1 ACKNOWLEDGEMENT

2 First of all I would like to place on record my gratitude to respectable Mr. Amit Agarwal, HR- Head of Tata Teleservices Ltd. for giving me this opportunity of internship in his organization which has been a pure learning experience and which has enlightened my knowledge and skills about the telecom industry. 3 I am specially thankful to my company mentor Ms. Monica Sharma, Assistant Manager, HR and my faculty mentor Mr. Manmeet Arora for their guidance and cooperation during this summer internship and in fact without their support its been very difficult to structure this project and to complete it successfully. I am sure the knowledge imparted will go in a long way in enriching my career. 4 Lastly I would like to thank the HR dept for inducting the module of internship programme at Tata Teleservices ltd. without which I should not have learnt what I had during my internship.

5 EXECUTIVE SUMMARY

6 In every organisation Employment & Personnel Planning as an activity is necessary because Personnel planning embrace all future positions in the organizations. Human Resource Planning is a vital ingredient for the success of the organisation in the long run. There are certain ways that are to be followed by every organisation, which ensures that it has right number and kind of people, at the right place and right time, so that organisation can achieve its planned objective. 7 Human Resource Management is a process of acquiring, training, appraising, training, and compensating employees and of attending to their labour relations, health, and safety and fairness concerns. Each objective needs special attention and proper planning and implementation.
8

Employees should be a vital part of the efficient and effective functioning of your business; therefore the aim of recruitment is to encourage applications from people with the skills and qualifications necessary to meet the organisations needs. Shortage of skills and the use of new technology are putting considerable pressure on how employers go about recruiting and selecting staff. It is recommended to carry out a strategic analysis of recruitment and selection procedure. With reference to this context, this project is been prepared to put a light on Recruitment and Selection process of Tata Teleservices.

9 This report includes Meaning and Definition of Recruitment and Selection, Objectives and need of Recruitment, Evaluation of Recruitment Process, sources of recruitment through which an Organisation gets suitable application. Job Analysis, which gives an idea about the requirement of the job through which job descriptions & job specifications is prepared. Next is Selection process, which includes steps of Selection, Types of Test and Interviews. 10 This project more emphasizes on Effectiveness of recruitment sources and whole process of Recruitment and Selection at Tata Teleservices.

11 CHAPTER 1

12

RECRUITMENT & SELECTION THEORY

13 RECRUITMENT
14 Recruitment means to estimate the available vacancies and to make suitable arrangements for their selection and appointment. 15 Recruitment is understood as the process of searching for and obtaining applicants for the jobs, from among whom the right people can be selected. 16 A formal definition states, It is the process of finding and attracting capable applicants for the employment. The process begins when new recruits are sought and ends when their applicants are submitted. The result is a pool of applicants from which new employees are selected. In this, the available vacancies are given wide publicity and suitable candidates are encouraged to submit applications so as to have a pool of eligible candidates for scientific selection. 17 In recruitment, information is collected from interested candidates. For this different source such as newspaper advertisement, employment exchanges, internal promotion, etc. are used. 18 In the recruitment, a pool of eligible and interested candidates is created for selection of most suitable candidates. Recruitment represents the first contact that a company makes with potential employees.

19 Definition:
20 According to EDWIN FLIPPO, Recruitment is the process of searching for prospective employees and stimulating them to apply for jobs in the organization.

21 Purpose and importance of Recruitment:

22 Determine the present and future requirements of the organization on conjunction with its personnel-planning and job analysis activities. 23 Increase the pool of job candidates at minimum cost.

24 Help increase the success rate of the selection process by reducing the number of visibly under qualified or overqualified job applicants. 25 Help reduce the probability that job applicants, once recruited and selected, will leave the organization only after a short period of time. 26 Meet the organizations legal and social obligations regarding the composition of its work force. 27 Begin identifying and preparing potential job applicants who will be appropriate candidates. 28 Increase organizational and individual effectiveness in the short term and long term. 29 Evaluate the effectiveness of various recruiting techniques and sources for all types of job applicants.

30 Recruitment is a positive function in which publicity is given to the jobs available in the organization and interested candidates are encouraged to submit applications for the purpose of selection. 31 Recruitment represents the first contact that a company makes with potential employees. It is through recruitment that many individuals will come to know a company, and eventually decided whether they wish to work for it. A well-planned and well-managed recruiting effort will result in high quality applicants, whereas, a haphazard and piecemeal efforts will result in mediocre ones.

32 Recruitment Process:
33 Manpower planning: 34 Manpower Planning which is also called as Human Resource Planning consists of putting right number of people, right kind of people at the right place, right time, doing the right things for which they are suited for the achievement of goals of the organization. Human Resource Planning has

got an important place in the arena of industrialization. Human Resource Planning has to be a systems approach and is carried out in a set procedure. The procedure is as follows: 35 Analyzing the current manpower inventory 36 Making future manpower forecasts 37 Developing employment programs 38 Design training programs 39 Analyzing the current manpower inventory: 40 Before a manager makes forecast of future manpower, the current manpower status has to be analyzed. For this the following things have to be noted41 Type of organization 42 Number of departments 43 Number and quantity of such departments 44 Employees in these work units 45 Once these factors are registered by a manager, he goes for the future forecasting. 46 Making future manpower forecasts: 47 Once the factors affecting the future manpower forecasts are known, planning can be done for the future manpower requirements in several work units. 48 The Manpower forecasting techniques commonly employed by the organizations are as follows: a. Expert Forecasts: This includes informal decisions, formal expert surveys and Delphi technique. b. Trend Analysis: Manpower needs can be projected through extrapolation 49 (Projecting past trends), indexation (using base year as basis), and statistical analysis (central tendency measure). 50 iii. Work Load Analysis: It is dependent upon the nature of work load in a department, in a branch or in a division. 51 iv. Work Force Analysis: Whenever production and time period has to be analyzed, due allowances have to be made for getting net manpower requirements.

52 v. Other methods: Several Mathematical models, with the aid of computers are used to forecast manpower needs, like budget and planning analysis, regression, and new venture analysis. 53 Developing employment programs- Once the current inventory is compared with future forecasts, the employment programs can be framed and developed accordingly, which will include recruitment, selection procedures and placement plans. 54 Design training programs- These will be based upon extent of diversification, expansion plans, development programs, etc. Training programs depend upon the extent of improvement in technology and advancement to take place. It is also done to improve upon the skills, capabilities, knowledge of the workers.

55 SOURCES OF MANPOWER SUPPLY

56 An organization can fill up its vacancies either through promotion of people available in the organization or through the selection of people from outside. 57 Thus, there can be two sources of manpower external and internal. For all recruitment, a preliminary question of policy considers the extent to which it will emphasize external and internal sources. 58 Vacancies through internal sources can be filled up either through promotion or transfer; recruiters tend to focus their attention on outside sources. Therefore, the first problem is to identify outside sources. Normally, following outside sources are utilized for different positions. 59 1). Advertisement -: Advertisement is the most effective means to search potential employees from outside the organization. Employment advertisement in journals, newspaper, bulletins, etc, is quite common in our country. An advertisement contains brief statement of the nature of jobs, the type of people required, and procedure for applying for these jobs. 60 2). Employment Agencies -: Many organizations get the information about the prospective candidates through employment agencies. In our

country, two types of agencies are operating: public employment agencies and private employment agencies. 61 Public Employment Agencies: There are employment exchanges run by the government almost in all districts. The employment seekers get themselves registered with these agencies. Normally, such exchanges provide candidates for lower position like semi-skilled and skilled workers, and lower-level operations like clerks, junior supervisors, etc. 62 Private Employment Agencies : There are many consultancy and employment agencies like ABC consultants, Personnel and productivity services, etc., which provide employment services particularly for selecting higher level and middle level executives. These agencies also undertake total functions personnel on behalf of various organizations. They charge fees for this purpose. 63 3). On campus Recruitment -: Many organizations conduct preliminary search of prospective employees by conducting interviews at the campuses of various institutes, universities and colleges. This source is quite useful for selecting people to the posts of management trainees, technical supervisor, scientist, and technicians. The organizations hold preliminary interviews on the campus on the predetermined date and candidates found suitable are called for further interviews at specified. 64 4). Employee recommendations -: Employee recommendation can be considered to the lower levels. The idea behind employee recommendations as a source of potential applicants is that the present employees may have specific knowledge of the individuals who may be their friends, relatives, or acquaintances. If the present employees are reasonably satisfied with their jobs, they communicate these feelings to many persons in their communities. 65 5). E Hiring -: Many organizations conduct preliminary search of prospective employees through the internet service. There are many job portals available on internet like Naukri.com, Monster.com etc. Candidates register their cvs on the different job portals which are searched by the recruiters who are looking for the candidates. The candidates whose profiles match with the recruiters requirement are contacted through email or by telephone for further interview process.

66 6). Gate Hiring -: The concept of gate hiring is to select people who approach on their own for employment in the organization. Gate hiring is quite useful and convenient method at the initial stage of the organization when large number of such people may be required by the organization. It can be made effective by prompt disposal of applications, by providing information about the organizations policy and procedures regarding such hiring and providing facilities to +such gate callers. It is not necessary that a particular organization will utilize all sources to employ people of all types. Some of the sources are more useful for a particular category of employees.

67

68 SELECTION
69 Selection is defined as the process of differentiating between applicants in order to identify (and hire) those with a greater likelihood of success in a job.

70 Selection is basically picking an applicant from (a pool of applicants) who has the appropriate qualification and competency to do the job.

71 The difference between recruitment and selection:

72 Recruitment is identifying n encouraging prospective employees to apply for a job. And Selection is selecting the right candidate from the pool of applicants.

73 GOALS OF SELECTION
74 To systematically collect information about to meet the requirements of the advertised position. 75 To select a candidate that will be successful in performing the tasks and meeting the responsibilities of the position. 76 To engage in hiring activities that will result in eliminating the under utilization of women and minorities in particular departments. 77 To emphasize active recruitment of traditionally under represented groups, i.e. individuals with disabilities, minority group members, women, and veterans.

78 Selection process
79 A selection process involves a number of steps. The basic idea is to solicit maximum possible information about the candidates to ascertain their suitability for employment. Since the type of information required for various positions may vary, it is possible that selection process may have different steps for various positions. For example, more information is required for the selection of managerial personnel as compared to workers. A standard selection process has the following steps:

80 1).Screening of Applications -: Prospective employees have to fill up some sort of application forms. These forms have variety of information about the applicants like their personal bio-data, achievements, experience, etc. Such information is used to screen the applicants who are found to be qualified for the consideration of employment. Based on the screening of applications, only those candidates are called for further process of selection who are found to be meeting the job standards of the organization. 81 2). Selection Tests -: Many organizations hold different kinds of selection tests to know more about the candidates or to reject the candidates who cannot be called for interview, etc. Selection tests normally supplement the information provided in the application forms. Such forms may contain factual information about candidates. Selection tests may give information about their aptitude, interest, personality, etc., which cannot be known by application forms. Types of selection tests areas follows: Achievement test, Intelligence test, Personality test, Aptitude test, Interest test. 82 3). Interview -: Selection tests are normally followed by personnel interview of the candidates. The basic idea here is to find out overall suitability of candidates for the jobs. It also provides opportunity to give relevant information about the organization to the candidates. In many cases, interview of preliminary nature can be conducted before the selection the selection tests. For example, in the case of campus selection, preliminary interview is held for short listing the candidates process of selection. 83 4). Checking of References -: Many organizations ask the candidate to provide the names from whom more information about the candidates can be solicited. Such information may be related to character, working, etc. The usual referees may be previous employers, persons associated with the educational institutions from where the candidates have received education, or other persons of prominence who may be aware of the candidates behavior and ability. 84 5). Physical Examination -: Physical examination is carried out to ascertain the physical standards and fitness of prospective employees. The practice of physical examination varies a great deal both in terms of coverage and timings. Some organizations only have general check up of applicants to find out the major physical problems which may come in the way of

effective discharge of duties. In the context of timings also, some organizations locate the physical examination near the end of the selection process, others place it relatively early in the process. This latter course is generally followed when there is high demand for physical fitness. 85 6). Approval by appropriate Authority -: On the basis of the above steps, suitable candidates are recommended for selection by the selection committee or personnel department. Organizations may designate the various authorities for approval of final selection of candidates for different categories of candidates, Thus, for top level managers, Board of directors may be approving authority; for lower levels, even functional heads concerned may be approving authority. When the approval is received, the candidates are informed about their selection and asked to report for duty to specified persons. 86 7). Placement -: After all the formalities are completed, the candidates are placed on their jobs initially on probation period may range from three months to two years. During this period, they are observed keenly, and when they complete this period successfully, they become the permanent employees of the organizati

87

COMPANY PROFILE

88 Introduction of TATA group

89 Tata group believes in Leadership with Trust. Tata companies operate in seven business sectors: communications and information technology, engineering, materials, services, energy, consumer products and chemicals. They are, by and large, based in India and have significant international operations. The total revenue of Tata companies, taken together, was $70.8 billion (around Rs325,334 crore) in 2008-09, with 64.7 per cent of this coming from business outside India, and they employ around 357,000 people worldwide. The Tata name has been respected in India for 140 years for its adherence to strong values and business ethics. 90 Every Tata company or enterprise operates independently. Each of these companies has its own board of directors and shareholders, to whom it is answerable. There are 28 publicly listed Tata enterprises and they have a combined market capitalization of some $60 billion, and a shareholder base of 3.5 million. The major Tata companies are Tata Steel, Tata Motors, Tata Consultancy Services (TCS), Tata Power, Tata Chemicals, Tata Tea, Indian Hotels and Tata Communications.

91 Tata Steel became the sixth largest steel maker in the world after it acquired Corus. Tata Motors is among the top five commercial vehicle manufacturers in the world and has recently acquired Jaguar and Land Rover. TCS is a leading global software company, with delivery centers in the US, UK, Hungary, Brazil, Uruguay and China, besides India. Tata Tea is the second largest branded tea company in the world, through its UKbased subsidiary Tetley. Tata Chemicals is the worlds second largest manufacturer of soda ash and Tata Communications is one of the worlds largest wholesale voice carriers. 92 Founded by Jamsetji Tata in 1868, Tatas early years were inspired by the spirit of nationalism. Tata companies have always believed in returning wealth to the society they serve. Two-thirds of the equity of Tata Sons, the Tata promoter company, is held by philanthropic trusts that have created national institutions for science and technology, medical research, social studies and the performing arts. The trusts also provide aid and assistance to non-government organizations working in the areas of education, healthcare and livelihoods. Tata companies also extend social welfare activities to communities around their industrial units. The combined development-related expenditure of the trusts and the companies amounts to around 4 per cent of the net profits of all the Tata companies taken together.

93 Introduction of Chairman - Ratan Tata

94 Ratan N Tata has been the Chairman of Tata Sons, the promoter company of the Tata group, since 1991. He is also the Chairman of the major Tata companies, including Tata Motors, Tata Steel, Tata Consultancy Services, Tata Power, Tata Tea, Tata Chemicals, Indian Hotels and Tata Teleservices. During his tenure, the groups revenues have grown nearly 13-fold. 95 Mr. Tata also serves on the board of directors of Fiat SpA and Alcoa. He is also on the international advisory boards of Mitsubishi Corporation, the American International Group, JP Morgan Chase and Rolls Royce. 96 Mr. Tata is associated with various organizations in India and overseas. He is the Chairman of two of the largest private-sector-promoted philanthropic trusts in India. He is a member of the Prime Ministers Council on Trade and Industry, the National Hydrogen Energy Board, and the National Manufacturing Competitiveness Council. He is the president of the Court of the Indian Institute of Science and Chairman of the Council of management of the Tata Institute of Fundamental Research. He also serves on the UK Prime Ministers Business Council for Britain and the International Advisory Council of Singapores Economic Development Board. He is also a member of the Global Business Council on HIV / Aids

and the Programme Board of the Bill and Melinda Gates Foundations India Aids initiative. 97 Mr. Tata joined the Tata group in 1962. After serving in various companies, he was appointed director-in-charge of The National Radio and Electronics Company in 1971. In 1981 he was named Chairman of Tata Industries; the groups other promoter company. 98 Mr. Tata received a BS degree in architecture from Cornell in 1962. He worked briefly with Jones and Emmons in Los Angeles before returning to India in late 1962. He completed the Advanced Management Program at Harvard Business School in 1975. 99 The Government of India honoured Mr Tata with its second-highest civilian award, the Padma Vibhushan, in 2008. He has also received honorary doctorates from Ohio State University, the Asian Institute of Technology, the University of Warwick and the Indian Institutes of Technology of Kharagpur and Madras, and an honorary fellowship from the London School of Economics.

100 TATA TELESERVICES LTD

101 Tata Teleservices Limited spearheads the Tata Group's presence in the telecom sector. The Tata Group had revenues of around US $75 billion in financial year 2008-09, and includes over 90 companies, over 350,000 employees worldwide and more than 3.5 million shareholders. 102 Incorporated in 1996, Tata Teleservices Limited is the pioneer of the CDMA 1x technology platform in India. It has embarked on a growth path since the acquisition of Hughes Tele.com (India) Ltd [renamed Tata Teleservices (Maharashtra) Limited] by the Tata Group in 2002. It launched mobile operations in January 2005 under the brand Tata Indicom and today enjoys a pan-India presence through existing operations in all of India's 22 telecom Circles. The company is also the market leader in the fixed wireless telephony market with its brand Walky. The company has recently introduced the brand Photon to provide a variety of options for wireless mobile broadband access. 103 Tata Teleservices Limited now also has a presence in the GSM space, through its joint venture with NTT DOCOMO of Japan, and offers differentiated products and services under the TATA DOCOMO brand name. TATA DOCOMO arises out of the Tata Group's strategic alliance with

Japanese telecom major NTT DOCOMO in November 2008. TATA DOCOMO has received a pan-India license to operate GSM telecom services-and has also been allotted spectrum in 18 telecom Circles. The company has rolled out GSM services in 14 of India's 22 telecom Circles in a quick span of under six months. The company plans to launch pan-India operations by the end of FY 2009-10. 104 Today, Tata Teleservices Limited, along with Tata Teleservices (Maharashtra) Limited, serves over 58 million customers in more than 410,000 towns and villages across the country, with a bouquet of telephony services encompassing mobile services, wireless desktop phones, public booth telephony, wire line services and enterprise solutions. 105 In December 2008, Tata Teleservices Limited announced a unique reverse equity swap strategic agreement between its telecom tower subsidiary, Wireless TT Info-Services Limited, and Quippo Telecom Infrastructure Limited-with the combined entity kicking off operations in early 2009 with 18,000 towers, thereby becoming the largest independent entity in this space-and with the highest tenancy ratios in the industry. The WTTIL-Quippo combine is targeting over 50,000 towers by the end of FY 2010-11.

106 TATA DOCOMO

107 TATA DOCOMO is Tata Teleservices Limited's (TTSL) telecom service on the GSM platform-arising out of the Tata Group's strategic alliance with Japanese telecom major NTT DOCOMO in November 2008. Tata Teleservices has received a pan-India license to operate GSM telecom services, under the brand TATA DOCOMO and has also been allotted spectrum in 18 telecom Circles. TTSL and has already rolled out its services in various circles. 108 The launch of the TATA DOCOMO brand marks a significant milestone in the Indian telecom landscape, as it stands to redefine the very face of telecoms in India. Tokyo-based NTT DOCOMO is one of the world's leading mobile operators-in the Japanese market, the company is clearly the preferred mobile phone service provider in Japan with a 50 per cent market share.

109 NTT DOCOMO has played a major role in the evolution of mobile telecommunications through its development of cutting-edge technologies and services. Over the years, technologists at DOCOMO have defined industry benchmarks like 3G technology, as also products and services like the i-modeTM, mobile payment and a plethora of lifestyle-enhancing applications. Today, while most of the rest of the industry is only beginning to talk of LTE technology and its possible applications, DOCOMO has already started conducting LTE trials in physical geographies, not just inside laboratories. 110 DOCOMO is also a global leader in the VAS (Value-Added Services) space, both in terms of services and handset designs, particularly integrating services at the platform stage. The Tata Group-NTT DOCOMO partnership will see offerings such as these being introduced in the Indian market under the TATA DOCOMO brand. 111 TATA DOCOMO has also set up a 'Business and Technology Cooperation Committee, comprising of senior personnel from both companies. The committee is responsible for the identification of key areas where the two companies will work together. DOCOMO, the world's leading mobile operator, will work closely with the Tata Teleservices Limited management and provide know-how on helping the company develop its GSM business. 112 Despite being a late entrant, Tata Indicom, TTSL's CDMA brand, has already established its presence and is the fastest-growing pan-India operator. Incorporated in 1996, Tata Teleservices Limited is the pioneer of the CDMA 1x technology platform in India. Today, Tata Teleservices Limited, along with Tata Teleservices (Maharashtra) Ltd, serves over 37 million customers in more than 320,000 towns and villages across the country offering a wide range of telephony services including Mobile Services, Wireless Desktop Phones, Public Booth Telephony and Wire-line Services.

113 HIERARCHY PYRAMID OF TATA DOCOMO

Senoir Vice president Vice president Assisstant Vice President General manager Deputy general manager Senior Manager Manager Deputy manager Assistant manager Senior Executive

Executive

114

115 BOARD OF DIRECTORS

116 117 MR. RATAN N. TATA 118 Designation: Chairman Company: Tata Teleservices Ltd.

119 120 MR. K. A. CHAUKAR 121 Designation: Managing Director Company: Tata Industries Ltd.

122 123 MR. ANIL KUMAR SARDANA 125 126 MR. I. HUSSAIN 124 Designation : Managing Director Company : Tata Teleservices 127 Designation: Director Limited Company: Tata Sons Ltd.

128 129 MR. N. S. RAMACHANDRAN 130 Designation: Director, Company : Tata Teleservices Ltd.

131 132 MR. N. SRINATH 133 Designation: CEO & MD Company: Tata Communications Ltd.

134 135 DR. MUKUND GOVIND RAJAN 136 Designation: MD Company: Tata Teleservices Maharashtra Ltd.

137 138 MR. ANUJ MAHESHWARI 139 Designation : Director Company : Temasek Holdings Advisors India Pvt Ltd., ("THAIPL")

140 141 MR TOSHINARI KUNIEDA 142 Designation: Senior Vice President Managing Director Global Business Division Company: NTT Docomo, INC.

143 144 MR. KIYOSHI TOKUHIRO 145 Designation: Senior Vice President Managing Director of Network Department Company: NTT Docomo, INC.

146 147 MR. KAZUTO TSUBOUCHI 148 Designation: Executive Vice President Chief Financial Officer Company: NTT Docomo, INC. 149

150

CHAPTER 3

151 RECRUITMENT & SELECTION PROCESS AT TATA TELESERVICES (TATA DOCOMO)

152 RECRUITMENT POLICY

a. To actualize the organizational vision of providing Trusted services to 100 million happy customers by 2011. Acquiring and retaining high quality talent is the key to an oragnizations success. The recruitment strategy of Tata Teleservices limited(TTSL) adopted for the same will mirror our corporate image and enhance its brand value. b. The recruitment process is the most visible and dynamic way of projecting an organizations objectives & image outside.

153 OBJECTIVE
a. Systematically hire competent human resource inline with HR Strategies derived from business goals, future growth plans &

evolving roles and responsibilities of employees to keep pace with the changing dynamics of the organization. b. Hire Human resource with values similar to those advocated by the organization to ensure the right culture fit. c. Adopt a continuous and conscious practice of exploring newer channels for sourcing the best talent in a cost effective manner.

d. Provide opportunities to employees to apply for vacant positions in the company through internal job-postings, with a view to enable career growth for them. e. Implement merit based hiring practices that provides equal opportunity to all.

f. Hire CRISP talent with requisite competence, skill set, knowledge and attitude to deliver business results today and tomorrow.

RECRUITMENT STRATEGY
154 While hiring a TTSLite, they look for the following attributes:i. C - Customer Focus ii. R - Result Orientation iii. I - Initiative and Speed iv. S - Self Confidence v. P - Passion for achievement Sourcing Strategy vi. The following sources will be used for identifying the potential Human Resources for TTSL:

vii. Recruitment consultants, Employee Referrals, Job portals, Internal Resume Database, Direct Recruitment-Walk Ins, News Paper Ads, Campus Recruitment, Data bank, Voluntary application, Referral from Tata ecosystem, Voluntary referrals from professional Agencies, NGOs facilitation, etc .

155 INITIATION OF RECRUITMENT 156 Manpower Budget i. The organizations business plans for the fiscal year originates from the long term business objectives of TTSL. Each function defines its manpower requirements based on the strategic objectives set down for achieving the annual business objectives for the function. The finance function analyses the cost incurred in the hiring of manpower. Corporate HR with circle HR discusses the manpower requirement with the heads of each function to rationalize the manpower to control additions and cost. ii. Hiring Plan iii. Following this, the hiring plan for entire year is charted out. This plan lays down the Number of employees to be hired on a monthly basis at each level, location and function. The manpower budget is reviewed if any revision in business plan takes palace. There is no carry forward of budgeted manpower from one year to another year. Thus, there may be a change in the manpower needs projected initially, and the same gets changed on changes in business plans during the course of the year. 157 Drivers of Recruitment i. In addition to the budgeted requirement for manpower, there may be some other drivers of recruitment i.e. Reorganization/Restructuring which arises from merger,

acquisition or expansion can stimulate a need for recruitment. 158 Job Descriptions i. A key input for recruitment is an inventory of all skill sets and competency levels for existing positions in all functions. These prerequisites for a position are translated into job descriptions (for format see annexure 1). ii. Job Descriptions (JDs) describe the work performed, responsibilities involved, experience profile, skill. JDs give an understanding of the tasks performed and the type of qualification required to perform them.

Flowchart of recruitment process

Manpower plan/ replacement need

Approved manpower requisition

Internal job postings/(Tata world)

Sourcing- internal/ external source

Screening of CVs Inputs from hiring managers Selection process

No Candidate selected

Salary fixation Process Improvisation E - Offer

Offer accepted Medical check up Do ref. check

No

Commencement of sourcing activity

Not ok If ok Issue formal offer with undertaking

Joining & completion of SAP HR hiring process Review process

159

RECRUITMENT SOURCES
a. Once the requirement for hiring is justified and manpower requisition is approved, applications for specific positions are generated through various sources. Following sources are used for recruitment:

160 161

Internal Sources Internal Job Postings/External Job Postings (TATA WORLD) i. This method is used for identifying qualified internal candidates. It has the advantage of redeploying people already acquainted with the companys business processes and culture and hence, job training can be reduced. It provides opportunity for promotion and employee development. ii. This procedure applies to all budgeted vacancies as well as vacancies created due to replacement requirements in levels M4 to M8. 162 Input 163 Approved manpower requisition/job description(JD) 164 SLA 165 Post the vacancy on the Intranet, within 1 day of receiving a requisition. 166 Receive CVs from internal candidates within 7 days of job posting. 168 The manpower requisition should be signed & forwarded by the function head and mailed to the GM HR corporate. 169 Check JDs for level & location and post it to the intranet 170 Collect the applications received from the hiring manager on the 7th day of job posting.

167 Activi ties

171 Applicants have been in the current assignment for a min. of 6 months period & are confirmed employees. 172 If candidate selected make offer. 173 If offer is accepted update personal file, Update SAP, inform Finance, inform reporting manager about candidates date of joining.

174 In put 176

175 Approved description 177

manpower

requisition/Job

If candidate is not selected; a. File CV and Interview Assessment sheet in rejected candidates folder b. Begin sourcing Activity

178

CV databank i. The internal databank of CVs is an important source of profiles, specifically with regard to local candidates. After the applications are received, they are screened and shortlisted for further processing. 179 s 181 Input SLA 180 182 CVs received from various sources Ongoing activity

183 Activi ties

184 Segregate CVs received through email, post, walk-in candidates, employee referrals 185 Classify CVs as per function and date of receipt 186 File CVs in a function wise manner

187

Employee Referral Scheme Bring buddy i. Employee referral is an efficient and cost effective way of attracting qualified candidates. Employees not only get the referral fee but also they play a role in shaping the companys future. ii. Any employee who wants to refer an individual can forward to the HR function either through email or by submitting a hard copy. 188 input 189 CVs from employees s 190 SLA 191 Ongoing activity 192 Activi ties 193 All CVs received are to be placed in the databank 194 Maintain record of the name of the employee and date of receipt of CV 195 If the CV is short-listed, organize interview/if rejected tell referee 196 Informed the employee about the outcome if refer candidate attends interview 197 Update personal file 198 Update recruitment Tracker

199

Off- roll employees i. Hiring an outsourced employee simplifies the induction process as the employee is acquainted with the job complexities and the organization culture. The term off role employees refers to the employees working on the rolls of an agency providing results and services to TTSL. These employees are on the payroll of an external agency. ii. Appointment on TTSL rolls

200 It is based purely on the availability of a vacancy and suitability of the outsourced employee as an applicant.

i. Criteria 201 The applications are for entry level positions only (M8 M7) 202 The applicant has served for a minimum period of 12 months continuously with an agency providing services to TTSL. 203 The application is screened by dept. head 204 External sources 1. Recruitment through Consultants Recruitment consultants are used to assist in the hiring of qualified candidates. They help in identifying job seekers and are a good and efficient source for obtaining pre screened candidates. TTSL employs Recruitment Consultants on a contingency basis implying that they are paid a fee only when a position is closed through them. Selection of RCs The list of consultants along with the applicable terms and conditions is finalized by Corporate HR at the beginning of each year. Each RC is required to sign a contract with Corporate HR before commencing work with TTSL. Evaluation of RCs The list of consultants is revised only at the beginning of each financial year, on the basis of relative performance of the consultants.

ii.

iii. iv.

v. vi.

205

Input

206 208

Recruitment MIS & CV databank In the beginning of financial year

207 Timel ine

209 Activi ties

210 Quantitative & qualitative assessment undertaken 211 Evaluation done by recruitment dept. in each circle 212 Prepare list of consultants to be retained for the year and those that nee to be terminated 213 Head HR approve the above list

Following flowchart shows the sourcing procedure through Recruitment Consultants

Inputs on manpower consultants profiles Identification of new consultant

Signing of the contract with the approved list of RCs Circulation of contract to Circles and to RCs

Final List of RCs Forwarding of requirements to RCs Receipt of CVs & shortlistings Process improvisation Feedback to Rcs Test /interview & selection of candidate Inform RC about CTC details & joining date Payment to RC after candidate joins Annual evaluation of performance of RCs Renewal/ termination of contract Review process Hiring of consultants

Sourcing through consultants

Evaluation of consultants

Qualitative & quantitative criteria

1. Advertisements ii. Placing advertisements in the newspaper is a method of recruiting external applicants, to be used in specific cases such as walk ins, special positions etc. Since potential candidates are first introduced to the company through advertisements, this helps in building a positive image. Either TTSL or the vendor can release an advertisement for vacancies. iii. When TTSL releases the advertisement iv. This source is used for hiring for M5 & above levels. For this an advertisement copy should be prepared jointly and been approved by both the hiring function and HR. All advertisements to be approved and ratified by Corporate HR & Corporate MARCOM prior to release. v. The advertisement should: 214 Meet the criteria set by the company for release in the print media. 215 Be brief, precise and consistent with job specifications and the selection criteria. It must specify the e-mail address/fax number/address where applicants can send their CVs. 216 Attract the interest of potential and suitable applicants. 217 Have the following details: 218 Summary of TTSLs business 219 Level/Title and location of position 220 Position code for each job 221 Job specifications in terms of skills, experience and qualifications required 222 Closing date of applications

223 Job Portals i. Leading job portals like Naukri, Times job, Monster etc. Should be used to get CVs for closing positions at the level

of M2 to M8. corp TA will maintain an annual matrix of usage of these portals by circle & will also circulate usage on a quarterly basis. 224 TTSL Website 225 Open positions up to M2 level should be put on the TTSL website for seeking profile from interested applicants from external world. 226 All open positions which are to be put on TTSL website will be done so on approval of Corporate TA head.

227

SELECTION PROCESS
a. Having received the applications, the next step is to evaluate applicants experience and qualifications and make a selection.

228 Screening 1. Its purpose is to evaluate the application and eliminate applicants whose profiles do not match the job requirements. 229 Short-listing of CVs a. The CVs received from various sources are screened by the HR function within 7 day of commencement of sourcing activity. 230 Knowledge & Aptitude Test for campus a. It is conducted for all trainees and laterals recruits in the level of M6 & M8 through a testing agency of repute decided and finalized from corporate office. The result of test will be criteria for short listing / screening candidates for the purpose of interview. b. Psychometric Test: This test is done to find out the CRISP fit.

231 Interview 1. This is powerful technique used to assess the capabilities/skills of the candidate and to understand the softer aspects that a difficult to measure from resumes. 2. After finalizing a date and time, short-listed candidates are invited for an interview. 232 Evaluation of candidate 1. The candidate interviewed are evaluated against the various parameters indicated in the Interview Assessment Sheet (see Annexure 2), which has to be filled-in and signed by all members of the interview panel.

233

SALARY FIXATION
a. The selected candidates are required to furnish Documents prior to an offer being made.

234 Salary comparator 1. An appropriate salary fitment is generated giving three possible options, based on qualification, age, experience and compensation details of the selected person and basic salary of existing employees at the same level.

235 Approval & signature 1. The authority for finalization of salary for salary for levels M4 and below (for all circle positions) shall rest with the Head HR in each circle. All decisions pertaining to salary determination for level M3 & above rest with corporate HR.

236 PRE-EMPLOYMENT ACTIVITIES

237 Once the selected candidate accepts the offer, the recruitment team communicates this information to be concerned units within and outside the organization. There are various pre-employment activities which are as follows: 238 Reference Check

a. Background verification is required for appointment. This is done through third party of repute. Following points may be considered during reference check: 239 For group transfer it is not required 240 Verification on qualification and last 3 employers

241 Termination due to any disciplinary issues

242 Medical Check-up a. Medical fitness is also required for the eligible candidate, if he is found unfit; HR reserves the right to withdraw the offer. Medical bills are also reimbursed. (Annexure 4) 243 Relocation a. If an employee is an outstation candidate, he/she is reimbursed travel expenses for him/herself. For outstation candidate they also provide temporary accommodation.

244

JOINING FORMALITIES

245 The employee is required to fill in his /her personal details in a joining report and submit supporting documents related to academic qualification, date of birth, relieving letter and salary details of last employment along with medical fitness reports. A welcome note signed by the Circle HR Head is placed in a joining docket. 246 The candidate is permitted to join without a relieving letter from last employer provided he/she submits proof of acceptance of resignation. 247 After completion of joining formalities, at M0 to M2 an organization announcement is displayed and the same is circulated to all Circles by

Corp.HR. At levels M3A-M8, a welcome note is displayed as the same is circulated to other offices in the circle.

248 PROCESS REVIEW

a. All the processes that form part of the recruitment cycle need to be monitored on a regular basis. Any deviation from the sequence laid down in this manual should be recorded. b. A periodic process review is to be undertaken to rationalize processes and to minimize the deviations in actual activities as compared to the norms. c. A process review is undertaken both at the Circle level and the corporate level.

249

CHAPTER 4

250 INTRODUCTION TO PROJECT & RESEARCH METHODOLOGY

251 PROJECT OBJECTIVES

252 How does right recruitment process helps in creating overall efficiency, cost reduction, on time delivery with reference to external customer. 253 To collect the findings, information & analyze to draw conclusion of recruitment process. 254 To explain the documentation used at the various stages of the recruitment & Selection process. 255 To involve employees in creating an environment of openness, trust, fun & pride. 256 To highlight the area where recruitment and selection programs needs improvement. 257 Is the current recruitment process in line with the employees future career planning and his potential?

258 PROJECT SCOPE

259 To understand the complete Recruitment & Selection process at Tata Teleservices Ltd.

260 Study and analyze the recruitment season 2010. 261 Find out the efficiencies of recruitment sources. 262 Find out the effectiveness of Recruitment Process through various metrics. 263 To help the company to determine how they make their recruitment and selection programs more effective. 264 To determine various parameters to collect information through questionnaire of employer.

265 RESEARCH METHODOLOGY

266 Definition 267 Research in common parlance refers to a search for knowledge. The advanced learners dictionary of current English lays down the meaning of research as a careful investigation of enquiry specially through search for new facts in any branch of knowledge. 268 The systematic approach concerning generalization and the formulation of a theory is also research. The purpose of research is to discover answers to questions through the application of scientific procedures. 269 Research Design 270 A research design is the arrangement of conditions for collection and analysis of data in a manner that aims to combine relevance to the research purpose with economy in procedure. i. JOHN.W.BEST 271 Research may be defined as any organized inquiry designed and carried out to provide information for solving a problem. i. EMORY 272 Research is essentially an investigation, a recording and an analysis of evidence for the purpose of gaining knowledge.

i. ROBERT ROSS 273 Descriptive Research Design 274 Descriptive research design studies are those studies, which are concerned with describing the character of a group. 275 The researcher makes a plan of the study his research work. That will enable the researcher to save and resources such a plan of study or blue print or study is called a research design.

276 Data Collection 277 The study was based on questionnaire method. The study was about the Recruitment and Selection System at Tata Teleservices Ltd. and find out the effectiveness of recruitment. 278 There are two types of data collection: 279 Primary data 280 Secondary data 281 Primary data 282 The primary data are those, which are collected a fresh and for the first time happen to be original in character. It has been collected through a Questionnaire and personal interview. 283 Secondary data 284 Secondary data are those which have already been collected by someone else and which have already been passed through the stratified process. It has collected through the manuals, journals & Internet. 285 Research Instrument 286 Questionnaire containing both closed and open ended questions

287 Tools for Analysis

288 289

CHAPTER 5

DATA ANALYSIS & INTERPRETATION

290 FINDINGS, RECOMMENDATIONS & CONCLUSION

291 FINDINGS FROM THE STUDY

292 Tata Teleservices Ltd. (TTSL) has a clearly stated Recruitment & Selection Policy. 293 The number of estimated new hires in recruitment 2010 is 25. 294 TTSL prefer internal source of recruitment because employees in the organization get the opportunity within the organization, it has better growth prospects. 295 Effectiveness of recruitment process analyzed through Quality Metrics: 296 297 Submittal efficiency of TTSL recruitment process is 83.33%. It seems that they are doing well. 298 Interview efficiency is 10%. 299 The offer efficiencies is 100% i.e. all the selected people accept the offers.

300 Referral rate at TTSL is 76%. 301 Sourcing efficiency analysis through Quality Metrics: 302 8% of candidates hired from Internal Job postings 303 12% from CV database 304 4% from off role employees 305 76% of candidates hired from employee referral. So employee referral scheme is most prominent in this recruitment season. 306 Effectiveness of Recruitment process analyzed through Cost Metrics:

307 TTSL outsourced a company called Authbridge for verification/ reference check of its new hires. It takes 1200 Rs. /candidate. Total expense for verification is 30,000 in 2010. 308 Other cost associated with this recruitment 2010 is Referral amount paid to the employees because 19 out of 25 new hires through employee referral. 309 Management level based analysis: 310 16% candidates hired at higher level management, 311 4% candidates hired at lower level management, 312 But 80% candidates hired at middle level management, it shows that higher number of vacancies found at middle level in this recruitment season. 313 If a candidate hired through employee referral scheme in return employee would get some referral amount. The referral amount increases with the increase in the management level at which employee gets selected. 314 315 316 317 318 319 320 Department based analysis: 96 % employees are hired in sales department, Only 4% employees are hired in marketing department. There is no hiring in any other department. Gender based analysis: 88% male candidates are selected in recruitment 2010. 12 % female candidates are selected.

321 To hire higher level management, they prefer advertisement and recruitment consultants. 322 The cost of recruitment consultants is approx. 8% of total CTC at M3 & below levels and approx. 12% of total CTC at M3A & above level. 323 Top 3 recruiting challenges are as follows :324 Quality recruitment 325 Retention of newly hired candidates 326 Hiring of senior level management employees.

327 Provide travel entitlement for outstation candidates who are appearing for the interview. 328 Provide employees. medical tests reimbursement to the

329 RECOMMENDATIONS 330 The interview efficiency of TTSLs Recruitment & Selection Process is 10%, which is less than the optimum (16%, selecting 1 out of 6 candidates) interview efficiency so they should investigate their process. It may be possible that recruiters are overly selective. So take care about this efficiency. 331 The offer efficiency is 100%, it can be too high but 100% means perhaps you are giving too much salary to the new hires or any other factor is associated with it so new hires dont deny your offer. 332 Even though you hires from the external source, the main source of recruitment is internal but you should have look towards the external world to hire new pool of talent. So that candidates from external world can also work with you.

333 CONCLUSION

a. The Recruitment and Selection Process is one of the basic HR processes. Recruitment & Selection is very sensitive as many managers have a need to hire a new employee and this process is always under a strict monitoring from their side. b. HR management is a part of every managers responsibilities. These responsibilities include placing the right person in the right job, and then orienting, training, and compensating to improve his or her job performance. c. Tata Teleservices uses two sources of recruitment internal and external source. But they prefer internal source because it gives opportunity to employees within the organization. After recruitment Selection process takes place. This entails establishing the best fit between job requirements and the candidates profile. Selection process includes screening, interview and various tests. Then offer is made to the candidate if he/she accepts it employee undergone through various pre- employment activities like reference check, medical tests, etc. d. It is imperative to have an efficient and responsive tracking mechanism to evaluate the impact of recruitment on the topline and bottomline. Metrics not only help in evaluating the robustness of internal processes but also provide inputs on customer satisfaction and vendor evaluation parameters. Various metrics like quality metrics, time metrics, cost metrics & Review process is used to find out the effectiveness of recruitment processes.

334 BIBLIOGRAPHY

335 BOOKS

336 Human resource management, Eleventh Edition Gary Dessler, Biju Varkkey. 337 Essentials of HR Management and Industrial Relations, Fourth Edition Subba rao

338 Internet Source

339 340 341 342 343

www.google.com www.wekipedia.org www.tata.com www.tatadocomo.com Humanresources.about.com