This action might not be possible to undo. Are you sure you want to continue?
Award of the Degree of
POST GRADUATE DIPLOMA IN MANAGEMENT
M.S.RAMAIAH MANAGEMENT INSTITUTE
Under the guidance of Prof. ARAVINDA REDDY
M.S.RAMAIAH MANAGEMENT INSTITUTENEW BEL ROAD, BANGALORE-560054
I hereby declare that the Project Report conducted at Mahindra Satyam, BANGALORE, Under the guidance of Prof Aravinda Reddy Submitted in Partial fulfillment of the requirements for the Degree of POST GRADUATE DIPLOMA IN MANAGEMENT TO M.S.RAMAIAH MANAGEMENT INSTITUTE is my original work and the same has not been submitted for the award of any other Degree/Diploma/Fellowship or other similar titles or prizes
Place: Bangalore Date:
P.Sandhya Lakshmi 112207
This is to certify that the Project Report titled Effectiveness of Recruitment at Mahindra Satyam Submitted in partial fulfillment of the requirements for the award of the degree of
POST GRADUATE DIPLOMA IN MANAGEMENT TO M.S.RAMAIAH MANAGEMENT INSTITUTE Is a record of bonafide Training carried out by
P.Sandhya Lakshmi under my supervision and guidance and that no part of this report has been submitted for the award of any other degree/diploma/fellowship or similar titles or prizes.
FACULTY GUIDE Signature:
Seal of MSRMI
. I wish to acknowledge my sincere gratitude and indebtedness to my project guide.. 4 .....Narayanan….& Programme Head Dr.Aravinda Reddy..Swaminathan Murthy.Dr. & Academic Head V.Savitha Rani………… for inspiring me to take up this project. STUDENT NAME .. Bangalore for his valuable guidance and constructive suggestions in the preparation of project report.S.ACKNOWLEDGEMENT I extend my special gratitude to our beloved Dean Shri .. RAMAIAH MANAGEMENTINSTITUTE.of M.
.5 Recommendations……………………………………...23 2.. Company Analysis 2.3 Porters Five Forces Model …………………………...26 2.9 Organizational Hierarchy……………………….1 Introduction……………….……………..... Industry Analysis 1..7 2....54 4.4 Findings and conclusions…………………………...6 Finance……………………………………….27 3.5 Compititors……………………………………………...1 Roles and Responsibilities…………………………..4 Customers…………………………………………...22 2..13 2.....3 2.2 1...1 About Mahindra Satyam……………………………….....8 Operations…………………………………….43 4.TABLE OF CONTENTS 1....41 4.57 Bibliography Annexure 5 ....45 4...………………………. Analysis of Task/Research Undertaken 4.6 2.. Discussion on Training 3....2 Research Design…………………………………….3 Analysis and Interpretation………………………..2 Origin and Growth of the company……...44 4...3 Marketing………………………………………………....2 Products And Services Offered ……………………….2 Description of Tasks Handled………………………..18 2....30 3.15 2.…………19 2.29 3.…1 1.7 Human Resources………………………………..………..10 Swot Analysis………………………………….3 Contribution to the organization…………………….1 Introduction and Background……………………..........
CHAPTER 1 INDUSTRY ANALYSIS 6 .
Leveraging deep industry and functional expertise.4 billion Mahindra Group. Canada. Development and delivery centers in the US. The Group‘s interests span automotive products. business process quality. among other capabilities. operations management. including several Fortune 500 companies. business intelligence. trust and respect Professionalism: We impart freedom and the opportunity to excel and to grow. China. courteously and effectively Good Corporate Citizenship: We seek long-term success for all stakeholders without compromising on ethics or transparency Individual Dignity: We value the individual. uphold the right to express disagreement. components. India. a leading information. Do it ―First Time Right‖ 7 . client relationship management. Egypt. and respect the time and efforts of others. demanding performance Quality focus: We make quality a value driver in our work. Nurture fairness.INTRODUCTION: Mahindra Satyam (OTC: SAYCY). Singapore and Australia serve numerous clients. Powered by a pool of talented IT and consulting professionals across enterprise solutions. hospitality. leading technology practices and a global delivery model. information technology. Our Vision: ―To be the world‘s most valued ‗ICT‘ Company Our Values‖ Customer First: We respond to customers speedily. engineering solutions. our products and our interactions. UAE. Brazil. communications and technology ICT) company providing top-class business consulting. Malaysia. the UK. product lifecycle management. logistics.1. digital convergence. real estate and retail. aviation. farm equipment. information technology and communication services. and infrastructure management services.1. financial services. Hungary. enable companies achieve their business goals and transformation objectives. support innovation and well-reasoned risk taking. a global industrial federation of companies and one of the top 10 business houses based in India. Part of the $14.
is an Indian IT services company based in Hyderabad. The company offers consulting and information technology (IT) services spanning various sectors. the National Stock Exchange (India) and Bombay Stock Exchange (India). the company unveiled its new brand identity ―Mahindra Satyam‖ subsequent to its takeover by the Mahindra Group‘s IT arm. Tech Mahindra on April 13. India. In June 2009.2 GROWTH OF THE COMPANY: Mahindra Satyam formerly Satyam Computer Services.1. It was founded in 1987 by B Ramalinga Raju. and is listed on the Pink Sheets. 2009 8 . Mahindra Satyam is a part of the Mahindra Group which is one of the top 10 industrial firms based in India.
attempts to recognize changes in the marketplace first. Fragmentation still exists. Large firms often take the approach of offering specialty services on a large scale. serves as a generalist who can deliver strategy through implementation services on a high level. Mahindra Satyam. places heavy emphasis on technology. gaining a foothold before other large competitors can do so. better talent. Laggards are forced to distinguish themselves by offering a lower price point. My firm. Innovative structures. where Mahindra Satyam is one of the world's largest provider of consulting services. Accenture. as the demand of consulting needs far outpaces the ability of even the largest firms to dominate. while charging higher prices. However. Finally. However. The cost of services is fairly range bound. boutique firms may utilize pricing power or a more personal approach to generate profits. such as office ―hoteling‖ has led this effort. Rivals looking to increase market share are often forced to take on competitors at their own game. reducing unit cost. These firms. they acquired firms in order to better compete. for example. McKinsey is recognized as a best in field strategy firm. however. with firms holding great eminence in their field holding a marked advantage in terms of retaining and building clientele. For example. While the consulting marketplace is well-established. such as those described above.Fig:1 History of company(source secondary data) 1. Mahindra Satyam. the basis for rivalry is similar across the board. or a better strategy geared towards the individual customer.3 PORTERS FIVE FORCES MODEL In the management consulting field. On the other hand. but several barriers to success. Novel ideas. Mahindra Satyam was able to create differentiation by being a one-stop shop for all consulting needs. the environment is competitive. it is far from recognizing market saturation. yet is large enough for various players to enter and compete. are important in an industry where there are few barriers to entry. set up barriers through knowledge and client relationships that new entrants are unlikely able to 9 . The biggest barriers tend to be the ability to compete with top-tier firms. rather than differentiating themselves with unique knowledge. In areas where they did not have good market penetration. the ability to do this effectively depends on many factors. firms such as Mahindra Satyam have achieved economies of scale as evidenced by high margins and low overhead.
and its competitors. 10 . Mahindra Satyam has continually attempted to balance the work-life ratio in order to keep employees from moving on. but with various companies. As a result. Even the most seasoned consultants. This is a substitute that saves them costs. new entrants are forced to grow by taking on smaller customers. in this field. At Mahindra Satyam. Figure 2:porters fiveforce model One of the biggest downsides to being able to continually compete is the loss of talent. industry knowledge is the biggest commodity. is of the utmost importance. but rather their breadth of past clients. Reputation. These consultants often gain a reputation closely linked with their firm. Mahindra Satyam. As a result. companies will hire consultants.duplicate. This forces consulting firms to continually hire and develop new talent to offset this trend. must compete not only within themselves for hiring new talent (such as MBAs). Conversely. firms such as Mahindra Satyam are often able to increase revenues not through how they can impact a specific client. creating their own firm. as well. it is rare that a practitioner will move to a different firm. as they can garner similar expertise without the price mark-up. It is difficult to retain these individuals for the life of their career. will lack the resources and proprietary information that large firms have built up over many years with a diverse clientele. A challenge to retaining talent is the long hours and travel often required of consultants. While costs need not be high to enter the consulting field. The very reputation of the firm that builds clientele trickles down to the consultants. It is far more likely that they leave to take a position with a former client.
The goal of consulting firms is to always stay at least one step ahead of industry. as their expertise is needed more than ever (a low-overhead structure employed by firms such as Mahindra Satyam is helpful.Due to these attempts to obtain their own talent to improve company strategy. buyer bargaining power remains relatively high. Accenture. Established consulting firms have a unique place in the market. First. as well). but to gain buy-in in order to retain top individuals. During the downturn. the requirement for government to be more efficient and produce clean balance sheets. as discussed earlier. there are always means by which an established firm can continue to improve its place within the market. Firms such as Mahindra Satyam place a large emphasis on training. retaining this talent can be an uphill battle. was able to fend off the negative effects of the recession (at least compared to many other publicly traded companies) by serving large corporations. However. Supply for new talent is rarely short for these firms. Despite the ebbs and flows. This external factor. In addition. corporations are willing to spend more on these services in order to gain an edge. the federal government continued to spend large amounts of money on consulting. Boutique firms dedicated to smaller companies often did not have this luxury. Firms with good reputations have robust recruiting practices. The major suppliers are the consultants. for example. 11 . A large aspect to the extent whether consulting firms can continue to produce profits is based on a couple of factors. even in poor economic environments. During economic downturns. it was at this time that they needed consultants the most. While buyer bargaining power is complicated. As economies recover. was a boon to my firm. enabling them to obtain the best talent. the size of the client is vital. The goal is to not only create a better consultant. While these corporations had suffering earnings. they tend to fare better than other corporations. as are networking events and firm development. continuing education hours are required. The second aspect to staving off buyer bargaining power is the entrance to new industries. Mahindra Satyam‘s buyout of Bearing Point during this time proved that growth was possible. supplier bargaining power in this industry is easier to understand.
committed to best practices. The Company aims to enable global businesses become more effective through a combination of its IT. The Company understands that in order to realize this vision and become a global top-tier consulting and technology services company. The Board is responsible for setting the strategic objectives for the Management and ensuring that stakeholders‘ long-term interests are served. It is the intrinsic goodwill and respect that the company earns from the various stakeholders associated with the Company.PRODUCTS AND SERVICES OFFERED: 2.2. 12 . Associates. ABOUT THE COMPANY: Company‘s Philosophy Mahindra Satyam defines its stakeholders as its Customers. Investors and the Society at large. Communication and Engineering and BPO services – all tenets of sustainable ICT . it needs to achieve industry leading benchmarks in corporate governance. partnership-focused approach AS9100 certification Alliances and joint research and development initiatives with academia. We are powered by over 126.96.36.199. Mahindra Satyam‘sAerospace & Defense (A&D) Practice has dedicated COEs for customers. Value to the Company is not just shareholder value. We serve five of the top eight Aircraft manufacturers.Information.1Aerospace And Defence. Communication and Technology. At the core of the Company‘s philosophy lies its focus on customer centricity and the goal of ensuring stakeholder delight at all times through innovative solutions and services. The Management in turn is responsible for establishing and implementing policies. Msat work with leading Aerospace & Defense(A&D) companies and enable them to: Identify opportunities for growth Manage complexity Deliver innovative solutions that enhance and sustain Business value. procedures and systems to enhance the long-term value of the Company and delight all its stakeholders. thereby fulfilling the role of a responsible service provider. 2. delivery excellence and employee satisfaction.000 Associates who have rich domain and technical expertise in the Aerospace A flexible.
Financial Services and Insurance (BFSI) is one of the four strategic verticals of Mahindra Satyam (Msat).2 BANKING. Asset and Wealth Management (Bridge Strategy &Citisoft) Verticalized solutions. cards. Platform BPO.3 ENERGY AND UTILITIES. product partnerships and strategic investments (Dion Global. Pay-per-use) and Exploiting the convergence in the Information &Communication Technologies spectrum through an integrated approach to Networks. Our Healthcare and Life Sciences (HLS) Practice helps Leading pharmaceutical & medical devices companies. integration and maintenance of multi-vendor platforms and products 2. It has more than two decades of experience in offering IT Services and innovative solutions to different industry segments such as retail banking. investment banks and stock exchanges.4 LIFE SCIENCES & HEALTHCARE.1.1. asset and wealth management. High-end consulting capabilities in Banking. Analytics.1.5 IN THE HEALTHCARE AND LIFE SCIENCES(HLS) SPACE. 2. We have industry-specific alliances and partnerships with research institutions to provide best-in-class services to our customers.2. Customer) Innovative service delivery & pricing models (managed Services. lending & leasing. WE SERVE: Four of the Top 10 global pharmaceutical companies Two of the Top 10 medical device companies Three of the top five health insurers We help Healthcare and Life Sciences companies: Reduce the drug discovery and development cycle times 13 . Mobility. Cloud and Security called NMACS. healthcare providers and payer organizations achieve measureable results by addressing their unique business challenges. We have the right mix of solution architects. integrated IT & Operations. FINANCIAL SERVICES & INSURANCE Banking.1. Facility management solution for a non-profit Organization Our Energy and Utilities Practice serves five of the top 10 integrated companies spread across 10 countries. Outcome-based. IT strategists and techno-functional consultants well versed in implementation. 2.
6 MANUFACTURING. Mahindra Satyam acts as a catalyst in the successful transformation of chemical companies across segments such as basic chemicals. and Engage customers better to achieve a holistic transformation of their businesses 2. Government | NGO | IGO Central Banks Global Development Banks Higher Education 14 . We work as a strategic partner with leading automotive companies and enable them to Exploit growth in emerging markets Develop new models Revamp supply and distribution networks. Manage. streamline. Africa. We have dedicated service offerings with in-depth understanding of business processes and challenges in the following domains. We Serve three of the top five global chemical companies Have dedicated Offshore Development Centers (ODCs) for some of the customers Have proven expertise in turnkey project execution We serve eight of the top 10 OEMs and four of the top 10 global suppliers in the automotive industry.1. Americas. viz. We have made substantial investments to study these complex structures and regional frameworks. We have a special ‘region-wise‘ focus catering to the specific needs and demands of every region. CHEMICALS & AUTOMOTIVE.1.Middle East. ANZ and South Asia. specialty and fine chemicals.7 PUBLIC SERVICES & EDUCATION. and formulated chemicals. APAC. and integrate manufacturing and supply chain business processes within the organization Automate and streamline compliance requirements Improve ROI on marketing investments 2. Europe..
hospitality and Construction industries to improve their business competitiveness. The Practice. INFRASTRUCTURE Mahindra Satyam's Travel.1. Europe. is one of the fastest growing business units in the company. We have a strong presence across the Americas. Logistics & Infrastructure Practice is one of the fastest growing business units in the company. authorities.9 TRAVEL. this translates to high quality. For customers. consistent. Our customer-centric focus and customization of solutions make us stand out in the Retail and CPG space. Asia and Australia Our Retail Customer Footprint Two of the world‘s leading food and drug stores Two of the top three general retailers Our CPG Customer Footprint Two of the world‘s largest beverage companies Two of the world‘s largest confectioners Three of the world‘s leading personal care product companies Europe‘s largest frozen foods processor One of the world‘s largest food processors Our CPG Customer Footprint 2.8 RETAIL& CPG: Mahindra Satyam’s Retail and Consumer Packaged Goods (CPG) Practice servesover 20 of the Fortune 500 customers.2. challenges and strategic initiatives better.1. Logistics & Infrastructure Practice enables companies in the passenger. assessed at SEI-CMMI Level 5. freight. seamless and cost-effective IT services that give them an edge over the competition Our Travel. We work closely with customers to understand their strengths. 15 . TRANSPORT.
We offer full life cycle implementation for EDI systems and B2B transactions with post implementation support. Focused primarily on the telecommunications industry.2. Fabs and Foundries.2 ELECTRONIC DATA INTERCHANGE (EDI) Mahindra Satyam.10. Our Media and Entertainment Practice partners with some of the biggest names in the media and entertainment space and enables them to benefit from our unique blend of domain. Software and Engineering Solutions for Semiconductor Equipment Manufacturers (SEMs). Pharma. including 45 of the Fortune. High-tech. Mahindra Satyam's Semiconductor Practice provides IT. We have an edge when it comes to anticipating the unique factors influencing a typical implementation environment and landscape. Automotive.TELECOM. with its B2B outsourcing solutions and Electronic Data Interchange (EDI) services. 2.2. 500 companies and has strategic partnerships with 15+ leading technology vendors.1 BUSINESSINTELLIGENCE & PERFORMANCE MANAGEMENT (BI & PM) Mahindra Satyam‘s Business Intelligence & Management (BI & PM)Practice serves over 200 customers. Integrated Device Manufacturer s (IDMs).2. Tech Mahindra is a leading global systems integrator and business transformation consulting organization.SERVICES 2. 16 . Our Business Intelligence & Performance Management (BI & PM) Practice is the twotime recipient of the Best Practices Award for Global Data Warehouses by The Data Warehousing Institute.2. and Logistics. MEDIA AND ENTERTAINMENT & SEMICONDUCTORS: Mahindra Satyam's capabilities in the telecom vertical increased multi-fold after its acquisition by Tech Mahindra in 2009. Manufacturing. enables its customers to efficiently manage their supply chain through e-Business strategies. We offer solutions for a number of clients in diverse geographies across verticals such as Retail. consulting strengths and technology expertise 2.
Synergistic dimensions of the Mahindra Satyam –Microsoft relationship includes: Vendor Dimension: Customer Dimension: Partner Dimension: Partner Dimension: 2. customized services and development initiatives will help you reach new heights and become industry leaders in sustainable business practices.2. We strongly believe the IT sector has a significant role to play as an enabler in any organization‘s journey towards Sustainability.4 GREEN AND SUSTAINABILITY SOLUTIONS Mahindra Satyam have put together a strategy that goes beyond the traditional Green IT and enables our clients to achieve their sustainability goals and objectives. Out team of sustainability experts include Certified Energy Auditors.2.3 CLOUD COMPUTING Mahindra Satyam.2. Certified Measurement and Verification Professionals (CMVP).2. acts as a transformation enabler for its customers by helping them realize value and reap economic benefits. Whether your organization is still finding its feet in the sustainability arena or has made great strides with sustainability initiatives. We differentiate ourselves by building intellectual property (IP) in select areas and leveraging internal competencies to build strategic relationship with customers. with its Cloud offerings. We enable our customers to: Globalize product R&D leveraging our strong domain knowledge and solution capabilities Implement Technology & Innovation through Mechatronics and advanced electronics solutions Launch cost leadership products for emerging markets through matured frugal engineering methodologies 17 . 2.2. LEED Accredited Professionals and Sustainability Consultants with rich and diverse experience 2.5 MICROSOFT SOLUTION Mahindra Satyam and Microsoft are strategic alliance partners leveraging each other‘s Strengths to deliver unmatched value to customers.6 INTEGRATED ENGINEERING SOLUTIONS (IES) We are a global product design house. our flexible.
Just-in-Time. engineering services.procurement. and knowledge-based engineering.. We facilitate this through our expertise in PDM/PLM. 18 .Marketing PRODUCT DEVELOPMENT: We offer integrated solution-from concept to design and through performance testing. MANUFACTURING Weoffer solutions related to shop-floor automation. Kanban. and support services. and logistics solution-from ground –up development to COTS implimentation.application maintenance.2. embedded systems. quality. material flows.3 MARKETING : Fig 3. and compliance with industrial safety and environment standards. scheduling. We have created a productized solution in supplier collabaration area which is based on industry best practices and mahindra satyam‘s collective experience and rich domain knowledge. SCM:(Supply Chain Management) Our SCM service include process consulting . engineering automation.
delivered solutions around support functions such as finance.. 19 . parts ordering/inventory management. AFTER SALES SERVICE We have service offerings around warranty management. We have been investing on a productized solution in warranty management that covers the entire service SUPPORT FUNCTIONS Mahindra Satyam has created many corporate websites involving various collaboration tools. and administration. used car systems. CRM. legal. and online-buying systems. HRMS.SALES AND MARKETING We leverage our rich experience in brand management. and regulatory compliance. dealer management solutions. and provide end-to-end services.
2.4 CUSTOMERS: 20 .
54 31.975.858.23 1.16 Sales Turnover 38.00 4.) 267.089.5.10 1.470.21 Net Profit Total Assets TCS Infosys Wipro HCL Tech Oracle Financ Mahindra Satyam Tech Mahindra 1.847.70 369.80 23 .907.202.55 4.90 793.80 24.950.15 94.964.04 4.365.00 32.02 460.581. (Rs.254.86 29.60 8.685.55 2.47 137.80 24.98 8.952.243.00 29.15 2.05 10.42 1.889.901.396.42 5.22 2.COMPITITORS: Name Last Price Market Cap.367.70 6.85 5.595.29 90.567.08 11.122.569.00 546.86 37.605.757.05 10.247.31 6.909.392. cr.053.2.068.
Following the Global financial meltdown. stock exchanges. Capital Optimization and Regulatory compliance issues to build a sustainable business model .6. Some of our solutions that can help the financial services industry are: Solutions for research and analytics Multi-asset class trading systems Multi-market clearing and settlement interfaces Asset Management Competency Mahindra Satyam has worked extensively in all the areas of the process chain for asset management firmsacross the front. risk management and compliance. valuation.1 Financial Services Vertical Financial services companies operate in a market where the customer expectations are constantly going up. We partner with leading financial services companies to offer solutions that deliver sustainable value and transform the way companies conduct business. the Asset management Industry in general. multi-asset class trading and execution management systems. middle and back office function encompassing consulting.FINANCE : 2.2. has been adapting to the realities of a new world with greater importance being focused towards Operational Efficiency. product practices and operations.6. Our domain competencies are organized along the following business lines Trading Asset Management Wealth Management Data Management & Strategic and Operational Consulting for the above business lines Trading Competency Mahindra Satyam has experience in building trading systems for leading brokerage firms. solutions. Our focus also is on way forward roadmaps in the implementation of Cost management and optimization measures and 24 . We have strong functional and technical expertise in building the entire ecosystem for the sell side to provide data & content management systems. pricing. investment banks and solution vendors.
FATCA The competency is complemented by MSAT‘s CRM. BI and document management groups to provide solutions to the clients across the world. APRA regulatory compliance and reportin. Data Management competency: It is widely acknowledged that the need for market data is rising year on year.extendibility to mobility solutions. middle and back office including: Data Sources Client Acquisition Products Portfolio Construction Trading Settlement and Administration Performance and Risk Measurement Client Communication Regulatory compliance and reporting – Eg. MSAT offers three kinds of services to wealth management firms custom solutions including consulting services. Our notable experiences encompass the ambit of the asset management servicing industry's ecosystem comprising of Custody and Clearing. Streamlining transfer agency processes and controls. Fund Administration and Accounting. Some of the solutions that can help the asset management firms are: Integrated IT and BPO solutions for Pension Fund administrators.product services based around wealth management products and integrated solutions in wealth management Mahindra Satyam was engaged to build an end-to-end portfolio management and performance measurement system by one of the largest financial services company. Managed services for asset management back office operations. with volumes sky rocketing and the data required becoming more complex with increasingly international 25 . BPM. Transfer Agency and Fiduciary Services Wealth Management competency MSAT Wealth Management competency has experiences of all facets of wealth management business covering all major functions across the front. Mahindra Satyam also provides complete support and enhancements for financial planning platform for one of the largest financial services company.
operating model design. regulatory compliance and benchmarking. We have also done multiple implementations for enterprise data management platforms. comes with rich domain expertise used in investment system evaluation and selection. due diligence. The domain expertise effectively encompasses functional areas typical to an asset management corporate along with corporate risk management. Citi soft. a wholly owned subsidiary of Mahindra Satyam. Citisoft‘s deep knowledge in every stage of the investment management process has helped our global clients achieve cost and process efficiencies in all areas of their business With a 25+ year history of delivering complete business solutions to the world‘s premier asset management firms. We are also able to leverage on their large product implementation experiences in engaging with client for Vendor Product Analysis consulting engagements. Consulting We provide strategic and operational consulting through our 100% owned subsidiary Citi soft. and operations. knowledge transfer and evaluation frameworks. brings over twenty five years of proven capabilities and domain expertise in the asset and wealth sectors.and multiple asset-class investment strategies. 26 . Citi soft exists at the intersection of business. technology. and 80+ world-class industry professionals with an average of 15 years industry experience. Market data cost rationalization Enterprise data management implementation Outsourcing of market data infrastructure Mahindra Satyam has a multi-year partnership with a leading market data provider for product development and support. Mahindra Satyam offerings help companies deal with the associated increase in capital costs and operating expenses. Our consulting arm.
This means that each process is subservient to other. Promotion and Layoff. motivate and reward workers. Training and Development: Those processes that work on an employee onboard for his skills and abilities up gradation. Human Resource Planning: Generally. whereas the programming of data processing systems evolved into standardized routines and packages of enterprise resource planning (ERP) software. You start from Human resource Planning and there is a continual value addition at each step. Right but incomplete! It also involves the processes of Evaluation. Though there are myriad factors that motivate an individual to stick to or leave an organization. Aims at short listing candidates who are the nearest match in terms qualifications. but certainly few are under our control. Performance Management: It is meant to help the organization train. better salaries and bonuses. Lets study each process separately. Employee Remuneration and Benefits Administration: The process involves deciding upon salaries and wages. Incentives. It is also meant to ensure that the organizational goals are met with efficiency. Evaluation. Fringe Benefits and Perquisites etc.The following are the various HR processes: The following are the various HR processes: Human resource planning (Recruitment. Money is the prime motivator in any job and therefore the importance of this process. Employee remuneration and Benefits Administration Performance Management. Hiring. the PMS (performance Management System) of an organization like Infosys would different from an organization like Wal-Mart. Hiring: Deciding upon the final candidate who gets the job. Selecting. Selection: The next level of filtration. Employee Relations. refers to the systems and processes at the intersection between human resource management (HRM) and information technology. expertise and potential for a certain job. Employee retention is a nuisance with organizations especially in industries that are hugely competitive in nature. To exemplify. service or customer process. Performing employees seek raises. It merges HRM as a discipline and in particular its basic HR activities and processes with the information technology field. Recruitment: It aims at attracting applicants that match a certain Job criteria. The efficient designing of these processes apart from other things depends upon the degree of correspondence of each of these.2.7 Human Resource: A human resource management system (HRMS) or human resource information system (HRIS). product. Orientation. The process not only includes the employees but can also be for a department. we consider Human Resource Planning as the process of people forecasting.. Training. Induction. Promotion and Layoff). 27 . all towards enhancing or adding value to them.
8. 2. Workers Compensation.1 ORACLE SOLUTIONS As a Platinum Partnership of Oracle.3 PLATFORM SOLUTIONS Mahindra Satyam develops and delivers best-in-class application development solutions to suit our customers‘ unique business requirements and strategies.8.2 SAP SOLUTIONS Our SAP Practice has been engaged with Seven of the top 10 electronics and electrical equipment manufacturers Six of the top 10 global pharmaceuticals Four of the top five networking and other communications equipment manufacturers Three of the top five healthcare companies 2.8. 2. The Practice has a team of qualified and experienced consultants who understand your domain and business pain points and have the ability to craft unique solutions. Counseling for occupational stress. Quality of Work Life.8 OPERATIONS: Our Operations Management Practice offers end-to-end. Employee. cost-effective solutions across a number of industries. Employee heath and safety.Employee conflict management. Employee Wellness and assistance programs.Employee Conflict Management. Working Environment. All these are critical to employee retention apart from the money which is only a hygiene factor. Employee. We partner with companies across industries to implement customercentric business solutions.Employee relations include Labor Law and Relations. Mahindra Satyam specializes in: Advanced Specialized Oracle Database Advanced Specialized Oracle E-Business Suite Financial Management Advanced Specialized Oracle E-Business Suite Supply Chain Management Advanced Specialized Oracle E-Business Suite Human Capital Management Advanced Specialized Oracle Service-Oriented Architecture – SOA Advanced Specialized PeopleSoft PeopleTools Advanced Specialized Oracle Web Centre Portal 2. 28 .
"rapid prototyping". we create superior applications that feature standardized processes and enable business transformation. such as XP and Scrum. The Competency drives sourcing and procurement of goods and services through collaboration.6 SDLC The SDLC is a process used by Mahindra Satyam to develop an information system. Mahindra Satyam describes spectrum of agile to iterative to sequential. and "synchronize and stabilize" in the organization. focus on lightweight processes which allow for rapid changes along the development cycle.Leveraging enhanced frameworks and mature methodologies. "spiral". such as 29 . To manage this level of complexity. such as "waterfall".8.8. 2. Sequential or big-design-up-front (BDUF) models. Iterative methodologies. Computer systems are complex and often link multiple traditional systems potentially supplied by different software vendors. Agile methodologies. "Agile software development".4 SPEND MANAGEMENT SOLUTIONS Mahindra Satyam‘s Spend Management Solutions (SMS) Competency helps customers streamline supplier-facing business practices and leverage the supply base for mutual success. a number of SDLC models or methodologies have been created. "incremental".building trust and integration 2. such as Rational Unified Process and dynamic systems development method. focus on limited project scope and expanding or improving products by multiple iterations.5 PRODUCT LIFECYCLE MANAGEMENT (PLM) Mahindra Satyam‘s PLM solutions help customers Reduce time-to-market Foster product innovation Realize business continuity 24x7 Address increasing compliance requirements Better manage the entire product lifecycle Ensure the safe disposal / retirement of the asset 2.8. training. and user (stakeholder) ownership.
Other models. such as Anamorphic Development.Waterfall. focus on complete and correct planning to guide large projects and risks to successful and predictable results. Fig 3 SDLC(source:secondary data) 30 . tend to focus on a form of development that is guided by project scope and adaptive iterations of feature development are also used by Mahindra Satyam.
N.Achuthan CFO Marketing & HR COO CTO President Special Initiative Middle East Africa & India Strategic Initiatives 31 .9.P.ORGANIZATIONAL HIERARCHY : CEO C.Gurnani Chairman of the Board Vineet Nayyar Director M.Manoharan Director C.Damodaran Director Ulhas Yargop Director T.2.
Fluctuations in currency exchange 2. Risk due to increasing IT complexity 32 .SWOT ANALYSIS: SWOT Analysis 1. Launching BPO services 3. New Brand Identity and synergy with the parent company 2.Global presence 2. Process Non-compliance 3.353 1. Strong financial position. Broad services portfolio 4.8 Strength Weakness billion and employee strength of 33. Increasing in Global IT spending 1. Strategic alliances 5.10. Low operating margin of other group of companies 1. company has revenue of US $ 1.2. Huge potential in domestic market Opportunity 4. Broad range of research and development Services 3. Increasing cost of Human capital Threats 4.
The company needs to improve its customer image because due the satyam scam the brand image of the company has ruined off. 33 . It is very difficult to acquire a stable position.SWOT FINDINGS From the SWOT analysisI found that MAHINDRA SATYAM has a strong brand name with better quality service. Due to the competition in IT sector.
Employment History. ECTC and Notice Period. Coordinating with candidate till joining. weekly and monthly reports for review. Face to Face and Video Conference Interviews) for shortlisted candidates with Tech Panel. job portals (Naukri.1. Coordinating & initiating Background verification of candidates with BVG team. Updating daily work process in Job Raiser (Recruitment Tool). Collecting the required documents from the selected candidates and verify the mandatory‘s. Coordinating the Weekend Drives & Walk in Drives at our company as well as at client place.com). Interacting with OBHR team to release offer letter process for the selected candidates. networking sites. Generating and maintaining the database of candidates. internal database/ internal tool etc.com. Sourcing profiles from various methods such as Referral. Preparing daily. 34 . Negotiate/convince the candidate with regards to Salary. Education details. Relocation & other issues.Roles and Responsibilities: Understanding Client requirements. Proactively working towards getting candidates onboard within the specified time. Maintaining a database for all professional candidates. willingness for a Job change.3. Monster. Validate the candidate‘s technical ability. Building a continuous rapport with candidates for a long term association. Follow-ups for post-interview feedbacks and documenting the same. Client selection process and identifying the potential candidates who can fit the requirement. Project Details. Scheduling interviews (Telephonic. Communication. CCTC. Screening of Resumes and short listing of candidates on the basis of requirements specified.
of positions Years of experience Role of the profile Technical skills Job description Work location Salary range(if any) Once the recruitment head receives the above format. Sourcing is very important step in recruitment. respective project head shares the requirement in following format with the recruitment head. Format as follows No. and then team head shares with the recruiter of that specific skills. Sourcing: Once the recruiter receives the format. recruiter sources the profiles accordingly. Firstly we check referees and then we go for external sourcing methods.3. Recruiter also source profiles till technical team satisfied with the profiles and till the positions got filled. sourcing is to be done by using different sources.2. monster and recruitment agencies. 35 . he/she starts sourcing.Description of tasks handled: Figure 5: Recruitment Procedure in MSat: Requirement Sourcing Interview Offerletter Joining Requirement: Whenever there is requirement in a project. right person at right time in right position is the motto of recruitment. Mainly we source from naukri. Depending on the number of positions it to be filled. As we know the definition. So to get right candidates. he/she shares with the respective team head of the recruitment.
36 . shares the profiles with the technical team by keeping the profiles in track to avoid duplicates. Joining of the candidate is very crucial part in entire recruitment life cycle. may or may not interested in the role discussed or may fail to complete joining formalities. he/she may join or may not join the company. One needs to solve the issues of the candidate related to joining. Technical team shortlist the profiles either by telephonic or face to face interview and then shares the shortlisted profiles to the recruiter. Depending up on the notice period of the candidates current company offer letters are released. Candidate may or may not satisfy with salary offered. Recruiter then conducts hr discussion and salary discussion with profiles and then sends all the documents of the candidate to BG team. offer letter will be released to the candidates.Interview: Once the recruiter get the required number of profiles. Follow up team plays very crucial role in recruitment. Offer letter: If the shortlisted candidate profiles are gone through the BG team. and if they are not fake. Their main role is to solve all the concerns of the candidates as soon as possible and negotiate with them to join in the company then the mentioned date in offer letter. Joining: Once the candidate received the offer letter. this team is responsible to increase the percentage of joining then rejections.
Conducting interview and decision making.The main objective of recruitment process is to obtain the number and quality of employees that can be selected in order to help the organization to achieve its goals and objectives. 6. 1. 5. Managing the response. Identify the vacancy. Short-listing. 3. 4. Prepare job description and person specification. With the same objective. 2. Arrange Interviews. recruitment helps in creating a pool of prospective employees for the organization so that the management can select the right candidate for the right job from this pool. Sources of Recruitment – Table 1 INTERNAL Transfers Promotions Upgrading Demotions Retired Employees Retrenched Employees Dependents and relatives of deceased employees EXTERNAL Press Advertisements Educational Institutes Placement Agencies Employment Exchanges Labor Contractors Unsolicited Applicants Employee Referrals/ Recommendations 37 . 7. Recruitment acts as a link between the employers and the job seekers and ensures the placement of right candidate at the right place at the right time. Recruitment Process – 1. Advertising the vacancy.
38 . They act as an exchange between their members and recruiting firm. from their college/educational institution. 6. They are also aware of the job requirements and organizational culture of their company. They are inexperienced as far as work experience is concerned. candidates apply casually for jobs through mail or handover the application in the Personnel dept. 4 Public Employment Exchanges: The Government set up Public Employment Exchanges in the country to provide information about vacancies to the candidates and to help the organization in finding out suitable candidates. It will become another source and the co can get the particulars as and when required. Data Banks: The management can collect the bio-data of the candidates from different sources like Employment Exchange. makes it obligatory for public sector and private sector enterprises in India to fill certain types of vacancies through public employment exchanges. Casual Applicants: Depending on the image of the organization its prompt response participation of the organization in the local activities. attitudes. experience and emotions of their friends and relatives.Modern sources and techniques of Recruitment Sources of Recruitment: 1. Campus Recruitment: These candidates are directly recruited by the Co. level of unemployment. Employee Referrals: Present employees are well aware of the qualifications. 3 Private Employment Agencies/Consultants: Public employment agencies or consultants like ABC Consultants in India perform recruitment functions on behalf of a client company by charging fees. This would be a suitable source for temporary and lower level jobs. 7. 2. candidates etc and feed them in the computer. Professional Organizations: Professional organizations or associations maintain complete bio-data of their members and provide the same to various organizations on requisition. As per the Employment Exchange act 1959. Educational Training Institutes. 8 Similar Organizations: Generally experienced candidates are available in organizations producing similar products or are engaged in similar business. 5. As such they can make preliminary judgment regarding the match between the job and their friends and relatives. The Management can get potential candidates from this source. Line managers are relieved from recruitment functions and can concentrate on operational activities.
Head hunters are also called search consultants.Outsourcing: Some organizations recently started developing human resource pool by employing the candidates for them. These organizations do not utilize the human resources. time and at a specified place. The job seekers send their applications through e-mail using the internet.Mergers and Acquisitions: Business alliances like acquisitions. The companies select the suitable candidates and advise the company regarding the filling up of the positions. The prospective employers contact these organizations to recruit the candidates. 10. 11. The body shopping is used mostly for computer professionals. In addition the companies do also alliances in sharing their human resource on adhoc basis. instead they supply HRs to various companies based on their needs on temporary or ad-hoc basis. 13. 39 .9. Trade Unions: Generally unemployed or underemployed persons or employees seeking change in employment put a word to the trade union leaders with a view to getting suitable employment due to latter rapport with the management. Otherwise the organizations themselves approach the prospective employers to place their human resources. These professional and training institutions are called body shoppers and these activities are known as body shopping. E_recruitment: The technological revolution in telecommunications helped the organizations to use internet as a source of recruitment. Organizations advertise the job vacancies through the world wide web (www). Body shopping is also known as employee leasing activity. mergers and take over help in getting human resources.Walk In: The busy organization and rapid changing companies do not find time to perform various functions of recruitment.Body Shopping: Professional organizations and the hi-tech training develop the pool of human resource for the possible employment. Therefore they advise the potential candidates to attend for an interview directly and without a prior application on a specified date. 12.Consult In: the busy and dynamic companies encourage the potential job seekers to approach them personally and consult them regarding the jobs. 14. 15.
By giving a presentation and advertising your company in a way which will attract the 40 Modern Techniques Scouting Salary & Perks ESOP‘s . Management uses different types of techniques to stimulate internal and external candidates.Techniques of Recruitment: Recruitment techniques are the means or media by which management contacts prospective employees or provide necessary information or exchanges ideas in order to stimulate them to apply for jobs. Advertising: Advertising is a widely accepted technique of recruitment. ESOP‘s: Companies recently started stimulating the employees by offering stock ownership to the employees through their Employees Stock Ownership Programmed (ESOPs) .Body shopping is also known as employee leasing activity. Techniques of Recruitment are divided into two viz Traditional and Modern: Traditional Techniques Promotions Transfers Advertising Traditional Techniques of Recruitment: 1. the information about the job and company and stimulates them to apply for jobs. Event Recruiting: Sponsoring events where the candidates you are seeking attend to. television etc. It provides the candidates in different sources. Transfers: employees will be stimulated to work in the new sections or places if the management wishes to transfer them to the places of their choice. magazines of all kind. Relevant and sustained relationships over a period of time can help the HR professionals in networking with their colleagues to acquire resources from different fields. Concepts in Modern Recruitment Methods Scouting: Scouting means sending the representation of the organizations to various sources of recruitment with a view to persuading or stimulating the candidates to apply for jobs. The technique of advertising should aim at attracting attention of the prospective candidates ii) creating and maintaining interest and stimulating action by the candidates. 2. Promotions: Most of the internal candidates would be stimulated to take up higher responsibilities and express their willingness to be engaged in the higher level jobs if the management gives them the assurance that they will be promoted to the next higher level. The representatives provide information about the company and exchange information and ideas and clarify the doubts of the candidates. 3. though it mostly provides one way communication. Networking: This is a very good job finding technique and is usually carried out by most HR professionals. It includes advertising through different media like newspapers.
In addition. Cast A Wider Net: Expand your recruiting to include some people who do not have all the skills you would like. both the client and the recruiting company define the anticipated skill-set requirements over a period of time. The reasons they leave maybe for a change of location. better value-for-money. It delivers a better quality of candidate. all information pertaining to recruiting sites is captured and entered into the knowledge database. Once this has been established. But if they are not satisfied at the new place. you can bring in the most suitable candidates which you might consider hiring. flexible retained search that allows for a rapid response to the needs of the organization. whenever necessary. The philosophy behind knowledge-based recruiting is that all information gleaned from a 41 . continuous. Knowledge-based recruiting is targeted search. In other words.. It is based on a mutual agreement between client and recruiting firm to invest in a long-term strategic relationship.‖ This can be very useful when employees know how to effectively hand out these cards to the most eligible individuals. can be tracked until they are available. a new challenge or higher pay which you can‟t afford at the moment. Equip every employee with a company card stating the company contact details and an attractive ―we are always looking out for dynamic individuals…. This also can be a way of advertising. knowledge-based recruiting is an ongoing. It is a client-directed. This of course cannot be applied to all employees. candidates who become available immediately will be hired on an ongoing basis. but are not available immediately. a minimum rate of ongoing recruiting activity can be agreed upon. yet flexible recruiting initiative designed to overcome the problems of critical skill shortage or sustained growth. Make Every Employee a Recruiter: This does not mean asking employees to refer their friends and family to the company. say a twelve-month period. From this activity. redirecting both the amount and focus of the recruiting effort in line with the client‟s changing needs. This can also reduce on training cost and time which you might have to spend for a newly hired employee. taken to a new level of client relationship. It means that we do not have to ―reinvent the wheel‖ every time a new opening occurs. Candidates who are potentially interested in making a move. but who have potential to contribute if they are trained. The process requires continuous monitoring of both the long-term and short-term needs of the client and. Some other recruitment techniques to be used in 2012 The Knowledge-Based Recruiting Method The way that this method of recruiting works is that together. they‘ll always appreciate the old one. candidates and letting them know that your company knows what the participants are looking for. Re-Recruiting: When you‘re most qualified or experienced staff leave the company let them know that they‘re welcome back. and better time-to hire periods.
it is the use of technology or the web based tools to assist the recruitment processes. product.recruiting activity should be stored for use at a later date. Knowledge-based recruiting is based on the concept of sharing Information and updating information on an ongoing basis. In other words. The database which is generated contains information pertaining not just to target candidates. as and when the roles become available.e. Recruiting is viewed as not only a short-term process – to fill today‟s position now – but as an opportunity to build a database of knowledge which will result in rapid future hires. in order to continuously build a pool of talent. The job seekers send their applications or curriculum vitae (CV) through an e-mail using the Internet. A well defined and structured applicant tracking 42 . E-recruitment should be incorporated into the overall recruitment strategy of the organization. They advertise job vacancies through worldwide web. Resume Scanners: Resume scanner is one major benefit provided by the job portals to the organizations. but also to target sites identified by location. Alternatively job seekers place their CV‘s in worldwide web. Also known as ―Online recruitment‖.com. . which can be drawn by prospective employees depending upon their requirements Flow of E. Job sites provide a 24*7 access to the database of the resumes to the employees facilitating the just-in-time hiring by the organizations.Companies have added an application system to its website. Online recruitment helps the organizations to automate the recruitment process.Creating a complete online recruitment/application section in the company‘s own website. save their time and costs on recruitments. the organizations corporate web site or its own intranet. Many big and small organizations are using Internet as a source of recruitment.Recruitment: Resume Bank portals – i. or technology. the jobs can be posted on the site almost immediately and is also cheaper than advertising in the employment newspapers. posting the position with the job description and the job specification on the job portal and also searching for the suitable resumes posted on the site corresponding to the opening in the organization. Sometimes companies can get valuable references through the ―passers-by‖ applicants. where the „passive‟ job seekers can submit their resumes into the database of the organization for consideration in future. The tool can be either a job website like naukri. E-Recruitment / Online Recruitment Method: The buzzword and the latest trends in recruitment is the ―E-Recruitment‖. It enables the employees to screen and filter the resumes through pre-defined criteria‟s and requirements. Also. Online recruitment giving a detailed job description and job specifications in the job postings to attract candidates with the right skill sets and qualifications at the first stage.
Job Application Banners.g.: Twitter. Television. Recruiters are now sales professionals responsible for prospecting. Video / Visual Networks Nowadays. Modern Recruitment Metrics The recruiter of today has to move from being transaction ally driven to relationshipdriven. and advancing the sale.: Converges provide individuals an easy option to send their application by simply texting the word ―APPLY‖ to a specific number and in turn receives a reply from the organization to proceed with the application process.g. Companies also using Online Video channels like You tube. So approaching this set of candidates should be done after careful observations and by being attractive and making the candidates want to join your organization for his or her career growth. Although the following is not an all-inclusive list. CiteHR. Advertisement in Public transport by using visual and audio aids. • Performance/Quality of Hire: Data is driven by performance appraisal ratings and/or production 6 to 12 months into the new employee‟s job as compared to their peers. it can be said that e-recruitment is the ―Evolving face of recruitment. Therefore. Google Video portal Blogging on Social Networking Sites E. LinkedIn and Orkut Job Fairs. Advertisement through public address system: Radio.‖ Innovative Recruitment Practices in Modern Recruitment Practices Sending of SMS E. qualified and talented candidates aren‘t even looking‖. Pamphlets. Face book. building relationships. Multiply. Even though advertising in the media still remains a powerful source in attracting candidates.system should be integrated and the system should have a back-end support. pioneers in the field say that ―the most suitable. This function change requires the metrics associated with success of today‟s recruiter to change as well. Along with the back-office support a comprehensive website to receive and process job applications (through direct or online advertising) should be developed. Quality 43 . Hoardings. HRLink. to conclude. the following six metrics are examples of metrics that drive the right results and create the necessary behaviors needed to achieve these results.
Data is also driven by the percentage of hires per source. and candidates who declined offers. and then to evaluate staffing performance post-hire. measuring recruiter-developed candidate pipelines can have a dramatic improvement on timeto-fill (candidates are already in process for commonly needed positions). customer satisfaction should never be viewed as a stand-alone metric because it can be misleading. and time-to-fill ratios. the more satisfied hiring managers are with new hire quality. Effective recruiting organizations rely on customer feedback to be successful. Referrals generated by recruiters directly soliciting them from prospective candidates and new employees will have a measurable and positive impact on the quality of hire (studies show referrals make better performing hires). Candidate satisfaction surveys drive recruiting organizations to have a greater focus on the quality of service provided to each candidate. etc.should be the first and most important recruiting metric. easily tracked data to determine a hiring manager‟s preferences before recruiting begins. This metric provides important. These last two groups are often overlooked. Referral programs are most commonly focused on generating referrals from the greater employee population. cost-per-hire (pipeline candidates have no additional cost associated with placing them). production reports. New hire quality can also be tracked through formal performance evaluations. cost-per-hire (little to no cost for these referrals). Additional candidate metrics may also be valuable from candidates who were not selected. A survey reported in Staffing. Quality of hire can be accessed through a simple survey that lists each criterion separately and asks the manager how the employee meets each standard on a scale of 1 to 5. and quality of 44 . • Candidate Satisfaction: Data is driven by the percentage of new hires who are satisfied with the hiring process as judged by a candidate survey. • Manager Satisfaction: Data is driven by the percentage of managers who are satisfied with the hiring process and the candidates. Tracking source of data information allows management to better understand the quality of their sourcing Strategy. which has a positive impact on the brand positioning/employment branding of the company.org‟s Recruitment Metrics and Performance Benchmark Report found that the more regularly recruiting professionals measure new hire quality in an organization. recruiters and the hiring managers should define the standards for quality before recruiting. Since there is no formula for determining quality. Data is managed through an effective CRM system. • Source of Hire: Data is driven by the percentage of new hires from each defined candidate source. This metric also helps recruiting managers see sourcing channels in terms of outcomes. not just sheer numbers. • Pipeline Development: Data is driven by the number of potential candidates the recruiter has developed relationships with for key strategic positions. Similar to tracking pipeline development of sales professionals. • Referral Rates: Data is driven by the percentage of hires from referrals generated by the recruiter. with highest on-the-job performance and tenure rates. but they can provide valuable information about your recruiting operations. However.
IPv6 and encrypted communication over SSL/TLSv1. The program also includes a Speech-to-text features that can automatically transcribe a voice message to text. address book. Sylpheed. The first outfit. del. digital signing. Favorites. contacts or files from the Internet. NNTP (NetNews). Flock . but if they can increase their quality of hire and quality of service. meant to showcase a large number of the kernel`s features. LiveJournal and other online services. containing the library of functions and of an API. and more. using your default email client.is a web collection engine that integrates with Firefox and allows you to browse through and easily grab information.is a Mozilla based web browser that integrates sharing of photos. email templates. is a multi-purpose development tool. Thunderbird also offers security features such as S/MIME. By using the right metrics you will encourage recruiters to focus their behaviors on the causes and not the symptoms of recruitment success. Facebook. Thunderbird . Other features include drag and drop photo sharing and a powerful web search toolbar that searches a variety of online resources simultaneously and returns a quick glance at the most relevant results.is a lightweight.is a full featured email program with built-in junk mail controls. 2. email program that offers all the standard functionality of an email client along with many additional features. Speak-A-Message will integrate directly with your email toolbar. and more.icio. You can easily subscribe to any website that offers RSS feeds and read/manage your feeds directly from within Flock. news groups and more. Blogger. Other features include import/export (eml and Unixmbox format). to cover a large spectrum of needs. message encryption. PGP support. as well as any RSS feed. Twitter. collect media. The program supports POP3.hire. 4. WordPress. and higher profits. such as integrated Bayesian spam filtering. more revenue. Speak-A-Message . which will allow advanced users to build and distribute their own original tools -called outfits. the entire game changes. support for external commands. OutWit is composed of a kernel. message filters.enables you to send voice emails. news and blogging into the browser interface. OutWit. IMAP4rev1 and SMTP. Movable Type. It offers a clean and easy to use (customizable) interface. The program provides a simple recording interface and automatically attaches the WMA compressed recording to an outgoing message. Other features include IMAP/POP 45 . 5. email search. Companies can decrease their time to fill and decrease their cost per hire. OutWit Hub.using the features of the kernel for specific applications. mail processing rules and filters. yet feature packed. If you are using Outlook.us. 3. extensive internationalization and multilingualization support. With or without programming or technical knowledge. support for certificates and security devices. It currently supports Flickr. you can create automatic agents to gather and format the information you seek. Better employees translate into higher performance. The combination of having the right recruiter with the right measurements will lead each recruiter to focus on finding the right candidate Freeware for Innovative Recruiters 1. Photobucket.
return receipts. import tools and more. Fig 6 : Recruitment Team Structure: Recruitment Lateral Recruitment Entry Level Recruitment Sub Contracting Associate Referral Direct Applications E Sourcing Management Campus Engineering Campus Print Media Recruitment Agencies Msat Career site Recruitment Lead Recruitment Lead Team Members Recruitment Lead Team Members Team Members 46 . quick search.compatibility. support for HTML mail. LDAP address completion. labels.
These projects are useful to know about the entire recruitment cycle in Mahindra Satyam. one needs to follow up the candidate till he/she joins the company. 4. Once the candidate got selected. Factors that increase higher Joining ratio by following up with ‗Yet to Join‘ candidates regularly Effectiveness of referral program of MSAT compared to other IT firms. This scheme encourages the employees to come forward and participate in the recruitment process and as a reward the referring employees are given referral bonus. the most important resource for any organization is Human Resources. Among the various channels of recruitment. 4. Employee Referral Program is considered to be one of the most effective and efficient channels. through referral program or by through any other sources we get required profiles for the next round.INTRODUCTION AND BACKGROUND In the current corporate scenario.1: Study Of Effectiveness Of Follow Up Team In Increasing The Joining Rate In Msat 47 .2.2. In Human Resource Management. including the effectiveness of referral program and recruitment cycle and to know about the reasons behind the not joining cases and how to increase the joining rate by solving the issues systematically 4.1 Objectives of the study i. recruitment plays a very crucial part. Recruitment acts as a link between the employers and the job seekers and ensures the placement of right candidate at the right place at the right time.3 Scope of study: To increase the effectiveness of Recruitment cycle. The Employee Referral Program has many advantages which makes it an efficient and effective recruitment channel.2. It is an internal scheme employed by the organization to identify potential recruits through the social network of existing employees.4. ii. Managing human resources has become ever more complicated through the generations.1. 4.2. Recruitment creates a pool of prospective employees for the organization so that the management can select the right candidate for the right job from this pool.RESEARCH DESIGN: Recruitment life cycle starts from sourcing the profiles.
1. Introduction: Most critical part in the recruitment cycle is joining of the candidates, to take care of the candidate joining is the duty of follow up team. Main task of the joining team is to know about the reasons behind the not joining cases and to increase the joining rate by solving the issues systematically. 2. Objective: 1. To increase the joining rate by solving most of the issues. 2. Find the main 2 reasons of most of the not joining cases and solutions to them. 3. Research Method: 1. Study area: Mahindra Satyam 2. Sampling: august joinings:253 3. Data collection: From msat database 4. Statistical tools: Pie diagram representation: To know the percentage of candidates having concerns, joining before the doj, extending dojetc,. Data that we get after calling to 253 candidates are the concerns and details required. Based on the data we collected and enquired, following is the pie representation of the follow up cases.
Figure 8: Distribution Diagram
1% 1% 11% C E 43% 24% Jb N Nc Nn 9% 11% So
4.3.Findings: From the pie diagram, it is clear that approx 50% of the candidates not have any concerns and joining as per the date mentioned in offer letter. Only 11% of the joiners‘ had concerns.
Table 7: Distribution table Remarks C E Jb N Nc Nn So Sum Sum of count 27 62 23 28 108 2 3 253
Frequently asked question by the candidates: 1. 2. 3. 4. 5. Who is the concern HR for any concern? What‘s the duration of the offer letter? When the associate get the hard copy of the offer letter? What‘s the process for the DOJ extension? Candidate request for written confirmation on DOJ extension as they have to show to their current company for reliving. 6. They ask whether they can join with resignation acceptance letter or with resignation letter. 7. For how many days they get accommodation and when? 8. Does the company charge for accommodation? 9. Salary concern. 10. Is there any buy out policy in the company? 11. How may are the pre joining formalities. 12. What is virtue form? 13. From where the associate get the BG form. What they have to do with the form? 14. What‘s the procedure for medical test?
Methods followed to reduce the concerns: To solve the concerns of the 27 candidates, following are the certain methods
1. Certain mails had escalated to the recruiters and business heads to get the approvals for salary discussion, and 2. Drop the mails to joining help desk, to get the details from joining team 3. Discussions with the recruiters to get confirmation letters from them for the new joining dates.
By following all these methods and meetings with AVP monthly once to solve the concerns of the candidates as soon as possible, by this way we reduce the concerns percentage and solved almost all the issues of the candidates. By the end of the august out of 27, 20 people are happy to join Msat after their concerns are solved. Most of the recruiters are always active to respond the mails of the candidates as well as from internal support team.
1. Proper instructions should be mentioned in offer letter regarding BG documents uploading, Virtue filling form and Medical checkup. 2. Any issues regarding salary should be solved at the time of HR discussion itself. 3. Lead time regarding approvals should be less, so that candidate won‘t be attracted to other offers in the market.
"Employee referrals are the single best way to find more top people…at least 50 percent of the people you hire should come from this group. 2. So the candidate when applies for the job 51 .2. manpower and a budget. Introduction Employee referral is an internal scheme employed by the organization to identify potential and capable candidates through their employee‘s social networks. The employees screen and refer only those candidates who they think are good. At many large sized organizations there are dedicated teams to run employee referral program. 3. after all his or her reputation is also on the line with every person he refers. Recruiting employees through Employee referral is widely acknowledged as being the most cost effective and efficient method to recruit new talent. which gives them access to specialized or rare talent. and most importantly makes them feel that they are part of the company. the employee gets Referral Bonus and any other rewards depending from company to company. Employees tend to have associations with others in their profession. The quality of candidates coming through employee referrals is high due to another reason. As a reward.4. But running such a program takes time. Advantages & Disadvantages of ERP Advantages: 1. 4. author of Hire with Your Head. Specialized Positions – Employee referrals also help in filling highly specialized positions that would be difficult to fill through conventional channels." —Lou Adler. Fit for the organization – The one-to-one direct relationship between the candidate and the employee and the exchange of knowledge that takes place between them allows the candidate to understand the company‘s core values. Cost Effective – The scheme allows the employee to refer selected candidates for recruitment.2:Effectiveness of referral program of MSAT compared to other IT firms.those workers who are not job hunters. This is because of different reasons – belongingness with the organization. A strong referral program turns every employee a recruiter for the organization. This scheme encourages the employees to come forward and involve themselves in the recruitment process of the organization. only those who they think are suitable to the requirements. risk associated with new recruits. etc. its nature of work and what is expected out of employees in the organization. This tends to generate a pool of high quality candidates. High Quality Candidates – Employee referral program provides the employer with a source of passive candidates .
Their reputation as a great place to work precedes them and they frequently get unsolicited resumes.1 Building And Implementing A Referral Network The first step in building a referral network is to Build a Reputation for the company. Lack of Diversity – As the employee‘s social network is limited and confined to some particular group. 4. Disadvantages: 1. b. Many reputed companies do not have the need to advertise for openings.e. In case the organization is not making news through its business. Adding to it. this method would not help in creating a diversified talent pool.does so after complete understanding of what is expected out of him and whether he can deliver the goods or not. Building a Reputation – The reputation of the company plays a huge factor in recruitment. their executives can become known as experts by making themselves available to reporters looking for experts to quote in articles about industry trends. c. 4. Human resources are very critical. By hiring people who already get along. Lawsuits – Some of the competitors would retaliate against the organization for stealing their happily employed workers through referral programs and may file lawsuits because for any organization. 52 . Other Advantages – a. This would in turn affect the diversity of the company work force. by being in the news for good reasons. Over Dependence – Over reliance on employee referrals can lead to under representation of certain groups in job applicant pool. the company‘s productivity would be affected. it‘s important to make it a part of the recruitment strategy to raise awareness about the organization. Candidates hired through referrals tend to stay longer than other employees – one study found that retention rate for referrals is 25% better than other channels. it‘ll give a head start in building good team chemistry. Employees would feel that they are a part of the organization when their input is taken into consideration and their contribution is recognized. 2. Diversion – Actively referring candidates increases and employee‘s workload and may be detrimental to their main responsibilities. One way to do this is by approaching people through media – i. In case the organization is not getting their share of those resumes. 3.2. 5.
All associates of Mahindra satyam can refer a candidate for recruitment.Employees are the main essence of a referral program. for HR will not be eligible under provisions mentioned herein the policy. Exclusions – An associate may refer as many applicants as desired. the cost to the company is also lesser compared to other channels of recruitment. 4. Referring associate or referred associate is a sub contract employee. 3. Referred candidate is appointed in the capacity of an ELTP. (For the purposes of this policy. If the associate has referred a member of his immediate family. 2. TCTP. the main step is to reach out to the employees. If the resume forwarded has already been received by the organization from another source within the last 6 months 7. MT. Referral payment will be made towards the eligible associates for vacancies between Band S and Band I (Excluding vacancies on contract. There should be proper communication between the employees and recruitment team. which would make them feel that they are contributing for the company‘s growth. In order to gauge the full potential of this network. Mahindra Satyam defines‖ immediate family‖ as spouse and children) 6. Referred candidate has been employed with Mahindra Satyam anytime during the previous 12 Months. Reaching out to the employees . customers and vendors. the associate will not be eligible for a referral amount in the following circumstances: 1. The most efficient and cost effective way to recruit is through Employee referrals. 4.2 Mahindra Satyam’s Employee Referral Program Mahindra Satyam ERP details – Eligibility – 1. is very beneficial for the organization as it helps in getting candidates who are more qualified and have a low turnover rate. The referred candidate is found to be a BG Red as per the Background Check policy 53 . I a or in the capacity of a trainee). Publicizing job openings with the people who know the organization‘s business best – employees. 3. They should be well informed about the various benefits they would get out of the referral program and also how beneficial it is for the company. However. 5. All fulltime associates (including associates of direct contract basis ) at Band I2 and lower are eligible for receiving payments for referred candidates. HR. At the bottom line. 2.2.Building the Referral Network – A large number of job hunters land opportunities through networking with friends and family. Associate trainee or in the capacity of any other trainee. As they have a vested interest in the company. FCTP. they are unlikely to refer an unfit or less qualified person.
Associate Referral fee for candidates referred for positions in the USA . Notice Boards etc.) Second level add-on on achieving Rs 75.000 + Travel voucher for Rs 25. subject to both the referring associate and the referred being in the system.000 referral fee + bonus (in 6 months): · · · 2000 eMall points Citation as Buddy Superstar Mahindra Holiday voucher for Rs 25. This is only for off-shore hires.15000 Band T – Rs. 50000 referral fee + bonus (in 6 months): · 250 eMall points · Citation as Buddy Contributor (Placed in Buddy Channel Portal.8. Band S – USD 750+eMall points Band T – USD 1500+ eMall points Band Bi – USD 1500 Band I (Excluding Ia) – USD 1500 54 .000 referral fee + bonus (in 6 months): · · · 500 eMall points Citation as Buddy Champion Dinner Coupon for Rs. 50000 In addition. additional rewards as per the following slabs would be provided: First level add-on on achieving Rs. Add-on rewards will be will be given 30 days after all referred candidates have joined and will be reckoned only for S2 and T band references.000 referral fee + bonus (in 6 months): · 1000 eMall points · Citation as Buddy Star · iPod Nano (@ Rs 10000-12000) Last level add-on on achieving Rs 250. 5000 Third level add-on on achieving Rs 150. He / She should not influence / be seen as influencing the recruitment panel in any way. An associate referring a candidate should not be on the selection panel for the position for which the referred candidate is being considered for.000 While referral fee and bonus is payable at end of 3 months. at any stage. Referral Amount – Associate Referral fee for candidates referred for positions in India ---Band S (S2) – Rs. 30000 Band Bi – Rs. for all S2 and T Band references. 9. Associates in SSU HR will not be eligible for a referral fee.40000 Band I (Excluding Ia) – Rs.
for all S2 and T Band references. The validity of a referral profile is 6 months. he/she will be eligible for the referral fee as part of the final settlement as long as the above condition is met. 50000.40000 Band I (Excluding Ia) – Rs. A profile will automatically be ‗delinked‘ if on the completion of 6 months no action is taken on the same. All referral fees are subject to applicable tax deductions.15000 Band T – Rs. New Zealand Band S – USD 500 Band T – USD 500 Band Bi – USD 1000 Band I (Excluding Ia) – USD1000 Associate Referral fee for candidates referred for positions in Canada. Singapore and other countries Band S – USD 250 Band T – USD 350 Band Bi – USD 500 Band I (Excluding Ia) – USD 750 Associate Referral Fee for bi – lingual candidates in Japan ---Band S – USD 1000 Band T – USD 1500 Band Bi & above (Excluding Ia) – USD 2000 Approval Authority – Head B-Channel Payment Process – Associate Referral fee for candidates referred for positions in India ---Band S (S2) – Rs. An associate referring a candidate will be paid as per the policy of the country that the candidate has been selected for in the currency of the country that the referring associate resides. For the purposes of payment of referral fee. 30000 Band Bi – Rs. The referral fee is payable after the referred associate completes 3 months in the organization.Associate Referral fee for candidates referred for positions in Europe Band S – USD 750+ eMall points Band T – USD 1500 + eMall points Band Bi – USD 1500 + eMall points Band I (Excluding Ia) – USD 1500 Associate Referral fee for candidates referred for positions in Australia . In the instance where the referring associate is serving the notice period with the company. The payment will be included in the first payroll that is triggered immediately following the referred associate‘s completion of 3 months. Referral fee is not payable against 55 . In addition. additional rewards as per the following slabs would be provided: The associate and the referred candidate should be employed with the organization on the date that the referral fee has become due. inter-unit and intra-unit movements will have no impact.
the referral fee will be advised depending on the eligibility on a monthly basis. The variation in the referral fee for schemes maybe in cash or kind depending on the campaign requirements – the same will be decided upon at the discretion of the Head . As per the policy. Referral fees – Promotional schemes and Events The referral fee payable to Associates can be varied from the referral amounts as mentioned above in case of a special scheme / recruitment event being carried out as part of the BChannel Promotion Campaign. Procedure 1. 56 . Associate . the final decision will lie with the Head – Sourcing. in ESupport and generates a Referral / Applicant ID. job sites etc] of a profile. direct applicant. Conflict in source of a profile: In cases of a conflict in the origin source [vendors.V. SSCL Payroll – Initiates payment to the associates based on the referral advice provided.The B-Channel on receipt of the resumes initiates the recruitment process provided the resumes match the Job description. In case of any further conflict in any of the above cases.B-Channel. The decision regarding a conflict among Associates will lie with the Head . benefit of doubt will be given to the Associate who is able to provide mail proofs against the referral. In case of further conflict on the issue.The Associate uploads the referral C.B-Channel and will vary from case to case depending on the merits of the same. B-Channel .The decision regarding a conflict in source of a profile will lie with the Head .B-Channel and will vary from case to case depending on the merits of the same. In case of conflict among Associates regarding source of the referral: Referral fee is payable to the Associate against whose Referral ID the offer to the candidate has been released.delinked profiles. 2. A ‗delinked‘ profile can be ‗relinked‘ by sending a mail request for the same to the referral supervisor at buddy_channel@mahindrasatyam. 2. the benefit of the conflict will be given to the Associate if he is able to support his claim with relevant mail proofs. 3.com Treatment of special cases – 1.
―According to the Q3 Report – Infosys touched an all time high in Referral rate which is stated as greater than 50% and according to some sources is as high as 60%. 2010).000 INR 35.000 USD 1000 USD 3000 Infosys has recently doubled the referral fee – Article in Timesjobs.com (Dt. Dec 15th.The referral fee is paid to the employee once the new joining has completed 3 months in the organization.000 USD 1000 USD 1000 USD 1000 USD 2000 7 INR 50.4.‖ 57 .2.000 NIL NIL 3 4 INR 15.000 USD 1000 USD 1000 5 6 INR 15.3 Other Major IT Companies Employee Referral Program INFOSYS Table 1: The payout policy for Infosys regarding Employee Referral Program is given below :Job Band Base Reward Special Reward if joined overseas Special Reward if joined for Any Stream for Delivery & Program overseas for CFG/ ISC/ CSG/ Management Streams TARCH Streams* INR 10.
000. Table 2: Payout of TCS in INDIA IT Services Grades Reward Amount (INR) C1 C2 C3A C3B C4 C5 5000 12500 18000 25000 32000 50000 WIPRO Wipro has doubled the cash rewards from Rs.There are on ground promotions to advertise the referral program.Findings: COMPARITIVE ANALYSIS Figure 6: Net Joining 14000 12000 10000 Employees 8000 6000 4000 2000 0 -2000 1 2 Quarters 3 4 Infosys TCS Wipro Mahindra Satyam 58 .000 to Rs.All employee referrals are done through an online referral portal called ―WipLinks / Livewire‖ as per their global referral policy.r.TATA CONSULTANCY SERVICES The payout policy w. Employee Referral Scheme in Tata Consultancy Services is given below (please note that unless specifically mentioned.t. the time of payment is completion of 3 months by the new joining). 20. 5.40.
In Q3 touched peak referral rate (approximately 60%). 59 .The maximum referral fee paid is equal for all the three organizations.000 .Comparison: Table 3: Infosys TCS Wipro Mahindra Satyam Q1 1026 3271 4854 -932 Q2 7646 10717 2975 346 Q3 5311 12497 3591 764 Q4 3041 11700 2894 434 The highest recruitment in the FY2010-11 was done by Tata Consultancy Services. During this time the referral fee was doubled. Mahindra Satyam has shown signs of revival very strongly post the rough patch the organization faced in 2009. The attrition rate at Mahindra Satyam has come down drastically and is lower than industry average.The Minimum referral fee paid is the highest in Mahindra Satyam. The Referral fee paid in India of the three organizations are given below : Table 4: Min Max Infosys Satyam TCS 10000 50000 15000 50000 5000 50000 .The minimum referral paid for referrals abroad is $750 (Mahindra Satyam) and the maximum is $3000 (Infosys). . The referral fee paid abroad are given below – Table 5: Min Max Infosys $1000 $3000 MahindraSatyam TCS $750 $2000 £750 £2.
Educate and encourage – Fighting corporate policies that discourage social media participation and educate employees and managers about how to effectively use social 60 . 6..Wipro gives out non cash rewards in the form of LCD T. Priority Processing – The referred applications should be given a priority for processing over other sources to ensure that the employee and the referral feel that they are special. The referral fee is also paid during these schemes. MP3 Players. Referral Activities – Visiting top performers and coach them through a talent discovery exercise to generate referrals for a particular need. 78% percent of people do not know anyone suitable for that position 42% are afraid of the consequences of referring a bad candidate 21% feel the process is too much complicated.V.etc). Expedited Interviewing – To promise that all employee referral candidates are interviewed within a certain number of days. 2. LCD TV. every quarter the B-Channel Team develops a new scheme which involves non cash rewards (Ex. Home Theatre. Wipro:. The following steps need to be taken to make the employee referral program more effective and productive – 1.Recommendations To improve the employee referral program. IPhone. employees who have referred a considerable number of applications are presented with prizes (Ipod. etc. It can either be a small personalized thank you note or even an announcement through the notice board. This is done with a view to encourage employees to participate in the employee referral program and do not get discouraged by the fact that only one employee has won the prize.Infosys & TCS do not have a policy of giving non cash rewards to its employees in the Employee Referral Program.At Mahindra Satyam. etc) where the employee with highest number of referrals (joinings) is presented the prize. 5. Increase Recognition – Apart from the monetary and non monetary rewards. employee recognition should be emphasized on. the first thing to know is why don‘t employees refer? According to a survey. This can be done by publicly recognizing employees and managers for participating in the process. Infosys & TCS: . 4. 6. Travel Vouchers. 3. Rapid Response – The referral team should respond to the referred candidate and referring employee within reasonable time so that the employee feels his contribution is being considered and recognized. Foreign Holidays.Non Cash Rewards – Mahindra Satyam: . Apart from this.
2. Follow up Interviews – Following a successful referral. so that each and everyone actively participate in the process. This can be very effective as they would have a larger network to access from as compared to the present employee‘s social network. A Referral Database – To develop a pool of referrers who can be proactively approached.networks for professional purposes. interview the referring employee to thank them for the contribution they have made. the organization can ask the new hires to make referrals during on-boarding. Referral Events – To hold referral events and hiring parties for referrals in order to garner attention. Also educate them regarding the advantages of employee referral program. Also find out how they sourced the new hire from their network and ask for additional referrals. On-boarding Referrals – Through this step. to educate and get spot referrals. Apart from that the organization can rely on proactive referrals in the following ways – 1. 61 . 4. 3. and then encourage mass participation. Select these individuals based on their past referrals and the likelihood that they would know someone with a particular skill set.
" Journal of Economic Behavior & Organization. Institute for Empirical Research in Economics . (2006). 2011." IEW Working Papers iewwp288. J. (1995). Dees. 54-67 Fegley. productivity. Christos J. Blood. Washington: Child Welfare League of America Huselid. How to change the world: Social entrepreneurs and the power of new ideas: Oxford University Press. 2007. Paraskevopoulos. Pieter. C. M. Journal of Park and Recreation Administration. Nonprofit compensation and benefits practices : John Wiley & Sons Inc Barr. and corporate financial performance`.University of Zurich. 72(1). W. Hellenic Observatory. (1998). 2009. "Corruption in public service delivery: An experimental analysis. (2006). and Money`. J. C. (1998)." GreeSE â― Hellenic Observatory Papers on Greece and Southeast Europe 09. J. 2006. 62 . `Traumatic Stress. vol. `Human resource challenges in human service and community development organizations`. (2007). 133 Barbeito. Frey & Alois Stutzer. 640-663 Bornstein. C. Drahnak-Faller. October Bhatnagar. `" Walking the Walk" of Public Service Motivation: Public Employees and Charitable Gifts of Time. "Environmental Morale and Motivation. Magnus & Serneels. (2004). C. 29: 6. Abigail & Lindelow. Yoshioka. pages 52-54. 27-42 Bruno S. & Bowman. S. & Munoz. `Enterprising nonpro ts`. 635-672 Joan Costa-Font. Journal of Public Administration Research and Theory. P." CESifo DICE Report. & McDonald. LSE. Review of Public Personnel Administration. `Talent management strategy of employee engagement in Indian ITES employees: key to retention`. P. Employee Relations. 22: 2.BIBILOGRAPHY: Ban. P. pages 225-239. 76: 1. Ifo Institute for Economic Research at the University of Munich. SHRM Research Houston. USA Brown. Turnover. `Organizational mission as a core dimension in employee retention`. 67 Howe. and Peer Support in Child Welfare`. Academy of management journal . `The impact of human resource management practices on turnover. J. 07. Harvard Business Review . Elsevier. `Talent management survey report`. 9(2). 38: 3. (2001). & Towers. vol. & Economy. (2007). "Insurance Crowding Out and Long-Term Care Partnerships. 16: 1. A. Emerson. M. D. "Social Capital and Public Policy in Greece. D. 23: 2. (2003).
(2006)." Journal of Business Ethics.com www. keeping the ones you find: Recruitment and retention in nonprofit organizations`. R. pages 68-71.The Smith Institute. `Serving the people or serving for pay: Reward preferences among government. & Cohen. www. 5. E.ere. smith-institute. (2007).net www. RH Associates. uk/pdfs/sociaL_enterprise. March Lynn. A. hybrid sector. D. M. "Organizational Citizenship Behavior and the Public Service Ethos: Whither the Organization?. 2.mahindrasatyam. CPR. org. (2003). Job quality in non -profit organizations: CPRN= RCRPP Nicholls.hrworld. 3. A. pdf (accessed May 2007). The Jossey-Bass Handbook of Nonprofit Leadership and Management.citehr. & Chalkley.Julie Rayner & Alan Lawton & Helen Williams. 192 Watson. and business managers`. & Abzug. 91 McMullen. D. available at: www.Public Productivity & Management Review. "Paying for performance and motivation crowding out. `Finding the ones you want. 4. Review of Public Personnel Administration. Review of Public Personnel Administration. 14: 4.com www. HAL Siciliani. `Symposium`. 2012. Social entrepreneurship: new models of sustainable social change: Oxford University Press. (2005). 106(2). 2009. May Vigoda. Luigi. K. London. 623-659 Westall.tcs. G.com www. Wittmer.com www." Economics Letters. Springer. 369-383 WEB SITES: 1. 103(2). "Les Modes de Rémunération comme MécanismesSélectifs de la Main d'oeuvre : Fondements Théoriques et Estimations Empiriques. 7. Elsevier. Schellenberg. vol. D. (1991). (2003). 23: 3.timesjobs. (2003). `Social enterprise futures`. vol.infosys.com 63 ." Post-Print halshs00303703. & Networks. 2008. 6. USA Sabrina Teyssier. `Work congruence and excellence in human resource management`. 23: 2. pages 117-130. A.com www.
This action might not be possible to undo. Are you sure you want to continue?
We've moved you to where you read on your other device.
Get the full title to continue reading from where you left off, or restart the preview.