CHAPTER 1 INTRODUCTION AND MEANING

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Recruitment means search of the prospective employee to suit the job requirements as represented by job specification–a technique of job analysis. It is the first stage in selection which makes the vacancies known to a large number of people and the opportunities that the organization offers. In response to this knowledge, potential applicants would write to the organization. The process of attracting people to apply in called recruitment. Dale S. Beach has defined ―Recruitment as the development and maintenance of adequate manpower resources. It involves the creation of a pool of available labour upon whom the organization can depend when it needs additional employees.‖ According to Edwin B. Flippo : ―Recruitment is the process of searching for prospective employees and stimulating them to apply for jobs in the organization.‖ Sources of Recruitment : The various sources of recruitment are generally classified as internal source and external source. (a) Internal Sources : This refers to the recruitment from within the company. The various internal sources are promotion, transfer, past employees and internal advertisements. (b) External Sources : External sources refers to the practice of getting suitable persons from outside. The various external sources are advertisement, employment exchange, past employees, private placement agencies and consultants, walks-ins, campus recruitment, trade unions, etc. The following external sources of recruitment are commonly used by the big enterprises: 1. Direct Recruitment: An important source of recruitment is direct recruitment by placing a notice on the notice board of the enterprise specifying the details of the jobs available. It is also known as recruitment at factory gate. The practice of· direct recruitment is generally followed for filling casual vacancies requiring unskilled workers. Such workers are known as casual or badli workers and they are paid remuneration on
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daily-wage basis. This method of recruitment is very cheap as it does not involve any cost of advertising vacancies.

2. Casual Callers or Unsolicited Applications: The organizations which are regarded as good employers draw a steady stream of unsolicited applications in their offices. This serves as a valuable source of manpower. If adequate attention is paid to maintain pending application folders for various jobs, the personnel department may find the unsolicited applications useful in filling the vacancies whenever they arise. The merit of this source of recruitment is that it avoids the costs of recruiting workforce from other sources.

3. Media Advertisement: Advertisement in newspapers or trade and professional journals is generally used when qualified and experienced personnel are not available from other sources. Most of the senior positions in industry as well as commerce are filled by this method. The advantage of advertising is that more information about the organization job descriptions and job specifications can be given in advertisement to allow self-screening by the prospective candidates. Advertisement gives the management a wider range of candidates from which to choose. Its disadvantage is that is may bring in a flood of response, and many times, from quite unsuitable candidates.

4. Employment Agencies: Employment exchanges run by the Government are regarded as a good source of recruitment for unskilled, semi-skilled and skilled operative jobs. In some cases, compulsory notification of vacancies to the employment exchange is required by law. Thus, the employment exchanges bring the jobs givers in contact with the job seekers. However, in the technical and professional area, private agencies and professional bodies appear to be doing most of the work. Employment exchanges and

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selected private agencies provide a nation-wide service in attempting to match personnel demand and supply.

5. Management Consultants: Management consultancy firms help the organizations to recruit technical, professional and managerial personnel They specialise middle level and top level executive placements. They maintain data bank of persons with different qualifications and skills and even advertise the jobs on behalf their clients to recruit right type of personnel.

6. Educational Institutions or Campus Recruitment: Jobs in commerce and industry have become increasing technical and complex to the point where school and college degrees are widely required. Consequently big organizations maintain a close liaison with the universities, vocational institutes and management institutes for recruitment to various jobs. Recruitment from educational institutional is a well - established practice of thousand of business and other organizations.1t is also known as campus recruitment. Reputed industrial houses which require management trainees send their officials to campuses of various management institutes for picking up talented candidates doing MBA.

7. Recommendation: Applicants introduced by friends and relatives may prove to be a good source of recruitment. In fact, many employers prefer to take such persons because something about their background is known. When a present-employee or a business friend recommends someone for a job, a type of preliminary screening is done and the person is placed on a job.

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8. Labour Contractors: Labour contractors are an important source of recruitment in some industries in India. Workers are recruited through labour contractors who are themselves employees of the organization. The disadvantage of this system is that if the contractor leaves the organization , all the workers ,employed through him will also leave That is why this source of labour is not preferred by many businesses, organizations. Recruitment through labour contractors has been banned for the public sector units. 9. Telecasting: The practice of telecasting of vacant posts over T.V. is gaining importance these days. Special programmes like ‗Job Watch‘, ‗Youth Pulse‘, Employment News‘, etc, over the T.V have become quite popular in recruitment for various types of jobs. The detailed requirements of the job and the qualities required to do it are publicized along with the profile of the organization where vacancy exists. The use of T.V. as a source of recruitment is less as compared to other sources. 10. Raiding : Raiding is a technical term used when employees working elsewhere are attracted to join organizations. The organizations are always on the lookout for qualified professionals, and are willing to offer them a better deal if they make the switch. There are always some employees who are professionally very competent, but dissatisfied with something or the other in the organization. They form the ‗easy‘ group to attract. The other group is formed of those who are equally competent but are quite satisfied with their present position. To attract them, the organization has to offer a very lucrative package of perquisites. Whatever may be the means used to attract, often it is seen as an unethical practice and not openly talked about.

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1.1 HISTORY OF RECUITMENT

There are lots of jobs to fill; not enough candidates, and many are poorly qualified; arcane laws around hiring; and fierce competition for talent. Sound familiar? You could be a recruiter for the Roman army in the 4th century B.C.

In the collections of the British Museum, there is a decree signed by Julius Caesar in 55 B.C., promising a reward of 300 sestertii to any soldier who brought another to join the Roman army. This is the first known example of an employee-referral program. And, it’s a generous one at that: The amount represented a third of a soldier’s annual pay. It reflected how serious the Romans were about finding soldiers. They had the first known recruiters and faced many of the same challenges we have today.

Keeping this huge organization staffed up was no small task, since wars were common, turnover was high, and there was a constant need for soldiers and other personnel. In addition to soldiers, the army needed engineers, medical staff, surveyors, carpenters, veterinaries, hunters, and armorers, even soothsayers. As a consequence, the Romans created many of the practices we have today to get the best talent.

Finding soldiers was no easy task, as the Romans had high standards, were saddled with many arcane requirements in hiring, and had plenty of competition for talent. Anyone joining the army had to be a Roman citizen; capable of marching 18 miles while wearing the full uniform, armor, and weapons; and carry 60 pounds of supplies. Despite good pay and bonuses, the somewhat hazardous work environment meant that people did not flock to the army. So, sourcers traveled the length and breadth of the Empire to find suitable candidates.

But laws imposed by the Roman Senate made this task more complicated. A citizen could not just be hired into any position. Roman society was divided into five classes that determined
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where one could work in the army. The most wealthy, the first class, were the most heavily armed and were equipped with helmets and armor. They carried spears and swords. The lower classes bore lesser armament and weaponry; the fifth class carried no armor at all and was solely armed with slings. Needless to say, they didn’t see much action and their accomplishments were not the stuff of legends. They did perform the vital service of digging latrines, but that didn’t usually lead to being covered in glory. Something else maybe, but definitely not glory.

For a long time, all hiring for the army was directed from Rome at the direction of the Consul or leader of the Senate. Provincial governors and commanders in the field had no authority to recruit anyone. That changed around 50 B.C., when they were allowed to hire locally. Giving the “hiring managers” the authority to pick their own employees made recruitment faster and more efficient, and also made them more responsible for their own successes or failures. Loyalty of the soldiery was transferred from Rome itself to its commanders, the men who could provide them with the loot. This made the army more effective, since the soldiers had been chosen for the tasks their commanders were entrusted with and without regard to consideration for rules imposed by bureaucrats in Rome.

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1.2 RECRUITMENT NEEDS ARE OF THREE TYPES

PLANNED i.e. the needs arising from changes in organization and retirement policy.

ANTICIPATED Anticipated needs are those movements in personnel, which an organization can predict by studying trends in internal and external environment.

EXPECTED Resignation, deaths, accidents, illness give rise to unexpected needs.

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Need for recruitment:

The need for recruitment may be due to the following reasons / situation: a) Vacancies due to promotions, transfer, retirement, termination, permanent disability, death and labour turnover. b) Creation of new vacancies due to the growth, expansion and diversification of business activities of an enterprise. In addition, new vacancies are possible due to job specification.

1.3 Purpose 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. 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.
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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 of 2 types
1. Internal Recruitment - is a recruitment which takes place within the concern or organization. Internal sources of recruitment are readily available to an organization. Internal sources are primarily three - Transfers, promotions and Re-employment of ex-employees. Re-employment of ex-employees is one of the internal sources of recruitment in which employees can be invited and appointed to fill vacancies in the concern. There are situations when ex-employees provide unsolicited applications also. Internal recruitment may lead to increase in employee’s productivity as their motivation level increases. It also saves time, money and efforts. But a drawback of internal recruitment is that it refrains the organization from new blood. Also, not all the manpower requirements can be met through internal recruitment. Hiring from outside has to be done.

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Internal sources are primarily 3

a. Transfers b. Promotions (through Internal Job Postings) and c. Re-employment of ex-employees - Re-employment of ex-employees is one of the internal sources of recruitment in which employees can be invited and appointed to fill vacancies in the concern. There are situations when ex-employees provide unsolicited applications also.

2. External Recruitment - External sources of recruitment have to be solicited from outside the organization. External sources are external to a concern. But it involves lot of time and money. The external sources of recruitment include - Employment at factory gate, advertisements, employment exchanges, employment agencies, educational institutes, labor contractors, recommendations etc.

a. Employment at Factory Level - This a source of external recruitment in which the applications for vacancies are presented on bulletin boards outside the Factory or at the Gate. This kind of recruitment is applicable generally where factory workers are to be appointed. There are people who keep on soliciting jobs from one place to another. These applicants are called as unsolicited applicants. These types of workers apply on their own for their job. For this kind of recruitment workers have a tendency to shift from one factory to another and therefore they are called as “badli” workers.

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b. Advertisement - It is an external source which has got an important place in recruitment procedure. The biggest advantage of advertisement is that it covers a wide area of market and scattered applicants can get information from advertisements. Medium used is Newspapers and Television. c. Employment Exchanges - There are certain Employment exchanges which are run by government. Most of the government undertakings and concerns employ people through such exchanges. Now-a-days recruitment in government agencies has become compulsory through employment exchange. d. Employment Agencies - There are certain professional organizations which look towards recruitment and employment of people, i.e. these private agencies run by private individuals supply required manpower to needy concerns. e. Educational Institutions - There are certain professional Institutions which serves as an external source for recruiting fresh graduates from these institutes. This kind of recruitment done through such educational institutions, is called as Campus Recruitment. They have special recruitment cells which helps in providing jobs to fresh candidates. f. Recommendations - There are certain people who have experience in a particular area. They enjoy goodwill and a stand in the company. There are certain vacancies which are filled by recommendations of such people. The biggest drawback of this source is that the company has to rely totally on such people which can later on prove to be inefficient. g. Labor Contractors - These are the specialist people who supply manpower to the Factory or Manufacturing plants. Through these contractors, workers are appointed on contract basis, i.e. for a particular time period. Under conditions

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when these contractors leave the organization, such people who are appointed have to also leave the concern.

1.5 Sources of Recruitment
SOURCES OF MANAGERIAL RECRUITMENT

INTERNAL SOURCES EXTERNAL SOURCES 1) Promotion 2) Transfers 3) Internal notification (Advertisement) 4) Retirement transfer From one enterprise to another 5) Recall 6) Former employees 7) Miscellaneous external sources 5) Management training schemes 6) Walk-ins, write-ins, talk-ins 1) Campus recruitment 2) Press advertisement 3) Management consultancy service & private employment exchanges 4) Deputation of personnel or

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Internal Recruitment Pros and Cons:
The Internal Recruitment can build a strong loyalty with the organization as the employees have a chance to change their position after a period of time. The employees are not pressed to look for opportunities on the external job market. The Internal Recruitment can be cheaper for the organization and can save the costs dedicated to the training and induction of new employees. Also, as the candidate knows the organization, the possibility of the failure is not a significant issue to the organization. The Internal Recruitment needs strong management from the HRM Function, which can lead to the conflicts and the HRM Function has to have a position to be able to act as a strong facilitator in the conflict resolution. The Internal Recruitment can lead to huge issues when the candidates come from one department. The managers have to have the right to protect their own interests in the organization as they are responsible for the smooth operation. The Internal Recruitment does not bring new skills and competencies to the organization and organization with an intensive usage of the internal recruitment can suffer from the fresh blood.

External Recruitment Pros and Cons: The External Recruitment brings new people to the organization, which can be a huge benefit for the organization. The External Recruitment allows the organization to define the right requirements and the organization can select the candidate, which suits the organization best. The external recruitment can be in many situations quicker solutions, mainly in the situation, when the job market is full of potential job candidates.

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The external recruitment and proper campaign increase the popularity of the organization on the job market, which helps to improve the position for further expansion. On the other hand, the external recruitment is expensive and takes a lot of energy from the HRM Function to handle all the job candidates in the selection process.

EVALUATION OF ALTERNATIVE SOURCES
A company cannot fill all its vacancies from one single source. It must carefully combine some of these sources, weighing their cost and flexibility, the quality of men they supply, and their effect on the present work force. Following are some of the measures which can be used to assess how good or how poor various sources have proved to be: 1. Timelag between Requisition and Placement: The basic statistics needed to estimate the time lag are the time-lapse data. To take an example, a company„s past experience may show that the average number of days from application to interview is 15 from interview to offer is 5, from offer to acceptance is 7 and from acceptance to report for work is 21. Therefore, if the company begins its recruitment and selection process today, the best estimate is that it will be 48 days before the new employee is added to the payroll. With this information, the ‗length„ of the pipe-line for alternative sources of recruitment can be described and suitable recruiting sources chosen.

2. Yield Ratios: These ratios tell us about the number of leads/contacts needed to generate a -given number of hires in a given time. To take an example, suppose a company is contemplating expansion and needs 10 additional engineers in the next 6 months. On the basis of its past experience the company predicts as under: We must extend offers to 2 candidates to gain one acceptance. If we need 10 engineers we will have to extend 20 offers. Further, if the interview -to-offer ratio has been 3 : 2 then 30 interviews must be conducted and since the invitees to interview ratio is 4: 3 then as
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many as 40 candidates must be invited. Finally, if contacts or leads required to find suitable candidates to invite are in 6 : 1 proportions then 240 contacts be made.

3. Employee Attitude Studies: These studies try to discover the reactions of present employees to both external and internal sources of recruitment.

4. Correlation Studies: These studies tell us about the extent of correlation which, exists between different sources of recruitment and factors of success on the job.

Selection : To select means to choose. Selection is a part of the recruitment function. It is the process of choosing people by obtaining and assessing information about the applicants (age, qualification, experience and qualities) with a view of matching these with the job requirements and picking up the most suitable candidates. The choices are made by elimination of the unsuitable at successive stages of the selection process.

Purpose of Selection The purpose of selection is to pick up the most suitable persons who would match the requirements of the job and the organization. The emphasis in selection is, therefore, on the optimal match between the person and the job. Now the question arises as to which is the dependent variable? Person or job. Some organizations emphasize on selecting the Right Person for the Right Job. Here the Job is usually considered constant (through Jobs and Job context do undergo changes over time) and the person is sought to be fitted into the job. Creative and innovative organizations, instead, seek to find the Right Job for Right Person. A secondary objective in selection could be to choose the best person available. However, there could be a real problem with such an objective if the Job is not appropriate for the person concerned. It may become difficult for organizations to retain their best people in

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jobs that do not offer opportunities for them to harness their potential; instead they may lead to problems of monotony, boredom and frustration among Individuals and increased and increased turnover of staff for the organization.

Criteria of Selection Selection decisions are usually based on how an applicant is rated (rather, predicted) in terms of the likelihood of success on the job. The information used found in the application blanks, performance in one or more tests and the interview(s). The criteria of selection needs to be critical to the job. The key job dimensions identified in job analysis and job description provide the basis for determining relevant criteria. Frequently educational qualifications, technical skills and achievements are used as the basis for selection. But is there a statistical relationship between such requirements and job performance? It appears that certain job requirements can be measured more easily and accurately than certain others. The core job skills like sensory motor‘ skills and manipulative skills and achievement can be measured relatively more accurately than one‘s aptitude, interest and personality traits. Integrity loyalty,

initiative/drive/resourcefulness and intelligence/mental alertness are the key attributes influencing the selection of managerial employees. All these attributes being subjective are hard to assess accurately, yet are widely attempted. Perhaps it is so because managements and employers in India have relatively less pressure to defend the criteria.

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CHAPTER 2 Introduction of INFOSYS
Infosys was started in 1981 by seven people with US$ 250. Today, we are a global leader in consulting, technology and outsourcing with revenues of US$ 7.075 billion (LTM Q1 FY13). Many of the world’s most successful organizations rely on Infosys to deliver measurable business value. Infosys provides business consulting, technology, engineering and outsourcing services to help clients in over 30 countries build tomorrow’s enterprise. Our award-winning Infosys Labs and its breakthrough intellectual property can be leveraged as a co-creation engine to accelerate innovation across the enterprise. Infosys pioneered the Global Delivery Model (GDM), based on the principle of taking work to the location where the best talent is available, where it makes the best economic sense, with the least amount of acceptable risk. Continued leadership around GDM enables Infosys to drive extraordinary efficiencies and free up clients’ resources for strategic transformation or innovation initiatives. Infosys has a global footprint with 68 offices and 70 development centers in US, India, China, Australia, Japan, Middle East, UK, Germany, France, Switzerland, Netherlands, Poland, Canada and many other countries. Infosys and its subsidiaries have 151,151 employees as on June 30, 2012. Infosys takes pride in building strategic long-term client relationships. 99.1% of our revenues come from existing customers (Q1 FY 13). Infosys gives back to the community through the Infosys Foundation that funds learning and education.

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History
Established in 1981, Infosys is a NASDAQ listed global consulting and IT services company with more than 151,000 employees. From a capital of US$ 250, we have grown to become a US$ 7.075 billion (LTM Q1 FY13 revenues) company with a market capitalization of approximately US$ 26 billion. Over the years, we have catalyzed some of the major changes that have led to India's emergence as the global destination for software services talent. We pioneered the Global Delivery Model and became the first IT company from India to be listed on NASDAQ. Our employee stock options program created some of India's first salaried millionaires. Infosys Technologies is one of the few Indian companies that has changed the way the world looks at India. No longer is India a land of snake charmers and beggars. It is now perceived as an economic

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giant to reckon with, bursting with brilliant software engineers and ambitious entrepreneurs. And Infosys is an symbol of India's information technology glory. Infosys has many firsts to its name: The first Indian firm to list on Nasdaq; the first to offer stock options to its employees. . . The company crossed $1 billion in revenues for the first time in 2004. TCS, however, was the first Indian IT firm to top $1-bn in revenues. Infosys is an organization that inspires awe and respect, globally. The idea of Infosys was born on a morning in January 1981. That fateful day, N R Narayana Murthy and six software engineers sat in his apartment debating how they could create a company to write software codes. Six months later, Infosys was registered as a private limited company on July 2, 1981. Infosys co-founder N S Raghavan's house in Matunga, northcentral Mumbai, was its registered office. It was then known as Infosys Consultants Pvt Ltd.

What was the company's starting capital? US $250. Murthy borrowed $250 from his wife Sudha to start the company. The front room of Murthy's home was Infosys' first office, although the registered office was Raghavan's home. Who were Murthy's six friends who joined hands to launch Infosys? Nandan Nilekani, N S Raghavan, S Gopalakrishnan, S D Shibulal, K Dinesh and Ashok Arora. Are all of them still the founding directors? Murthy is currently chief mentor and chairman while Nilekani is the chief executive officer and managing director. Gopalakrishnan, Shibulal and Dinesh are directors. Raghavan retired as joint managing director in 2000. He is currently the chairman of the advisory council of the N S Raghavan Centre for Entrepreneurial Learning at the Indian Institute of Management, Bangalore. Ashok Arora worked for the company till 1988 and left after selling his shares in
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the then unlisted company back to the other promoters. He moved to the United States where he now works as a consultant.

Milestones 2012

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  

Forbes ranks Infosys among the world's most innovative companies Infosys among top 25 performers in Caring for Climate Initiative Infosys crosses the US$ 7 billion revenue mark 2011

 

N. R. Narayana Murthy hands over chairmanship to K V Kamath Infosys crosses US$ 6 billion revenue mark, employee strength grows to over 130,000 2010

Infosys crosses the US$ 5 billion revenue mark

Awards and Recognitions
Infosys ranked among the most innovative companies in a Forbes survey, leading technology companies in a report by The Boston Consulting Group and top ten green companies in Newsweek's Green Rankings.

Infosys was voted India's most admired company in The Wall Street Journal Asia 200 every year since 2000. The corporate governance practices were recognized by The Asset Platinum award and the IR Global Rankings

Infosys was also ranked as the 15th most trusted brand in India by The Brand Trust Report

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2.1 Recruitment process of INFOSYS
If we see the steps follow by the INFOSYS during selection process then it is found that the selection steps are as below shown by the diagram –

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Regarding Filling the Application Form:

They will ask to Fill an Application Form before the commencement of the Examination which consists of 4 pages and regarding our personal details, like

- Date, Place of Birth - Blood Group - Allergies - Last Major illness / Surgery with specific date - Eye Vision - Parent's Details - Passport Details (If not having, no problem) - Educational Details along with % (from SSC to PG) - Languages Known - Previous Working Details (If Experienced) - Two Reference's Addresses & Details like Email, Ph no. (can give our HOD's or lecturers Details) for the Verification purpose - Two Infosys employees details (if known anybody) - Whether appeared for Infosys or Progeon (Sister concern of Infosys) previously - Educational Achievements like Scholarships, prizes - Extra currical Activities & Achievements - Etc., and some more details I think so.

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Regarding the Exam Pattern:
The Exam is for 1 1/2 Hours, in which 1 Hour is given for 10 Puzzles to solve, and the Remaining 1/2 an Hour is given to answer 45 Simple English Grammar Questions. In English It'll be Quite Easy questions.

Regarding Puzzles & English: The Puzzles is of 50 Marks, and one have to score above 35 to get qualified in the test. They will take the Puzzles Question Paper after the completion of 1 Hour. So, if there are any unsolved puzzles, you can note them in the rough paper which they will give you to make the rough work, and can try to solve them during the English Section. Sometimes, they are asking two essays and asking to write an essay among them.

If you got selected in the written test, then that's all. You can be confirmed that you got selected for Infosys. 99% of the people got selected in the written test got selected in the Interviews also. The remaining 1% those who not selected are because of their communication skills.

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Regarding Interview:
The Interview is of Purely HR Based. There will be Two Persons. One Younger and One Elder. Younger One make to keep us cool, where as Elder one fire the Questions on us, that too HR Questions.

The Questions are as Follows: Tell me about yourself? What are Ur Strengths and Weakness? Explain Ur Project in Clay men Words and Do U tested it or not why do you want to join in Infosys? What does u know about us? Why should we hire you? What can u do for us if you are selected? What are your strengths and Weakness? What's the time you faced a lot of trouble in your life and how you solved it? And some more questions like this, And questions based on your Interests and Hobbies. They stress mainly on your hobbies, so be careful in answering to those questions.

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2.2 : A NEW STRATEGY OF INFOSYS
(60-Second Guide to Hiring the Right People)

0:60 Define the Duties: To find promising employees, you must first determine what you want them to do. Carefully consider all direct and associated responsibilities and incorporate them into a written job description. Be careful with general titles such as typist or sales clerk, as they have different meanings to different people.

0:49 What it Takes to do them: Fulfilling these responsibilities will require some level of skill and experience, even if it is an entry-level position. Be reasonable about your expectations. Setting the bar too high may limit your available talent pool; setting it too low risks a flood of applications from those unqualified for the job.

0:37 Make it Worth their While: Likewise, you don’t want to be overly generous or restrictive about compensation. State and local chambers of commerce, employment bureaus and professional associations can help you determine appropriate wages and benefits. Scanning descriptions of comparable jobs in the classified ads and other employment publications will also provide clues about prevailing wage rates.

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0:38 Spread the Word: How you advertise your job opening depends on who you want to attract. Some positions are as easy to promote as posting a “help wanted” sign in your store window or placing an ad in your local newspaper. For jobs requiring more specialized skills, consider targeted channels such as trade magazines, on-line job banks and employment agencies (though these may require a fee). And don’t overlook sources such as friends, neighbours, supplier’s customers and present employees.

0:25 Talk it Over: Because you have clearly defined the role and requirements, you should have little difficulty identifying candidates for interviews. Make sure you schedule them when you have ample time to review the resume, prepare your questions and give the candidate your undivided attention. After the interview, jot down any impressions or key points while they’re still fresh in your mind. This will be a valuable reference when it’s time to make a decision.

0:12 Follow-up on Interviews: You want to believe your candidates are being honest, but never assume. Contact references to make sure you’re getting the facts or to clear up any uncertainties. Professional background checks are a wise investment for highly sensitive positions, or those that involve handling substantial amounts of money and valuables.

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0:03 you’ve Found them; now keep them: Now that you’ve hired ideal employees, make sure they stay with you by providing training and professional development opportunities. The small business experts at SCORE can help you craft human resource policies and incentive plans that will ensure your company remains the small business employer of choice.

2.3 REASONS FOR REJECTION IN THE INTERVIEW (INFOSYS)
1. Poor attitude. Many candidates come across as arrogant. While employers can afford to be self-centred, candidates cannot. 2. Appearance. Many candidates do not consider their appearance as much as they should. First impressions are quickly made in the first three to five minutes. (For details regarding Appearance, refer to the message 'Interview Etiquette' which I had posted earlier in "CHETANA-JOBS" group). 3. Lack of research. It's obvious when candidates haven't learned about the job, company or industry prior to the interview. Visit the library or use the Internet to research the company, then talk with friends, peers and other professionals about the opportunity before each meeting. 4. Not having questions to ask. Asking questions shows your interest in the company and the position. Prepare a list of intelligent questions in advance. 5. Not readily knowing the answers to interviewers' questions. Anticipate and rehearse
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answers to tough questions about your background, such as recent termination or an employment gap. Practicing with your spouse or a friend before the interview will help you to frame intelligent responses. 6. Relying too much on resumes. Employees hire people, not paper. Although a resume can list qualifications and skills, it's the interview dialogue that will portray you as a committed, responsive team player. 7. Too much humility. Being conditioned not to brag, candidates are sometimes reluctant to describe their accomplishments. Explaining how you reach difficult or impressive goals helps portray you as a committed, responsive team player. 8. Not relating skills to employers' needs. A list of sterling accomplishments means little if you can't relate them to a company's requirements. Reiterate your skills and convince the employer that you can "do the same for them". 9. Handling salary issues ineptly. Candidates often ask about salary and benefit packages too early. If they believe an employer is interested, they may demand inappropriate amounts and price themselves out of the jobs. Candidates who ask for too little undervalue themselves or appear desperate. 10. Lack of career direction. Job hunters who aren't clear about their career goals often can't spot or commit to appropriate opportunities. Not knowing what you want wastes everybody's time. 11. Job shopping. Some applicants, particularly those in certain high-tech, sales and marketing fields, will admit they're just "shopping" for opportunities and have little intention of changing jobs. This wastes time and leaves a bad impression with employers they may need to contact in the future.

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2.4 Sample set of INFOSYS PAPER ON 19th AUGUST 2006
1) In a game of cricket Azahar scored 28 less than dravid and sachin scored 72 more than Azahar.the total runs made by Azahar and robin are 94.robin scored 26 more than Jadeja, Dravid scored 26 more than robin. What is the score? Make some equations ..based on the above data’s n solve it…it’s an easy one..

2) Reema and Mona went to shopping, they had spent half of the money plus Rs.2 in butcher shop, then they had gone to xxx spent half of the remaining +Rs.5.then they went to bakery and spent half of the remaining amount. Finally Rs.5 was left with them. How many rupees did they carry.

3) Two train starts from two town for each hour. it takes 5hours to reach other town. how many trains does the train come across.

4) XYZ +AB __________ CDEF

and

XYZ -AB _______________ BGA

Then find the value of X,Y,Z ,G

5) There are five persons in an office in the post of buyer, clerk, floorwalker, manager, and cashier. Allen, Benett, Clark, Ewinger, Davis holds the post. 1. Among the 5 two have their lunch time from 11:30- 12:30 and the rest have it in 12:30 1:30 2. Mrs Allen and Mrs Benett are sisters. 3. Cashier and floorwalker share their lunch among themselves.

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4. Cashier and clerk share Bachelors rooms. 5. Davis and Ewinger doesn't face each other from the day Davis reported Ewinger to the Manager when he returned from lunch and found out that Ewinger has already left for lunch before time.

6) A couple had triplets - Annie, Fannie and Danny. One of them broke a drum with flour in it and there were foot-prints all around the kitchen-floor. The parents could not tell to whom those footprints belonged coz all of them wore same shoes. Then they asked their children who did it. Annie said "I didn't do it". Fannie said "Danny did it". Danny said "Fannie is lying". Only one of them spoke truth while the other 2 were lying. Whose the culprit?

7) a )1,2,3,5,16,_____? b) 1,2,3,8,--?,224

8) A man starts from XYZ city and drives a constant speed. After some time he sees a milestone with two digits written on it. after he drives for an hour, he sees another milestone with the same digits, but in reversed order. After another hour of journey, he sees another milestone with original digits but with a zero between them. What was the speed of his car if milestones show kilometers?

9) A man asked a taxi driver his number to which he replied: If you divide my taxi no with 2,3,4,5 or 6, it leaves a remainder 1, but it is completely divisible by 11. And there’s no other taxi driver in the city having a smaller number than my taxi who can say the same. What was his taxi no??

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10) There were less than 500 students in a school. one-third of the number of students in the school was a whole number and so were one-fourth , one-fifth and one-seventh of students in the school. What's the total no of students in the school? English section was there And then Interview.

CONCLUSION:

In business and in the labour market, organizations and individuals are coming to terms with a new set of sweeping changes across society, from mass migration and global competition to the rise of new technology. These changes are altering the demands that are made on organizations, the opportunities open to people and the nature of the workforce itself. And politically, both the left and the right in India are adjusting to a new era in which a market economy has become part of the mainstream, but the answer to what kind of market economy remains both contested and uncertain. Huge questions remain as to how to ensure that markets are fair and efficient, that people are best equipped to thrive within them and that as a society we are able to identify social challenges that will never be addressed through the market alone - however well it functions.

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BIBLIOGRAPHY

SEE: http://www.citehr.com/118434-amazing-infosys-story-how-infosysborn.html#ixzz27agkRJFZOn July 2, Infosys completed 25 years in existence.

SEE: http://www.citehr.com/118434-amazing-infosys-story-how-infosysborn.html#ixzz27aggsLzg
Berry, John W. “Addressing the Recruitment and Diversity Crisis.” American Libraries, 33:2 (2002), 7. Chmelir, Lynn. “Got a Secret? Pass It on…Recruiting New Librarians.” College and Research Libraries News, 64:6 (2003): 395-7. Council for Aid to Education, and Commission on National Investment in Higher Education. Breaking the Social Contract: The Fiscal Crisis in Higher Education. Council for Aid to Education, 1997. Crowley, Bill. "Just another Field?" Library Journal, 129:18 (2004), 44-6. Dorner, Lisa. “Starting all Over again? You Must Be an English Graduate!” The Journal of the Midwest Modern Language Association, 27:1 (1994).117-9. Fennewald, Joseph and John Stachacz. “Recruiting Students to Careers in Academic Libraries: One Chapter‟s Approach.” College & Research Libraries News, 66:2 (Feb. 2005), 120-122. Harralson, David M. “Recruitment in Academic Libraries: Library Literature in the 90s.” College and Undergraduate Libraries, 8:1 (2001), 41-74. Herrera, Luis. "More Action Figures Wanted." Public Libraries, 43:3 (2004), 139. Hewitt, Joe A., Barbara B. Moran, and Mari E. Marsh. “Finding our Replacements: One Institution‟s Approach to Recruiting Academic Librarians.” Portal, 3:2 (2003), 179-89. Hisle, W. Lee. “Top Issues Facing Academic Libraries.” College & Research Libraries News, 63:10 (2002), 714. Huber, Bettina J. “Recent Trends in the Modern Language Job Market.” Profession (1994), 87-105.

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Kaufman, Paula T. “Where Do the Next 'We' Come from? Recruiting, Retaining, and Developing Our Successors.” ARL, 221 (2002), 1-5.

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