benchmarking best hr practices

BENCHMARKING EMPLOYEE REFERRALS

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BENCHMARKING BEST HR PRACTICES (EMPLOYEE REFERRAL)

AT

TOYOTA KIRLOSKAR MOTORS

UNDER THE GUIDANCE OF PARAMESHWARN BALAKRISHNAN

SUBMITTED BY DR.SHEETAL NAIR

HR CORE (2007-09)

[email protected]

SYMBIOSIS INSTITUTE OF MANAGEMENT STUDIES, PUNE


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TABLE OF CONTENTS

CERTIFICATE

COMPANY PROFILE

EXECUTIVE SUMMARY

BENCHMARKING STUDY Objective

Methodology Analysis of results

Conclusion Suggestions

APPENDIX

Questionnaire for Benchmarking Study

BIBLIOGRAPHY


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COMPANY PROFILE

TOYOTA MOTOR CORPORATION

Organization Profile

Toyota is one of the biggest vehicle manufacturers in the world and is widely known. The

company started by inventing the first power loom in Japan at the end of the nineteenth

century and revolutionized the textile industry of the country. In 1918, Toyoda Spinning

and Weaving Company was established by Sakichi Toyoda and his son Kiichiro Toyoda.

Sakichi fulfilled his lifelong dream by creating an automatic loom in 1924. Toyoda

Automatic Loom Works followed in 1926. In the 1920, Kiichiro introduced himself in the

automotive industry. He laid the foundation of Toyota Motor Corporation that was

established in 1937.

Soon Toyota became the largest vehicle manufacturer in Japan with more than 40%

market share. It made inroads into foreign markets in the late 1950s. The first Crown

models launched in the USA in 1957. After that by 1965, models like Corolla build its

reputation and sales.

With a market capitalization greater than the value of General Motors, Ford, and Chrysler

combined, Toyota is also, (by far), the world s most profitable automaker. Toyota s well-

known secret weapon is Lean production the revolutionary approach to business

processes that it invented in the 1950s has spend decades perfecting. Less well known

are the management principles that underlie Lean production, Lean product development,

and all of Toyota s business and service processes. Today businesses around the world

are attempting to implement Toyota s radical system for speeding up processes, reducing

waste, and improving quality.


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Brief history:

1918: Sakichi Toyoda establishes Toyota Spinning & Weaving Co., Ltd.

1933: Automobile Department is created within Toyoda Automatic Loom Works.

1935: First Model A1 passenger car prototype is completed.

1937: Toyota Motor Co., Ltd. is formed.

1950: Toyota Motor Sales Co., Ltd. is established.

1956: Toyota creates the Toyopet dealer network.

1957: Toyota Motor Sales, U.S.A., Inc. is formed.

1962: Toyota Motor Thailand Co., Ltd. begins operations.

1982: Toyota Motor Company and Toyota Motor Sales merge to form Toyota Motor

Corporation.

1995: Hiroshi Okuda becomes company president.

1997: The Prius, Toyota's first 'eco-car,' is launched.

1998: Toyota acquires majority share in Daihatsu Motor Co., Ltd.

2001: Toyota Displays Earth-friendly ES3 Concept Car at International Frankfurt Motor

Show 2001

2003: Daihatsu, Toyota Agree to Build New Small Car (U-IMV) in Indonesia.

2005: Worldwide Sales of Toyota Camry Sedan Top 10 Million.

2006: Toyota Launches New Model Blade in Japan.

2007: Toyota Marks 20th Year of Global Convention on Quality10 Million

2008: Toyota to Build Second Plant in India


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TOYOTA KIRLOSKAR MOTORS

Toyota Kirloskar Motors:

In India, Toyota Motor Corporation has launched with a joint venture with Kirloskar

Group as Toyota Kirloskar Motor Ltd. (TKM).

As a joint venture between Kirloskar Group and Toyota Motor Corporation, Toyota

Kirloskar Motor Private Limited (TKM) aims to play a major role in the development of

the automotive industry and the creation of employment opportunities, not only through

its dealer network, but also through ancillary industries.TKM's growth since inception can

be attributed to one simple, yet important aspect of its business philosophy - "Putting

Customer First". While managing growth, TKM has maintained its commitment to

provide quality products at a reasonable price and has made every effort to meet

changes in customer needs.


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TKM firmly believes that the success of this venture depends on providing high

quality products and services to all valued customers through the efforts of its team

members.

TKM, along with its dedicated dealers and suppliers, has adopted the "Growing

Together" philosophy of its parent company TMC to create long-term business

growth. In this way, TKM aims to further contribute to progress in the Indian

automotive industry, realise greater employement opportunities for local

citizens,improve the quality of life of the team members and promote robust

economic activity in India.

• All Toyota employees are expected to embody these values in their daily

work, including environmental protection activities. To "respect" the

environment, we go to the source to identify and analyze problems

("Genchi Genbutsu"), move forward to "challenge" conventional ideas

and old habits, to improve further ("kaizen") through "teamwork."

• The framework provided by The Toyota Way enables our company to

respond to, among other things, the environmental challenges at various

stages of the life-cycle of a vehicle. These include greenhouse gas

emissions, waste reduction, increased recycling and the banning of

hazardous substance use in parts and components. These challenges will

have inevitable consequences for Toyota's organization and employees,

and we must balance them with our desire for future growth. In 1992, the

Toyota Guiding Principles were established in direct response to the

international initiatives agreed to at the Rio 'Earth Summit.' This summit

focused on the potential for a clash between trade and environmental

rules, and resulted in a statement of principles about forest management,

conservation and sustainable development.


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• The Toyota Guiding Principles are a cornerstone of our corporate

management philosophy. These principles were updated in 1997, to

ensure they continue to provide Toyota with a clear path towards

achieving sustainable development.

• These principles have been explored and developed in Toyota's Global

Vision 2010, adopted in April 2002, which proposes a series of long-term

policies on the theme of "Innovation into the Future." Toyota's Global

Vision 2010 guides management in its response to long-term social

changes, combining consideration for the environment, the benefit to our

customers of value-added products and the encouragement of our

employees through shared prosperity and social involvement.

• Based on the Guiding Principles, which codify Toyota's business spirit, the

Toyota Earth Charter (adopted in 1992 and revised in 1997) embodies a

comprehensive approach to global environmental issues. It outlines

Toyota's basic policy and action guidelines towards effective

environmental management and improvements. The Toyota Earth Charter

underlines a commitment to environmental excellence, not only through

broad principles, but in concrete examples of what can be done through

action guidelines. In connection with the Toyota Guiding Principles and the

Toyota Earth Charter, a European Environmental Policy was developed as

a means of linking principles, goals, targets and action plans with

management structures and systems.


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BRIEF OVERVIEWOF TKM

Year of Establishment October 6, 1997

Country Japan

Joint Venture Toyota Motor Corporation

Shareholders Toyota Motor Corporation (89%

equity) Kirloskar Group (11% equity)

Liaison Office New Delhi

6th floor, Meridian Commercial Tower

8 Windsor Place, New Delhi - 110 001

Bangalore:10th floor, “Canberra Block”, #24, Vittal Mallya Road,

Bangalore-560001, Karnataka.

International Office 1, Toyota-cho, Toyota City Aichi Perfecture 471-8571, Japan

Website www.toyotabharat.com

Global Website www.toyota.co.jp


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VISION Statement: The vision of Toyota Kirloskar Motor is to:

1. Contribute to Indian industry and economy through technology

transfer, human resource development and vehicles that meet

global standards at competitive price.

2. Contribute to the well-being and stability of team members.

3. Contribute to the overall growth for our business associates and

the automobile industry.

MISSION Statements:

MISSION 1: To Design, Manufacture and Market automobiles in India

and to maintain a High Quality based on the expectation of the customer

and always Delight the Customers by exceeding the quality level

required.

MISSION 2: To pursue KAIZEN, maintaining Flexible Organization,

working schedule and staffing plan which enables the company to

respond the fluctuation of production volume and increase productivity.

MISSION 3: To create a New Work Culture so that Team Members can

feel pride and meaningfulness in the job.


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MISSION 4: To Develop Team Members of TKM as part of Global

TOYOTA Team.

MISSION 5: To provide a safe work environment where Team Members can work safely with the sense of security.


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HR VISION

The vision for HR is to provide leverage to develop our team members as per our target image.

Mission:

• Effectiveness of line managers.

• HR systems and policies. For ex. Performance appraisal, Training, Recruitment & compensation.

HR Organization Chart


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Product Profile

Toyota Kirloskar Motor is a joint venture between Toyota Motor Corporation of Japan

and Kirloskar Group of India. Toyota Motor holds 89% equity of the company.

It was established on 6th October, 1997, at bidadi industrial area in a 432-acre land, with

a mission of designing, manufacturing and marketing automobiles in India and overseas

while maintaining the high quality that meets global Toyota quality standards, and to

offer superior value and excellent after-sales service. The two main products at present

of Toyota kirloskar motors are corolla and Innova.

Qualis, Camry, Corolla, Prado and Innova are the successful cars of Toyota on Indian

roads.


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INNOVA-ALL YOU DESIRE!

Innovating to provide All you desire : TOYOTA KNOWS THE ROADS OF THE WORLD. This

unmatched expertise and experience has been combined with a deep understanding of what

owners look for in their cars to give shape to a never-before automobile, The Toyota Innova.

The Innova is a result of a unique process that has broken new grounds in the way automobiles

are created. The Innova brings together qualities never before seen together in an automobile.

Fantastic ride quality and luxury coupled with versatile space; superior performance and driving

pleasure with world class safety, advanced styling with solid durability.

COROLLA: THE ONE ABOVE

When you seek something higher than the ordinary, step into the Toyota Corolla. You'll discover

a motoring experience that surpasses your expectations. Engineered to precision, styled with

flamboyance and driven by excellence, you'll find the all-new Corolla lead by large margin. On

the road in your mind. An ideal extension of your escalating self, it is truly the one above.


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CAMRY: BEYOND EXCELLENCE

The all new Camry - Beyond Excellence. Fresh and inspiring, the Camry shapes a new global

quality standard in the premium luxury segment. Its dynamic physical presence and exhilarating

performance stimulates your desire to drive. Your pleasure is heightened by the subtle appeal of

contemporary comfort and relaxing atmosphere that speaks directly to your soul. Sleek and

strong, the eye-catching design and dramatic stance exudes a vital life force. Vibrant and

poised, the bold flowing lines hint at superb aerodynamics, immediately raising spirits.

PRADO: GO AHEAD AND CONQUER THEM ALL..!!


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Go Ahead and Conquer them all : Other cars will slow down and give way. Far away from the

city, a sea of jagged, cruel rocks will be waiting in the horizon. But deep in their hearts even they

will realize that they cannot stop you. Because you will drive on ceaselessly. On the mighty new

Land Cruiser Prado. The SUV ultimate from Toyota. An absolute powerhouse that goes to any

extreme. With sculpted looks, spoiling comfort and thrilling features. City lanes or jungle trails.

Gushing streams or rushing traffic. On road or off it. On your Land Cruiser Prado..go ahead,

conquer them all.

EXECUTIVE SUMMARY Nearly every firm that has studied recruiting effectiveness has come to the conclusion that employee referral programs are the most effective way to find and hire high quality employees. What makes referral programs so effective is that they "multiply" the number of recruiters that a firm has available. Instead of only a few recruiters seeking out quality candidates, a referral program in effect makes every employee of the organization a 24/7 recruiter. Almost every organization has some employee referral program, but few of them are as effective as they can be. Employee-referral programs are most effective when they are built and managed properly.


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The employee referral program at Toyota, “Bring a Friend to Work” aims to encourage and incentivize employees to participate in the program and thus provide good quality candidates in the most cost-effective manner. However, the program is currently not operating at the expected level of effectiveness. Lack of employee participation, reference of poor quality candidates, poor response from the top management are some of the problems faced. The current study aims to improve the effectiveness level of the ongoing employee referral program at Toyota by: v Determining the current level of effectiveness of the program v Understanding employee expectations and motivating factors v Benchmarking the program against best practices followed at other good companies Information for the above objectives was obtained through v Questionnaires for the Project Manager v Questionnaire for the employees v Questionnaire for benchmarking study v Interview with Senior Project Managers The output included the following v Recommendations and suggestions based on the benchmarking study v Recommendations and suggestions based on internal survey and interview with senior manager v Compilation of best practices in several aspects of the referral program


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BENCHMARKING STUDY Objective The objective of this study was to benchmark practices in employee referral programme at Toyota with the best practices prevalent at various other organizations. Methodology The data for Benchmarking Study was collected by means of a questionnaire. Questionnaire was used as a means of data collection as limited information was intended to be collected from a large number of respondents. Since the objective of the current study was to benchmark best practices in employee referral program, the questionnaire covered various aspects of the referral program, such as its mode of administration, reward system followed, metrics used for assessing the system etc. A convenience sample of several multinational and Indian organizations was used for the purpose of data collection. A total of 20 companies were approached for the study of which 12 responded. The results of the benchmarking study were compared with the practices followed at Toyota better understand areas, if any, where Toyota ongoing ERP is lacking and thus can be made more effective. Responses were analyzed using the Excel spreadsheet. A simple percentage representation of the responses has been given to indicate the prevalence of practices surveyed. For open ended questions, all the responses have been compiled in the form of bullet points and generic statements have been made for similar responses, if any.


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Analysis of results 1. Presence of dedicated employee referral recruiting teams A significant number of organizations employ staff to handle the referral program on a priority basis. However, this practice is not in use at Toyota.

33% of the benchmarked companies agreed while 17% strongly agreed to having dedicated employee referral teams. 25% of the surveyed organizations disagreed

2. Mode of creating awareness of the referral program amongst employees Emails (46%) followed by notice boards (20%) were found to be the most common means of creating awareness amongst the benchmarked companies. Similar practice was found to be in use at Toyota. However, various other means of creating awareness such as posters, wall papers, collages, screen savers can also be used to advertise the program and thus make a permanent impression in the minds of employees.

3. The ERP is promoted on a continuous basis in your organization. The referral program must be promoted on a regular basis as all the benchmarked Toyota companies follow this practice. Referral program is promoted on a continuous basis at as well.


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4. Mode of promotion on a continuous basis Emails were found to be the most commonly used means of promoting the referral programs on a continuous basis as it was used by 58% of the organizations surveyed. Thus, at Toyota, the means of spreading awareness on a continuous basis is similar to that used in other good organizations

v Full scale marketing was found to be carried out by 17% of the organizations while 17% organizations used “other” means of promotion such as notice-boards and the intranet 5. Measuring response time of the referral program Toyota’s employee referral program was found to be lacking in measuring the response time of the referral program as this practice was found in a significant number of organizations surveyed (46%).


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v 28% organizations agreed, 18% strongly agreed that they measure the response time of the referral program, while 27% disagreed. 6. Focus on critical business units and mission critical jobs Toyota’s employee referral program was found to not focus on critical business units in the organization although a majority of the benchmarked organizations did follow this practice. Focusing the program on certain important business units can enable an organization to yield better returns on investment on the mode of recruitment followed.

v When asked whether the referral program was focused on critical business units and mission critical jobs, 46% organizations agreed while 18% strongly agreed to this question. 7. Nature of bonus The kind of reward i.e., monetary reward, given to employees at Toyota under the referral program is similar to that provided by the majority of companies surveyed.


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v 73% of the benchmarked organizations gave monetary rewards to employees, 18% gave both monetary and non-monetary rewards while only non-monetary rewards were provided by 9% of the benchmarked organizations. 8. Use of metrics for assessing ERP It was found that at Toyota, no measures to assess the employee referral program on a continuous basis were present. However, different types of metrics are used at a majority of the benchmarked companies.

v 58% of the organizations surveyed agreed while 17% strongly agreed to using metrics as a means of assessing their referral programs. v Also, the following diagram displays the different types of metrics used by the organizations that use metrics to assess their referral program


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v 27% benchmarked companies used percentage of proactive referrals and 20% used program ROI/ Cost benefit ratio. 9. Level of involvement of top management The level of involvement of the top management must increase at Toyota as ranged from medium to high in a majority of the organizations surveyed.

The level of involvement of top management with the referral program was found to be high in 33% of the organizations surveyed. 50% of the organizations said that this level


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was medium while it was found to be low in 17% benchmarked organizations. At Toyota, the level of involvement of the top management was found to be low. 10. Increasing diverse referrals The focus on increasing the diversity of workforce through the referral program was found to be absent at Toyota. A majority of the benchmarked companies follow this practice.

55% organizations who answered this question agreed that increasing the diverse referrals was one of their recruiting priorities, 9% strongly agreed while 36% neither agreed nor disagreed with the statement.

CONCLUSION

A summary of the conclusions drawn from the benchmarking study is given below:

1. A significant number of benchmarked organizations possess dedicated employee referral recruiting teams, which is absent at Toyota.

2. Emails are the most commonly used means of creating awareness of the referral programs at other organizations. The same practice is in use at Toyota

. 3. Several innovative modes of creating awareness of the referral program such as

floor campaigns, use of screen savers, desktop background have been used by other organizations.

4. The presence of a proactive system of referral process, such as assigning employees specific prospects to reach out to, formation of teams of employees to


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refer prospective employees is absent in most of the organizations surveyed. Such a proactive system is absent at Toyota as well.

5. Emails are the most commonly used means of promoting the referral program within the organizations on a continuous basis. However, a few organizations also use notice- boards, posters etc., for the same. At Toyota, only emails are used to promote the ERP on a continuous basis.

6. A majority of the surveyed organizations assess their referral program by measuring the response time of the program. At Toyota, no such measures are taken.

7. A significant number of organizations focus their referral program on critical

business units and mission critical jobs. This is absent at Toyota.

8. Monetary bonus provided as a one-time payment is the most preferred means of rewarding employees. At Toyota too, monetary rewards given as a one-time payment are the sole means of rewarding employees for referring successful candidates.

9. A significant number of organizations use metrics to assess their referral program. This practice is absent at Toyota.

10. The level of involvement of the top management varies from high to medium for a

majority of the surveyed organizations. At Toyota, the level of involvement in low.

11. In a significant number of surveyed organizations, increasing diverse referrals is one of the recruiting priorities. However, this is absent at Toyota.

12. The total percentage of referrals of all successful hires ranges in the organization

ranges from 7-60% amongst the surveyed organizations. However, at Toyota it is only 4%. This indicates a sub-optimal performance of the referral program as average referral programs in the United States are generally attributed with producing 8-14% of the total number of hires for their organizations, while leading programs produce 60% or more.


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SUGGESTIONS

Based on the benchmarking study, the following are a few actionable points suggested to bring the referral program at Toyota at par with that at other good organizations.

v To use various other innovative methods for sustaining interest of the workforce towards the referral program. Continuous promotion drives for the referral program are essential and could make use of the following:

1. Posters 2. Screensavers 3. Desktop backgrounds 4. Bookmarks


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5. Employee handbooks, newsletters 6. Collages pasted at places visited by large number of people such as canteen area, washrooms, entrance lobby etc. 7. Weekly "hot job" e-mails, combined with e-mails announcing the list of employees who have referred successfully 8. Company-wide congratulatory e-mails from the CEO about those who took the time to make referrals 9. Use company events to broadcast the program. 10. Reinforce participation by publicly recognizing employees who make referrals and publicize the successful hires so that everyone knows the program is working. Findings from literature survey: According to the Society of Human Resources Management survey, Employee Referral Programs, the biggest challenges to the success of their employee referral programs were (1) a lack of program awareness (36%) and (2) stimulating employee participation (33%).

v To focus the referral program on certain specific departments or business units which have been identified as profit centers or as critical business units of Toyota.

v To initiate the use of specific metrics so as to continuously assess the program and thus

improve its effectiveness over a period of time. The different types of metrics that can be used are:

1. "On-the-job" performance of referral hires (performance differential) 2. Retention/turnover rate of referral hires 3. Program ROI or the cost/ benefit ratio 4. Percent from proactive referrals 5. Responsiveness of the referral process as measured by the average time to initial contact with the referred candidate 6. Employee satisfaction with the overall process

v Increasing the level of involvement of top management by improving and enhancing communication regarding the referral program on a continuous basis and reinforcing the tremendous benefits possible due to presence of a highly effective referral program.

v To establish a dedicated employee recruiting team so as to improve efficacy of

administration of the entire program.


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APPENDIX I


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Questionnaire for Benchmarking Study

QUESTIONNAIRE The following questionnaire pertains to the existing Employee Referral Programme (ERP) in your organization. Please fill the following questionnaire by either highlighting the most appropriate option or by putting ‘X’ next to the option you wish to go with. More than one option may be chosen, if required. 1. What is the preferred method of recruitment at your organization? q Employee Referral q Campus Recruitment q Job portals/ head hunters q Walk-ins q Any other (please specify below) 2. When is the ERP administered in your organization? q Seasonally q Throughout the year 3. How is the ERP administered to the employees? q Only electronically q Only through paper work q Involves both electronic and paper work 4. Is the ERP automated at all stages? q Yes q Only some stages are automated in the program q No


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5: The current rules and policies involved in ERP are explicitly written in the rulebook. q Yes q No q Can’t say 6. The ERP involves dedicated employee referral recruiting teams. q Strongly agree q Agree q Neither agree nor disagree q Disagree 7: What are the modes of creating awareness of ERP amongst employees? q Notice board q E-mails q By word of mouth q Company publications q Any other (please specify below) 8. The ERP involves identifying key employees in your organization, who are then asked to refer suitable candidates. q Strongly Agree q Agree q Neither agree nor disagree q Disagree 9. The ERP involves explaining open positions to key employees. q Strongly Agree q Agree q Neither agree nor disagree q Disagree 10. Employees are encouraged to attend professional group meetings to discover passive candidates. q Yes, always q Yes, most of the time q No q Can’t say 11. Employees are encouraged to participate in online forums of like-minded people to discover passive candidates.


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q Yes, always q Yes, most of the time q No q Can’t say 12. The ERP provides employees with follow-up of referred friend’s status. q Strongly Agree q Agree q Neither agree nor disagree q Disagree 13. How is follow-up of a referred candidate provided to the employee? q Via emails sent by HR department regularly q Through automated status reports sent to employees regularly q Only when follow-up is requested by employees q Any other (please specify) 14. The selection process for the referred candidate is exactly similar to the one used for candidates obtained through other recruitment methods. q Always q Sometimes q Never q Can’t say 15. The ERP encourages employees to refer people whom they may not know personally. q Strongly Agree q Agree q Neither agree nor disagree q Disagree 16. The ERP involves assigning specific individuals the task of reaching out to specific prospects. q Strongly Agree q Agree q Neither agree nor disagree q Disagree 17. The ERP involves formation of teams of employees to search and refer


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prospective candidates. q Strongly Agree q Agree q Neither agree nor disagree q Disagree 18. The ERP is promoted on a continuous basis in your organization. q Strongly Agree q Agree q Neither agree nor disagree q Disagree 19. Please answer this question only if answer to above question is in affirmation. How is the ERP promoted within the organization on a continuous basis? q via e-mails to employees q Quarterly meetings q Online postcards q Full-scale email marketing campaigns q Any other (Please specify below) 20. Attempts are made to measure the response time of the program. q Strongly Agree q Agree q Neither agree nor disagree q Disagree 21. The ERP focuses on critical business units and mission-critical jobs. q Strongly Agree q Agree q Neither agree nor disagree q Disagree 22. Restrictions are imposed on participation amongst employees. q Strongly Agree q Agree q Neither agree nor disagree q Disagree 23. If you disagree to the above, please specify which category of employees is not allowed to participate in the program?


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24. What is the nature of bonus given to the employees for successful hires? q Only monetary q Only non-monetary q Contains monetary and non-monetary components 25. Which of the following constitute the monetary/non-monetary awards given to the employees under ERP? (Please tick more then one options, if applicable) q Cash prize q Cars q Movie tickets q Savings bonds q Any other (please specify)

BIBLIOGRAPHY


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BOOKS 1. Bohlander, Snell and Sherman; Managing Human Resources 12e, Thomson South-Western, 2001. 2. K. Aswathappa, Human Resource and Personnel Management, Tata Mc Graw-Hill, 2006. 3. John Bramham, Benchmarking For People Managers, Jaico Publishing House, 2005. 4. C. R. Kothari, Research Methodology- Methods And Techniques, New Age International Publishers, 2006. WEBSITES 1. http://www.us.manpower.com/uscom/index.jsp 2. http://hiring.inc.com/columns/jrothman/20050307.html 3. http://www.peopleclick.com/knowledge/ind_lefkow.asp 4. http://www.findarticles.com/p/articles/mi_m0FXS/is_6_80/ai_75916197 5. http://www.careerjournal.com/hrcenter/weddlesguide/20050919- weddle208.html 6. http://www.drjohnsullivan.com/content/view/33/31/ 7. http://jobthread.blogspot.com/2005/11/employee-referral-program-tips.html 8. http://search.bnet.com/search/employee+and+employee+referral+programs.h tml 9. http://www.go2hr.ca/Home/tabid/36/Default.aspx 10. http://www.ere.net/ 11. http://job.123oye.com/job-employer.php

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