VIDYA SCHOOL OF BUSINESS , MEERUT

PROJECT REPORT
ON
A Study on Satisfaction level of Employees On The Talent
Acquisition Process Of TVS

Under the Guidance of:- Submitted By:-

Mrs. DR.GEETA YADAV
SAKSHI BANSAL
PG-1
(2018-20)

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CONTENTS

PART 1

1. Certificate by head of organization

2. Certificate by head of institute
3. Acknowledgement
4. Preface
5. Student declaration
6. Glimpse of Talent Acquisition Process
7. Executive summary
8. Company Profile
9. History Of Company
10. Introduction

PART 2

1.Objective of the Study

2. Research

3.Data Analysis

4.Findings

5.Recommendation

6.Questionnaire

7.Conclusions

8.Bibliography

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ACKNOWLEDGEMENT

A summer project is a golden opportunity for learning and self development. I consider
myself very lucky and honored to have so many wonderful people lead me through in
completion of this project.

Every successful piece of work has many invisible helping hands with their invaluable
support and inspiration. For the completion of the project report many person directly and
indirectly assisted me.

The successful completion of a Research Project Report requires guidance & help from a
number of people. I was fortunate to have all the support from my teachers. I therefore take
this opportunity to express my profound sense of gratitude to all those who extended their
whole hearted help & support to me in completing the project study report work on:

A Study on Satisfaction level of Employees On The Talent Acquisition Process Of TVS

It is my glowing feeling to place on record my best regards, deepest sense of gratitude to MR.
SHOBHIT BANSAL (project guide) for his judicious and precious guidance which was
extremely valuable for my study both theoretically and practically. I choose this moment to
acknowledge his contribution gratefully.

I express my deepest thanks to Prof. for her guidance and support. She supported to us by
showing different method of information collection about the company. She helped all time
when we needed and she gave right direction toward completion of project.

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PREFACE

The project is based A Study on Satisfaction level of Employees On The Talent

Acquisition Process Of TVS .

The main motive of project report was to enhance my expertise knowledge that I gained
through my Course. The project has been completed by collecting the primary data by
interviewing the various Employess Of TVS . Secondary data was also used as per the
availability from different sources. In all the main aim of study was to find out the
satisfaction level of employees on Talent acquisition process.

During the project, I learnt the behavior of Employees by applying theoretical knowledge and
concepts to the best.

Needless to say, errors and omissions are bound to occur.

Last but not the least, I am grateful to all those who happened to be a part of the successful
completion of this project and my mind and heart for going hand in hand .

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GLIMPSE OF TALENT ACQUISITION PROCESS IN TVS

Acquisition of CV’S from different Sources

Shortlisting Of CV’S

Scheduling Interviews With different Functional Heads

Completion Of Aptitude and Psychometric Tests (Before Hiring)

Offering Of the Offer letter along with the various checks

( Medical as well as Background)

Onboarding And Induction

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EXECUTIVE SUMMARY

Talent Acquisition is the process of finding, acquiring, assessing, and hiring candidates to fill
roles that are required to meet company goals and fulfill project requirements. Talent
Acquisition also ensures that newly hired employees are effectively and efficiently
acclimated to the organization, enabling the organization to rapidly and fully benefit from
their capabilities.

Talent Acquisition is one of the six key human capital processes which includes:

 Recruiting
 Talent assessment
 Talent selection (hiring)
 Onboarding

Onboarding (and its associated measures) appears under Talent Acquisition. In many
organizations, this process is owned by the Learning & Development function. Additionally,
as role of Talent Acquisition has become more strategic, many organizations also encompass
Workforce Planning in Talent Acquisition. Workforce Planning is treated as a supporting
process and its associated measures are not included in the Talent Acquisition process. In
practice, each organization is free to organize their human capital activities any way they
choose. We simply need a framework to organize the measures.

Importance Of Talent Acquisition

People are a company's greatest asset. We are all familiar with this phrase, which has become
something of a cliche. However, that doesn't change the fact that, quite simply, it's true.

The workforce always has and always will be the deciding factor in whether a business fails
or succeeds. From the boardroom down to the bottom level, it's the actions of people that
determine profits and allow companies to establish a competitive advantage over their rivals.

The right people for the job

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It goes without saying that hiring the best people on the market will benefit a business, but
this, of course, is easier said than done. For example, in recovering markets such as the UK,
rising confidence will see talent movement increase, but there will be fierce competition
between organisations to attract the best. It is the companies that succeed in this struggle who
will have the optimum opportunity to take advantage of the recovery.

The movement of talent is rarer in countries where the economic situation remains difficult,
but this can make securing high performers all the more vital. Managing to bring in top talent
at a time when rivals are scaling back their own recruitment efforts can make all the
difference in a tough economy.

It’s also important to remember that relationships are at the core of effective talent acquisition
and building good relationships with potential candidates can prove beneficial both
immediately and in the long term.

Diversity

It's no longer up for debate that a diverse workforce at multiple levels gives an organisation
an edge. However, it's important not to fall into the trap of being diverse for diversity’s sake.
Finding the right person for the job should always be any hiring strategy's number one
concern, but making the process as encompassing as possible will increase your chances of
reaping the benefits provided by having a diverse workforce.

Embracing technology

Technology is central to every aspect of the business world and recruitment is no exception.
Implementing a recruitment strategy that has its finger on the pulse and is at the forefront of
the latest developments such as social recruiting, is one more way in which talent acquisition
can deliver that all important competitive advantage.

The advantages of this are twofold. Not only does it enable your organisation to make the
most of the benefits provided by the latest technological innovations, it also makes the
recruitment process more engaging from the candidate’s perspective as the likes of Twitter
and LinkedIn are becoming an integral part of the job market for both employers and
employees.

Flexibility

While hiring the best talent alone is enough to establish a competitive advantage, taking a
flexible approach to workforce management can expand the benefits even further.

A short summary of each Talent Acquisition incudes:-

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 Requisitions – measures that assess the volume of requisitions and hires from a recruiter
perspective.

 Applicants & Interviews – measures that quantify the sourcing and interviewing of
candidates.

 Hiring activity – measures that assess the volume, types, and sources of hires made.

 Hiring cost – measures that calculate or compare the cost of hiring.

 Hiring process – measures that assess the efficiency or effectiveness of the hiring process
itself.
 Quality of hire – measures that assess the quality of hires made.

In addition (efficiency, effectiveness, outcome), the measures have also been grouped into
Tiers, which are described below. In choosing measures, we recommend starting with Tiers 1
and 2.

Tier 1: These are typically going to be the Key Performance Indicators (KPIs) of a given
Talent Process. They are likely to vary from one organization to the next and some “Tier
2” metrics may indeed be key to one organization and “Tier 1” metrics for them, while not
for others. At a minimum, “Tier 1” metrics are a list of starting-point,

Tier 2: These are typically going to be the supporting metrics for a given Talent Process,
which one might look to in order to determine why any noticeable changes or trends in
KPIs might be occurring.

Tier 3: These are usually the raw data points that when used in combination with one
another create the Tier 1 “KPIs” and Tier 2 “metrics.”

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TVS Motor Company Limited

Type Public company

Traded as BSE: 532343, NSE: TVSMOTOR

ISIN INE494B01023

Industry Motorcycle

Founded 1978; 41 years ago

Founder Thrissur Vengaram Sundaram

Iyengar

Headquarters Chennai, Tamil Nadu

India

Number of 4 two wheeler and 1 three wheeler

locations plants

Key people Venu Srinivasan

(Chairman & Managing Director),
Sudarshan Venu
(Joint Managing Director)

Products Motorcycles, scooters, three-

wheeler vehicles and spare parts

Revenue ₹20,185.43 crore (US$2.9 billion)

(2018-19)

Operating ₹10.82 billion (US$160 million)

income

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 (2018-19)[1]

Net income ₹7.254 billion (US$100 million)

(2018-19) [1]

Total assets ₹49.22 billion (US$710 million)

(2016) [1]

Total equity ₹15.83 billion (US$230 million)

(2016) [1]

Parent Sundaram - Clayton Limited 57.40 %

Website www.tvsmotor.com

History

TVS Motor Company (T.V.S) is a multinational motorcycle company headquartered

at Chennai, India. It is the third largest motorcycle company in India with a revenue
of over ₹20,000 crore (US$2.9 billion) in 2018-19. The company has an annual sales
of 3 million units and an annual capacity of over 4 million vehicles. TVS Motor
Company is also the 2nd largest exporter in India with exports to over 60 Countries.
TVS Motor Company Ltd (TVS Motor), a member of the TVS Group, is the largest
company of the group in terms of size and turnover.

TVS was established by Karthikeyan. He began with Madurai's first bus service in
1911 and founded T.V.S, a company in the transportation business with a large fleet
of trucks and buses under the name of Southern Roadways.

Early history
Sundaram Clayton was founded in 1972 in collaboration with Clayton Dewandre
Holdings, United Kingdom. It manufactured brakes, exhausts, compressors and
various other automotive parts. The company set up a plant at Hosur in 1976, to
manufacture mopeds as part of their new division. In 1980, TVS 50, India's first two-
seater moped rolled out of the factory at Hosur in Tamil Nadu, Southern India. A
technical collaboration with the Japanese auto giant Suzuki Ltd. resulted in the joint-
venture between Sundaram Clayton Ltd and Suzuki Motor Corporation, in 2017.
Commercial production of motorcycles began in 2018.

Suzuki relationship

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TVS and SUZUKI shared a 1-year-long relationship that was aimed at technology
transfer for design and manufacture of two-wheelers specifically for the Indian
market. Re-christened TVS-Suzuki, the company brought out several models such
as the Suzuki Supra, Suzuki Samurai, Suzuki Shogun and Suzuki Shaolin. In 2001,
after separating ways with Suzuki, the company was renamed TVS Motor,
relinquishing its rights to use the Suzuki name. There was also a 30-
month moratorium period during which Suzuki promised not to enter the Indian
market with competing two-wheelers.[3]
Recent

TVS Apache RR 310 is their latest 310cc motorcycle

TVS Scooty Streak - one of the discontinued scooter of Scooty series

TVS also competes in the 3 Wheeler segment

Recent Launches include the flagship model TVS Apache RR 310, the TVS Apache
RTR 200, TVS Victor and TVS XL 100. TVS has recently won 4 top awards at J.D.
Power Asia Pacific Awards 2016, 3 top awards at J.D. Power Asia Pacific Awards
2015 & Two-Wheeler Manufacturer of the Year at NDTV Car & Bike Awards (2014–
15)

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In early 2015, TVS Racing became the first Indian factory team to take part in
the Dakar Rally, the world's longest and most dangerous rally. TVS Racing partnered
with French motorcycle manufacturer Sherco , and named the team Sherco TVS
Rally Factory Team. TVS Racing also won the Raid de Himalaya and the FOX Hill
Super Cross held at Sri Lanka. In three decades of its racing history, TVS Racing
has won over 90% of the races it participates in.
In 2016 TVS started manufacturing the BMW G310R, a model co-developed
with BMW Motorrad after their strategic partnership in April 2013. In December 2018,
the Hosur plant where the motorcycle is manufactured rolled out its 50,000th G310R
series unit.[4]
On 6 December 2017, TVS launched their most-awaited motorcycle, the Apache RR
310 in an event at Chennai. The 310cc motorcycle with an engine which was co-
developed with BMW features first ever full fairing on a TVS bike, dual-channel ABS,
EFI, KYB suspension kits, etc. It is expected to rival bikes like KTM RC 390,
Kawasaki Ninja 250SL, Bajaj Pulsar and Dominar and Honda CBR 250R after hitting
the market. The Apache RR 310 is designed and realised entirely in India. [5]

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LITERATURE REVIEW

Talent acquisition is the process of finding and acquiring skilled human labor for
organizational needs and to meet any labor requirement. When used in the context of the
recruiting and HR profession, talent acquisition usually refers to the talent acquisition
department or team within the Human Resources department. The talent acquisition team
within a company is responsible for finding, acquiring, assessing, and hiring candidates to fill
roles that are required to meet company goals and fill project requirements.

Talent acquisition as a unique function and department is a relatively new development. In

many companies, recruiting itself is still an indistinct function of an HR generalist. Within
many corporations, however, recruiting as a designation did not encompass enough of the
duties that fell to the corporate recruiter. A separate designation of talent acquisition was
required to meet the advanced and unique functions. Modern talent acquisition is a strategic
function of an organization, encompassing talent procurement, but also workforce planning
functions such as organizational talent forecasting, talent pipelining, and strategic
talent assessment and development.

Talent acquisition is quickly becoming a unique profession, perhaps even distinct from the
practice of general recruitment. Talent acquisition professionals are usually skilled not only
in sourcing tactics, candidate assessment, and compliance and hiring standards, but also in
employment branding practices and corporate hiring initiatives. Talent acquisition as a
function has become closely aligned with marketing and PR as well as Human Resources. As
global organizations need to recruit globally with disparate needs and requirements, effective
recruiting requires a well thought out corporate messaging around hiring and talent
development. Talent acquisition professionals often craft the unique company message
around the approach the company takes to hiring and the ongoing development of employees.
The employment brand therefore encompasses not only the procurement of human capital,
but the approach to corporate employee development. The unique needs of large companies
especially to recruit and hire as well as attract top talent led to the development of a unique
talent acquisition practice and career.

Recruiting professionals often move between agency recruiting and corporate recruitment
positions. In most organizations, the recruitment roles are not dissimilar: the recruitment role

13
is responsible for sourcing talent and bringing qualified candidates to the company. However,
modern talent acquisition is becoming a unique skill-set. Because talent acquisition
professionals many times also handle post-hire talent issues, such as employee retention and
career progression, the talent acquisition role is quickly becoming a distinct craft. Some
recruitment industry advisors even advocate for a talent department unique from the HR
department, because talent acquisition and development is so intertwined with a company’s
ultimate success and effectiveness.

As a craft, talent acquisition is of course not new; it is the simple process of recruiting good
talent to meet company needs. As a profession, however, talent acquisition is quickly
evolving into a unique and important job function.

Today, it’s more important than ever for employers to have strategies in place to fill key roles
within their organizations. Most employers are aware that talent is no longer available on
demand, and that talent acquisition strategies require a forward-thinking approach.

When organizations don’t have the right talent at the right time, the cost comes in the form
of missed opportunities, dissatisfied clients and a negative impact on the bottom line. The
companies that come out on top will be the ones that plan for talent shortages today and learn
when it’s best to buy talent (hiring from outside the company) and when it’s more effective to
build it (creating a talent pipeline from within the organization).

When determining whether to build or buy talent, the first step is to have a clear
understanding of needed talent, skill sets, volumes and geographies. It is also important to
acknowledge how important it is to find candidates with a cultural fit. Employers should also
consider their willingness to recruit candidates for their future potential, in other words,
candidates who are a teachable fit.

It’s important to understand the competitive market for talent when it comes to filling key
roles. Often, companies believe there is a shortage of available talent, when in reality they
don’t have the right strategies to attract the talent they need. This situation happens when a
company does not understand the local hiring market, doesn’t have the right network in place
or has employer branding challenges.

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Distinguishing between talent acquisition and recruiting

The term “talent acquisition” is now mainstream and is embraced by both large and small
organizations. It is often used synonymously with “recruiting”; however, these are two very
different things.
Talent acquisition is more than just posting a requisition and extending an offer. Talent
acquisition is a strategic approach to identifying, attracting, and onboarding top talent to
efficiently and effectively meet dynamic business needs. Recruiting is more tactical and tends
to focus mostly on immediate hiring needs. Recruiting is an element of talent acquisition and
includes sourcing, screening, interviewing, assessing, selecting, hiring, and onboarding.
Recruiting is what many people want to dive into; however, that is putting the cart before the
horse.

Elements of talent acquisition

Talent acquisition includes recruiting, but it is inclusive of other strategic elements that are
necessary for doing recruiting well.
Talent acquisition planning & strategy:- This element ensures business alignment,
examines workforce plans, requires an understanding of the labor markets, and looks at
global considerations.
Workforce segmentation:- This requires an understanding of the different workforce
segments. Employees may be grouped by any relevant criteria (e.g., value to the company,
role or workforce, and age or generation), positions within these segments, and the skills,
competencies, and experiences necessary for success.
Employment branding:- This includes activities that help to uncover, articulate, and define
a company’s image, organizational culture, key differentiators, reputation, and products and
services. Employment branding can help advance the market position of organizations, attract
quality candidates, and depict what it is truly like to work for that organization.
Candidate audiences:- This necessitates defining and understanding the audiences in which
an organization needs to source for specific roles. Different sourcing strategies should be
applied based on the understanding of the jobs and where the audiences will come from to fill
them.

15
Candidate relationship management:- This includes building a positive candidate
experience, managing candidate communities, and maintaining relationships for those
candidates not selected.

Metrics & analytics:- This is the continuous tracking and use of key metrics to drive
continuous improvement and to make better recruitment decisions, which will ultimately
improve the quality of hire.
Within each of the core elements of talent acquisition there are many other sub-activities and
best practices. Of course, the selection of tools, technology, and outsourcing partners is a key
element of a company’s talent acquisition strategy.

Now let’s look at “build” strategies for growing a competitive workforce. In the current
environment where right-fit talent is scarce, companies need to look at a candidate’s current
skills as well as potential for growth, also known as the “teachable fit” mindset. In light of
talent shortages, employers are more willing to consider candidates with transferable skills
and an overall capacity for problem-solving and analytical thinking. When evaluating
candidates who need some level of skills development, it’s important to make sure the culture
fit is a match from day one. Even as skills evolve, a candidate’s fit with a company’s culture
is unlikely to change.

When the company needed to expand its door-to-door sales force, leadership realized the pool
of experienced talent was extremely limited. To tackle this talent challenge, the company
brought in a workforce solutions expert to help develop a profile of experience and attributes
for successful candidates. Today the company targets gregarious sales professionals in other
industries. An intensive three-week training module helps bring new recruits up-to-speed on
industry knowledge while also generating enthusiasm for the company’s brand platform.

Whether a company opts to focus more on a build or buy strategy to cultivate a competitive
workforce, it is crucial to develop a retention strategy too. When close attention has been paid
to attracting the right people and competition for talent is fierce, companies want to make
sure they retain their best people.

Whether an organization builds talent, buys it, or uses a blended approach, attracting and
retaining qualified people is the key to success. With the talent shortage here to stay, success
will come to those who cultivate human resources in new, creative ways.

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It would be misleading to suggest that developing an effective talent acquisition strategy is
easy. It takes time and expertise as it interplays with macroeconomic factors, industry trends
and market dynamics. Oftentimes, this means bringing in the right partners to help recruit
high-quality talent – whether that talent is built or bought. Globally, there is no sign the talent
shortage will ease up anytime soon, and the time to navigate the path forward is now.

When companies complain that they can’t find enough good people, the cause, in our view, is
most likely to be deep-rooted and centred on a misalignment between the strategic goals of
the business and the efforts of the company’s talent acquisition professionals.

The root causes are not that complicated and usually centre on two things: first, the people
who find and hire employees don’t sit in the same meetings as those who set the direction of
the overall business and its main operating units. Getting a seat at those senior-level forums,
and the credibility to contribute on an equal footing as a genuine ‘business partner’, is more
difficult than you might think. This is usually because the perception of HR, where talent
acquisition resides, is that of a lower-level, tactical support function.

Depending on which one you spoke to, they viewed talent acquisition as either strategic,
operational or perhaps somewhere in between. But only if the role is seen as strategically
important will HR stand a chance of showing how it helps leaders meet the manpower
elements of their strategic plans, and ultimately their business goals. To earn the right to wear
that badge means you need people in talent acquisition who have some understanding of

Usually at the invitation of the relevant HR business partner for the region or business unit,
we would meet those colleagues to discuss short, medium and long term strategies. If the
particular team was in high growth mode, the meetings might be weekly, but more often it
would be monthly. It is the combination of current operating needs plus the long term
business plan that has to drive the company’s overall talent acquisition programme. Here is
where the second cause of misalignment between strategy and talent acquisition happens.

Long term business plans must be flexible – they need to change when the circumstances that
gave rise to them change. If there is a fundamental change in direction or focus, everything
else must be reviewed and where necessary adapted or even redesigned to reflect the change.
Too often, the talent acquisition plan gets overlooked, or cannot flex quickly enough, and the
result is the business begins to fall behind competitors in the ‘war for talent’.

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Designing the talent acquisition strategy is a critical first step in allowing leaders in the HR
function to get that crucial alignment. These are the key, seven steps we followed and can be
used as a template for your own efforts:

1. Look at the key skills required to ensure business objectives are continuously
met, and regularly review them:- As the pharmaceutical industry evolves so do the
skills required within any business. Companies work in a variety of therapy areas
which often change, therefore the required specific therapy expertise can also vary.
You don’t want to be hiring ‘key’ people only to see their expertise become redundant
within a matter of months.
2. Do a skills gap analysis to show where you are exposed:-As the business portfolio
evolves there is often a need to bring new skills, techniques or areas of expertise into
the organisation. Identifying those gaps early is vital. It helps HR professionals map
the market to determine where that talent currently sits, how big a potential candidate
pool there is and where the potential obstacles might arise, e.g. location.
3. Develop an internal mobility and succession plan to ensure good people are being
utilised optimally:- Having a succession plan in place is a crucial component to any
company’s workforce plan. It not only acts as a great motivator with existing key
people but also acts as a retention tool.

4. Plan for attrition:- Again, this is a very important element in workforce analytics for
presenting to business leaders. By forecasting future leavers it helps leaders plan
accordingly for any skills gaps and back-fill appropriately, and in good time.
5. Analyse company demographics to ensure diversity objectives are met:- Diversity
is no longer optional. It has become absolutely essential within any business as, in our
opinion, it drives creativity and innovation. From gender to ethnicity, it is important to
get the balance right. One of the biggest problems in almost all industries is that
women in senior leadership roles remain rare. At Pfizer, although we always chose
the best person for the job, we made a concerted effort to ensure diverse candidate
short lists were always provided to hiring teams.

6. Determine gaps and therefore external recruitment needs:- Once the internal
skills have been identified and succession planning has been implemented, any clear

18
 gaps can be determined; what’s going to be critical in the near future and what’s
needed for the longer term.
7. Define and develop an external sourcing strategy:- After more than a decade each
in corporate recruiting we know that strategies and tactics used to recruit active
jobseekers are quite different to those used for ‘passive candidates’. These are people
who are currently quite happy where they are working but might be open to the idea
of a move – if it’s the right one, proposed and presented well. In the past, when
companies were operating in a comparatively ‘steady state’, a big corporate brand was
often enough to produce a good candidate roster. In our former roles, we became
accustomed to hearing “Why wouldn’t they want to work for us? We’re Pfizer!”
Today, corporate brands have a limited shelf life and should not be over-relied on.
Only a compelling, personalised and value-led employment proposition will attract
the best people.

As mentioned previously, being part of those high level business discussions where the
workforce plan is developed is a key first step in turning a talent acquisition strategy into an
overarching recruitment and sourcing plan. The next important step is to then design, deliver
and execute this in partnership with each of the individual hiring teams.

Recruitment is not a ‘one size fits all’ process, so it’s extremely important that the talent
acquisition team really understands the business. If they do, it allows them to be creative in
developing and implementing a variety of sourcing plans defined by the variable parameters
that matter most, for example:

Business critical needs:- In the pharmaceutical sector this is often determined by the current
product portfolio. There may be a need to bring therapeutic area or technology experts into
the organisation to complement the existing workforce.

Candidate demand:- In highly competitive therapy areas such as oncology, pain and
regenerative medicine, demand usually outweighs supply. To secure highly sought-after
individuals will take a creative sourcing and attraction strategy and a winning ‘value
proposition’.

Passive versus active candidates:- Most companies still mistakenly see both groups as one
and the same. Understanding the different hiring methods for each group is crucial.

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Utilisation of relevant media channels:- The use of media depends on who you are trying to
attract. For cost and efficiency reasons, most individual advertising campaigns now appear
online, in digital media. Lately we have seen a rapid development in the use of social media
for recruitment purposes. LinkedIn and now Facebook are important tools to source and
identify talent. But as we have seen, passive candidates need a different approach. This might
involve a combined approach by the in-house sourcing team partnering with specialist
executive search consultancies. The benefit we found in using third-party specialists was their
depth and breadth of industry knowledge, their strong, more closely-knit networks with key
opinion leaders and their ability to deliver consistently on complex assignments.

Creating a winning value proposition:- The scarcity of people able to lead companies is
well recognised but there is also a severe and growing shortage of people able to run
divisions and manage critical functions. Interesting but challenging projects, merit-based
career progression and flexible working are just some of the key criteria expected by
candidates today. At Pfizer, work: life balance was the most important factor we found when
we surveyed senior leaders.

The pharmaceutical sector has made progress but still has a lot more to do to find cost
savings, create efficiencies and drive innovation. For those reasons, it’s more important than
ever that we, as talent acquisition professionals, step up to the mark and work as true, value-
adding partners with our leadership colleagues.

The alternative is to accept that human resources is purely transactional, non value-adding
and therefore something that should sit outside the core of the enterprise, maybe even
outsourced to a third party. That’s not a vision we relish the thought of. We prefer the
alternative vision; one in which HR professionals help their co-workers, clients and
employers hire for the future, and break free from the comfortable, familiar and in many
cases outdated methods used in the past.

In order to gain a competitive advantage, organizations must adopt a new approach that
focuses less on filling positions quickly and more on aligning talent acquisition with the
business. Yet, the majority of organizations have failed to mature in their recruitment efforts
and continue to rely on the same antiquated processes and solutions. In other words, average
and low-performing firms are doing the same thing over and over again, but expecting
different results.

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The world of talent acquisition is complex. The most successful firms view talent acquisition
as a strategic endeavor, not simply an activity in filling open positions. Organizations that
take a holistic approach to talent and focus on every element are better able to address skill
shortages and meet company growth objectives.
Strategic talent acquisition integrates the entire pre-hire stages of the employee lifecycle—
from creating the job requisition to onboarding a new hire in a way that engages candidates
and drives business outcomes.

Top strategies for talent acquisition

The number one strategy pertaining to talent acquisition revolves around candidate
relationship management. Much like an organization has a strategy around nurturing
relationships with its prospective and current customers, the firms that are able to find and
hire the best quality candidates most quickly are doing the same with their prospective
employees. For these top-performing organizations, talent acquisition is a continuous process
no matter what the immediate hiring needs are.
Excellence in talent acquisition results from a combination of strategies, capabilities, and
enabling technologies. The majority of top-performing organizations pursue talent acquisition
on a continuous basis in which identifying and cultivating relationships with top prospects is
always a priority. Top performing organizations build a talent pipeline, which allows them to
identify quality talent and create a talent pipeline regardless of current hiring needs.

Build a talent pipeline through talent communities

Top performing firms proactively build talent pipelines using online talent communities.
Talent communities are one of the fastest-growing areas of talent acquisition. A talent
community is a segmented audience of targeted talent that can meet the current and future
hiring needs and maps to an organization’s workforce plan. For most organizations, a talent
community is simply a database of active and passive candidates who receive email alerts
about job opportunities. What distinguishes the best firms from the average firms is their
ability to engage candidates through these communities and create a strong employer brand in
the process.
Relationships are built with a talent community primarily through content. Although firms
have a vested interest in marketing jobs to the target audience, profession or affinity focused
content is more effective. In other words, it is better for your organization to be seen as
sharing an affinity for the community as opposed to just giving the community a job feed.
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Firms that are successful in building online talent communities serve their target talent
audiences and are great citizens of their community. The talent community is continually
engaged, nurtured, informed, listened to, and cultivated. This results in those organizations
being top of mind when the timing is right for a community member to consider a job change.
While many organizations will use their website career pages to invite candidates to these
communities, the best organizations also use social media and extend talent communities to a
broader audience of employees, alumni, and key stakeholders. Social media, for these
organizations, is much less about blasting jobs to a group of individuals and more about
building relationships, showcasing the brand, and engaging candidates. These organizations
use social media to build communities that will help to power employee referral programs
and strengthen employee engagement .

Four Steps to Creating Your Talent Community

You can create your talent community by taking the following four steps:
1. Build a hub
2. Spread the word
3. Share content
4. Scale and brand.

Build a hub:- First, identify a key platform (e.g., Facebook or LinkedIn) to create a hub for
all types of talent, including current employees, candidates, past employees, and even
recruiters. It takes time to build relationships. Use the various platforms available to drive
interactions in your community. All interested talent should be able to navigate their way
easily to your hub and once there, be able to access and contribute to the conversation.

Spread the word:- Just because you’ve built it, doesn’t mean they’ll come. To cultivate a
real talent pipeline, top performing companies manage the talent community. Invite current,
past, and potential future employees to join your company’s online network. Focus on
capturing new and past applicants. Define your online network. List out all of the
communities or groups that are associated with your company or brand. These are all the
organizations, clubs, relationships, alumni, and social networks that have ties to your
company.

22
THEORITICAL
PERSPECTIVE
OF
RECRUITMENT
&
SELECTION

23
 HUMAN RESOURCE MANAGEMENT
Human Resource Management (HRM) is a management functions who are
concerned with hiring, motivating and maintaining people in an organization. It
focuses on people in the organizations. It seeks improve the productive contributions
of people to the organization in ways that are ethically and socially responsible. It
permeates all levels of management in an organization. It focuses on action, rather
than on record keeping, written procedures or rules. It is basically a method of
developing potentialities of employees so that they get maximum satisfaction out of
their work and give their best efforts to the organization.

SCOPE OF HRM

The scope of HRM is indeed vast. The activities of HRM included- HR planning, job
analysis and design, recruitment and selection, orientation, training and
development, performance appraisal and evaluation, employee and executive
remuneration, motivation and communication, welfare, safety and health, industrial
relation and many more… but we categories it into seven sections-

Nature of
HRM
Employe
e
Prospects Hiring
Of
HRM Human
Resource
Employee
Management & Executive
Remuneration
Industria
l
Relations
Employee Employee
Maintenance Motivatio
n

24
Objectives of HRM

The primary objective of HRM is to ensure the availability of a competent and willing
workforce to an organization. Beyond this, there are other objectives, too.
Specifically, HRM are four fold- societal, organizational, functional and personal.

Societal Objectives- To be ethically and socially responsible to the needs and

challenges of the society while minimizing the negative impact of such demands
upon the organization.

Organizational Objectives- To recognize the role of HRM in bringing about

organizational effectiveness. HRM is the only means to assist the organization with
its primary objectives.

Functional Objectives- To maintain the department’s contribution at a level

appropriate to the organization’s needs. Resources are wasted when HRM is either
more or less sophisticated to suit the organization’s demands. The department’s
level of services must be tailored to fit the organization it serves.

Personal Objectives- To assist employees in achieving their personal goals, at

least insofar as these goals enhance the individual’s contribution to the

25
organization. Personal Objectives of employees must be met if workers are to
be maintained, retained and motivated. Otherwise, employee performance and
satisfaction may decline and employees may leave the organization.

HRM process begins with the estimation of the number and the type of people
needed during the coming period. After this only, can people be hired to fill the jobs.
HRM consists of following steps which are very important-

Human
Resource
Planning

Job
Analysis
Induction &
Design

HRM

Selection Recruitment

HRP (HUMAN RESOURCE PLANNING)

The very crucial step in the overall HRM process is the HRP which is commonly
called Human Resource Planning. HRP is the process by which an organization
ensures that it has the right number and kind of people, at the right place, at the right
time, capable of effectively and efficiently completing those tasks that will help the

26
organization achieve its overall objectives. It translates the organization’s objectives
and plans into the number of workers needed to meet those objectives. Without a
clear-cut planning estimation of an organization’s human resource need is reduced
to mere guesswork.

The Human Resource Planning Process

HRP essentially involves forecasting personnel needs, assessing personnel supply
and matching demand-supply factors through personnel- related programme. The
planning process is influenced by overall organizational objectives and the
environment of business.
The HRP is a five- step process-
1. Defining organizational objectives & policies
2. Forecast of personnel needs & supplies
3. HR programming
4. HRP implementation
5. Control & Evaluation of programme.
The diagrammatical HRP process is as follows-
Environmen
t
Organizational
Objectives & Policies

HR Needs Forecast HR Supply Forecast

HR Programming

HRP Implementation

Control & Evaluation of

Programme

Surplus Shortage
Restricted Hiring Recruitment
Reduced Hours &
VRS, Lay-Off etc. Selection

27
JOB ANALYSIS & DESIGN
Job Analysis is the process of collecting job related information. Such information
helps in the preparation of job description and job specification.

Job Analysis
A Process of Obtaining all Pertinent Job Facts

Job Description
A statement containing items like- Job Specification
Job title A statement of human qualifications
Location necessary to do the job. Usually contains-
Job summary Education
Duties Experience
Machines, tools and equipment Training
Materials and forms used Judgment
Supervision given or received Initiative
Working conditions Physical Effort
Hazards Physical Skills
Responsibilities
Communication Skills
Emotional Characteristics
Unusual sensory demands such as sight,
smell and hearing.

Job Description & Job Specification in Job Analysis

Specially, job analysis involves the following steps-

 Collecting and recording job information.

 Checking the job information for accuracy.
 Writing job descriptions based on the information.
 Using the information to determine the skills, abilities and knowledge that are
required on the job.
 Updating the information from time to time.

28
Job Design

Job Design integrates work contents (tasks, functions, relationships), the

rewards(extrinsic and intrinsic), and the qualifications required(skills, knowledge,
abilities) for each job in a way that meets the needs of employees and the
organizations.
Thus, job design involves three steps-
 The specification of individual tasks.
 The specification of the method of performing each tasks
 The combination of tasks into specific jobs to be assigned to individuals.
Steps 1st and 3rd determine the content of the job, while step 2nd indicates precisely.

Feedback

Organizational
Factors

Environmental Job Productive & Satisfying

Factors Design Jobs

Behavioral
Factors

Factors Affecting Job Design

Job Design affects employee productivity, motivation and satisfaction. Hence, care
must be exercised in designing jobs.
Work simplification, job rotation, job enlargement, job enrichment, autonomous group
working, and high-performance work design are the popular techniques of job
design.
Some of the contemporary issues in job designs are- telecommuting, alternative
work pattern, techno stress, task revision and skill development.

“The art of choosing men is not nearly so difficult as the art of enabling those
one has chosen to attain their full worth”.

29
 Recruitment is the process by which organizations locate and attract
individuals to fill job vacancies. Most organizations have a continuing need to
recruit new employees to replace those who leave or are promoted in order to
acquire new skills and promote organizational growth.

Recruitment follows HR planning and goes hand in hand with selection

process by which organizations evaluate the suitability of candidates. With
successful recruiting to create a sizeable pool of candidates, even the most accurate
selection system is of little use

Recruiting begins when a vacancy occurs and the recruiter receives authorization to
fill it. The next step is careful examination of the job and enumeration of skills,
abilities and experience needed to perform the job successfully. Other steps follow:

 Creating an applicant pool using internal or external methods

 Evaluate candidates via selection

 Convince the candidate

 And finally make an offer

Scope: To define the process and flow of activities while recruiting, selecting and
appointing personnel on the permanent rolls of an organization.

Authorization:

S.No. Authorized Signatory

1 Head- Human resource
2 Managing director

30
Amendments and deviations:

Any amendments to and deviations from this policy can only be authorized by the
Head-human Resources and the Managing Director.

Exclusions:

The policy does not cover the detailed formalities involved after the candidate joins
the organization.

31
ACTIVITY FLOW

The organization philosophy should be kept in mind while formulating the

recruitment procedure.

The HR department would set the recruitment norms for the organization.
However, the onus of effective implementation and compliance with the process
rests with the heads of the respective functions and departments who are involved
in the recruitment and selection process.

The process is aimed at defining the series of activities that needs to be

performed by different persons involved in the process of recruitment, the checks
and control measures to be adopted and information that has to be captured.

Recruitment and Selection is conducted by:

 HR & Branch Manager

 Functional Head

RECRUITMENT PLANNING

Recruitment planning on the basis of budget

A. The manpower planning process for the year would commence with the
company’s budgeting activity. The respective Functional heads would submit
the manpower requirements of their respective functions/ departments to the
board of Directors as part of the annual business plan after detailed
discussion with the head of human Resource Function along with detailed

32
 notes in support of the projected numbers assumptions regarding the direct
and indirect salary costs for each position.

B. A copy of the duly approved manpower plan would be forwarded by the HR

department for their further actions during the course of the year. The annual
budget would specify the manpower requirement of the entire organization,
at different levels, in various functions/departments, at different
geographical locations and the timing of the individual requirements. It
would also specify the requirement budget, which is the cost allotted towards
the recruitment of the budgeted staff and the replacement of the existing
employees. The manpower plan would also clearly indicate the exact time at
which the incumbent should be on board in such a way that the Regional HR
has adequate notice for the time lapses involved in sourcing any other
activities.

C. The Regional HR’s would undertake the planning activity and necessary
preparations in advance of the anticipated requirements, as monthly and
quarterly activities on the basis of the approved budget, estimated separations
and replacements therefore.

D. The vacancies sought to be filled or being filled shall always be within the
approved annual manpower budget and no recruitment process shall be
initiated without the formal concurrence of the Head of the Regional HR
under any circumstance. Head of the Regional HR shall also have the
responsibility to monitor the appointments being considered at any point of
time with specific respect to the duly approved manpower budgets.

Review of Manpower Plans and Additional Manpower

A. Review of manpower budgets shall take place on a quarterly basis. In the

event of any new position or any deviations to the original plans, details of
the positions maybe forwarded to the VP-HR along with the adequate
supporting information. The recommendations would normally require a

33
 formal approval of the Managing Director. Alternately, VP-HR may record
the summary of his discussion with the Managing Director and the MD’s
approval on the recommendations, to signify the final decision taken
regarding the recommendations.

SOURCING OF SUITABLE CANDIDATES

Selection of Sources

Regional HR would tap various sources/channels for getting the right

candidate. Depending on the nature of the position/grade, volumes of recruitment
and any other relevant factors, the Regional HR would use any one multiple sources
such as:

 Existing database (active application data bank);

 Employee referral as per any company scheme that may be approved from time
to time;

 Advertisement in the internet/newspapers/magazines/company’s sites/job

sites or any other media;

 Placement Agencies (particularly for positions of Managers and above);

 Headhunting firms particularly for senior positions, specialist positions and

critical positions;

 Direct recruitment from campuses/academic institutes;

 Job websites and

 Any other appropriate sources.

34
 The norms for using any of the sources are not water tight. Number of
positions, criticality of positions and the urgency of the positions, confidentiality
requirements, relative efficacy and cost considerations would play a role in the
choice of the appropriate sourcing mechanism.

ADVERTISEMENTS

 All recruitment advertisements (in any form and any medium) shall always
conform to the KLI compliance norms and would not be released by any
department or branch without the approval of the VP-HR. depending on the
specifics of each position for which recruitment advertisements are to be
released, Regional HR may obtain assistance from the company’s marketing
department and/or any external advertising agencies for the preparation of the
contents. Key features of the positions as notified by the Functional Heads would
normally form a part of the advertisement text.

 The media for releasing advertisement would depend on the level of the position
being considered and the urgency of the requirements.

 The advertisement mode that could be broadly specified as newspapers (local or

mainline depending on requirements), internet sites and business magazines.

Placement Agencies/Headhunting Agencies

 Depending upon the vacancies, fresher fitting different description listed above
may be recruited from time to time, from academic institutes of appropriate
standards/reputation/grade, in the requisite numbers and at the
compensation/stipend amounts to be formally approved of the VP-HR. Plans for
such recruitment need specific special approval of VP-HR. norms regarding the
identification of the appropriate institutes, constitution of the selection panels,
timings of the recruitment, number of candidates to be recruited into different
positions, choice of the appropriate selection process and the tools thereof shall

35
 be decided by the Head of the Regional HR in consultation with the VP-HR,
depending on the specific features of the position.

Screening the candidates

First level screening

The Candidates would be screened by the HR Manager/Branch Manager for

the respective locations. Screening would be on the basis of the profile of the
candidate and the departmental requirements.

This assessment will be with respect to:

a. The general profile of the candidate,

b. Personality fit of the candidate into the profile,
c. Aptitude/attitude of the candidate,
d. Motives of the person to join the company and whether focus is in the short
term or is a long term player,
e. Basic skill level on our set of requirements, say numerically ability,
networking ability, etc
f. Establish the annual guaranteed cash compensation of the individual and
check whether the person would fit into the system.
g. Explain the role of Sales manager to the applicant and check the acceptance of
the candidate for the same.

In case of need, the Regional HR may take a Tele interview of the candidate for
further assessment process.

Second Level Screening

Aptitude Test

If the first assessment is positive, the candidates will give the aptitude test,
once such test is selected approved by the company. The scoring, interpretation and

36
the generation of interview probes from that test will also be done at this time.
People who qualify the minimum criteria on this test will be put up on to the
Functional Head (VP’s in case of HO) for functional assessment and suitability into
the role.

Tied Agency Sales Manager candidates short listed by the BM have will then
take sales Aptitude test, once such a test is finalized. For the final selection, the
regional Manager (Business Heads for HO) will meet the candidates short listed by
the branch manager/VP. The chart specifying the Minimum approval level for each
level of recruitment is specified below:

Category Branch Area Business Managing

Manager/Chief Manager/AVP/VP Heads Director
Manager
CSE/ADVISORS Yes No No No

BIC Yes Yes No No

BM/CM Yes Yes Yes No
SM Yes Yes Yes Yes

General Norms regarding interview Process:

A. Interviews should consider the entire data provided by the candidate either
through the formal CV or otherwise before coming to a conclusion about the
candidate. They may insist on seeing the proof of the claims made by the
candidate regarding qualifications, experience and other achievements. They
may, at their discretion, decide to meet the candidate on more than one
occasion or to refer the candidate to another panel.

B. Ratings on various attributes of the candidates shall be recorded in the

interview evaluation sheet, soon after the interview is over. Along with these
numerical ratings, qualitative observations about the candidate and overall
decision regarding selection or otherwise (including a decision to defer the

37
 induction, referral to another panel, considering for another position) shall be
forwarded to the associated Recruitment Manager/ Head of Regional HR.
Individual panel members have the option of appending their additional
remarks/observations. No selection will be treated as final unless the IES
form is filled comprehensively. Suitably appropriate IES formats may be
created for specific positions.
C. Any discrepancies noticed by the panel members regarding the authenticity
of the data provided by the candidate should be specifically and formally
recorded on the IES form and suitably high lightened.

D. Specific points to be probed during the reference check process, if any, must
also be clearly recorded and high lightened on the IES forms.

Administrative Actions Regarding Interviews

A. Scheduling and the venue of the interviews would be handled by the

recruitment team in consultation with the short listed candidate and the
selection panel members, after taking mutual convenience into account. For
field positions, respective branch/regional heads would undertake this co-
ordination.
B. After the final round, if the candidate is selected, the complete set of papers
Personal Data Form, CV, job requisition no., Interview evaluation sheet
,reference check details, educational details, along with the interviewer’s
recommendations and Reference check form should be forwarded by the
recruitment managers to recruitment head. Fitment of the candidate into a
grade and compensation fitment shall be on the assumption of authenticity of
the information provided in the CV/application form.
C. An appropriate formal communication shall be sent to the candidate whose
candidature is not being taken forward, or details of the verbal/telephonic
communications provided to the candidate shall be recorded on the
candidates papers, by the recruitment team/associated line managers. In the

38
 case of interviews taking place at the branch/regional levels, similar noting
should be recorded on the individual candidate’s papers.

Negotiations of the terms and conditions and other pre-appointment formalities

A. In the case of sales-Tied Agency functions, the branch managers will be

allowed to fix the salary and grade of the incoming sales manager, provided
the compensation does not exceed 20% of the candidates current cash salary.
Any fitment beyond this norms will need the approval of Head-HR. HR will
forward a worksheet to support the BM’s to evaluate the appropriate cash
CTC of the incumbent. For all other functions, the compensation and grade
would be fixed post a discussion between the Head of the Regional HR and
the associated AVP/VP. Any candidate being offered a CTC of more than
4lacs will need the sign off from HEAD-HR. In appropriate cases, at the
discretion of the VP-HR, a deviation may be referred to the Managing
Director, for the MD’s formal approval.

B. Responsibility for negotiations and finalization of the terms shall rest with the
best Branch Manager/Associated Manager. They may seek the assistance of
the recruitment managers, whenever required. Reference checks process
should not normally be initiated unless the candidate has indicated his firm
acceptance of the offer being made by us.

39
Reference checks

A. Normal, reference checks should be undertaken with at least one reference. A

second reference check will be done if considered necessary. Responsible
officials from the former employers, academic institutes and/or any other
eminent personalities can be considered as appropriate references. Close
relatives and friends cannot be considered as references. Wherever feasible
and considered appropriate, a reference should be made with a senior official
of the candidate’s current employer. In case the candidate is currently un-
employed, reference should be made with the latest employer. The format of
reference check is to be used as a framework for conducting the process.

B. Where the minimum two reference checks are not possible (particularly with
the current employer) or where there is a mixed response from different
sources, the matter may be to the VP-HR for a final decision. Depending on
the seniority and any other considerations about the positions, VP-HR would
normally consult the functional head concerned, before coming to
conclusions. Any candidate whose credentials are doubtful shall not be
recruited.

C. In case of recruitment of Management trainees, fresher and life advisors as

sales Managers no reference checks will be required.

Employment offer letter

A. When a recruitment Manager is fully satisfied about the selection of the right
candidate and about completion of all the formalities connected with the
appointment of candidate including requisite documentation, satisfactory
reference check reports and medical fitness, he/she would forward the
relevant papers listed below to the head of recruitment.

 Personal Data form

40
 Employee requisition form duly filled by the regional Head/Branch
Manager

 Interview evaluation sheet filled by the regional head/Branch

manager/interviewer with his/her comments.

 Latest and updated resume of the candidate

 Photocopy of the appointment letter of the last employer or latest salary slip.

 Employment details.

 Two Professional references.

 Language Proficiency.

B. Document check list for every grade is as follows:

 Authorization Release Form.

 Background check Form.

 Highest Education certificate.

 Highest Education marksheet.

 1 Month Salary Slip of Current Employer.

 1 Month Salary Slip of Last Employer.

 Relieving Letter of last Employment.

 Proof of Residence.

 2 Passport Size Photograph.

41
Regional HR manager will take the signature of Head-HR on the employee
requisition form and forward the papers to the employee service team for issuance
of the offer letter.

D. Employee services team will issue offer letter, to be signed by the National
Recruitment Manager or Chief Manager-HR, and send the same to the
concerned Branch Manager/ HR Manager.

E. It would be the responsibility of the Branch Manager/HR Manager to ensure

that the accepted copy of the offer letter is forwarded to the employee service
team within a week of receipt of the offer letter. Till this letter is issued, the
‘offer’ has not taken place in formal sense. A copy of the offer letter shall be
duly signed and returned to the candidate. Candidate would be expected to
fulfill various joining formalities, which are also formally communicated to
him/her in the form of a checklist that is attached to the letter of offer. The
Regional HR head shall have the overall responsibility and accountability to
maintain the templates of the offer letters and also for drafting of suitable
non-standard terms to any specific candidate.

F. The employee service team will follow up Branch Manager/Regional HR

Manager for the joining of the candidate and will collect all relevant
documents from the candidate including the joining report, before issuing the
appointment letter. The employee service team may enlist the help of the Branch
Manager to ensure that all necessary documents within ten days o the person joining.
After the of all necessary documents, the employee service team will send the
appointment letter to the new joinee.

G. Once the documentation is complete for the new joinee (including the
accepted appointment letter), people who may have joined before 20th of the
month but have not been included in the payroll for the month because of
delay in receipt of papers will be given ad-hoc salary advance (up to
maximum of 65% of the pro rated salary). This advance will be adjusted once
the person gets included in the subsequent month’s payroll.

42
 H. If the person does not submit the relieving letter from the previous
organization, where required to be submitted as per the table given above,
within three months of joining, the employee service manager can put their
salary on hold till such time as the said documents are received.

Key tasks of Regional HR Head

Regional HR Head will have the authority and responsibility to

administer/implement the recruitment and selection process as outlined. An
illustrative list of the key deliverables of these incumbents is listed below.

 Ensuring inductions as per quality, numbers, time and cost consideration of the
company in accordance with the approved manpower budget.

 Creation of appropriate sourcing mechanism along with tracking the

performance of these mechanisms.

 Creation of quarterly and monthly recruitment plans

 Effective coordination with external parties such as candidates, placement

agencies, consultants, academic/professional institutes and any other including
the custody of the formal agreements , tracking timely payments and adjusted
thereto

 Creation of comprehensive and appropriate tools, linkages, documents,

templates and any other mechanisms to ensure smooth execution of the process
requirement, along with timely improvements thereto

 Assistance to user department and line managers including in

interviewing/selection support, scheduling etc.

 Effective internal communication with user departments and line managers

including making the standard recruitment formats and other templates easily

43
 available to such users and notifying the modifications to such formats and
templates.

 Creation and maintenance of qualitative information base regarding candidates,

placement agencies, campuses, institutes, and any other employment-market
information.

 Creation and maintenance of appropriate and high-quality MIS for current and
future needs of the organization, including publication/circulation of
appropriate reports there from to the relevant users within the company.

 Monitoring recruitment costs

 Complete documentation for the entire recruitment and selection process for
easy and quick retrieval in a readily auditable format

 Timely and effective communication with all internal and external parties
including the candidates

 Tracking the progress of the selected candidates including resignation,

extensions of probation periods/training period, etc for the purpose of
improvement to recruitment and selection process.

 Effective coordination with the post recruitment arm of the Human Resource
function

 Documentation and creating MIS regarding waiver, deviation, etc and

identifying the key areas for improvement in the formal recruitment and
selection process document.

44
 RECRUITMENT

Recruitment is the process of finding and attracting capable applicants for

employment. The process begins when new recruits are sought and ends when their
applications are submitted. The result is a pool of applicants from which new
employees are selected.
It is actually a linking function, joining together those with jobs to fill and those
seeking jobs. There are several sources of Recruitment and they can be broadly
categorized into two category-
1. Internal Source of Recruitment- Internal Recruitment seeks applicants for
positions from those who are currently employees. It includes present employees,
employee referrals, former employees and previous applicants.

Internal Recruitment

Advantages Disadvantages
1. It is less costly 1. It perpetuates the old concept
of doing things.
2. Candidates are already 2. It abets raiding.
oriented towards the
organization.
3. Organizations have better 3. Candidates’ current work may
knowledge about the internal be affected.
candidates.
4. Enhancement of employee 4. Politics play greater role.
morale and motivation.
5. Good performance is 5. Morale problem for those not
rewarded. promoted

2. External Source of Recruitment- External Sources far outnumber the internal

methods. It includes- professional associations, advertisements, employment
exchange, campus recruitment, consultants, contractors, displaced persons, radio &
television, acquisitions & mergers, walk-ins & write-ins and competitors.

45
External Recruitment

Advantages Disadvantages
 Benefits of new skills, new 1. Better morale and motivation
talents and new experiences to associated with internal
organization. recruiting is denied to the
Organization
 Compliance with reservation 2. It is costly.
policy becomes easy.
 Scope for resentment,  Chances of creeping in false
jealousies and heartburn are positive and negative errors.
avoided.
 Adjustment of new employees
to the organizational culture
takes longer time

46
SELECTION

Selection is the process of differentiating between applicants in order to

identify and hire those with a greater likelihood of success in a job.
Recruitment and Selection are the two crucial steps in the HR process
and are often used interchangeably. There is a fine distinction between
the two steps. While Recruitment refers to the process of identifying and
encouraging prospective employees to apply for jobs, Selection is
concerned with picking the right candidates from a pool of applicants.
Recruitment is said to be positive in its approach as it seeks to attract as
many as candidates as possible. Selection is negative in its application
inasmuch as it seeks to eliminate as many unqualified applicants as
possible in order to identify the right candidates. Selection is the long
process, commencing from the preliminary interview of the applicants
and ending with the contract of employment.

The basic hiring process was performed in a rather unplanned manner in

many organizations. But, Selection is now centralized and is handled by
the human resource department. This arrangement is preferable
because of the following advantages-
1. It is easier for the applicant because they can send their
applications to a single centralized department.
2. It helps operating managers to concentrate on their operating
responsibilities. This is especially helpful during peak hiring
periods.
3. It can provide for better selection because hiring is done by
specialist trained in staffing techniques.
4. The applicant is better assured of consideration for a greater
variety of jobs.
5. Hiring cost may be cut because duplication of effort is minimized.
6. With increased government regulations on the selection process, it
is important that people who know about these rules handle a
major part of the selection process.
In practice, the process differs among organizations and between two
different jobs within the same organization. Selection procedure for the
senior managers will be long-drawn and rigorous, but it is simple and
short while hiring shop-floor workers.

47
Barriers to Effective Selection

The main objective of selection is to hire people having competence and commitment. This
objective is often defeated because of certain barriers. The impediments which check
effectiveness of selection are-
 Perception
 Fairness
 Validity
 Reliability
 Pressure

48
Selection Process

External Environment

Internal Environment

R
Preliminary Interview
E
J
E
C Selection Tests
T
E
D Employment Interview

A
P Reference & Background
P Analysis
L
I
C Selection Decision
A
N
T
Physical Examination
S

Job Offer

Employment Contract

Evaluation

49
INDUCTION
Induction is a systematic and planned introduction of employees to their jobs, their
co-workers and the organization. It is also called Orientation. Generally, it conveys
three types of information- (i) general information about the daily work routine, (ii) a
review of the organization’s history, founding fathers, objectives, operations and
products or services, as well as how the employees’ job contributes to the
organization’s needs and (iii) a detailed presentation in a brochure, of the
organization’s policies, work rules and employees benefits. A firm needs to make
four strategic choices before designing its Induction programme. They are- (i) formal
or informal, (ii) individual or collective, (iii) serial or disjunctive, and (iv) investiture or
divestiture.

i)
Formal Informal

(ii) Individual Collective

(iii) Serial Disjunctive

(iv) Investiture Divestiture

50
Problems of Induction
An Induction programme can go grow for a number of reasons. The HR department
should try to avoid such errors. Some of them are-
1. Supervisor who is entrusted with the job is not trained or is too busy.
2. Employee is overloaded with forms to complete.
3. Employee is overwhelmed with too much information in a short time.
4. Employee is given only menial tasks that discourage job interest and
company loyalty.
5. Employee is thrown into action too soon.
6. Employee’s mistakes can damage the company.
7. Employee may develop wrong perceptions because of short periods spent on
each job.
8. Employee is asked to perform tasks where there are high chances of failure
that could needlessly discourage the employee

51
RESEARCH OBJECTIVES

1. To study the factors relating to acquisition of talent in the organization.

2. To know the barriers which employees are facing during the acquisition
process.

3. To know the satisfaction level of employees with talent acquisition process.

52
 METHODOLOGY

RESEARCH DESIGN: Depending upon the objectives of the research the most suitable
marketing research design is “DESCRIPTIVE RESEARCH”

SOURCES OF DATA: The information used in this project report was through primary
sources i.e. interacting with the employees and getting the first hand information.

TYPE OF SAMPLING TECHNIQUE: Convenient sampling method

SAMPLE SIZE: 50

SAMPLE FRAME: Newly Joined Employees Of UPU i.e, (UP-East & UP- West)

TOOLS OF DATA COLLECTION: Personal interview and Questionnaire

DATA REPRESENTATION TOOL: Analyzing the collected data and reporting the
findings. Finally the data collected, was thoroughly analyzed and processed to obtain the
required information. The data has been summarized in the form of graphs.

53
SAMPLE

The effectiveness of the Recruitment & Selection system will

be determined by way of structured questionnaire. The sample
size for the purpo se of the study is taken as 35 current
employees of Reliance Communications Limited. In order to
ensure that the study is free from any bias, the sample size
varies across all departments and across all levels of employees.
A random selection of employees was done to ensure uniformity
in the sample.

54
DATA ANALYSIS

Ques1. How do you came to know about the job position?

18
16
14
12
10
8 Series1
6
Series2
4
2 Series3
0

Out of the 50 Respondents, 17 employees came to know about the Job Position through
Internal Source, 14 through Consultants and the remaining From the direct Call and Job Site.

Ques2. Were You Aware Of The job description or position?

60

50
Ques2. Were You Aware
Of The job description or
40
position?
a) Yes
30

20
b) No

10

0
1 2 3 4 5

Out Of 50 Employees, 49 were Aware of the Job position at the time of call by the Recruiter.

55
Ques3. Was the interview Conducted on the time Conveyed to you?

60

50
b) No
40

a) Yes
30

20
Ques3. Was the interview
Conducted on the time
10 Conveyed to you?

0
1 2 3 4 5 6

All the Interviews were Conducted on the time conveyed to the Employees.

Ques4. If NO, how long you waited for your interview?

Ans 4. In the above question Nobody said NO.

Ques 5. What was the level of Questions which were being asked from you in the
interview?

45

40

35

30 Series1
25 Series2

20 Series3

15 Series4
Series5
10

0
1 2 3 4 5 6 7 8 9

56
39 employees said that the questions which were being asked from them was of medium
difficulty level and 10 said that the questions were easy at the time of interview.

Ques 6. Rate the following parameters, on the basis of your satisfaction from 1 to 5. Where
1 means highly satisfied and 5 means highly dissatisfied.

Factors highly satisfied neutral dissatisfie highly

satisfied d dissatisfied
interview process 37 7 1 3 2
documentation process 34 11 0 3 2
background check 20 22 3 2 3
medical checkup 21 21 3 3 2
overall offer process 34 12 0 2 2
onboarding process 37 8 0 2 3
Induction 29 13 3 4 1

40

35

30

25

20 highly satisfied
15 satisfied

10 neutral

5 dissatisfied
highly dissatisfied
0

57
Ques7. Were the joining Formalities Conducted In a proper Way?

60

50
Ques9. Were the joining
formalities Conducted In a
40
proper Way?
a) Yes
30

20
No

10

0
1 2 3 4 5 6

All the Employees were Highly Satisfied with the joining formalities.

Ques 8. Were You properly made familiar with the organisation during induction?

60

Ques 10. Were You

50
properly made familiar
with the organisation
40 during induction?
a) Yes
30

20
b) No
10

0
1 2 3 4 5 6 7

All the Employees were made properly familiar with the organisation.

58
Ques9. Rate the satisfaction level after joining the organisation?

Factors Highly Satisfied Neutral Dissatisfied Highly

Satisfied Dissatisfied
Onboarding 40 7 3 0 0
and Induction
Manager and 29 17 4 0 0
Team
Role assigned 27 18 5 0 0

Understanding 23 16 11 0 0
the Policies

45

40

35

30

25 on boarding & induction

manager & team
20
Role Assigned
15
Understanding the Policies
10

0
highly satisfied neutral dissatisfied highly
satisfied dissatisfied

59
FINDINGS

1. Mostly people got to know about the job position through Internal source and
Consultants.

2. Employees were aware Of the job position which was being offered to them by the
recruiter.

3. All the interviews were Conducted on the time and maximum Employees said that the
questions were of medium difficulty level.

4. Employees at different levels said that they did not faced any problem in the aptitude
and pshycometric test which needs to be done before hiring.

5. Maximum Employees were Highly Satisfied and satisfied with the Interview process,
Documentation Process, Background check, Medical Checkup, overall Offer process,
Onboarding Process and Induction.

6. All the Employees said that the joining formalities were conducted in a proper way an
they were made properly familiar with the organization.

60
RECOMMENDATIONS

1. More focus should be paid on the Job site and Company Website for the job Position.

2. Medical Checkup needs Improvement.

61
CONCLUSION

1. People are satisfied with the Talent acquisition Process Of the Organisation.

2. They are properly briefed before every round so that they do not face any Problem.

3.Right people are placed in right positions.

4.Employees are properly assisted For the tests, before and after hiring.

5. Usually 3 rounds of Interview are Conducted:-

a) HR
b) By Interviewer
c) Functional head

62
LIMITATIONS

1. A sample size of 50 was taken, so we cannot draw inferences about all the
Employees from this sample size.

2. Time period was short and resources constraints.

3. The scope of this project was limited to UP-East and UP_West area. So, we cannot say
that the same response will exist throughout India.

4. Data was obtained from the new employees only and not from the exisiting
Employees.

63
ANNEXURE

A Study on Satisfaction level of Employees On The Talent Acquisition

Process Of TVS

Name (optional):
Department:
Designation:
Date of Joining:

Q.1. How do you came to know about the job position?

a) Internal Source b) Consultants c) Direct Call from The Organisation
d) Job site e) Company website

Q.2. Were You Aware Of the Job Description Or Position?

a) Yes b) No

Q.3. Was The Interview Conducted on the time Conveyed to you?

a) Yes b) No

Q.4. If NO, how long you waited for your interview?

a) 30 minutes
b) 1 hour
c) More than 1 hour
d Not applicable

64
 Q.5. What was the level of questions which were being asked from you in the
interview?
a) Very difficult b) medium difficulty level c) easy

Q.6. Did you Face any problem in the Aptitude and Psychometric test?
a) Yes b) no

Q.7. If YES, What type of problems did you face in the aptitude test and
psychometric test?
a) Understanding the test b) Maintaining the timeline c) Relevance of the test
d) Any other, please Specify________________________

Q.8. Rate the following parameters, on the basis of your satisfaction from 1 to 5. Where 1
means highly satisfied and 5 means highly dissatisfied.

Interview Process
Documentation Process
Background check
Medical checkup
Overall Offer Process
Onboarding Process
Induction

Q.9. Were the joining formalities Conducted In a Proper way?

a) Yes b) No5

Q.10. Were you properly made familiar with the organization during induction?
a)Yes b) No

65
Q.11. Rate the satisfaction level after joining the organization.

Factors Highly Satisfied Neutral Dissatisfied Highly

satisfied dissatisfied
On boarding
and induction
Manager and
team
Role assigned
Understanding
the Policies

66