CHAPTER 1

INTRODUCTION
Human Resources Department at any organization is a crucial and indispensable part of the operational strategy. It can directly affect the results of the organization, and make a very important difference between the success and failure of any organizational strategy or goal, both in the long and well as short term. An efficient HR department should be able to access, forecast, predict, design, and implement its strategies in direct sync with the business goals and strategies of the organization for a mutual and coherent environment, or completely fail at one or more steps to create imbalance and instability within the organization. With the environment being very volatile and fully loaded with uncertainty, it is all the more important for the HR department to act as a strategic partner of the business, so as to ensure that the long term and short terms visions and goals of the organization from the financial and human capital perspectives are perfectly aligned and harmonious. At the same time, an efficient HR department can also help in accurate environment scanning and forecasting, and use its knowledge and resources for near‐exhausting set of scenarios for the organization to plan for. The human resources are the most crucial and success determining factor of an organization and the pivotal role that it plays can be experienced and understood with greater precision in the current scenario where the world economy is trying to regain its momentum and start a journey towards development, prosperity, growth and restructuring every aspect of the its functions. The term paper serves as a tool and method to dive into the depths of knowledge and try to collect and put together the various fragments pointing towards the crucial role recruitment and selection process, training and development program, performance appraisal methodology and career development programs play in aligning the direction of HR strategy in coherence with the objectives, visions and missions of the organization. The term paper tries to the answer the various related issues that arise when the organizations go in for the recruitment and selection process and how organizations try to streamline the various functions related to employee development, training and career development with their corporate goals and objectives.

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CHAPTER 2

MICROSOFT CORPORATION
Microsoft Corporation is a multinational computer technology corporation that develops, manufactures, licenses, and supports a wide range of software products for computing devices. Microsoft Corporation is headquartered in Redmond, Washington, USA and its most profitable products are the Microsoft Windows operating system and the Microsoft Office suite of productivity software. The company was founded in 1975, to develop and sell BASIC interpreters for the Altair 8800. Microsoft rose to dominate the home computer operating system market with MSDOS in the mid-1980s, followed by the Windows line of operating systems. Many of its products have achieved near-ubiquity in the desktop computer market. Microsoft possesses footholds in other markets, with assets such as the MSNBC cable television network and the MSN Internet portal. The company also markets both computer hardware products such as the Microsoft mouse and the Microsoft Natural keyboard, as well as home entertainment products such as the Xbox, Xbox 360, Zune and MSN TV. The company's initial public stock offering (IPO) was in 1986; the ensuing rise of the company's stock price has made four billionaires and an estimated 12,000 millionaires from Microsoft employees. MICROSOFT: KNOWLEDGE FUEL OF THE TECHNOLOGY WORLD Microsoft is considered by many to be an ideal place to work. The company has won several awards for innovation, for their commitment to diversity, and for their flexible work arrangements. It has always been a leader in the market with regard to its compensation. With a total strength of about 80,000 4employees5 across the globe, and a total revenue exceeding $15 billion, it is one of the biggest and best‐known6 technology companies in the world. Employees have access to the most current resources, from an intranet with source code libraries to periodical libraries to state‐of‐the‐art research labs. Their work is personally challenging and on the cutting edge of technology. The organization believes in providing the employees whatever tools and technologies they need to achieve the best results possible; and the employees are expected to create software and entertainment products that could sell millions of copies worldwide. The office campuses at most locations are considered the benchmark of technology hubs, with fir trees, forested trails, snow‐capped mountain vistas, basketball courts, and even shuttle buses for employees to make use of. 2

Employees at Microsoft are recognized7 as the intellectual fuel and are provided with various benefit plans and resources, which are designed to retain them. Lisa Brummel, who joined as the Chief of Human Resources at Microsoft, in 2005, started reshaping the company's HR strategies to make them more innovative and customized to individual employee needs. The focus was to project Microsoft, from an HR perspective, as an employee‐driven organization. As an organization, Microsoft offers a lot of flexibility to employees – the flexible work arrangements and flexible benefit plans offered at Microsoft are often considered Best Practices9 by many employers. HR STRATEGY AT MICROSOFT Microsoft Corporation has adopted the “Performance Culture Model`` as the best approach to drive its success. All the critical people metrics are categorized and measured as per the Growth Pyramid. The amount of investment made in external and internal surveys is very substantial and projects Microsoft as a leader in this regard across the industry.

Some of the categories across which the surveys are done and analyzed would include:  Organization: Organization size, open positions, line HR ratios.  Organization Health: Workgroup Health Index, Microsoft Pulse Index, Microsoft Culture Index.

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 Staffing: Hiring stats – types of hires, channel wise hiring stats, positions closed internally, hiring spends, lead time, % of hiring plan, net adds, offer acceptance rates, reasons for offer decline.  Talent Management: Good attrition, bad attrition, YOY and Qtr‐on‐Qtr tracking, reasons for bad attrition, % retention of high positions, % of promotions, succession panning indicator, and succession planning usage.  Diversity: % of women (target vs. actual), % of women hired, % of women talent losses, reasons for bad attrition, % of women in leadership succession slate, % of Managers and employees completing MS Diversity training programs, % of other diversity hiring.  Manager Capability: Span of Control, Organization Depth, % of Managers.  Learning & Development: Field Readiness Index, number of employees trained on employee development programmes, number of managers trained through management excellence framework (that provides for management development through career events, continuous learning and building connections).  Leadership Development: % of leadership hires, % of leadership attrition, succession planning index (% of successors in stages of readiness for a Leadership role).  Rewards: % of budget used on rewards. Besides this, they periodically run market surveys to ensure their competitive positioning on compensation. While tracking the above metrics has shown more robust action planning to improve scores on each of them, there are two that that have made their People Review process much more meaningful ensuring both organizational readiness and talent management. These are the SPI and the SPU: The Succession Planning Indicator (SPI) that is designed to help measure how well the organization is positioned with weightings assigned to Ready Now and One Move Away successors for leadership positions. The Succession Plan Usage (SPU) is an index designed to assess both the quality of the previous years’ succession plans and whether an organization is effectively leveraging its succession plans when filling open leadership positions. It indicates the percent of leadership team positions that were filled during the past year by someone who was on last year’s succession slate. In present times of volatility and organizational restructuring businesses seek HR to: a) understand the talent needs of the business b) help develop strategic plans regarding

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employees c) identify talent issues before they impact the business and d) very importantly, help identify new business strategies. 2.1 RECRUITMENT AND SELECTION: ATTRACTING THE BEST AND THE BRIGHTEST Beginning from its initial days, Microsoft has believed in recruiting extremely intelligent staff, favoring intelligence over experience. Co‐founders Bill Gates and Paul Allen shared a preference for hiring extremely intelligent, not necessarily experienced, new college graduates dated from Microsoft’s start‐up days. Microsoft’s recruitment strategies reflect their philosophy – Microsoft is an aggressive recruiter and is often the first company to offer jobs to elite graduates at campuses and career fairs across the world. At the beginning, the recruitment strategies at Microsoft included sourcing people from the elite educational facilities such as Harvard, Yale, MIT, Carnegie‐Melon and Stanford. Microsoft recruiters would visit these universities “in search of the most brilliant, driven students”. Experience was not required and it was in fact, preferred that new employees had no experience. The selected recruits would undergo a selection process which was focused more on problem solving and thought‐process & composure‐testing exercises rather than the actual technical interviews. This interviewing process was seen as one which would push the interviewees to the limit of their creative and analytic abilities rather than their familiarity with a computer programming language. The importance of hiring the right people is also shown in Microsoft’s ‘n minus 1’ strategy which means less people are employed than are required. This policy reinforces that hiring the right people is more important than hiring just to fill a position. Microsoft retains the same basic principles as they have expanded but had to change their methods when the number of new employees required could no longer be sourced only from universities. The recruiting practices continue to be active rather than passive, with Microsoft ‘head hunting’ the best staff. These staff are found, monitored and recruited from other companies by over 300 recruiting experts. These staffs actively recruit suitable employees and focus on the right type of person rather than the right type of skill level. Human resources are an important source of competitive advantage. Microsoft uses human resources for competitive advantage, basing its success on having the very best people in the industry and inspiring them to be the best. It is this that leads to Microsoft’s unique recruitment practices. What is most crucial here is that Microsoft’s recruitment practices meet its human resource needs. It is an important sign of the focused approach of Microsoft, with its actions always leading towards its ultimate goals. Some important factors to be considered in recruiting staff include that the recruiter should be from the same functional area and that candidates should not be deceived about the negative elements of a job. The interview process at Microsoft reflects this with the new employee being interviewed by the manager. The recruitment process also goes further than just informing the employee about the negative aspects, instead the recruitment process actually tests the employee on the negative aspects, putting them under the same type of pressure they would be put under on the job. 5

Microsoft also took advantage of breaking opportunities such as company layoffs; one example is with the AOL down size. The CEO announced that when they heard AOL was downsizing Netscape’s operations in the valley, they assembled a team to identify the best talent and go knocking on doors. RECRUITMENT PROCESS The candidates need to submit their CV for the recruitment process. The recruitment and selection process consists of the following steps: 1st one. The CV is reviewed and matched the job requirements. This is the shortest round and the individual may be contacted within a week with the second round interview proposition.  2nd round is the longest one. Generally an individual will talk to different people on the phone. He'll be asked technical questions and tested in different aspects like basic knowledge, background depth, logical thinking, etc. Finally the team player skills will be tested by the HR department in 30-45 minutes call. The HR is the one who makes the decision whether the individual matches the requirement for the job or not.  3rd round is mostly technical. The candidate would be invited to talk face-toface with Microsoft employees. They would ask the candidate algorithms, functions or suggested solutions to some of the current problems being faced by them.

2.2 TRAINING & DEVELOPMENT PROCESS It is a learning process that involves the acquisition of knowledge, sharpening of skills, concepts, rules, or changing of attitudes and behaviors to enhance the performance of employees. The training and development process aims to fulfill the following objectives:  Optimum Utilization of Human Resources – Training and Development helps in optimizing the utilization of human resource that further helps the employee to achieve the organizational goals as well as their individual goals.  Development of Human Resources – Training and Development helps to provide an opportunity and broad structure for the development of human resources’ technical and behavioral skills in an organization. It also helps the employees in attaining personal growth.  Development of skills of employees – Training and Development helps in increasing the job knowledge and skills of employees at each level. It helps to expand the horizons of human intellect and an overall personality of the employees.

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 Productivity – Training and Development helps in increasing the productivity of the employees that helps the organization further to achieve its long-term goal.  Team spirit – Training and Development helps in inculcating the sense of team work, team spirit, and inter-team collaborations. It helps in inculcating the zeal to learn within the employees.  Organization Culture – Training and Development helps to develop and improve the organizational health culture and effectiveness. It helps in creating the learning culture within the organization.  Organization Climate – Training and Development helps building the positive perception and feeling about the organization. The employees get these feelings from leaders, subordinates, and peers.  Quality – Training and Development helps in improving upon the quality of work and work-life.  Health and Safety – Training and Development helps in improving the health and safety of the organization thus preventing obsolescence.  Morale – Training and Development helps in improving the morale of the work force.  Image – Training and Development helps in creating a better corporate image.  Profitability – Training and Development leads to improved profitability and more positive attitudes towards profit orientation.  Training and Development aids in organizational development i.e. Organization gets more effective decision making and problem solving. It helps in understanding and carrying out organizational policies.  Training and Development helps in developing leadership skills, motivation, loyalty, better attitudes, and other aspects that successful workers and managers usually display. EXPAND YOUR POTENTIAL, IMPACT OUR WORLD A career at Microsoft is more than a job. It's a path to improving your skills, knowledge, and capabilities as you enhance your current role or, possibly, take on a new role within the company. Along the way, you'll find the tools, resources, and support to help you explore opportunities within Microsoft and realize your full potential. A THREE-WAY PARTNERSHIP Career and professional development at Microsoft is a partnership between you, your manager, and our company. You drive your career development plan, your manager assists and coach you, and Microsoft supports your efforts by providing a framework for

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the process and resources for your development. The goal of Training & Development at Microsoft is to achieve an optimal match between each employee's professional growth and Microsoft's business objectives. You can benefit from having a career or professional development plan, whether you're at the beginning of your career, looking to make some changes in your present position, or even if you already have your dream job and want to enrich your skills and knowledge. As a Microsoft employee, you'll find an abundance of resources and assessment tools to help you clarify your business interests and improve your competencies and skills. A few examples include technical education seminars, management and professional development courses, the IT learning site, and Microsoft Training and Certification programs. In addition, we encourage professional development by reimbursing tuition and textbook fees for approved work-related courses. The bottom line: At Microsoft, what you achieve and how much you grow is up to you.

2.3 PERFORMANCE APPRAISAL Performance Appraisal is an objective system to judge the ability of an individual employee to perform his tasks. A good performance appraisal system should focus on the individual and his development, besides helping him to achieve the desired performance. This means that while the results are important the organization should also examine and prepare its human capital to achieve this result. This holds true even for new inductees. There is a strong linkage between induction, training and appraisal. In a large number of firms worldwide, a new recruit is expected to discuss his schedule of work in achieving his induction objective. This schedule of work becomes a part of his job for the next few months. OBJECTIVES OF APPRAISAL Almost all organizations practice performance appraisal in one form or another to achieve certain objectives. These objectives may vary from organization to organization or even within the same organization from time to time. It has been found that there are two primary objectives behind the use of this methodology. One is to use it as an evaluation system and second, to use it as a feedback system. The aim of the evaluation system is to identify the performance gap. This means that it helps determine the gap between the actual performance of the employee and that required or desired by the organization. The aim of the feedback system is to inform the employee about the quality of his work or performance. This is an interactive process by which the employee can also speak about his problems to his superior.

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An effective performance appraisal system should emphasis individual objectives, organizational objectives and also mutual objectives. From the viewpoint of individual objective the performance appraisal should talk about a) What task the individual is expected to do? b) How well the individual has done the task? c) How can his performance be further improved? d) His reward for doing well. From the organizational view point a performance appraisal should generate manpower information, improve efficiency and effectiveness serve as a mechanism of control and provide a rational compensation structure. In short the appraisal system establishes and upholds the principle of accountability in the absence of which organization failure is the only possible outcome. Finally, talking about mutual goals, the emphasis is on growth and development, harmony, effectiveness and profitability. PERFORMANCE MANAGEMENT AND PERFORMANCE APPRAISAL Many people mistake performance appraisal for performance management. Actually, performance management is a much bigger system, and is much more valuable to managers and companies (and employees) than performance appraisal. The essential components or parts of an effective performance management system include:
• • • • •

Performance Planning (includes employee goal setting / objective setting) Ongoing Performance Communication Data Gathering, Observation and Documentation Performance Appraisal Meetings Performance Diagnosis and Coaching

Performance Management is an ongoing process of measuring and adjusting performance continually focusing on behaviors throughout the year. It is a continuous process not an event. It is not the same as performance appraisal, which is an assessment of the employee’s performance by both the employee and his superior jointly, with the purpose of allocating a score that may be used for both development and salary or promotion purposes. Performance Management includes Performance Appraisal as one of its elements. Performance Management should became part of day to day workplace behavior. Some organizations have adopted an online Performance Management system. Going online with performance management puts ownership of the process in the hands of the individual as opposed to the traditional manager driven system. It allows direct communication between the individual and the manager via online journals at times convenient to both. It links performance with the individual’s learning and development plans and also to the organizational goals, values and competencies.

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In fact performance appraisal is the least important component of a performance management system. To quote Robert Bacal ‘If all you do is appraisal -- if you don't do planning and have ongoing communication, collect data, and diagnose problems, you are wasting your time.’ In fact it's even worse than that. If all you do is performance appraisal, you will almost be guaranteed that morale will suffer, performance problems will increase, and the manager's job will become much harder. RANK AND YANK STRATEGY Microsoft Corporation has adopted a performance appraisal model in which best-to-worst ranking methods are used to identify poor performers. The identified poor performers are then given a time period during which they have to show an improvement in their performance. In cases where the employee fails to improve his performance he is asked to leave the organization gracefully and a severance package is offered to him. If the employee refuses to leave then his service is terminated and no compensation is offered. This system is called “rank and yank strategy”. Advocates of this system feel that it continually motivates employees to better their performance since nobody would like to be included in the poor performance band. But the flip side of this strategy is that employees become too competitive and team spirit is not nurtured. Effective organizations are not build merely on investment and returns but more on the quality of the workforce, its commitment to the organizational goals and investments made to attract train and retain superior human capital. An integrated Performance Management system is essential to get the best out of its people. Employee performance is linked to company performance. This helps in achieving the organizational goal and creates a performance culture in the company. Invention, creativity, diversity of perspectives is fostered. Employees act as one company one brand.

2.4 CAREER DEVELOPMENT At Microsoft provides an amazing range of opportunities. One might become an expert in a particular field or build proficiencies across many areas. One might be an individual contributor or become a manager. They have so many kinds of jobs in so many different places, one can stay in one building, city, or country, or you can cross borders—in person, or virtually. One’s career and professional development is a partnership between him and his manager, reinforced by their numerous career resources. They believe career is an individual adventure. You drive your career development plan while your manager assists and coaches one, and they provide a framework with the tools and resources you need to succeed. Their Philosophy: An individual adventure Defined roles. Each of their jobs has clear requirements for success but lots of room to push boundaries and grow. Managers provide ongoing support, but ultimately one is 10

empowered to shape his personal experience and chart his own career path. One can go deep in an area of expertise, or move across functions or businesses to experience a breadth of opportunity.

Career path options. One doesn’t have to be a manager to move up. Both individual contributor and management careers progress all the way through senior levels—they highly value both. Movement across professions. They define desired results and consistently apply them for all professions available in their business groups. This makes it easy for one to learn about each profession and identify and develop the skills one will need if he want to make a change. Career Model: A clear way to manage one’s career

Their career model is a framework and set of tools that gives one a consistent way to manage his career, identify opportunities for progress, and document results. The model helps to understand how to take control of one’s career and provide context for the vast resources they offer to help to succeed. As part of development, one will have the option to engage in some 2,000 training programs taught by instructors from leading educational institutions and offered online, virtually, or in classrooms around the globe. One can’t beat the level of investment they place on career development. Mentoring & Networking: Connections to help us grow

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At Microsoft they share knowledge, experiences, and resources to help each other achieve career goals and grow both professionally and personally. Mentoring allows one to learn from the experiences of professionals within and outside of ones own area of expertise, and to build a network to help find opportunities that can promote his development. Mentoring is a great way to make a big company feel smaller —and its opportunities more accessible—to each. Employee groups allow people with common interests or backgrounds to connect with each other. Do you love pets, vegetarian cooking, or the environment? Do you share a cultural background or special need with other employees? Chances are you’ll find a network of people with similar interests and/or needs at Microsoft, and you can connect with.

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CHAPTER 3

TECH MAHINDRA
Tech Mahindra is a global systems integrator and business transformation consulting firm focused on the communications industry. With the convergence of media and telecom, the changing landscape of the telecom industry is becoming extremely competitive. Tech Mahindra’s solutions portfolio includes Consulting, Application Development & Management, Network Services, Solution Integration, Product Engineering, Managed Services, Remote Infrastructure Management and BPO. Over 25,000 professionals service clients across the telecom eco-system, from a global network of development centers and sales offices across Americas, Europe, Middle-east, Africa and Asia-Pacific. With annual revenues in excess of US$ 930 million, Tech Mahindra is the largest telecom-focused solutions provider and 6th largest software exporter from India. As companies rapidly strive to gain a competitive advantage, Tech Mahindra helps companies innovate and transform by leveraging its unique insights, differentiated services and flexible partnering models. This has helped our customers reduce operating costs and generate new revenue streams. Recognizing that margins from connectivity are rapidly falling and that future growth in revenues and margins will only come from new applications, content and services, operators today are busy addressing business opportunities revolving around Commerce, Content, Convergence and Customer Experience to gain a sustainable Competitive Advantage. Tech Mahindra is the Leading provider of IT Solutions to the Telecom industry For over two decades, Tech Mahindra has been the chosen transformation partner for wire line, wireless and broadband operators in Europe, Asia-Pacific and North America. Majority owned by Mahindra & Mahindra, one of the Top 10 industrial houses in India, in partnership with British Telecommunications plc (BT), world’s leading communications service provider, Tech Mahindra has grown rapidly to become the 5th largest software exporter in India (NASSCOM 2009) and the first largest telecom software provider from India (Voice & Data 2009).

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Over 30,000 professionals service clients across the telecom eco-system, from our global network of development centers and sales offices across Americas, Europe, Middle-East, Africa and Asia-Pacific. Committed to quality, Tech Mahindra adds value to client businesses through wellestablished methodologies, tools and techniques backed by its stringent quality processes. Tech Mahindra is ISO 9001:2000 certified and is assessed at SEI-CMMI Level 5. Tech Mahindra has also been awarded the ISO 20000-1 (IT Service Management Standard) and ISO 27001 (Security Management Standard) certification for its development centers across India and UK.

3.1 RECRUITMENT STRATEGY
RECRUITMENT OBJECTIVE 1. The Management Trainees will be recruited from the business schools short-listed by the Group. 2. The minimum qualifications will be a Master's degree in Management. 3. A preliminary short-list will be made based on Application details. All short-listed candidates will go through a group discussion, leadership skills assessment and a personal interview. 4. Offers will be communicated immediately to the placement office based on the campus policy. 5. All selected Management Trainees will be expected to join in the third/fourth week of June (date as specified by the Company) and go through a Common Induction Program. SOURCES OF RECRUITMENT 1. Internal Search 2. Employee Referrals/Recommendations 3. External Searches     Advertisement Employment Agencies School, Colleges Walk-Ins

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 Internet Recruiting 4.    Alternatives Temporary help services Employee leasing Independent contractors

The goal is to attract the best talent for the job either from within the Group or from outside. With professionalism as one of the Group's core values, it would look for a proper fit and also domain expertise. The Group strives to tap talent through diverse innovative approaches and aims to reach out to the best people for the job. The Group also looks for core values like good corporate citizenship, customer first, quality focus and dignity of the individual in potential candidates. RECRUITMENT PROCESS 1. Identify vacancy: Recruitment team of Tech Mahindra first identifies various vacant job positions like      2. Sr. Developers / Sr. Programmer / Project Managers / Sr. Project Manager Business Analyst Process Analysts/Process Designers/Sr. Process Designers Data Analyst Portals & Web Technology Business Intelligence Prepare job description and person specification Here the recruiters give the candidate information regarding the job profile for the particular post which they applied for. Example position ofBusiness Analysts Experience: 3-10 Years of experience Desired Skills & Technologies  Telecom functional knowledge with any telecom company, preferable BT  Good understanding of Process / System Design  Telecom product understanding like ISDN, MPLS, LAN, WAN, Switches etc & exposure to system stack like OSS/BSS Expedio, Billing engines etc  Functional Knowledge of Lead to Cash, Trouble to Resolve and Concept to Market Processes  Knowledge of Telecom Networks (Access & Core networks, Routers, CPE) 15

 Understanding of Fulfillment and Assurance processes  Ability to grasp new technology, product knowledge  Awareness of business process management, modeling tools (preferably ARIS, MS-Visio) & techniques  Excellent communication & interpersonal skills with exposure to customer interaction. Role & Responsibilities  Work with delivery work streams to communicate business objectives and requirements  Work with DM/Solution Designer to plan analysis work and highlight risks and issues.  Work with the business owners to define acceptance criteria. 3. Advertising the vacancy and manage response In this step the company advertises vacancies via media, banners, newspapers, pamphlets etc so as to attract more applicants so that it becomes easy for them to screen the best out of the pool of applications of candidates who applied for that job position. 4. Short-listing Here the candidates who are most apt for the position are short listed for further proceeding. 5. Conducting interview and decision making At this stage the candidate enters the premises for interviews and is selected on basis of several rounds of interview which are discussed further. RECRUITMENT PROCEDURE It was a 3 stage procedure 1.Onli ne Aptitude Test 2.Technical Interview 3. GD + HR Unique username & password is given to access the online test paper. Different paper sets are given. Aptitude Test Aptitude test has 100 questions to be solved in 60 minutes. Questions are divided into 6 sections

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1. Verbal reasoning 2. Non-verbal reasoning 3 Quantitative Aptitude 4 English I 5 English II 6 English III Sectional cut-off is given and no negative marking was done. Synonyms, antonyms, reading comprehension, filling blanks with proper verbs, adjectives, prepositions, etc.

Verbal reasoning & non-verbal reasoning are also given. Quantitative section has12 questions. Results are declared in 20 minutes. Then they give a form to fill to us. They asked for general information such as Educational details, passport details, family details, languages known, career objective for next 3 years (be specific such as system analyst, software testing, etc) Followed by interview and group discussion. SELECTION PROCESS The selection process will be as follows: 1. CVs are to be forwarded to freshers@techmahindra.com along with the spread sheet format attached Incomplete entries & resumes sent directly to recruitment team or any one else will not be considered. 2. Last date for receiving the resume should be considered. http://www.placementpapers.net/helpingroot/paper/Tech-Mahindra-Placement-PaperAptitude-Technical-210110 3. Aptitude tests/ Interviews are likely to be conducted at following centers in India * * * * * * Mumbai Pune Bangalore Chennai Hyderabad Noida 17

*

Kolkata

4. Eligible candidates will be informed about the Aptitude Test / Interview schedule directly through e-mail. a) For passed out candidates selection process will comprise of Aptitude Test /technical test / Interview 5. Selected candidates will be notified by e-mail directly. 6. Those offered will be required to join on the date mentioned. 7. Successful passed out candidates will be offered permanent employment as 'Technical Associate' at Grade TG1 on salary of Rs. 2.6 Lakh per annum. They will be put through initial training of 3 months and will be confirmed only after successful completion of the training. They will be required to sign a bond of Rs 1 Lakh for 2 years. 8. Successful passed out candidates will be put through domain & process training for two weeks before final placement on projects. 9. These batches will have their first appraisal. 10. No queries with members of the Recruitment team regarding any of the referred case, during the selection process, will be entertained.

2.2 TRAINING AND DEVELOPMENT
FOCUS ON TRAINING The company organizes training in three phases. First is induction training for 55 days. Baksi explains, “It is a high level training. We select students when they are in their third year of engineering. From the third to the fourth year we give them small assignments and projects and update them on areas not covered by the college curriculum.” Apart from this, they have a distance training programme in a tie-up with BITS Pilani, in which Tech Mahindra offers a special scheme to its employees who are BSc graduates. They can do a four-year software engineering course and are paid a stipend. “In four years time they get MS degree from BITS Pilani and that programme is sponsored by us,” adds Baksi. Engineers can do their Masters from BITS Pilani. The company has a tie-up with a college in London from where employees can do courses. Besides, they have a direct 18

communication with IIT Mumbai—any employee can log into the institution site and take up courses and models. Then there is behavioral training for employees, which involves soft skills, customer interaction, communication skills, etc. Overall, the company spends 4 percent of its total revenue in training people.

Workforce profile Age Categorization < 25 26-35 36-45 46-55 > 55 Educational Qualifications Graduates Post-graduates PhDs Diploma holders Others 59.40 percent 30.13 percent 01.94 percent 07.11 percent 01.42 percent 25.56 percent 64.16 percent 9.35 percent 0.78 percent 0.15 percent

TRAINING 1. The Induction Training will be for a period of 2-3 weeks. It will focus on familiarizing the Management Trainees with the Mahindra Group's history, values, organizational policies, businesses and future growth plans. The batch will also undergo developmental workshops to explore the transition from academic to corporate life. 2. Post-induction, the Management Trainees shall be on training for a period of one year. They will undergo three projects: two in their functional specializations (4 months each) and one in a cross-functional area (3 months) in different sectors across the Mahindra

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Group. An Out Bound Training (OBT) programme to develop leadership, team-building and communication skills is also built as part of the yearlong training programme.

Objective 1. To attract, recruit, induct and groom young managerial talent for future leadership positions in the Group. 2. To develop a cadre of managers with cross-functional experience and an aptitude to take up top leadership positions in the future. Assessments 1. There will be periodic appraisals at the end of each project. 2. There will be a mid-year review where presentations of the first two projects will be made by each Management Trainee to a Senior Panel, followed by an individual feedback session. Confirmation The Management Trainee will be confirmed at the end of one year from the date of joining, after being duly appraised. The training period shall end on confirmation. Post-Training 1. All confirmed Management Trainees would be assigned to business needs. specific sectors based on

2. A development centre at the end of three years is carried out for all Management Trainees to assess training needs, growth prospects and rotation across sectors. DEVLOPMENT The Mahindra Group offers a number of High Value Leadership Lifecycle Programmes for leadership development at key transition points for Managers. 'Bodhivriksha' (a place of enlightenment), is a world-class, in-house Management Development Centre that has been set up to promote business values and leadership skills at Nashik. HIGH VALUE PROGRAMMES

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There are a number of programs at the corporate level for high potential talent. The two that deserve particular mention are as follows:

1. Global Managers Program Program Objective  To provide insights into understanding globalization and its impact on industry  To appreciate the nuances of International Trade and Finance  To give a perspective on International Marketing, Branding and Strategic Planning  To understand the importance of cross-cultural sensitivity. Key Program Content  International Marketing & Strategic Selling  Customer Relationship Management  Cross-cultural Sensitivity - Cultural Nuances in China, South Africa, USA, Europe and Middle East  Four T's: Training, Transfer, Teams and Travel  Global Marketplace: Implications for domestic/global marketing strategies/projects  Scenario Planning  Nuances of Legal and Contract Issues 2. Customer-centric Corporation Program Objective     To help understand consumer preferences, perception and To set frameworks for new product development To help understand brand equity To create unique value for the targeted customer behaviour

Key Program Content  Understanding customer expectations  Capturing the voice of customers of the Mahindra Group - Benchmarking studies, J. D. Power, CSI etc.  Setting frameworks for new product development

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 Positioning for competitive advantage  Creating value for competitive advantage  Co-creating value through experience

'Bodhi Vriksha' - Mahindra Management Development Centre The potential for learning is limitless. This is the spirit of Bodhi Vriksha, the Mahindra Management Development Centre. Established in 1999, this residential training facility for the Mahindra Group's management staff aims to promote business values and leadership skills. This is in keeping with the Group's belief that systems and practices must be upgraded constantly to keep pace with the dynamic business environment. Located 7 kms away from Nashik, one of the most favored industrial destinations in Maharashtra, the Mahindra Management Development Centre sprawls across 4 acres of beautifully landscaped terrain. The architecture is charmingly rustic and the infrastructure is ultra-modern, providing the ideal setting for employees to 'Reflect-Network-Develop'. It offers residential management development program with a mix of Classroom and Action learning. The Mahindra Management Development Centre was commissioned in April 2005, and since then, over 4500 executives from the Mahindra Group have benefited from its training programs. 'Bodhi Vriksha' is truly a temple of learning for the Group. The campus also houses the world-class Mahindra Institute of Quality (MIQ) to impart Total Quality Management training to both, the Mahindra Group and the Indian industry. The Mahindra Institute of Quality has Japanese accreditation and a top-notch faculty from India and Japan EVALUATION Thrust areas of Training & Development Initiatives 1. Customer-centric Corporation 2. Global Managers Program after identification of talent pool 3. Leadership and leading change 4. People Management - Coaching & Mentoring - Managing Conflicts, Team Working 5. Innovation

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6. Strategy 7. Technology Orientation 8. Leadership Communication Program for Executives 9. Multi-functional General Management Programs. 10. Marketing for Non-Marketing functions. 11. Finance for Non-Finance functions 12. 'The Mahindra Way' - A Manager's Induction Program into Shadow Boards The Mahindra Group follows a unique practice called Shadow Boards to help anticipate change, and throw out outmoded ways of thinking and working. This practice ensures that young high potential managers are more involved in the planning process of the Company. Their mandate is to discuss and give recommendations on major issues, both strategic and operational, and identify critical success factors. Shadow Boards impact our work in the following ways:  Voice out-of-box views of Generation Next  Challenge established modes of thinking  Offer new perspectives and insights  Catalyze implementation  Help in the grooming of future business leaders the Mahindra Group.

3.3 PERFORMANCE APPRAISALS TOOLS AND METHODS:
Appraisal happens twice a year. A mid – term (qualitative appraisal) happens in the month of Sept – Oct. The annual appraisal happens in the month of March –April. SSE CMM Systems Security Engineering Capability Maturity Model Tech Mahindra is one of the three companies worldwide to be appraised for SSE CMM level 3. Tech Mahindra, one of the largest providers of solutions to telecom companies around the world and among the top ten IT services companies in India has been successfully appraised for SSE-CMM Level 3 (Systems Security Engineering Capability Maturity Model). Tech Mahindra has been successfully appraised at SSE-CMM level 3 for various types of projects organizationally. The appraisal was led by Mr. John Hopkinson, of IIT/EWA and President of the ISSEA. This is the first formal SSE-CMM appraisal to be conducted in

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India. This places Tech Mahindra in the select list of global companies that have formally adopted the SSE-CMM. About ISSEA The International Systems Security Engineering Association (ISSEA) is dedicated to the advancement of systems security engineering as a defined and measurable discipline through the further development of its theory and practice. As such, ISSEA's objectives are:  To promote and enhance the Systems Security Engineering Capability Maturity Model (SSE-CMM? ISO/IEC 21827), and encourage its use in system and software developments where appropriate.  To promote mature security capability among system and software developers, service providers, operations managers, and risk management professionals; and ensure security be integral to development, integration, test, fielding, and operation of a system throughout its life cycle.  To provide educational and networking opportunities to the systems security engineering community. TechM Wins Maturity Level 5 of CMMI for Development v1.2 Tech Mahindra (TechM) is now appraised at Maturity Level 5 of CMMI for Development v1.2 (staged representation). This appraisal is a major milestone in the company’s continuous process improvement journey. CMMI for Development is a process improvement framework that helps an organization implement industry best practices and guides projects to deliver an enhanced performance in terms of predictability, efficiency and quality. CMMI v1.2 is the latest model from the Software Engineering Institute (SEI), USA. It has made the assessment process more stringent than before and companies require reappraisal every three years to maintain the current rating. Level 5 is the highest level of maturity that an organization can achieve on CMMI. Dr. Rajiv Nag, SEI authorized High Maturity Lead Assessor and 10 Assessment Team Work Opportunities: 3.5 members from TechM (6 from Delivery and 4 from QMG) conducted the Culture: 4.0 assessment in March 2009, covering all 22 Process Areas. Salary and Benefits: 2.0 Hiring and Talent: Leadership: Business Outlook: 2.5 3.5 24 3.0

3.4 CAREER DEVLOPMENT PROGRAMMES
Building Careers - Training at TechM Tech Mahindra believes that making investments in training for associates is a major differentiator and tends to create the right atmosphere for ensuring quality of delivery. The objective of our training program is to build a comprehensive skill set for the associates and enhance the end customer’s experience. All our associates and managers undergo rigorous training along all dimensions after joining the organization. On a regular basis, skill enhancement and refresher trainings are imparted to maintain and improve the performance of the process. The training need for an employee is determined based on the process requirements and on performance feedback from the Production and Quality Assurance teams. E-Lab Program Our unique E-lab program has been designed to ensure that our associates are sensitive to people issues without compromising on the overall business objective. All our associates are made aware of the diversity in accent and culture of the environment they work in through a selection of audio and visual aids. Associates can also refer to online training manuals through our training portal. The E-lab course revolves around creating a well rounded individual capable of understanding and delivering on the business challenges that lie ahead. Leadership Development In order to strengthen organization capability, your Company continues to focus on developing talent through two unique programs the 'Global Leadership Cadre' (GLC) and the Management Trainee (MT) program which hires the best talent from top academic campuses and grooms them through a focused program to take up higher managerial and decision making responsibilities. In addition, the Technical GLC program is offered to internal candidates who have been outstanding performers in their current assignments and have the potential to take up techno commercial roles at critical positions. Career Path The career path outlines the organization’s vision for the growth of Management Trainees. The time estimates are rough guides and not fixed periods. The belief is that the progress a Trainee makes in the system will depend on his/her performance and potential. The time periods mentioned also do not indicate vertical growth in terms of grades. 0-6 years: Direct exposure to ground realities in Marketing, Finance, Human Resources, Manufacturing, Procurement including Manufacturing support functions, Exposure to lower level leadership roles in their respective functional specialization and also first level leadership roles depending upon potential. 25

7-11 years: Exposure to inter functional integration issues, beginning of global exposure and exposure to senior leadership roles. 11-14 year: Exposure at this stage will be at a more macro level to give a bird's eye view of the organization. The executives will be given a more global experience that will come from projects, Executive Assistant positions, Location Head positions in Manufacturing, Marketing, Procurement, Investor relations. Post this phase; the executives will be required to take on the positions of business leaders of the organization. Bridging the gap The organization has been focusing on bridging the gap between the employer and employees and creating an environment of fun and work Employees have the right to express their views through a channel called the ‘Free Voice’. Through this, they send queries and the company responds to them within 48 hours. For the senior management, the company practices the concept of scorecard. In the beginning of every year, they announce to all employees across the globe that the management team has taken following targets. Each quarter the management goes to their respective teams and updates them about the tasks that have been achieved or not accomplished. Important initiatives Tech Mahindra is proud to have almost 7,000 women in its workforce. It has a program called the Women’s Network, where women leaders from the industry and outside talk to employees on various subjects like how they can exist in today’s male dominated world, how to bring up their children, work-life balance, etc. Corporate social responsibility is an integral part of Tech Mahindra’s vision. Many activities are organized to support the underprivileged. NGOs are allowed to put up stalls in the campus to seek support from employees. The company claims to donate $3.3 million and spends 2 percent of its profit for the purpose. To maintain a balance between work and fun, the company has formed a team called Josh. It is the core team for the company’s annual bash. The last Friday of every month this group organizes quizzes, dumb charades, gatherings, etc. There are other small groups like the Pinnacle, which conducts treks and sporting events, while Unlimited holds badminton and table tennis matches. Then there is the band called ‘Friday the 13th’, which keeps everybody entertained with their musical performances.

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TECH MAHINDRA’S recruitment goal is to attract the best talent for the job either from within the Group or from outside. With professionalism as one of the Group's core values, it would look for a proper fit and also domain expertise. The Group strives to tap talent through diverse innovative approaches and aims to reach out to the best people for the job. Training and Development Policy aims to enable executives to reach their full potential through appropriate placement / assignment, supported by education and training. This helps them contribute fully to the success of the Mahindra Group's businesses and sustained profitable growth. It uses, SSE CMM (Systems Security Engineering Capability Maturity Model) for appraisals of its employee and career path outlines the organization’s vision for the growth of Management Trainees.

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CHAPTER 4

WIPRO
Wipro Technologies is the No.1 provider of integrated business; technology and process solutions on a global delivery platform. Wipro Technologies is a global services provider delivering technology-driven business solutions that meet the strategic objectives of clients. Wipro has 40+ ‘Centers of Excellence’ that create solutions around specific needs of industries. Wipro delivers unmatched business value to customers through a combination of process excellence, quality frameworks and service delivery innovation. Wipro is the World's first CMMi Level 5 certified software services company and the first outside USA to receive the IEEE Software Process Award. Wipro’s complete range of IT Services addresses the needs of both technology and business requirements to help organizations leverage leading-edge technologies for business improvement. Wipro takes charge of the IT needs of the entire enterprise. The gamut of services extends from Enterprise Application Services (CRM, ERP, eProcurement and SCM), to e-Business solutions. Wipro’s enterprise solutions have served and continue to serve clients from a range of industries including Energy and Utilities, Finance, Telecom, and Media and Entertainment.

4.1 RECRUITMENT & SELECTION PROCESS
Recruitment refers to the process of screening, and selecting qualified people for a job at an organization or firm, or for a vacancy in a volunteer-based organization or community group. While generalist managers or administrators can undertake some components of the recruitment process, mid- and large-size organizations and companies often retain professional recruiters or outsource some of the process to recruitment agencies. External recruitment is the process of attracting and selecting employees from outside the organization. A. Internal Sources  Promotions and Transfer  Job postings  Employee Referrals B. External Sources  Advertisement  Employment Agencies  On campus Recruitment  Employment exchanges

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RECRUITMENT STRATEGIES Just in time recruitment Optimize use of resources, bring down costs and reduce lead time—principles which Wipro InfoTech, the Wipro Technologies IT services arm for the Asia-Pacific and Middle East markets, was forced to adopt after companies worldwide reduced their technology spending, have turned out to be a blessing in disguise as it learnt new lessons in efficiency and cost management. Wipro InfoTech has adopted a just-in-time approach to recruitment which would enable the company to optimize resourcing costs and at the same time make resources available ‘on demand’. Just-in-time recruitment is achieved through the funnel creation of qualified candidates required for future projects. Currently, Wipro Info tech has two types of job requirements—for confirmed business orders and for future projects. Recruitment funneling is done for future projects with requirements in the middle and junior level. Till date, 34 people have been recruited through the funneling system. The company maintains almost a zero bench these days. Refer a Pal Wipro Info tech has launched its employee referral program called RAP (Refer a Pal). Wipro believes that Wiproites are the best recruiters themselves and know how to be selective about the candidates Wipro hires. Hence, Wipro encourages Wiproites to bring in friends and acquaintances with whom they have interacted personally. All employee referrals are through an online referral portal called 'WipLinks' as per a global employee referral policy. Referrals are not done through the career site or other means such as email attachments. Internal career movements: It is yet another strategy whereby job vacancies are posted on the intranet web site for eligible employees. The system, internally called VISTA, enables every employee to apply for suitable jobs after completing 18 months in a given post. Synergy – WIPRO’S eRecruitment System Wipro has a robust online recruitment system - Synergy, which has the database of all resumes received through various sources. The system provides complete control and view of their candidature. It also provides the recruitment team access to the database from all sources. The system does a duplication check at the time of resume entry and at the time of processing. They process the first accurate resume received regardless of the source or channel it is received from. 29

Campus/Fresher Recruitment In India Wipro hires Engineering Graduates/Post-Graduates for technical positions and Science Graduates for their WASE programme. They also hire Diploma Graduates for special program such as TISA. Most of this hiring is done in the penultimate or final year of studies. In the Americas and Europe, They hire management graduates and undergraduates for roles in consulting and business development. They bring in students through campus recruitment initiatives across the world. Their interview process and trainings offered thereafter are crafted specifically to suit the best. Recruitment Process Outsourcing Wipro’s HR solution entails end to end Recruitment Process Outsourcing (RPO) model enveloping sourcing to position closure activities. Wipro’s on-site and off-shore campus recruitment supports clients in US, India, UK, Switzerland, Hong Kong and Singapore. It works with campus placement coordinators to source and pre-screen candidates based on required skills. They help clients on project hiring drives, job fairs, mapping competing organizations, researching niche job boards etc. We service different verticals (retail, financial, IT) from entry-level to senior management positions. Wipro monitors operational metrics, such as, number of candidates sourced, source to interview ratio, interview to offer ratio, offer to join ratio, as well as business metrics like, average time to hire, ageing requisitions and cost per hire The RPO spectrum includes:               Requisition development with hiring management Identification and implementation of sourcing strategy Employment brand development consulting and program management Advertisement strategy development Screening Interview scheduling Requisition management Offer management processes Staffing operations reporting and metrics Workforce planning support Staffing department budgeting support Background check Applicant tracking Employee on-boarding

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WIPRO SELECTION PROCESS Interviews & Selection Process Wipro has centers in over 50 countries and the recruitment process differs in some manner from geography to geography as per the needs and the law of the land. However, it largely follows a generic process that is common to all potential Wiproites. Once the profile has been received through any of the above mentioned sources/channels and shortlisted by their recruiters, candidates are called for the interview process followed by selection. WIPRO selection process consists of three rounds. Round 1: Written test 1. Verbal: This section has 15 questions related to synonyms, antonyms, Analogies, Prepositions and reading comprehension. 2. Aptitude: This section has 15 questions related to aptitude 3. Technical: This section has 20 questions related to basic technical. Round 2: Interviews They are required to attend technical/functional interviews as well as final discussions with the Talent Acquisition Team (the recruitment team of Wipro Technologies). 1. Technical Interview This is a major elimination round. Candidates are tested with their basic technical skills. Candidates are here by informed to be prepared with their core subjects. 2. HR Interview Candidates can expect basic HR interview questions. Candidates are tested in their communication and vocabulary during technical and HR interviews. Round 3: Documents As part of the joining process candidates are required to submit various documents and be a part of a background verification process. Document submission and background verification are conducted at different stages according to the recruitment process of a particular location. A successful selection process will result in an offer being made. Placement

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Upon Joining, the incumbent shall be given an employee code number by Manager(HR) and he shall fill up the joining forms and shall submit the same to the Manager(HR) for further course of action. Wipro recruit 40% employees from campus recruitment. Another popular source for Wipro’s Recruitment is the Online Placement through NSR (National Skill Registry). Induction On the acceptance and joining, selected candidates commence their professional journey at Wipro with Wipro’s induction programme.

4.2 TRAINING AND DEVELOPMENT
Training The term training refers to the acquisition of knowledge, skills, and competencies as a result of the teaching of vocational or practical skills and knowledge that relate to specific useful competencies. Induction training program: Training & Development of individuals is a key focus area at Wipro. Wipro’s Talent Transformation Division handles this. For those with less than one year of experience a well-structured induction training program is conducted. This covers all aspects of software development skills that are required. As a PCMM Level 5 organization, there is also high focus on Competency Development. Talent Transformation has a mandate to provide technical & business skill training based on the departmental and divisional need. All employees are eligible to take training based on the competency gap identified or Project need. Lecture: In addition to class room training one can take e-Learning with out waiting for class room training. Compliance and Regulatory training: It is an important aspect in today’s regulated environment and is often implemented as part of corporate initiatives. All large companies have mandatory trainings be it in the field of Environment, Health & Safety, Ethics, Risk-Management, Finance, Law, etc. Rapid Learning: At Wipro, we know how critical time is for fulfilling training needs and hence we have developed competency in the area of Rapid Learning. An emerging form of content development, Rapid Learning helps to develop content in a short span of time using various tools; the content delivery can be both synchronous as well as asynchronous. Wipro has strategic partnerships with leading technology providers to help you choose the tool that suits your requirement best. Based on research conducted in this area, Rapid Content Development can be used for any of the following content areas: Critical Training: When the training requirement is critical and must be addressed immediately

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Minor change: When the difference between what is known and what is new is minimal Development Wipro believe in individual growth and overall development. Potential is recognized and opportunities for further learning are provided. Their training programs are on par with latest manufacturing practices and developments taking place in and around the world to empower one as a professional in the ever changing world of manufacturing practices. Wipro not only groom technical talents but also bring out the leader . Leadership Program gears one up to take on the challenge for successfully heading large and strong teams. The program is designed to identify the specific actions and attitudes that constitute the Wipro leader's qualities. It examines how each manager rates against these qualities, provide an understanding of how the required skills and competencies can be developed and plan what each individual can do to strengthen his or her leadership qualities. From a research at Wipro, it was founded that some managers have higher levels of employee engagement, satisfaction and productivity than others such managers enjoy a greater bonding with their teams. Wipro has studied their best practices and created a framework called MYPP, which is an initiative launched to increase supervisory touch time and effectiveness with team members. It is a framework which defines the various touch points that the manager needs to engage with the team. It enables every manager to connect the team to a bigger picture, create an understanding of the organization’s objectives and the team members ’role in the same, create fun at the workplace, work on the career aspirations of the team members, and conduct regular and periodic meetings that increase the productivity levels of the team. 1. Quality survey: Wipro Leaders’ Qualities Survey, which started in 1992, is one of their oldest leadership development initiatives. It has successfully contributed to nurture top class business leaders in Wipro. 2. 360 degree survey: Wipro has 8 Leadership Qualities, which are based on Wipro vision, values and business strategy. In order to identify and help leaders develop these competencies they have adopted a 360-degree survey process. This is an end-to-end program, which starts with the obtaining of feedback from relevant respondents and ends with each leader drawing up a Personal Development Plan (PDP) based on the feedback received. The PDP is developed through “Winds of Change” which is a seven-step program that helps in identifying strengths and improvement areas, and determining the action steps. The Leadership Development Framework Leadership Lifecycle Programs Wipro has developed an approach for Life Cycle Stage Development Plan. Training and development programs at various stages have been designed by mapping the

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competencies to specific roles. Competencies specify the specific success behaviors at every role. Entry-level program (ELP) The program covers the junior management employees with the objective of developing managerial qualities in the employee. The target group is campus hires and lateral hires at junior level. New Leaders’ Program (NLP) It is popularly known as NLP and aims at developing potential people managers, who have taken such roles or are likely to get into those roles in the near future. Wipro Leaders’ Program (WLP) This program is for middle level leader with people, process, business development and project management responsibilities. These leaders are like the flag bearers of Wipro values and Wipro way of doing business. Business Leaders’ Program (BLP) This is for senior leaders with business responsibility. At this level, people are trained up for revenue generation; and Profit & Loss responsibilities. The program covers commercial orientation, client relationship development, and team building and performance management responsibilities among other things. Strategic Leaders’ Program (SLP) This program covers top management employees. The focus is on Vision, Values, Strategy, Global Thinking and Acting, Customer Focus and Building Star Performers. Wipro ties up with leading business schools of international repute to conduct this program for Wipro leaders. Custom Content Development As a part of the Custom Content Development Service, Wipro provides innovative and affordable learning content solutions. This service is customized specially to meet your requirements and help you get a competitive edge. Wipro’s Custom Content Development Service goes through a rigorous development cycle to ensure Quality and Timely Delivery of the solution. The development cycle is given bellow:

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Custom Content Development Service includes: •Application Training •Process Training •Compliance and Regulatory Training •Product Training •Rapid Training Solutions

Evaluation Technique Process Training Large enterprises keep updating their processes to improve the efficacies of their systems. Business process training is typically a part of any organization’s overall change management plan. Wipro provides Process Training in several fields including HR, Quality, Operation, Payroll, Recruitment, and more. For a meaningful transition of the process, quality training is extremely critical. Understanding the complexities involved in rolling out these process trainings, we bring you quick solutions that help deliver effective training for your organization.

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The components of process training are:

Six sigma method Six Sigma is a disciplined, data-driven approach and methodology for eliminating defects. The results of achieving six sigma are rapid and dramatic. This is the only framework which speaks the common language of defect reduction, sustainable improvements, operational efficiency and increased stakeholder value cutting across varied domains of manufacturing, software and transactional processes. The Wipro quality consulting group provides six sigma consulting in an approach, which combines the precision of six sigma with Wipro’s own methodologies, training capabilities and global experience. Our unique methodology transfers six sigma knowledge and skills to the client, enabling the client to create ownership, generate results and sustain success. Six Sigma @ Wipro Wipro’s Six Sigma methodology includes ~ DSSS+, DMAIC, DSSP, DCAM, TQSS & CFPM. The Six Sigma methodology integrates seamlessly with CMMI and lean by using tools like QFD, Pugh matrix, Design Trade-offs, DOE and other statistical models.

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Wipro offers consulting in deploying an organization wide Six Sigma program specializing in implementation across IT development, production support and core business operations.

Wipro’s Six Sigma Service Offering Six Sigma Training Wipro provides stand-alone training on various customized modules to aspiring Six Sigma Black Belts, Green Belts and Six Sigma Champions. Extensive hands-on training is also provided on advanced statistical tools and on the statistical software Minitab, the core of any Six Sigma learning. Train-the-trainer methodology is adopted to create new team members who can focus on continuous improvement – this gradually helps in the consultant disengaging from the overall initiative. Six Sigma Organization Assessments In this offering, Wipro provides assessment based on management, infrastructure and operations for aspiring organization who want to adopt the six sigma culture. Wipro conducts these assessments to validate organization’s baseline for six sigma deployment as well as its deployment effectiveness.

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Six Sigma Organization wide Deployment In this offering, Wipro helps in the Client’s journey for Business excellence. Wipro will deploy the Six Sigma framework across the organization by identifying key business processes along with the critical pain areas. Wipro implements it’s proven 'surround methodologies' for supporting the initiative's sustenance. The model includes: Project mentoring, Training, infrastructure creation, Change management, business result metrics based on the CIM/AIM implementation. Six Sigma for IT and core business process In this offering, Wipro provides a step by step consultative approach using six sigma methodologies and techniques to bring radical improvement in the process whenever Client is faced with issues like time to market, high defects etc. It uses the DMAIC based improvement methodology for problem solving in areas of ADM, Infrastructure, Service & Support and Business processes.

4.3 PERFORMANCE APPRAISAL TOOLS AND METHODS
Performance appraisal is a method by which the job performance of an employee is evaluated in terms of quality, quantity, cost and time. Performance appraisals are regular reviews of employee performance within organizations. Aims of a performance appraisal: Give feedback on performance to employees. Identify employee training needs. Document criteria used to allocate organizational rewards. Form a basis for personnel decisions: salary increases, promotions, disciplinary actions, etc.  Provide the opportunity for organizational diagnosis and development.  Facilitate communication between employee and administrator.  Validate selection techniques and human resource policies to meet federal Equal Employment Opportunity requirements.     Wipro’s solution aims at strategic value delivery in the least possible time incorporating rich functional features, aided by smooth workflow, notification, authorization, etc.  Align employee objectives to the business goals. Enable strategic Performance Management through Management by Objectives (MBO)  Measure and Assess employee performance periodically and provide feedback and support to achieve quantitative, qualitative and process targets 38

 Evaluate and track Hi-Performance and achievers based on Competency driven practices.  Enable online Reward and Recognition. Appraisal System Are your people developing and performing as fast as your business moves? Are you measuring the pace of your people and tracking it? In order to answer your Performance related questions, Wipro offers an integrated end-to-end Performance Management Solution. This solution is based on global people processes drawn from best practices and helps organizations streamline their performance evaluation processes. Wipro’s ePerformance Management solution not only helps you establish the best practices in Performance Management, like 360degree appraisal, MBO, etc, but enables reduced Performance Management cycle time without compromising on the subprocesses which are so critical to your HR values, like Work Planning Conference, Work Plan establishment, Development plans and Objective setting, Interim Review, Overall evaluation, detecting Performance deficiencies, Tracking, Documentation and Archiving. Once reviewed by HR dept. Assistant (HR) updates the records for each employee’s score in the database. Performance management framework Wipro uses a Performance Scorecard to measure the success of an Outsourced engagement. The Performance Scorecard measures performance against a range of objectives – Service Levels, Value, Quality and Customer Satisfaction. This provides a balanced view of the health of the total relationship including technical measures to support the attainment of Service Levels. Performance is tracked against preset performance levels on a weekly, fortnightly or monthly basis, depending on customer preference. Promotion “Higher you go. Heavier you get” A promotion is the advancement of an employee's rank or position in an organizational hierarchy system. Promotion may be an employee's reward for good performance i.e. positive appraisal. Before a company promotes an employee to a particular position it ensures that the person is able to handle the added responsibilities by screening the employee with interviews and tests and giving them training or on-the-job experience. As per Guidelines for supervisory employees’ promotion/up gradation, applicable to the present year, Manager (HR) prepares the list of eligible employees. Simultaneously, V P (HR) also asks for recommendations from HODs. A comprehensive list is then prepared by Manager (HR) and submitted to the EPPP which is announced by the Site President, for Executive and Manager Family, and by the Group President (MSD), for Leader Family.

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Bases Of Promotion: 1. Seniority Seniority simply depends upon how long the employees is doing job with the company. The length of service and talent are both interrelated with each other. It is based on the tradition of respect for older people. It creates a sense of security among employees and avoids conflict arising from promotion decision. 2. Merit Merit implies the knowledge, skill and performance records of an employee. It helps to motivate competent employee to work hard and acquire new skills. It helps to attract and retain young and promising employees in the organization. On the above basis, promotion of employees is done in Wipro. Wipro also prompt employee by conducting different case studies on different aspects of Information Technology. Working at Wipro is very comparative & to get promotion required smart work and projection. Transfers Transfers are generally affected to build up a more satisfactory work team and To meet the Organizational requirement / Employees request the employees has been transfer from one assigned job to another or one location to another location. “A transfer is a horizontal or lateral movement of an employee from one job, section, department, shift, plant or position to another at the same or another place where his salary, status and responsibility are the same or may be vary. Generally does not involve a promotion, demotion or a change in job status other than movement from one job or place to another.” Purposes of Transfers       To satisfy needs of an organization To met employees own needs To utilize workforce To increase the versatility of employees To provide relief Transfers for the maintenance of a tenure system

Every organization should have a just and impartial policy which should be known to each employee. The responsibility for effecting transfers is usually entrusted to an executive with power to prescribe the conditions under requests for transfers are to be approved. For successful transfer policies, it is necessary to have a proper job description and job analysis.

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A good transfer policy should contain following. 1. Specifically clarify the type of transfers and the conditions under which these will be made; 2. Deciding the authorized person who may initiate and implement transfers 3. Indicate the basis of transfer 4. Decide the rate of pay to be given to the transferee 5. Intimate the fact of transfer to the person concerned well in advance 6. Be in writing and duly communicated to all concerned 7. Not be made frequent and not for the sake of transfer only. Compensation Compensation is a systematic approach to providing monetary value to employees in exchange for work performed. Compensation may achieve several purposes assisting in recruitment, job performance, and job satisfaction. Wages and salaries structure is very vital for the retention of the employees as due to stiff competition, if proper salary is not given then the employees will go to those organization offering higher salaries. Jivraj Tea Ltd is actively involved in retaining good manpower in the organization by providing proper salary and incentive methods.

4.4 CAREER DEVELOPMENT
Truly global perspective- Wipro is a leader at the front lines of globalization. As part of Wipro Technologies, Wipro Consulting has a truly global footprint. We combine strategy and technology expertise to deliver world class solutions to help their clients excel. Culture of collaboration- They have a strong ecosystem, collaborating closely with other Wipro groups, all to bring best-in-class solutions and services to their clients. High caliber insightful team- At Wipro Consulting, one join a group of people who are continuously seeking out innovative ideas to transform the business world. One’s teammates are seasoned consulting professionals, having worked with a variety of major U.S. and European-based consulting firms. Continuous personal and professional growth track- Their work environment promotes continuous learning, teamwork and mentorship, helping you extends your own insight and know how. Entrepreneurial environment- Wipro Consulting's culture is marked by a strong entrepreneurial spirit. They are a boutique-like firm drawing on the resources of a larger global firm. Team members are encouraged to share ideas and take initiative at making those ideas become a reality. Impressive organizational growth trajectory – They are in a highly competitive industry. Wipro Technologies has, and continues to see enviable growth. Over the past five years, Wipro's average growth has been 35% based on revenues. The firm has a diverse talent pool of 72,000 employees worldwide and has a presence in 53 countries across the globe. This also led the employee to grow with the organization. 41

Access to extensive resources- As a boutique consulting group, operating within a global firm, Wipro Consulting enjoys access to the extensive resources of Wipro Technologies without bureaucratic red tape. This allows lots of flexibility in addressing larger engagements An exciting culture- We are a group of consultants who want to learn and grow with our clients. We value and respect each team member's contribution. We pride ourselves on our commitment to deliver excellent results. Wipro consultants thrive in the face of business complexity. Most importantly, we have fun doing it. Influencers of top business leaders- Wipro consultants work with industry leaders providing business advisory, IT consulting and operations management services. We partner with clients to deliver strategies designed to enhance and/or transform our clients business. The details of engagement vary depending on client needs, type of work, budget etc. Career acceleration- At Wipro Consulting, you are in charge of your career development. We have a regular review system providing performance evaluation and constructive feedback to ensure all members grow professionally. We believe in empowering our employees to take on initiatives. We have a flat organizational structure, free of hierarchical complexities. This translates into lots of room to contribute, grow and excel in your career faster. Propose a plan for your development. Your manager mentors you on how to achieve the goals of that development plan. And your peers support you in reaching your potential. Inclusive working culture- We offer an inclusive and welcoming environment for people from various backgrounds. We are committed to help our employees excel in their work. We want our people to work and grow together as a team. Recognition of individual and team contributions - We appreciate outstanding performance from our consultants. So we recognize and award team members for their accomplishments Career Planning At Wipro One has access to various job opportunities within Wipro itself. This would enable one to pursue careers of his choice in the Organization. One’s career at Wipro is what one make of it. It is a tool that gives one flexibility to apply for the job of one’s choice and map own career. Very few organizations can match Wipro's capability to offer the kind of flexibility and opportunity to pursue multiple careers and unhindered growth, while one continue to work in the same organization. Wipro aims at optimize use of resources, reduce costs and lead time. It believes in wiproites. Wipro plans, deploys, sustains and maintains IT lifecycle through total outsourcing, consulting services, business solutions and professional services. Backed by strong quality processes Wipro helps to drive momentum in organization - no matter what domain its employees are in.

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SUN MICROSYSTEMS
Since its inception in 1982, a singular vision - The Network Is The Computer(tm) - has propelled Sun Microsystems, Inc., to its position as a leading provider of industrialstrength hardware, software and services that power the Internet and allow companies worldwide to dot-com their businesses. With US$ 14.2 billion in annual revenues, Sun can be found in more than 170 countries. America Online acquires Netscape; Sun and AOL to accelerate the growth of e-commerce and develop next-generation Internet devices in a historic three-year alliance .Sun Microsystems, Inc. is a worldwide provider of products, services and support solutions for building and maintaining network computing environments. The Company sells scalable computer systems, high-speed microprocessors and high performance software for operating network computing equipment and storage products. The Company also provides support, education and professional services. The Company's products are used for many demanding commercial and technical applications in various industries including telecommunications, manufacturing, financial services, education, retail, government, energy and healthcare. In India, Sun Microsystems has been in the market for over a decade through its business partners and has been present directly for over three years. In this period Sun servers and workstation products have had a tremendous acceptance in the market. IDC rates Sun as the No. 1 vendor in India for the mid-range servers as well as Unix workstations. The company, which has changed its baseline from `The network is the computer' to `We are the dot in the .com' owes most of its 70 per cent growth over the previous year to the booming dotcom business. It has established its state-of-the-art industrial and allied facility in Bangalore. Sun and its partners constitute a 400-strong team that supports an installed base of more than 15,000 systems. Some of Sun's customers in India include Texas Instruments, Veritas, Lucent Technologies, ICICI, VSNL, Silicon Automation Systems, Reliance Industries, IIT (Delhi, Kanpur and Kharagpur), Motorola, and Oracle.

5.1 RECRIUTMENT STRATEGY
An "Army of One" Recruiting Portal iRecruiter portal will provide integrated identity management and provisioning for diverse communities of end users. IRecruiter, a portal solution under development by the USAAC, will operate internally to integrate recruitment procedures and identity management, reducing operational and administrate costs. In addition, a customerfocused portal, GoArmy.com, will provide information and application services to potential recruits. 44

Sun recruitment pattern In all there are 60 questions. Total marks – 60 Type of questions: Multiple choice questions Negative marking is there. Section 1: Operating Systems 20 questions Section 2: Technical Programming 25 questions Section 3: Aptitude 15 Questions

Resume Mirror’s EAM software Recruitment needs, Hatz chose Oracle’s iRecruitment platform, in part because it is tightly integrated with Resume Mirror’s EAM software. “We want to go global and we need a global platform. Resume Mirror solves a lot of different problems on different fronts,” Hatz says. “It accepts resumes in native language and stores the information in a centralized platform. That’s very powerful for a large employer like Sun.” “Customer feedback on Resume Mirror has been positive,” says Deepjot Chhabra, VP of Global HRMS Development at Oracle, who selected Resume Mirror as an Oracle iRecruitment partner. “They are excited about the capabilities delivered and are pleased with the enhanced candidate experience via this integration.” Hatz cites a lesson learned from his global travels that expecting applicants in foreign countries to apply in English is often considered offensive. As such, Resume Mirror’s ability to serve as a multilingual OCR engine is key. “Companies are making a big mistake not accepting resumes in global language and we’re happy to compete against them because we’ll have an advantage,” he says. How it works typically, a job applicant visits a company site and uploads a file containing his or her resume or populates fields in an online form with data from the resume. Relying on the applicant to correctly enter the information is too big a leap of faith for most companies, so they have entire teams of people on staff to error-correct the data and verify it with candidates, which is expensive and time consuming. With Resume Mirror, the software automatically populates the data fields, and emails a link with the resume information back to the applicant asking for verification. The amount of time between the applicants’s posting the data and the email sent for verification? Five seconds. “It’s a huge paradigm shift for how you accept incoming resumes,” says Hatz. “If there’s a mistake somewhere, the seekers will clean up the information themselves, which alleviates a huge incoming cost to companies.”

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EAM Key Attributes  EAM is integrated directly into the HRMS so that all resume data is stored within the HRMS— eliminating problems associated with duplicate databases.  EAM accepts resumes in more than 120 different languages and processes them into a central database.  EAM processes resumes from a variety of sources: job boards, email with or without attachments, faxes, and hard copy scans.

5.2 TRAINING AND DEVELOPMENT
The training module provides a system for organizations to administer and track employee training and development efforts. The system, normally called a Learning Management System if a standalone product, allows HR to track education, qualifications and skills of the employees, as well as outlining what training courses, books, CDs, web based learning or materials are available to develop which skills. Courses can then be offered in date specific sessions, with delegates and training resources being mapped and managed within the same system. Sophisticated LMS allow managers to approve training, budgets and calendars alongside performance management and appraisal metrics. Training & Development at Sun Microsystems, Inc. Sun is dedicated to developing its team of employees. Everyone are empowered to seek out ways to grow and develop both professionally and personally. They provide training and development resources for you to grow your career. Sun gives you the tools to continue learning, allowing you and your career to flourish. As a Sun team member, you have access to classes worldwide through our internal education system, SunU. You can enroll in classes that extend your technical knowledge in your field, develop personal skills or help you better understand Sun's business. Additional resources may be available depending on your country of employment. Training Methods by Sun Team Training Solutions Dedicated Training Train your entire team with a dedicated class and save. Sun can dedicate any classroom worldwide to training your team.

Multi-student discounts are available when you book your team in a dedicated class

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Students will get the added benefit of participating in discussions that pertain to your business problems and solutions.  Available in any Sun facility or as a virtual course for dispersed teams

Onsite Training Let the Sun experts come to you to train your teams so you can reduce costs. As an added service, Sun can provide the hardware needed to run your onsite class. Avoid travel expenses when Sun brings the instructors to you. Eliminates extra costs associated with flight and hotel expenses Minimize valuable billable time away from the office employees are away from the office while maximizing time spent in training  Allows you to keep staff on-site in case of mission critical emergencies
  

1. Training for Selected Employees of Sun Microsystems     Department Manager Career Training Section Manager Career Training Assistant Manager Career Training Assistant Manager Candidate Training

The Training for Selected Employees program assists excellent personnel selected out of each grade to improve their skills preparatory to filling higher ranking roles. 2. Training for Specific Job Grade Multi Evaluation System for Managers The Multi Evaluation System for Managers is a training program that provides currently serving department and section managers with feedback from 360-degree evaluations by their subordinates and colleagues. New Manager Training New Manager Training provides newly appointed section managers opportunities to renew their awareness of Sun’s intrinsic nature, and to build a management foundation, learn the principles for activating people and organizations, and help to maximize and bring out organizational capabilities. Career Development Training, Follow-up Training, New Employee Training Training directed at young employees becomes a place for learning the basics of being a Sun employee, and offers opportunities for employees to consider their own career directions, with training for new entrants as well as one-year and three-year employees. 3.Skill Selective Training in Employee Pool

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Skill Selective Training targets all regular employees, for the objective of effectively and efficiently acquiring diverse skills required for work operations, in a training program that allows employees to select from a large variety of training courses. 4. Behavior and awareness Trainings ● Sales Training System for Engineers – Sales Maximization The Sales Training System for Engineers is a program targeting midlevel engineers, to help them renew their awareness of the customer orientation, and includes experience for a specified period in store sales, etc., at major electronics stores. ● Advanced Technology Seminars – Improve Technical Knowledge Advanced Technology Seminars are in-house seminars mainly targeting engineers, using case studies of innovators at other companies who were able to develop revolutionary new manufacturing methods and create new businesses, for the objective of understanding advanced technology trends and of nurturing a development mindset and the will to take on challenges. DEVELOPMENT Reward Systems for Sun People 1. Techno Geek Award Techno Geek Award is a technology exhibition held annually for the objective of stimulating engineers, and of sharing and accumulating technology, serving as a place for recognizing technology superiority, patentability, completeness, and other in-house advanced technology. 2. Employee Growth Award The Employee Growth Award is given to employees who have contributed to expansion and development of the company’s business, particularly to people who have developed novel and developable systems and methods that have contributed greatly to attaining company-wide goals through creative ingenuity and improvement activities for expansion and development of business. 3. Certification Award System The Certification Award System pays incentives in the categories of superior patents, inventions, and licenses, based on evaluations of patents filed by engineers, from the perspectives of quality, volume, and income generation. 4. Sun eLibraries to Employees Sun offers over 5,000 quality IT, desktop and business professional development titles from recognized leaders in the industry, including: • Sun Microsystems • SkillSoft • Safari Books Online

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Benefits - eLibraries help organizations to:
         

Reduce complexity with a single-source learning solution Access content on demand anytime-from virtually anywhere Effectively support the need to skill an entire organization Offer flexibility and accessibility to make cost-effective and time-efficient solution broadly available Provide training to students in multiple countries simultaneously Enable students to take training in multiple languages Use courses all year instead of one-time classroom visit Deliver multimodal learning plan through easy combination with regular classroom and virtual instructor-led classes Use courses as a reference tool that can be revisited while preparing for certification Improve flexibility of learning through an easy-to-use web-based interface Offer enhanced search capabilities that let users easily locate courses and selected modules within courses Benefit from attractive discounts available for volume purchasing through specially packaged Standard and Premium offers.

MANAGEMENT DEVELOPMENT The more future oriented method and more concerned with education of the employees. To become a better performer by education implies that management development activities attempt to instill sound reasoning processes. Management development method is further divided into two parts: ON THE JOB TRAINING The development of a manager's abilities can take place on the job. The four techniques for on the job development are: • COACHING • MENTORING • JOB ROTATION • JOB INSTRUCTION TECHNIQUE (JIT) OFF THE JOB TRAINING There are many management development techniques that an employee can take in off the job. The few popular methods are:
 

SENSITIVITY TRAINING TRANSACTIONAL ANALYSIS

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 

STRAIGHT LECTURES/ LECTURES SIMULATION EXERCISES

Other Training Programs followed by of Sun Microsystems Computer Based Training (CBT) Programs With the worldwide expansion of companies and changing technologies, the demands for knowledge and skilled employees have increased more than ever, which in turn, is putting pressure on HR department to provide training at lower costs. Many organizations are now implementing CBT as an alternative to classroom based training to accomplish those goals. Virtual Reality (VR) Programs Virtual Reality is a training method that puts the participant in 3-D environment. The three dimensional environment stimulates situations and events that are experienced in the job. The participant interacts with 3-D images to accomplish the training objectives. This type of environment is created to give trainee the impression of physical involvement in an environment. To experience virtual reality, the trainee wears devices, like headset, gloves, treadmills, etc. Virtual Reality provides trainees with an understanding of the consequences of their actions in the work environment by interpreting and responding to the trainees’ actions through its accessories: Headset – provides audio and visual information Gloves – provides tactile information Treadmills – is used for creating the sense of movement Sensory devices – transmits how the trainees are responding in the virtual workplace to the computer This allows the virtual reality (VR) system to respond by changing the environment appropriately. Features of Virtual Reality (VR) System Some of the features of Virtual Reality System are:
     

It is poorly understood – requires technical understanding It is expensive It is time consuming It is flexible in nature It does not incur traveling, lodging, or food cost It requires excellent infrastructure

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5.3 PERFORMANCE APPRAISALS
Performance Analysis and Capacity Planning Services Sun Performance Analysis and Capacity Planning Services provide the expertise that your business needs to ensure that your datacenter is running at peak performance. Sun experts evaluate your server environment and develop a comprehensive plan that makes sure your IT environment is able to keep up with your current and future business needs. You can improve utilization of your current assets by developing a model that uncovers congestion, thereby predicting shortfalls. This service is designed to build a solid foundation for the cost-efficient operation and effective management of your network computing environment. The service is available in two separate modules: Performance Analysis and Capacity Planning. Key Benefits • • • • Maximize your IT dollar through a greater understanding of system performance capabilities Improve operational performance by anticipating business growth Keep up with high growth demands and grow quicker by identifying underused servers Reduce risk and improve system performance by identifying potential issues before they occur

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5.4 CAREER DEVELOPMENT IN ORGANIZATIONS
The relationship between employees and organizations moved from the paternalistic, jobfor-life, corporate model in the 60s, 70s and early 80s, to a free agency model. Responsibility for career development lies first with the employee. The organization is responsible for providing support and growth opportunities. Silicon Valley companies in general, and Sun in particular, have embraced this change, matching, as it does, the preferences of the generations entering the workforce in the latter part of the 1980s and in the 1990s. In this new world the question arises as to how the organization can best provide support. In Sun’s case Scott McNealy views career development as "51% the responsibility of the employee and 49% the responsibility of the company". But what goes into the 49%, and how does the company track the value from this investment? Sun sought the support of The Career Action Center in answering these questions. How Career Services at Sun Microsystems Developed A great strength of Sun’s approach to employee development is long term commitment. This means continuous evolution and improvement in the process. Within Sun, the primary support resource for employees’ career development is called Career Services. This consists of career counseling provided as a benefit to employees by Career Action Center counselors. The current approach evolved from the first career center, which opened at Sun in 1991, with an initial focus on the manufacturing area and on equipping employees to deal proactively with redeployment. The center provided employees with career counseling, built around the concept of employees taking primary ownership of their career direction, supported by the organization. This led naturally to the next evolution. Within 18 months the focus of the center and its counseling moving firmly to on-going career management provided as a benefit to all employees. At this point responsibility for the center moved to the Human Resources department, with the Career Action Center continuing to be responsible for advising on, and delivering the services. The reach of the counselors was broadened with services being offered at multiple Sun locations around Silicon Valley. Primary activities shifted from items such as resume creation to supporting individuals explore their career aspirations. This included expressing them in development plans aided by assessment instruments and workshops. The evolution of Career Services continued with an expansion in the number of counseling sessions available as a benefit to employees from two to four; inclusion of telephone counseling to reach a distributed population; dispersion of five counselors to separate locations at different Silicon Valley facilities and one on the East Coast, and increased emphasis on tracking both the ability of the services to reach the Sun population and on measuring outcomes. Today, Career Services is designed to help employees make well informed career choices and match their aspirations to opportunities within Sun. The primary delivery approach is career counseling coupled with supportive resources and events such as 1-2 hour presentations tailored to employee needs. 52

Employees are informed about Career Services through a variety of channels. These include: Sun’s web site, career talks, e-mail, new hire orientation, presence at employee events, by locating the counselors’ offices close to high traffic areas, and by the counselors linking closely with local Human Resources representatives. According to Carol Guterman, Sun’s manager of career services, employees seek services that are comfortable to use, confidential and accessible. The current arrangement addresses these elements Problem Definition The study began with the intent to understand the following connections:  Alignment  Satisfaction  Retention  Performance The purpose was to explore the cause/effect chain between employee alignment with best work, satisfaction, retention and business performance and measures that could describe these links. Over time the objectives for the study were developed as follows:  Examine the rationale that enabling people to seek greater fulfillment in their work through career development creates value for the organization.  Enhance understanding of the complex linkages between employees' alignment with their best work and business performance.  Explore the impact of organizational career development support as one element of a high performance work system.  Examine the impact of human resource commitments, including career services, on business performance.  Begin scoping predictive methods to guide the future commitment of resources.  Explore the population demographics within a high technology organization and the effectiveness of career services in addressing workforce diversity.  Communicate results in a graphical format that clearly shows important relationships among different elements.

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Sun was ideally positioned for this study since the organization routinely captures much of the needed data. The plan was to examine existing data sources which would be linked together for the first time.

Traditional measures of business performance examine return on hard assets. This analysis, on the other hand, focused on employees as the primary asset of the organization. Consequently, financial measures were developed on a per employee basis with operating income per employee the proxy for overall business performance. The analysis began with three business units. It was soon evident that these results were valuable so three additional business units were added. All six business units accounted for 90% of the organization’s workforce, which averaged 18,000 people worldwide and 12,000 people in the U.S. over the time studied. Of these six business units, five were profit centers and one was a cost center. These six business units covered a wide range from services to advanced chip design, from software development and research to marketing and sales. In total, they are likely representative of high tech organizations today. The business characteristics among the six units were very different. To capture this, measures of research and development, sales and marketing expenses, revenue, assets and operating income were developed on a per employee basis. This required several iterations with the financial group to fine-tune the data and to ensure that the correct financial information was included. It was necessary to define the reference population in each business unit. This was used to calculate financial information on a per person basis and to calculate attrition, transfer and career services activity rates. Since some of the information was available on a worldwide basis and some was available for the U.S. separately, reference populations 54

were defined for both areas in each business unit. It was then possible to relate performance and activity measures to the right reference group. When averages were needed, the mid-year population number was used. Also important was an understanding of employee demographics for the general population and those people using Career Services. The population was characterized by ethnicity, gender, age, years of service and grade level. Another important aspect of the study was to look at movement of people. This meant accessing Human Resources databases covering transfers, promotions, and voluntary and involuntary terminations. Since retention is particularly important, this was looked at in detail.

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CONCLUSION
The HR Strategy plays a pivotal role in the success of an organization and the organizations across the board have adopted different strategies for the various aspects related to the recruitment, development, training and career development. Each of the strategy has its own pros and cons and in order to determine the best strategy at any point of time various factors related to internal and external environment need to be considered. The recruitment and selection process adopted by Microsoft Corporation is quite robust as they indulge in extensive interviewing process which in some cases can last even up to 14 hours and which is fair amount of time to access the depth of knowledge and skill set possessed by an individual. The training and development process followed by Sun Microsystems is quite apt for the current economic conditions as it would give an edge to their employees to deal with the volatility and uncertainty prevalent in the world economy. The performance appraisal mechanism adopted by Tech Mahindra is quite comprehensive in nature as tries to include an extensive set of parameters to zero in the probability of error and dissatisfaction among the employees. The mentoring framework adopted by Microsoft Corporation gives ample opportunities of growth and development to the employees who have a leverage to grow to their maximum potential and strength. These comprehensive human resource strategies have been quite instrumental in giving their respective organization’s competitive advantage and edge over their nearest competitors.

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BIBLIOGRAPHY
BOOKS  Dessler G (2005). Human Resource Management, TMH , New Delhi  Mathis R L and Jackson J H (2006). Human Resource Management, Cengage Learning (Thomson Learning), 10th Edition, Indian Print. WEBSITES www.microsoft.com www.careers/microsoft.com www.techmahindra.com www.qualityconsulting.wipro.com/sixsigma.php www.wipro.us/learningsolutions/processtraining.htm www.wipro.com www.business.rediff.com/report/2009/dec/02/tech-bcrisis-wipro-to-hire-5000revamp-recruitment-strategy.htm  www.scrib.com  www.searchdocs.net       

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