Professional Documents
Culture Documents
Submitted
By
Rohini
HT NO:13-05-120
DECLARATION
The project work entitled “IMROVING HIRING ROCESS THROUGH ARC
TEAM” is done by me at HYDERABAD in Partial fulfillment for the award of
Master of Business Administration-M.B.A from Kasturba Gandhi P.G
College from women(Affiliated to osmania university) West Mare dally,
Secundarbad.
This work was not submitted to any other university for the award of any
degree earlier. This work is also not published in any journal or Magazine.
ROHINI
Certificate
(Chaintanya Reddy)
Manager Human Resource
ACKNOWLEDGEMENT
The work on this project has been an inspiring, often exciting, sometimes
challenging ,but always interting experience. It has been made possible by other
people, who have supported me.
Iam very grateful to my supervisors Mr.Chaitanya Reddy & Mrs.Amanda
Gomes who have given me the chance to participate in an interesting research
as this. They have supported me with their encouragement and many fruitful
discussions.
I would like to thank My principle Mrs. Sara Haiti for giving me this
great opportunity .I would also like to express my sincere thanks to Mrs.Rama
saraswati ,Sr.Associate professor,Dept of Bussiness Management for her
invaluable experience and advice.
The close cooperation with M.suman gouri & P.Mamtha and other
employees of GENPACT was a unique experience.
Finally, I wish to thank my Parents for their continuous support and
encouragement
Rohini
MBA IV Semester
Contents
I. Introduction
Suggestions
Bibliography
Annexure
INTRODUCTION TO RECRUITMENT AND SELECTION
RECRUITMENT:
Recruitment is the process of the searching for and obtaining applications so as
to build a pool of job seekers from whom the right people for the right jobs may
be selected.
The purpose of recruitment is to build a pool of applicants. Recruitment
represents the first contact a company makes with potential employees.
Recruitment done well will result in better selection.
Recruitment process
As was stated earlier, recruitment refers to the process of identifying and
attracting job seekers so as to build a pool of qualified job applicants. The
process comprises five interrelated stages, viz.
i. Planning
ii. Strategy development
iii. Searching
iv. Screening
v. Evaluation and control
Sources of Recruitment
There are several sources and they may be broadly categorized into
I. Internal recruitment
Internal recruitment seeks applicants for positions from those who are
currently employed. Internal sources include present employees, and former
applicants
1. Present employees
Promotions
Employee referrals
2. Former employees
Recruitment and Selection are the two crucial steps in the HR process and are
often used interchangeably. There is, however, 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 the pool of applicants. Recruitment is said to be positive in
its approach as it seeks to attract as many candidates as possible. Selection, on
the other hand, is negative in its application inasmuch as it seeks to eliminate as
many unqualified applicants as possible in order to identify the right candidates.
Role of selection
The role of selection in an organization’s effectiveness is crucial for at least, two
reasons.
Second, cost incurred in recruiting and hiring personnel speaks volumes about
the role of selection.
Costs of wrong selection are much greater. Below figure shows four possible
outcomes of a selection decision. Two of these- ‘true positive’ (‘high hit’) and ‘true
negative’ (‘low hit’) – are right selection decisions. The other two outcomes
represent selection errors. In the ‘false positive error’, a decision is made to hire
an applicant based on predicted success, but failure results. In ‘false negative
error’, an applicant who would have succeeded is rejected based on predictions
of failure. In their case, selectors will have erred. They may remember that the
selection successes will be written in sand and failures in stone.
An organization with a false positive error incurs three types of costs. Thee first
type is incurred while the person is employed. This can be the result of
production or profit losses, damaged company reputation, accidents due to
negligence, absenteeism, and the like. The second type of costs is associated
with the training, transfer or terminating the services of the employee. Costs of
replacing an employee
with fresh one-costs of hiring, training and replacement- constitute the third type
of costs. Generally, the more important the job, the greater the cost of the
selection error.
In the case of false negative error, an applicant who would have succeeded is
rejected because of predicted failure. Most false negative errors go unnoticed
except when the applicant belongs to a reserved category and files a
discrimination charge. Costs associated with this type of error are generally
difficult to estimate.
A careful selection will help an organization avoid costs associated with both
false positive error as well as false negative error.
Failure Success
Predicted Predicted
Outcomes of the selection decision
In the case of false negative error, an applicant who would have succeeded is
rejected because of predicted failure. Most false negative errors go unnoticed
except when the applicant belongs to a reserved category and files a
discrimination charge. Costs associated with this type of error are generally
difficult to estimate.
A careful selection will help an organization avoid costs associated with both
false positive error as well as false negative error.
1. It is easier for the applicant because they can send their applications to a
single centralized department/ agency
2. It facilitates contact with applicants because issues pertaining to
employment can be cleared through one central location.
Preliminary interview
Selection tests
Job seekers who pass the screening and the preliminary interview are called for
tests. Different types of tests may be administered, depending on the job and the
company. Generally, tests are used to determine the applicant’s ability, aptitude
and personality. Ability tests (also called achievement tests) assist in determining
how well an individual can perform tasks related to the job. An excellent
illustration of this is the typing test given to a prospective employee for a
secretarial job. An aptitude test help determine a person’s potential to learn in a
given area. An example of such a test is the General Management Aptitude Test
which many business students take prior to gaining admission to a graduate
business school program.
Choosing tests
Tests must be chosen based on the criteria of reliability, validity, objectivity and
standardization.
Reliability refers to standardization of the procedure of administering and scoring
the test results. A person who takes a test one day and makes a certain score
should be able to take the same the next day or the next week and make more or
less the same score. An individual’s intelligence, for example, is generally a
stable characteristic. So if we administer an intelligence test, a person who
scores 110 in March would score close to 110 if tested in July. Tests which
procedure wide variations in results serve little purpose in selection.
There are three ways of validating a test. The first is concurrent validity. This
involves determining the factors that are characteristic of successful employees
and then using these factors as the yardsticks. Predictive validity involves using a
selection test during the selection process and then identifying the successful
candidates. The characteristics of both successful and less-successful
candidates are then identified. Synthetic validity involves taking parts of several
similar jobs rather than one complete job to validate the selection test.
Employment interview
The next step in the selection process is employment interview. An interview is
conducted at the beginning and at the end of the selection process. The
emphasis here is on the later.
In the one-to-one interview, there are only two participants- the interviewer and
the interviewee. The sequential interview, strength and knowledge-base of each
interviewer, so that each interviewer can ask questions In relation to his or her
subject area of each candidate, as the candidate moves from room to room.
The panel interview consists of two or more interviews and the figure may go up
to as many as 15. Any panel interview is less intimate and more formal than the
one-to-one, but if handled and organized well, it can provide a wealth of
information. If not handled carefully, the panel interview can make the candidate
feel ill at ease and confused about whose question to answer and whom to
address. Interviewers themselves are likely to experience nightmare, not knowing
who will ask which question and in what order.
Objectives of interviews
Interview has at least three objectives-
1. Helps obtain additional information form the applicant
2. Facilities giving general information to the applicant such as company
policies.
3. Job, products manufactured and the like ;and
4. Helps build the company’s image among the applicants.
Types of interviews
Interviews can be of different types. The usual types are structured, unstructured,
mixed and behavioral and stress producing.
Guidelines for interviews
DO’s Don’ts
1. Plan the Interview 1. Start the interview unprepared
2. Establish an easy and informal 2. Plunge too quickly into demanding
relationship questions
3. Encourage the candidate to talk 3. Ask leading questions
4. cover the ground as planned 4. jump to conclusions on inadequate
5. probe where necessary evidence
6. analyze career and interests to 5. Pay too much attention to isolated
reveal strengths, weaknesses, strengths or weaknesses.
patterns of behavior 6. Allow the candidate to gloss over
7. maintain control over the direction important facts
and time taken for the interview 7. talk too much
In addition to the do’s don’ts stated above, a few more tips may be remembered
so as to make the interview more objective. One such guideline is the type of
questions, which the interviewers should ask.
The most common and least expensive approach for candidates is direct
applications, in which job seekers submit unsolicited application letters or
resumes. Direct applications can also provide a pool of potential employees to
meet future needs. From employees’ view point, walk-ins are preferable as they
are free from the hassles associated with other methods of recruitment. While
direct applications are particularly effective in filling entry- level and unskilled
vacancies, some organizations compile pools of potential employees from direct
applications for skilled positions.
Write- ins are those who send written enquiries. These jobseekers are asked to
complete application forms for further processing.
Talk-ins are becoming popular nowadays. Job aspirants are required to meet the
recruiter for detailed talks. No application is required to be submitted to the
recruiter
Campus recruitment
Colleges, universities, research laboratories, sports fields and institutes are fertile
ground for recruiters, particularly the institutes. The Indian institutes of
management and the Indian institutes of technology are on the top of the list of
avenues for recruiters. In fact, in some companies, recruiters are bound to recruit
a given number of candidates from these institutes every year the IIMs are an
important source of recruiting management trainees.
The campus recruitment is so much sought after by the recruiters that each
college, university department of institute will have to have a placement officer to
handle recruitment functions.
Selection Decision
After obtaining information through the preceding steps, selection decision- the
most critical of all the steps must be made. The other stages in the selection
process have been used to narrow the number of candidates. The final decision
has to be made from the pool of individual s that passes the tests, interviews and
reference checks.
The views of the line manager will be generally considered in the final selection
because it is he/she who is responsible for the performance of the new
employee. The HR manager plays a crucial role in the final selection.
Physical Examination
After the selection decision and before the job after offer is made, the candidate
is required to undergo a physical fitness test. A job offer is, often, contingent upon
the candidate being declared fit after the physical examination. The results of the
medical fitness test are recorded in a statement and are preserved in the
personnel records.
Job offer
The next step in the selection process is job offer. To those applicants who have
crossed all the previous hurdles. Job offer is made through a letter of
appointment. Such a letter generally contains a date by which the appointee must
report on duty. The appointee must be given reasonable time for reporting.
Decency demands that the rejected applicants be informed about their non-
selection. Their applications must be preserved for the future use, if any. It needs
no emphasis that the applications of selected candidates must also be preserved
for future references.
Company Profile
Introduction
Genpact India
Genpact Europe
Genpact India
Genpact in India, operates out of 8 sites and employs 14,000 people in Gurgaon,
Hyderabad, Jaipur, Bangalore, and Kolkata.
Genpact has also developed extensive expertise in many industrial verticals such
as Insurance, Consumer Banking & Retail Finance, Commercial Finance,
Healthcare and Manufacturing & Industrial with comprehensive offerings across
their value chain.
2 Sites
Site 7 CoE’s
French, German Spanish
6000 Employees
Gurgaon - 2 Sites
4 CoE’s Jaipur
600 Employee’s
English, French
Kolkata
Kolkata
Hyderabad
Supports Gurgaon &
Jaipur Hiring
Hyderabad
2 Sites
Bangalore 9 CoE’s
English & French
4 CoE’s 6335 Employee‘s
1400 Employee’s
English & French
Differentiators
Only Genpact offers the Insight, Intellect, Integrity & Impact to provide year-over-
returns that global enterprises want. It offers
Growth History
Genpact has grown from a fledgling company, employing around 350 people in
India, in 1997, to one with an employee base of over 19,000 people globally.
Combined with this, Genpact has achieved an exponential growth in revenues.
Not only has Genpact grown in terms of its people and revenue, but has also
evolved its product portfolio over the years. Its key strategy has been to develop
product expertise in selected Industry Verticals, new technology rollouts and
expansion into new Geographies.
Not only has Genpact grown in terms of its people and revenue, but has also
evolved its product portfolio over the years. Its key strategy has been to develop
product expertise in selected Industry Verticals, new technology rollouts and
expansion into new Geographies.
Quality :
Six Sigma
Genpact uses Six Sigma and Lean to drive process improvement with a
continuous focus to exceed its customer's expectations in the quality of services
and products provided. To achieve this:
Six Sigma forms a way of life – its principles drive our Quality efforts; people are
trained in Six Sigma and tools supporting Six Sigma efforts are embedded into all
processes. Genpact has successfully delivered high levels of productivity to the
customers for the last six years.
Functional Practices
Functional Practices
Genpact has also developed extensive expertise in many industrial verticals such
as Insurance, Consumer Banking & Retail Finance, Commercial Finance,
Healthcare and Manufacturing & Industrial with comprehensive offerings across
their value chain, the following are the functional practices.
1. Finance & Accounting
Procure to pay
Accounts Payable
Fixed Assets Accounting
Record to report
Group Consolidation
Planning & Performance
Base Cost Reporting
Cash Flow Analysis
Manufacturing Finance
Sales Analysis
Industry Practices
1. Banking / Finance
Consumer Banking & Retail Finance industry is the biggest industry vertical
serviced in Genpact. Genpact has over 650 associates and 3500 FTEs servicing
businesses across USA, Europe, Australia and Asia from its global locations in
India, China, Mexico and Hungary.
The delivery capability of Genpact is built on a strong Six Sigma foundation and
the solutions and can be customized to suit specific business requirement within
this domain.
Talent Pool
2. Insurance
Genpact pioneered outsourcing of business processes in the Insurance industry
in 1998. Our insurance experience of seven years, combined with our expanding
network of global delivery centers and expertise in Six-Sigma and Lean, has
allowed us to offer a complete portfolio of products customized for specific needs
of the Insurance industry.
3. Manufacturing
The Manufacturing and Industrial vertical is one of the key focus areas for
Genpact. We service a wide variety of high-end manufacturing industries like
Power Systems, Transportation and Specialty Material etc. The solutions span
the complete Order to Remittance Cycle, leveraging our wide product portfolio.
4. Transportation
5. Automotive
Genpact provides a diverse portfolio of services to automotive / truck
manufacturers and their suppliers.
The year 2001 saw the services businesses in India including the core CoEs
of Contact Centers, Finance & Accounting and Transaction Processing grow
to almost double their size at the beginning of the year.Genpact works on the
following COE’s and work on that.Following are the COE’s for which
genpact recruits.
Collections
Insurance Solutions
Analytics
IT Services
Genworth
Commercial Finance
Learning
External
Consumer Finance
IJP is a very important method of the recruitment and selection of the employees.
This is something which is related to the employees who are already working in
the organization for the new requirements. It is done through intranet method. It
publishes job postings of various businesses for existing employees. It is very
useful as it facilitates cross functionality between the various processes in
Genpact. It is also very effective method because it ensures that the hires would
be talented and already familiar with the company. It assures lateral movement
with the new role. So, it is a very important method of recruitment.
This is the first step in the hiring process. First of all the candidate is judged
whether he/she is suitable for the job or not. Spec scheck means the thoings if
they are there the candidates would always be a reject. That could be age
factor, qualification etc. If the candidate is not a spec reject then he or she is
scheduled for the interview.
This is the next round in which the candidate’s stability is assessed and also
through many other parameters the HR assesses the candidate. It is
assessed that whether the candidate is culturally fit for Genpact or not.
Whether the candidate is actually fit for representing Genpact.
After the candidate is hired , he/ she goes through the NHO, i.e., New Hire
Orientation. This is a session in which candidate goes through whole of the
company and its processes for 2-3 days. It is a sort of introduction process.
ASSOCIATE RECRUITMENT CENTER (ARC)
ARC is something, which works for the recruitment of the people through a
software called Team Connect. It is a very effective and important method of the
recruitment. It makes a database of all the resumes posted in to the sites of the
Genpact. It is basically a system through which the whole database is managed.
The resume of all the candidates, which are there in the database, is manages
through this system. There is a different process of ARC. Under this what so ever
CVs are received gets posted or they are parsed accordingly. After that post
hitring activity takes place and what ever the status is , it is updated in the Team
Connect for further reference.The CV is a separate team called updating team
and then the resumes are sent to a different team called calling team which later
on screens the candidates and takes them to further rounds of interview.
FUNCTION OF ARC
ARC is a very important part of hiring activity. It recruits a lot of people and a very
important process of hiring. In this, firstly CV comes through various sources, and
it goes through the process of Team Connect, where the resumes are arranged
and put in the team connect in an organized manner. Then these resumes are
processed and they go through a tele screening and after the clearance of
screening , they are lined up for further interviews. After they clear the interviews
then the hiring process starts. If they are selected before offering them for the job
a de-dupe check is made, which makes a cross check, that if the candidate has
gone through a personal interview earlier with Genpact , if yes, than when and
what was the status at the time, if he comes under the cooling period that is, if it
has been one month since he has applied , he could be offered.
PROCESS :
First of all the CV’s come through sources like parichay mailbox, direct mailers,
and drop boxes. The resumes from mailbox and from direct mailers are dumped
and parsed in to the Team Connect software and also the resumes from drop
boxes are dumped and parsed in to the Team Connect. Then a tele screening is
made on all of the resumes by a different team.After that hiring activity and
selection process continues as an then.The profiles which are screened and
selected for interview are not basically from consultants. Them again after this,
the results and the data are uploaded in the Team Connect. The following
diagram explains the process clearly:
COLLECTIONS
Collections are one of the major COE’s for which genpact recruits people on a
large basis. It manages consumer and collections for GE card, monogram credit
services, auto financial services and vendor financial services.
SERVICE OFFERINGS
Property Tax
Late fee
Insurance
Resolution Disputes
Misapplied payments
OPERATIONS
Financial Services
Retail Commercial Finance
Industrial Collections
INSURANCE SOLUTIONS
Insurance solution is the COE which provides and handles the matters regarding
insurance. It provides underwriting and claims processes services to GE
insurance solutions, including reinsurance corporations (ERC) and Genworth
financial
SERVICE OFFERINGS
Underwriting
Claims Processes
Actuarial Services
It designs and develop Predictive Hiring Models that help to predict the length of
service and prospective performance of an employee in the organization, even at
the time of hiring. The models use detailed processes that involve data collection,
cleaning, and identification of critical factors by the use of sophisticated
segmentation and modeling tools. In addition, Recruitment Management and
Background Checks identify and analyze potential employees. By collecting and
analyzing data on the employee longevity in the organization, we develop Life
Enhancement Models based on the triggers to derive attrition risk scores.
Performance Management
HR Information Management
It integrates and digitize data sources to build dynamic reporting and online
analytic tools for Human Resources Data Management. Our HR Information
Management solutions include:
Workforce Development
Services include collecting and mapping the skill DNA of various job families and
grades to build a digitized skill inventory matrix. This tool enables you to see skill
snap-shots, and plan the skill inventory of the present or acquired organization.
Our Workforce Development solutions include:
M&A Analytics
Employee Satisfaction
It designs and deliver Employee Satisfaction Studies and analyze key drivers of
employee dissatisfaction to facilitate strategy formulation. Our Employee
Satisfaction Studies solutions include:
SERVICE OFFERINGS
Financial Services
Commercial Finance
Insurance
Healthcare
Manufacturing
IT SERVICES
SERVICE OFFERINGS
Client services
Server Services
Network Services
Security services
Proffessional services
OPERATIONS IN DIVERSE VERTICALS
Financial Services
Insurance
IT
Health care
Manufacturing
Aerospace
Media
My Learning:
TOOLS:
GE CONSUMER FINANCE
It provides a wide range of customer fulfillment activities. It includes inbound
call centeres and transaction processing for GE’s consumer and commercial
finance businesses.
SERVICE OFFERINGS
Application processing
Rule set decision
Customer service
Decision fraud & underwriting
Data modeling and research analysis
SERVICE OFFERINGS
Customer Support
Technical Support
Supply Chain Management
Transactional Process
GENWORTH
It provides businesses of all sizes a full range of customized employee benefits
plans backed by a suite of online administration one – on – on support.
SERVICE OFFERINGS
Life Insurance
Long term care Insurance
Annuities
Investment Services
Mortgage Insurance
Employee Benefits
Hiring Organization Hyd
Grish Jagannath
VP
Central Hiring
This is a chart which defines whole of the organisation and
process of hiring in Genpact , Hyderabad. There are different fields in which
Aparna
Rahul Khanna
Sadhu
Genpact works for hiring.There are different and important sources through whichAsst Manager
Genpact gets the candidates for hiring and recruiting.All of the managers and
BLR Hiring/Sourcing
Campus
HR’s at different levels are there.They work at different levels at different
positions which is mentioned in the chart.The whole process in hiring goes
through according to this chart. Abhishek Jaiswal
Open
Asst.
Senior
Manager
Officer
ATP Campus
SELECTION PROCESS
l. Job Description:
It is the first stage for the candidate.It defines the particular job to the
candidate in all the manner and from all sides. This is a very important
part of the selection process. It defines the job, its role, its responsibilities
relating to the job.It gives the knowledge and skill-set desired by the
customer. It defines the work timings desired from them, performance
benefits, and work compensations, etc.
Parichay
Sourcing Plan :
Sourcing plan is something which drives various sourcing channels
hiring activity to recruit the requisite employees within the TAT.It is the
second stage which helps a lot for recruiting the employees from
outside sources.
2. Hirng Activity :
It includes all the activities regarding hiring takes place. It is a very
important activiry within a hiring process.It includes all the recritments
through referrals who are scheduled, all the walk-in interviews, all the
advertisement released channel partners sourced candidates, data
base line-ups at the hiring floor.
3. Selction Process:
It is the process through which candidates are selected going through
various rounds of interview. They are judged on various parameters by
our various HR’s who are trained to do so. It is multi-step screening of
candidates on the various critical parameters as per the jobdescription
and require ments.
RESEARCH METHODOLGY
Research methodology
Statement of the problem
Genpact being a well established and rapidly growing multi national company
recruits huge number of candidates which results in high amount of work
pressure on the hiring team. As the hiring team size is also limited, handling huge
number of candidates becomes a tedious job.
Therefore Genpact implements various sources of recruitment in order to
distribute the work and get the profiles to match various requirements of the
organization.
At Genpact candidate experience is the focus of hiring team. Genpact is
committed to make interviewing with them, a pleasant experience than it currently
is, by reducing the candidate waiting time and ensuring speedy process.
DATA COLLECTION:
Primary Data: The primary data is gathered through Observations and Active
Involvement in the process as the researcher is a project trainee.
Secondary Data: The secondary data is gathered from Academic Texts,
Company Documents and Manuals.
Previous Format & Process
Format: -Earlier the wow sheets were a combination of feedback form & referral
sheet, which contained questions, related to the experience of the candidate at
Genpact opinion rather than referrals. Priority was given to the feedback of the
interview process rather than collecting referrals.
It contained questions relating to the candidates opinion on the initial telephonic
interview (Prescreening), Genpact site, Logistics, rounds of interview he had
attended, overall experience and referrals (if any.)
Process: -Feedback forms were given to the candidate at the time of PIR
(Personal introduction round) & were collected from the candidates who were
declined in PIR. Feedback forms are collected from the candidates as and when
the candidate is declined in further rounds.
The process was followed, as the sheets administered were more of feedback
forms than referral sheet. Hence, when the candidate would complete the rounds
of interview feedback sheets are collected from the candidate.
Candidates
Candidates
OK OK attends PIR OK OK HR & Line OK OfferOffer
Start registers at the 1600 Voice
recives the interview
reception
WOW sheet
Not Ok Not Ok Not Ok
Candidates
registers at the Offer
Start CANDIDATE Candidates
reception and
OK OK REFERNCE OK attends PIR OK OK HR & Line OK
receives 1600 Voice Offer
SHEET is recives the interview
CANDIDATE
collected WOW sheet
REFERENCE
SHEET
Not Ok Not Ok Not Ok
SENIOR LEVEL
Vice president
MIDDLE LEVEL
Manager
Assistant Manager
Management Trainee
ENTRY LEVEL
Process Developer
Process Associate
ANALYSIS AND INTERPRETATION
1) How long your organization is associated with Genpact hyd?
0-2 yr
20-5yr
5yr & above
Slice 4
INFERANCE:
o For market value o For its good relation ship o For its work environment
o Others(if specify)
market value
good relationshi
work
environment
others
INFERANCE:
0-2
2-5 ty
5 &above
Slice 4
INFERANCE:
1-2 ty
2-4 ty
5 &above
Slice 4
INFERANCE:
1-10 ty
01-25 ty
25-50
50-above
INFERANCE:
1-10ty
10-25ty
25-50
50-above
INFERANCE:
O Less o More
less
m ore
Slice 3
Slice 4
INFERANCE:
commerical
terms
Process
recruitment
Opting for
genact
other
INFERANCE:
Genpact?
good
Poor
Satisfactory
others
INFERANCE:
Good
Excellent
Average
oor
INFERANCE:
O Yes O No
Yes
NO
Slice 3
Slice 4
INFERANCE:
O Yes o NO
Yes
NO
Slice 3
Slice 4
INFERANCE:
Hence people conclude that the new Hiring Process is Saving their time.
13) Is the new hiring process resulting in the reduction of work?
O Yes O No
Yes
No
Slice 3
Slice 4
INFERANCE:
1) Refresh the old database in order to source those profiles which we couldn’t
process previously. Eg: B.E, B.tech , M.C.A & Undergrad
3) Employees working in shift-basis to get in touch with the candidate would ensure
better productive(on day-to-day activity)
Implementations:
1) Classify the profile into proper category & refresh the data according to
their educational background
3) Calling should be continued till 9:00 in the night, to get the eligible
candidates.
The ideal recruitment effort will attract a large number of qualified applicants who
will take the
selected them selves out of job candidacy; that is, a good recruiting program
should attract the
qualified and not attract the unqualified. This dual objective will minimize the cost
of processing
and if faulty selection is made the employee will become a liability to the
organization.
The sole purpose of the project was to study the sourcing process vis-à-vis to Entry
Level Openings and to recommend changes in current process to make sourcing
more cost effectiveness.
A detailed and exhaustive study was done on the net through various relevant
websites. This was done for the delineation of the appropriate recruitment and
sourcing methods that generally, contribute to the effective sourcing of the suitable
personnel, to know the Business Process Outsourcing industry profile and to know
the company details.
Changes were suggested in the format of the sourcing sheet & also the time it is
administered to the candidate, to make the sourcing channel more efficient.
Limitations:
Although every study has its own limitations, this process has also its own
limitations.
Candidates wait time should be reduced ie, the wait time between the two rounds
of interview should be reduced.
This Process lacked the ability to access the complete personality of the
applicants.
Sugesstion:
SUGESSTIONS
BIBILIOGRAPHY
ANNEXURE
ANNEXURE
Annexure
Questionnaire
Name : __________________
Designation : _____________
___________________________________________
a) Yes b) No
If Yes, why?
If No, why?
a) Yes b) No
a) Yes b) No
8) How many other clients do you have which have a requirement of manpower like
Genpact/more than Genpact?
O 0-2 o 2-5 o5 & above
9) From the above MNC clients how many have similar kind of recruitment like
Genpact hyd?
O 1-2 o 2-4 o 5 & above
10) On an avg, what is the monthly requirement of manpower for Genpact hyd?
O 1-10 o 25-50 o 50 & above
11) What is the avg requirement of manpower for other MNC clients of your
organization?(as described in question 4)
O 1-10 o 10-25 o 25-50 o 50 & above
12) The avg recruitment for other MNC clients compared to Genpact hyd?
O Less O More
The observation is based on the feedback of the questionnaire that was filled by
the employees of all the departments.
The feedback received was positive . Most of the executives were found satisfied
with the selection process, which according to them is fully competent in picking
up the best sutable candidates for the respective positions.
Most of the employees came up with a view that the screening of the candidates
over the phone led to the minimization of the recruitment costs and through this
technique a greater number of candidates can be reached within a short span of
time.
However, some of the employees of the organization believed that this process
lacked the ability to assess the complete personality of the applicants.
Benefits: -
2. Contact details provided help the candidate to keep in touch with the
company.
After conducting a study of the roles & policies of thehiring process of Genpact, it
can be judicially stated that the patterns , procedures and strategies for selection
and recruitment by Genpact are result oriented. Hence to a great extent this
organization is very much successfully achievement of the goals. The selection
process is very much successful in meeting its regular targets of hiring and ARC
has made great improvement in that.
1. Changes are suggested in the format of the WOW Sheet to give more
information about the current openings & requirements, to the respondents
Conclusion
The Direct to candidate method of sourcing is the most cost effective method
The contribution of this channel to the overall sourcing activity has to be
constantly increased. The wow-sheet / referral sheet process leverages every
candidate already sourced to interview with Genpact, to lead to many more such
candidates.
Over the past 45 days, using the suggested process, the contribution of the
referral method to the sourcing pool has increased from 6 referrals per day to 115
referrals per day. This suggested process should be rigorously followed by the
sourcing team month on month to ensure we keep the direct to candidate way of
sourcing increasing continuously.
Bibliography
Internet Sites
www.hr.com/index.cfm
<http://www.hr.com/index.cfm>
www.hr.state.tx.us/geninfo
www. Genpact.com