae 1 Joining report
2 Interview 2 Certificates- age of
assessment sheet proof

Page 87 of 90
Highest education
qualification
3 Salary Fitment 3 Salary
certificate/payslip
for last employer
4 Comparator 4 Relieving/acceptanc
e of resignation
from last employer
5 Job Description 5 Photographs
6 Pre- joining 6 Gratuity nomination
communication form
letter
7 Appointment letter- 7 P.F. Declaration &
acceptance Nomination Form
8 Medical report 8 Code of Conduct
declaration 7
Conflict of interest
declaration
9 Reference check 9 Welcome on board
letter notice/ organization
announcement
10 Any other 1 Payroll information
0 data

Page 88 of 90
BIBLIOGRAPHY

BOOKS
Page 89 of 90
• Human resource management, Eleventh Edition – Gary
Dessler, Biju Varkkey.
• Essentials of HR Management and Industrial Relations,
Fourth Edition – Subba rao

Internet Source

• www.google.com
• www.wekipedia.org
• www.tata.com
• www.tatadocomo.com
• Humanresources.about.com

Page 90 of 90