CHAPTER 1

RECRUITMENT OVERVIEW

1.1 Recruitment and Selection

Recruitment and selection are two of the most important functions of personnel

management. Recruitment precedes selection and helps in selecting a right candidate.

Recruitment is a process to discover the sources of manpower to meet the requirement

of the staffing schedule and to employ effective measures for attracting that

manpower in adequate numbers to facilitate effective selection of efficient personnel.

Staffing is one basic function of management. All managers have responsibility of

staffing function by selecting the chief executive and even the foremen and

supervisors have a staffing responsibility when they select the rank and file workers.

However, the personnel manager and his personnel department is mainly concerned

with the staffing function.

Every organization needs to look after recruitment and selection in the initial period

and thereafter as and when additional manpower is required due to expansion

and development of business activities.

‘Right person for the right job’ is the basic principle in recruitment and selection.

Ever organization should give attention to the selection of its manpower, especially its

managers.

The operative manpower is equally important and essential for the orderly working of

an enterprise. Every business organization/unit needs manpower for carrying

different business activities smoothly and efficiently and for this recruitment and

selection of suitable candidates are essential.

Human resource management in an organization will not be possible if unsuitable

persons are selected and employment in a business unit.

Meaning: Recruitment

Recruitment means to estimate the available vacancies and to make suitable

arrangements for their selection and appointment. Recruitment is understood as the

process of searching for and obtaining applicants for the jobs, from among whom the

right people an be selected.

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.

In recruitment, information is collected from interested candidates. For this different

source such as newspaper advertisement, employment exchanges, internal promotion,

etc. are used. 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 potentialemployees

1.2 Recruitment planning

The manpower planning process for the year would commence with the company’s

budgeting activity.

The respective Functional heads would submit the manpower requirements of

their respective functions/ departments to the board of Directors as part of the

annual business plan after detailed discussion with the head of human Resource

Function along with detailed notes in support of the projected numbers

assumptions regarding the direct and indirect salary costs for each position.

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

department for their further actions during the course of the year.

The annual budget would specify the manpower requirement of the entire

organization, at different levels, in various functions/departments, at different

geographical locations and the timing of the individual requirements.

It would also specify the requirement budget, which is the cost allotted towards the

recruitment of the budgeted staff and the replacement of the existing employees.

The manpower plan would also clearly indicate the exact time at which the incumbent

should be on board in such a way that the Regional HR has adequate notice for the

time lapses involved in sourcing any other activities.

The Regional HR’s would undertake the planning activity and necessary preparations

in advance of the anticipated requirements, as monthly and quarterly activities on the

basis of the approved budget, estimated separations and replacements therefore.

The vacancies sought to be filled or being filled shall always be within the approved

annual manpower budget and no recruitment process shall be initiated without the

formal concurrence of the Head of the Regional HR under any circumstance.

Head of the Regional HR shall also have the responsibility to monitor the

appointments being considered at any point of time with specific respect to the duly

approved manpower budgets.

1.3 IDENTIFYING THE JOB

Typically, sources and search methods are activated by the issuance of an employee

requisition. This means that no actual recruiting takes place until lone managers have

verified that vacancy does exist or will exist.

If the organization has planned well and done a good job of developing its sources

and search methods, activation soon results in a flood of applications and/or resumes.

The application received must be screened. Those who pass have to be contacted and

invited for interview. Unsuccessful applicants must be sent letter of regret.

1.4 SOURCES OF RECRUITMENT

Every organisation has the option of choosing the candidates for its recruitment

processes from two kinds of sources: internal and external sources.

The sources within the organisation itself (like transfer of employees from one

department to other, promotions) to fill a position are known as the internal sources of

recruitment.

Recruitment candidates from all the other sources (like outsourcing agencies etc.) are

known as the external sources of recruitment.

SOURCES OF RECRUITMENT

Internal Sources Of Recruitment

1. TRANSFERS

The employees are transferred from one department to another according to

their efficiency and experience.

2. PROMOTIONS

The employees are promoted from one department to another with more

benefits and greater responsibility based on efficiency and experience.

3. Others are Upgrading and Demotion of present employees according to

their performance.

4. Retired and Retrenched employees may also be recruited once again in

case of shortage of qualified personnel or increase in load of work. Recruitment

such people save time and costs of the organisations as the people are already

aware of the organisational culture and the policies and procedures.

5. The dependents and relatives of Deceased employees and Disabled

employees are also done by many companies so that the members of the family

do not become dependent on the mercy of others.

1.5 PROCESS / STEPS IN SELECTION

1. Preliminary Interview: The purpose of preliminary interviews is basically to

eliminate unqualified applications based on information supplied in application forms.

The basic objective is to reject misfits. On the other hands preliminary interviews is

often called a courtesy interview and is a good public relations exercise.

2. Selection Tests: Jobseekers who past the preliminary interviews are called for

tests. There are various types of tests conducted depending upon the jobs and the

company. These tests can be Aptitude Tests, Personality Tests, and Ability Tests and

are conducted to judge how well an individual can perform tasks related to the job.

Besides this there are some other tests also like Interest Tests (activity preferences),

Graphology Test (Handwriting), Medical Tests, Psychometric Tests etc.

3. Employment Interview: The next step in selection is employment interview. Here

interview is a formal and in-depth conversation between applicant’s acceptability. It is

considered to be an excellent selection device. Interviews can be One-to-One, Panel

Interview, or Sequential Interviews. Besides there can be Structured and Unstructured

interviews, Behavioral Interviews, Stress Interviews.

4. Reference & Background Checks: Reference checks and background checks are

conducted to verify the information provided by the candidates. Reference checks can

be through formal letters, telephone conversations. However it is merely a formality

and selections decisions are seldom affected by it.

5. Selection Decision: After obtaining all the information, the most critical step is the

selection decision is to be made. The final decision has to be made out of applicants

who have passed preliminary interviews, tests, final interviews and reference checks.

The views of line managers are considered generally because it is the line manager

who is responsible for the performance of the new employee.

6. Physical Examination: After the selection decision is made, the candidate is

required to undergo a physical fitness test. A job offer is often contingent upon the

candidate passing the physical examination.

7. Job Offer: The next step in selection process is job offer to those applicants who

have crossed all the previous hurdles. It is made by way of letter of appointment.

8. Final Selection

CHAPTER 2 1.1

KKKK OVERVIEWKPO OVERVIEW

Knowledge Processing Outsourcing is an emerging sector and is growing at a very

rapid rate. Many high- end areas of specialization that were earlier not considered for

outsourcing are now being outsourced and are being handled by KPOs. Factors like

cost, technology and labour availability, etc. force organizations to outsource their

high- end work. India has become a major KPO player in the world. Indian KPO

sector has many opportunities for SMEs. Indian economy, the education system,

political stability, technology, communication skills and qualified workforce

altogether make India an excellent location for KPOs. KPO industry has a bright

future. Let's get to know KPOs in detail.

2.1KPO: An Overview

Knowledge Process Outsourcing (KPO) is one step ahead of Business Process

Outsourcing (BPO). It started emerging in India around the turn of the century, when

the global industries realized that apart from software development and technical

support, knowledge work could also be outsourced. It involves transfer of business

processes to other geographic locations; specialized domain specific knowledge and

business expertise of a higher level rather than just process expertise.

The following are the areas associated with the KPO sector.

Animation & Design

Advanced Web Applications

Business and Technical Analysis

Business & Market Research

Data Analytics

Financial Consultancy and Services

Intellectual Property (IP) Research

Learning Solutions

Legal Services

Medical Services

Network Management

Pharmaceuticals and Biotechnology

Research & Development

Training & Consultancy

Writing & Content Development

Many companies have started outsourcing their high-end processes like Market

Research (MR), Equity Research, Engineering Design, Intellectual Property Rights

(IPR), Legal Services, Remote Education and Publishing Operations to India after the

success of BPOs.

These companies outsource their processes to India for:

Cost savings

Operational efficiencies

Access to highly skilled workforce

Improved quality

A KPO can provide quality work and on- time delivery with uninterrupted

services. KPOs are the next big thing in the outsourcing sector. Initially, KPOs

focused on data collection, updating financial models, patent searches and

basic data mining. But now KPOs have also started focusing on sector

insights, equity research, patent analytics, high end data mining, analysis and

recommendation. Some of the hot destinations for KPOs other than India are

Russia, China, Czech Republic, Ireland and Israel.

2.2 BUSINESS PROCESS OUTSOURCING (BPO)

Business process outsourcing (BPO)is a subset of outsourcing that involves

the contracting of the operations and responsibilities of specific business functions

(or processes) to a third-party service provider. Originally, this was associated

with manufacturing firms, such as Coca Cola that outsourced large segments of its

supply chain.

BPO is typically categorized into back office outsourcing - which includes internal

business functions such as human resources or finance and accounting, and front

office outsourcing - which includes customer-related services such as contact

center services.

BPO that is contracted outside a company's country is called offshore outsourcing.

BPO that is contracted to a company's neighbouring (or nearby) country is called near

shore outsourcing.

Often the business processes are information technology-based, and are referred to

as ITES-BPO, where ITES stands for Information Technology Enabled

Service.[2] Knowledge process outsourcing (KPO) and legal process

outsourcing (LPO) are some of the sub-segments of business process outsourcing

industry.

In 2010, the Philippines surpassed India as the largest business process outsourcing

industry in the world. After growing 20 per cent in 2012, the BPO industry of the

Philippines is estimated to gross revenue of upwards to $25 billion by 2016. By these

estimates, the Philippines' BPO industry will account for approximately 10 per cent of

the nation's GDP.

Industry size of BPO

India has revenue of US$ 10.9 billion from offshore BPO and US$ 30 billion from IT

and total BPO (expected in FY 2008). India thus has some 5-6% share of the total

BPO Industry, but a commanding 63% share of the offshore component.

This 63% is a drop from the 70% offshore share that India enjoyed last year: despite

the industry growing 38% in India last year, other locations like Philippines, and

South Africa have emerged to take a share of the market.

The South African call centre Industry has grown by approximately 8% per year since

2003 and it directly employs about 54,000 people, contributing 0.92% t South

Africa’s gross domestic product (GDP).

China is also trying to grow from a very small base in this industry. However, while

the BPO industry is expected to continue to grow in India, its market share of the

offshore piece is expected to decline. Important centres in India are Bangalore,

Hyderabad, Chennai, Kolkata, Mumbai, Pune, Patna, Trivandrum, Bhubaneswar and

New Delhi. In fact, the Philippines has overtaken India as the largest call centre

industry in the world in 2010.

The Association of Southeast Asian Nation (ASEAN) countries, along with the

People's Republic of China and India—known collectively as ACI countries—are

likely to see services like BPO figure strongly in their economies over the medium

term.

Services trade among ACI countries has been growing at a very rapid rate over recent

years, despite starting from a relatively low baseline. Although data are scarce and

must be interpreted with caution, an analysis of applied services sector policies in the

region suggests there is much policy makers can do to intensify this process, and

increase the pace at which the transformation to a service economy is taking place.

Eastern Europe is also an emerging BPO destination. McKinsey reported that in 2010,

33,000 jobs were moved to Eastern European countries. While the overall size of the

industry and the number of developers in Eastern Europe is lower than India, the

knowledge of European more specialized projects are to be outsourced language such

as French, Spanish, German and Italian by many Eastern Europeans, as well as the

overall high quality of education in these locations, allows the BPO industry in this

region to continue to grow. For example, the region has an estimated 17.2 million

people with a tertiary education, compared to 13.6 million in India, making it an

attractive choice for BPO

2.3DIFFERENCE BETWEEN KPO’s & BPO’s

BPO KPO

It provides services like

customer care, technical

support through voice

processes, tele-marketing,

sales, etc.

Low end services

Process expertise

Pre-defined processes

It employees not- so-

qualified workers as it

focuses on communication

skills

KPO provides in-depth

knowledge, expertise and

analysis on complex areas like

Legal Services, Business &

Market Research, etc.

High end services

Knowledge expertise

Requires application,

understanding of business and

analytical bent of mind

It involves skill and expertise

of knowledge workers with

excellent educational

background.

INDIA KPO INDUSTRY 2011- GROWTH FORECAST TILL 2015

KPO refers to process of outsourcing knowledge intensive tasks and functions

and India is a dominant player in this market with 70% market share. Indian KPO

players offer market research, data analytics, legal services, content and publishing

services, pharma data processing etc. Evalueserve estimates Global KPO industry to

grow to $ 17 billion by 2014, from current $9 billion in 2011 and is expected to grow

at an annual rate of approximately 24% for the next four years (2010-14).

Chart: 1 Global KPO Industry Market Size and Number of FTEs (2006-2014)

KPO firms in India would employ approximately 205,000 professionals generating

revenue of $ 10 billion by 2014 from current $ 5.95 billion and

135,000 professionals in 2011. Evalueserve predicted Global KPO market will reach

$17 billion revenue by 2011 in 2005. KPO market slowed down due to the Global

financial crisis. With tough competition from Latin American, Eastern European and

some Asia Pacific countries, India KPO market is expected to grow by 20% annually

lower than KPO industry annual growth rate of 24%. But India is expected to retain

its dominant position in near future.

Chart: 2 India KPO Industry Market Size and Number of FTEs

(2006-2014)

2.4NASSCOM estimates on KPO Market

According to Nasscom-Crisil study, knowledge services outsourcing industry

in India is expected to grow at a CAGR of 22.2% over 2015 from $2 billion in 2010

and touch $5.6 billion. Globally, knowledge services landscape is expected to grow

from $2.9 billion in 2010 to $7.9 billion by fiscal 2015. Business research would

continue to be the most widely adopted service line with a 39.4% share, representing a

$2.2 billion opportunity. Share of data analytics, on the other hand, is expected to

increase from 18.5% to 20.6% ($1.15 billion) over the same period. Legal Process

Outsourcing is also expected to record robust growth of $1.3 billion by FY15. In

terms of verticals, financial services would continue to be the largest contributor with

a 32% market share ($1.4 billion), followed by healthcare at 19.5% and hi-tech and

telecom and retail at 13% each.

Advantage India in KPO

Indian KPOs have significant competitive advantages in terms of low-cost offerings,

skilled manpower with sales and marketing capabilities, domain expertise and

knowledge of regulatory compliances. Highly educated professionals in engineering,

medicine, management, accountancy, company secretary, legal fraternity are available

in India. The Indian KPO providers offer a range of solutions to various industry

segments such as FMCG, engineering, automobile, telecom, R&D, BFSI, etc.

Specialized professionals with specific domain knowledge, problem solving and

analytical skills and experience are required who demand 15-20% higher salaries that

BPO professionals.

With tight SLAs and quality services, Indian KPO vendors deal with confidential

data, including financial data, treasury and cash management functions and

investment portfolio decisions. Indian KPO Vendors not only ensure safety of

confidential client data but also have better work tools and processes, more

sophisticated client centricity, higher billing rates and more domain focused

organizations.

2.5India KPO Industry - Future Concerns

The KPO industry was affected by Global financial crisis that caused significant slow

down in revenues and presently KPO industry is maturing. The range of services has

expanded from initial research and analytics. And as the market has developed,

variety of offerings such as legal process outsourcing and clinical trial management

are included. KPO industry is also facing the challenge of adequate talent availability

and high attrition rate among young professionals. Skills shortages particularly

relating to pharma clinical trials etc are major concern in India KPO. Wage inflation

is another cause as India is losing out on the lower cost advantage.

Investments are to be made in developing the infrastructure, buying tools and

technologies, develop risk management and to protect confidential client data. The

KPO market is expected to grow significantly in coming five years and so is

competition from other countries, In Asia Pacific, China, Philippines and Sri

Lanka are becoming viable destinations particularly for Pharma, healthcare and

Accounting related KPO respectively Russia and

Eastern European countries like Poland, Hungary are also emerging as attractive KPO

destinations for engineering and design related KPO. Near shoring is advantageous

for Latin American countries as they are near to US and Canada.

Current European debt crisis and US Economic slowdown are causing concern for

India KPO industry. Global Financial crisis in 2008 had a drastic effect on the

industry where clients cut down spend and KPO industry slowed down and missed its

revenue targets. India KPO vendors are gearing up to such a scenario with reducing

prices, improving the skill sets, investing in new technologies and looking for high

end work that is going to help the clients to overcome slowdown and crisis.

Particularly there is focus on improving and acquiring the Pharma, healthcare and life

sciences related skills and professionals as significant investments are announced by

US and other governments.

India KPO Vendors understand the challenges that exist and they are developing the

necessary strategies and acquiring the relevant skills to overcome short term

challenges and significantly grow revenues in long term.

CLASSIFICATIONS OF KPO SECTOR

The KPO sector can be classified into 8 major segments: -

Legal Services: These include drafting contracts, reviewing transactional &

litigation documents, research memoranda & due diligence reports,

negotiations, Prosecuting patents, etc. Some of the KPOs working in this area

are Wipro, Pangea3, Atlas Legal, Manthan Services, etc.

Financial Services: These include financial data mining, insurance, risk

assessment, equity research, underwriting, fund management, actuarial

analytics, debt collection and recovery, corporate & market research, etc.

Some of the KPOs working in this area are Smart Analyst, Office Tiger, the

Smart Cube.

Engineering and R&D: These include finite analysis, 3D conversion and

modeling, technical specifications for tenders, value engineering,

computational fluid dynamics analysis, etc. Some of the areas and KPOs

working in these areas are:

Telecom R&D: Qualcomm, Nokia, Lucent Technologies, Alcatel,

Ericsson.

Software R&D: Phillips, Microsoft, Baan, Adobe, SAP Labs, BMC

Software, IBM, Yahoo, HP, Sun Micro system Auto /Engineering’s,

Google.

Auto/Engineering: Neil soft, Delphi, General Motors

DaimlerChrysler, Plexion, Quest, Whirlpool.

Market Research and Analytics: These include services like writing &

editing, secondary & primary research, formatting client reports, conversion of

findings to knowledge, etc. Some of the KPOs working in this area are market

Rx, Pipal Research, value serve, Inducts, Office Tiger, Copal Partners,

CRISIL, etc.

Writing and Content Development: These include services like

content delivery, digitization of content, data enrichment & warehousing, pre-

press work, proofreading, template designing, text composition, etc.

Pharmaceutical and Biotech R&D: These include clinical research,

research & development, drug discovery, etc. Some of the KPOs working in

this area are Bayer, GlaxoSmithKline, Biocon, Eli Lilly, AstraZeneca, Dr.

Path Labs, etc.

Healthcare Services: These include diagnostic, genetic profiling,

oncology tests, HIV & allergy, etc. Some of the KPOs working in this area are

Clingene, Avesthagen, Ranbaxy

Education and Training: These include private tutorials, curriculum

design, K-12, teaching, content development, etc.

u

CHAPTER 3

HIRING IN KNOWLEDGE PROCESS OUTSOURCING /

BUSINESS PROCESS OUTSOURCING

The Knowledge Process Outsourcing or KPO Industry is young and growing. With

business execution directly correlated to talent quality and its deployment, both the

quality of talent and efficiency of sourcing the same is very important.

The KPO industry has varied talent requirements. While language communication and

analytical skills are considered a must, multiple processes require specific domain

skills. The industry has a unique challenge of not only acquiring the right aptitude but

also either finding domain knowledge and ensuring trainability in the domain.

The addressable supply of candidates for KPOs includes the 4+ million graduates

every year, finding employable candidates remains a challenge. Less than 10% of all

graduates are employable or trainable for the sector. Thus, not only finding

employable graduates possessing the relevant KSAs (knowledge, skills and attitude)

but even finding trainable candidates is challenging. The latter is more daunting since

trainability is hard to predict.

Business process outsourcing firms are beginning to hire directly from colleges and

universities, a practice pioneered and perfected by country's information technology

services industry, which is now slowing down such campus recruitment. The more

organized hiring is being prompted by the changing nature of work, which is rising in

complexity and value, calling for more regular supply of talent with specific skills.

However, unlike IT services companies which hired mostly from engineering

colleges; BPOs are casting their net wider to include medical, commerce and law

graduates.

The $21-billion (Rs 1.3 lakh crore) sector employs 11 lakh people and is projected to

grow to $50 billion (Rs 3.1 lakh crore), with employment potential for 18 lakh

professionals by 2020. "We will be visiting colleges across the sectors which will be

one of the advantages that BPM companies will bring to the campuses," said

SandipSen, CEO at Aegis, which employs around 55,000 and has revenues of about

$1 billion (Rs 6,200 crore).

However, BPOs are not expected to recruit at the same scale as IT sector, which

employs nearly 30 lakh professionals but has cut down hiring now because of

moderating pace of growth and greater automation. "These are specialized positions

and only those who can hit the ground running will be hired," said

RituparnaChakraborty, co-founder and senior vice-president, Team Lease, which

offers staffing services to BPOs.

As a result companies are looking to work with colleges and campuses around

curriculum and course development so that students have relevant skills by the time

they graduate. "Students are upbeat about the sector with good career prospects and

are keen to learn relevant skills," said Sanjeev Bansal, director, Amity Business

School. In future, a certification is also being planned as a necessary requirement to

be hired in the industry.

Industry experts however caution that campus hiring, especially from business

schools and other specialized educational instituted pose the risk of higher costs for

the BPOs, whose growth has so far been driven by labor cost arbitrage between it can

offer to clients in markets such as US and Europe.

While the KPO sector in India market is expected to grow significantly during the

next few years, industry today faces the challenge of adequate talent availability and

high attrition rate among young professionals. Further, services in this sector are

specialized and professionals with specific domain knowledge are only preferred.

This calls for reformation of practices in both education sector and corporate sector.

On one hand school and campus education needs to be more focused on building

basic language and aptitude capabilities in students. And on the other corporates need

to look beyond the top few colleges to attract employable youth. Aspiring Minds has

been working continuously in this space to bridge the employability gap and bring

employable youth from lesser known institutes in front of recruiters. Standardized

employability assessments should be the hiring criteria instead of relying on proxies

like colleges rank, Class XII marks, city of college etc.

3.1JOB DESCRIPTION & JOB SPECIFICATION

Broad qualifications for recruitment for a beginner in:

InsuranceProcess

Graduates/PGs /Diploma equivalent to Graduates from any discipline, Preferably

B.Com, Graduates/Finance background

Backend process

Graduate/Diploma-holder equivalent to Graduates from any discipline with good typing skills

Voice Process

Graduate/PGs/Diploma holder’s equivalent to Graduates from any discipline

Engineers from other streams like Civil, Agricultural are also considered.

Technical Services

Graduate/PGs/Diploma holder’s equivalent to Graduates from any discipline,PreferableBask/BCA.

Graduates/Tech Diploma Engineers from mainstream (Software/Computers).

Engineers from other streams like Civil, Agricultural are also considered.

Graduates in any discipline are eligible to apply. In some cases, even under-graduates

are considered. However, openings in the areas of Technical Support, Human

Resource Management, Engineering Designs and Research Outsourcing and Finance

and Accounting (F&A) would require professional qualifications such as an MBA,

MCA, CA, CFA, Law, PhD, BE/BTech.

3.2SOURCES OF RECRUITMENT

The sources of recruitment may be broadly divided into two categories: internal

sources andexternal sources. The most commonly used internal source of recruitment

are employees referral, Tranfer and Promotions the external sources on which kpo

relies headhunting unsolicited walkin Interview.

Front Line Call AttendersExternal Recruitment – Consultants, Job PortalsReasons

Less Cost & Time ( for 50 candidates) Huge Candidate pool with expected skill set

Shortlisting can be done quickly Less training for “Experienced”

candidatesRequirements For fresher ( Induction Training ) Stress Management

Training

Supervisor – Call DirectorInternal & External RecruitmentInternal – Internal Job

posting, Employee Reference, Promotion Reasons: Less Cost (Possibly no cost ) Less Time No need for induction training (Promotion) Motivation (Promotion) Increased

Loyalty & MoraleIf not available by Internal sources, External - Consultants Reasons: Less Time “New Blood” – ‘New Ideas”

. Middle Level Managers Internal & External SourcesInternal – Employee

ReferralsExternal – Head Hunting Preference for Employee Referrals If not – Head Hunting through ConsultantsReasons Less cost & time Reliability

General Aptitude Test

Most players in the BPO industry administer an aptitude test as part of the selection

process. For example, the GAT (General Aptitude Test) at IBM Daksh is a web-based

test. It comprises multiple-choice questions on analytical reasoning, numerical

reasoning, grammar test, computer test (technical/semi-technical).

The verbal tests include free speech round where the candidate is assessed for

language proficiency, the ability to articulate thoughts, rate of speech and listening

and comprehension skills.

For Transaction Processing and KPO-related jobs the selection process is slightly

different. The selection process covers written function test, panel interview for

checking subject matter, taking help of Subject Matter Experts (SMEs) and an HR

interview to check if the candidate would fit in with the company’s culture, says

Praveen Kamath, Global Head of Talent Acquisition, Wipro BPO. He adds that for

some of the critical and high-end financial services requirements there is an additional

round of discussion/interview with the client to ascertain the fitment.

For inbound and outbound voice-based jobs for international and domestic markets,

recruiters look for a good voice and articulation of thoughts, says DP Singh, director,

HR, IBM Daksh. Other qualities recruiters look for include communication skills,

grammar, proficiency in English, managerial and operational skills with leadership

qualities and a strong sense of discipline. In addition, reasonable level of

understanding of the domain goes a long way in helping the individual settle in

quickly once he/she joins, says Kamath of Wipro BPO. Adaptability, points out DP

Singh of IBM Daksh, is also important to succeed in this industry. “Recruitment

avenues or channels we tap for recruiting employees includes employee referrals,

walk-ins, advertisements, campus, job fairs, portals and our channel partners.” says

Singh.

CHAPTER 4

COMPANY OVERVIEW

Tata Consultancy Services Ltd is an information technology (IT) company. The

company offers a range of IT services, outsourcing and business solutions. They also

offer IT infrastructure services, business process outsourcing services, engineering

and industrial services, global consulting and asset leveraged solutions. Their

segments include banking, financial services and insurance; manufacturing; retail and

distribution, and telecom. The company is a part of Tata Group, one of India's most

respected business conglomerates and most respected brands. They are headquartered

in Mumbai. They are having 142 offices in 42 countries as well as 105 delivery

centers in 20 countries. The company shares are listed on the National Stock

Exchange and Bombay Stock Exchange of India.

Tata Consultancy Services Ltd was incorporated in the year 1968. Tata Sons Ltd

established the company as division to service their electronic data processing (EDP)

requirements and provide management consulting services. In the year 1971, they

started their first international assignment. The company pioneered the global delivery

model for IT services with their first offshore client in 1974. In the year 1981, the

company set up India's first IT R&D division, the Tata Research Design and

Development Centre at Pune. In the year 1985, they set up their first client-dedicated

offshore development center for Compaq (then Tandem). In the year 1989, they

delivered an electronic depository and trading system called SECOM for SIS

SegaInterSettle, Switzerland. In the year 1997, the company opened their new

corporate training facility at Trivandrum.

In the year 1998, they started virtualization of business. In the year 1999, they got

SEI-CMM Level 5 certification for their Qwest, HP, SEEPZ &Sholinganallur centres.

Also, in the year 20000, they got SEI-CMM Level 5 certification for their Calcutta,

Bangalore, Lucknow Hyderabad, GEDC, Ambattur and Ahmedabad centres. In the

year 2001, the company completed the acquisition of public sector unit, CMC Ltd. In

the year 2002, they expanded their geography into new growth markets like China/

Uruguay. The company saw outsourcing opportunity in E-Commerce and related

solutions and set up its E-Business division with ten people. By 2004, E-Business was

contributing half a billion USD to the company. During the year 2004-05, the

company acquired WTI Advanced Technology Ltd and TCS Business Transformation

Solutions Ltd (Previously, Phoenix Global Solutions (India) Ltd), subsequently these

two companies became the subsidiaries of the company. In August 9, 2004, the

company became a publicly listed company.

During the year 2005-06, the company acquired three companies Comicrom S A,

Chile, Financial Network Services (Holdings) Pty Ltd, Australia (FNS) and Swedish

Indian IT Resources AB (SITAR). The company made strategic alliances with

Diligenta Ltd for Life Insurance business. Also, they entered into a Joint Venture

Agreement with the State Bank of India. The new company was formulated and

named C-Edge Technologies Ltd (C-Edge) for providing advanced technology

solutions and world-class domain consulting for the banking and financial services

sector. During the year, the company ventured into a new area for an Indian IT

Services Company. In April 2005, Tata Infotech Ltd with their three wholly owned

subsidiaries, namely Airline Financial Support Services (India) Ltd, Aviation

Software Development Consultancy India Ltd and TCS Business Transformation

Solutions Ltd were amalgamated with the company. During the year 2006-07, the

company in partnership with the Government of Madhya Pradesh formed a company,

namely MP Online Ltd, for offering a wide range of computer enabled services in the

State of Madhya Pradesh.

During the year 2007-08, the company opened a centre in Cincinnati, USA, and a

large centre in India at Hyderabad and laid the foundation for a large centre in Pune.

They launched a major brand building initiative in order to articulate and propagate its

new brand positioning. Also, they signed a new multi-year contract with Chrysler

LLC for providing a comprehensive portfolio of IT services. TKS Services S.A.,

Quartz Software Technology S.A. and Tata Consultancy Services Financial Solutions

Limited merged with Tata Consultancy Services Switzerland Limited with effect from

April 1, 2007. In May 25, 2007, the company through their wholly owned subsidiary,

Tata Consultancy Services Do BrasilDesenvolvimento De ServicosLtda, acquired

100% equity interest in a Brazil based Company, GT Participacoes S.A.

During the year 2008-09, the company acquired Citigroup Inc.'s (Citi) 96.26%

interest in TCS e-Serve Ltd (formerly known as Citigroup Global Services Limited),

the India-based captive BPO, for a total consideration of USD 504.54 million. In

addition, Citi signed an agreement with the company to provide process outsourcing

services to Citi and their affiliates for an aggregate amount of USD 2.5 billion over a

period of 9.5 years. During the year, the company through their subsidiary, Tata

Consultancy Services Asia Pacific Pte Ltd, subscribed to 100% share capital of Tata

Consultancy Services (Thailand) Ltd and Tata Consultancy Services (Philippines) Inc.

In June 2008, the company got $11.5 million transformational deal to design, install

and integrate a tax administration system for the Uganda Revenue Authority (URA).

In July 29, 2008, the company won the highest incremental improvement award and

moved to the Industry Leader position in the Tata Business Excellence Model

('TBEM') at the JRD QV Awards ceremony.

In October 22, 2008, the Tata Infotech Deutschland GmbH has merged with Tata

Consultancy Services Deutschland GmbH. The merged entity is a wholly owned

subsidiary of the company. In December 11, 2008, the company subscribed to 50%

share capital of National Power Exchange Ltd, established to promote trading of

electrical power in India. In June 5, 2009, the company, through their wholly owned

subsidiary, Tata Consultancy Services Canada Inc, acquired 100% interest in ERI

Holdings Corp. In January 1, 2010, the company, through their wholly owned

subsidiary, TCS Iberoamerica S.A., subscribed to 100% interest of TCS Uruguay S.A.

In January 1, 2010, they purchased 100% interest of MGDC S.C., Mexico, through

their wholly owned subsidiaries, TCS Uruguay S.A. and TCS Argentina S.A. In June

2010, the company signed a multi-year outsourcing contract with Telenor Norway.

In June 30, 2010, Syscrom S.A., Chile merged with Tata Consultancy Services BPO

Chile SA, a wholly owned subsidiary of TCS Inversiones Chile Limitada. Also,

Custodia De documentosInteresLimitada, Chile merged with Tata Consultancy

Services BPO Chile SA, a wholly owned subsidiary of TCS InversionesChilLimitada.

During the year 2010-11 , the company set up five subsidiaries namely, MahaOnline

Limited, Diligenta 2 Limited, MS CJV Investments Corporation, Retail FullServe

Limited and CMC eBiz Inc. Also, Financial Network Services (H.K.) Limited was

liquidated and de-registered during the year. The Company entered into an agreement

with the Government of Maharashtra pursuant to which a new subsidiary company,

MahaOnline Ltd (MahaOnline) was setup on July 28, 2010 with equity participation

from TCS and Government of Maharashtra.

The company won a contract for establishing and managing the State Data Centre for

the state of Uttar Pradesh. In February 2011, they signed five year contract with du,

the integrated telecom service provider in the United Arab Emirates. Also, they

launched iON - a fully integrated information technology solution for Small and

Medium Business (SMB). iON provides on-demand business solutions using scalable

cloud computing technology. It has been developed to deliver IT in the third

generation service model to SMBs. In August 2011, the company and the Singapore

Management University (SMU) announced the establishment of the TCS-SMU iCity

Lab to be located at SMU. The collaboration agreement signed states the two

organizations are partnering to create a new research facility to develop industry

standards and IT frameworks for the emerging intelligent city (iCity) model of urban

development.

In December 2011, Call Genie Inc. announced that it has entered into a five year

reseller agreement with Tata Consultancy Services (TCS) the IT services, consulting

and business solutions firm, whereby TCS will resell the full suite of Call Genie and

UpSnap Mobile products worldwide. In February 2012, the company signed a multi-

year, multi-million euro contract with Europcar. After a rigorous evaluation process,

Europcar Information Services (EIS), the company's IT subsidiary, selected TCS to

manage strategic IT Services development for its French operations.

Also, the company and Mitsubishi Corporation announced a new joint venture,

Nippon TCS Solution Center Ltd, for the Japanese market. Nippon TCS Solution

Center will offer a full service suite of IT, BPO and Infrastructure services to

Japanese corporations. TCS Japan will have 60% stake with Mitsubishi Corporation

having a 40% stake. The joint venture will also establish a nearshore delivery center

in Japan.

4.1 History

It began as the "Tata Computer Centre", for the company Tata Group whose main business was

to provide computer services to other group companies. F Coli was the first general

manager. JRD Tata was the first chairman, followed by names Palkhivala. One of

TCS' first assignments was to provide punched card services to a sister concern, Tata

Steel (then TISCO).

It later bagged the country's first software project, the Inter-Branch Reconciliation System

(IBRS) for the Central Bank of India. It also provided bureau services to Unit Trust of

India, thus becoming one of the first companies to offer BPO services. In the early 1970s,

Tata Consultancy Services started exporting its services. The company pioneered the

global delivery model for IT services with its first off shore client in 1974. TCS's

first international order came from Burroughs, one of the first business computer

manufacturers.

TCS was assigned to write code for the Burroughs machines for several US-based

clients. This experience also helped TCS bag its first onsite project - the Institutional

Group & Information Company (IGIC), a data center for ten banks, which catered to

two million customers in the US, assigned TCS the task of maintaining and upgrading

its computer systems. In 1981, TCS set up India's first software research and development center,

the Tata Research Development and Design Center (TRDDC).

The first client-dedicated offshore development center was set up for Compaq (then Tandem)

in1985.In 1989, TCS delivered an electronic depository and trading system called

SECOM for SIS Sega Inter Settle, Switzerland. It was by far the most complex

Project undertaken by an Indian IT company. TCS followed this up with System ‘X’

for the Canadian Depository System and also automated the Johannesburg Stock Exchange (JSE).

TCS associated with a Swiss partner, TKS Tekno soft, which it later acquired .In the

early 1990s, the Indian IT outsourcing industry grew tremendously due to the Y2K

bug and the launch of a unified European currency, Euro. TCS pioneered the factory

model for Y2K conversion and developed software tools which automated the conversion

process and enabled third-party developers and clients to make use of it In 1999.

TCS saw outsourcing opportunity in E-Commerce and related solutions and set up

its E-Business division with ten people. By 2004, E-Business was contributing half a

billion dollars (US) to TCS On 9 August 2004, TCS became a publicly listed

company, much later than its rivals, Infosys, Wipro and Mahindra Satyam During

2005, TCS ventured into a new area for an Indian IT services company –

Bioinformatics In 2008, the company went through an internal restructuring exercise

that executives claim would bring about agility to the organization.

4.2 Indian branches

TCS has development centers and/or regional offices in the following

Indian cities:-Ahmedabad, Baroda, Bangalore, Bhubaneswar, Kochi, Kolkata, Lucknow,

Mumbai, Noida, Pune, Thiruvananthapuram, Patna, Haldia.

Global units

Africa: South Africa, Morocco Asia (Outside India): Bahrain, Beijing, Hong

Kong, Hangzhou, Shanghai, Indonesia, Israel, Japan, Malaysia, Saudi Arabia, Singapore, South

Korea, Taiwan, Thailand, UAE(Dubai)Australia: Australia Europe: Belgium, Denmark,

Finland, France, Germany, Hungary, Iceland, Ireland, Italy, Luxembourg,

Netherlands, Norway, Portugal, Spain, Sweden, Switzerland, United Kingdom North

America: Canada, Mexico, USA South America: Argentina, Brazil, Chile, Colombia,

Ecuador, Uruguay, Peru

4.3 Employees

TCS is one of the largest private sector employers in India with core strength inexcess of 186,914

individuals. TCS has one of the lowest attrition rates in the Indian IT industry. In the

past TCS has been criticized by its employees in Public forums on its Appraisal

and Promotion policies.

4.4 HUMAN RESOURCE PLANNING AT TATA CONSULTANCY SERVICES

LIMITED

About the Company: Tata Consultancy Services Limited (TCS). Tata Consultancy

Services Limited (TCS): is a software services consulting company, one of the largest

provider of information technology and business process outsourcing services in Asia.

Tata Consultancy Services Limited (TCS) is a flagship subsidiary of one of India's

largest and oldest conglomerate company, the Tata Group, which has interests in areas

such as energy, telecommunications, financial services, manufacturing, chemicals,

engineering, materials, government and healthcare.

Analysis of business factors in Tata Consultancy Services Limited

(TCS)

The major factors that are taken into account while planning the human

resource planning are:

Schedule of available resources

Skills of available resources

Some of the minor factors:

Personality conflicts among the employees

Attendance History of the employees

Team player

willingness to work on given project

Additional major factors:

Production forecasting

Economic conditions which may cause the company to lay-off or cut-back, or

increase their workforce.

Workforce Analysis in Tata Consultancy Services Limited (TCS)

To manage its workforce efficiently, TCS reorganised its global operations in April 2008. The company had nearly 140,000 employees then, but it needed a structure that allowed it to build a nimble organisation to capture new growth opportunities. The

new model divided the operations of the company into five groups — industry solutions, major markets, new growth markets, strategic initiatives, and organisational

infrastructure. The company was reorganised into many smaller operational units consisting of 3,000-14,000 employees, each pursuing the best possible growth in their individual domain. Each business unit manages its own costs and is accountable for

its margins. This has turned out to be an important enabling mechanism for better control of the various margin levers.

Each of these groups had a director who began reporting to Chandrasekaran this restructuring took nine months. Chandrasekaran’s task, thus, was also to build an

army of leaders.

According to Ajoy Mukherjee, vice-president and head of global human resources at TCS, the overall workforce planning is done when the business plan for the year is prepared — typically between December-January and mid-February. It takes into

account the growth of each of the business unit and the engagements those are getting into. This helps the company understand the skill sets each one of those needs to focus

on. After this, TCS takes into account the company’s overall growth rate and the demand scenario. “The rate of attrition at TCS is about 14.6 per cent. In recent years, excluding the 2008-10 downturn, TCS has been recruiting about

30,000 people every year. The challenge before the management is to keep this huge base of employees spread across 42 countries connected and motivated. “People are,

without question, TCS’s greatest asset,” acknowledges TCS vice-chairman, S Ramadorai,

TCS has a very methodological way in laying the base requirements for this process. Sales team lays down the year’s projection in advance detailing the kind of projects

they expect to win and in which all areas. This is possible for a conglomerate like TCS based on their years of experience in the market which allows them to be

predicting the trend based on history. While these projections are certainly reviewed quarter in advance, but it still gives a reasonable heads up to the human resource department for them to plan what kind of people will be required to be hired. The

business personnel lay out a clear job description of what kind of people will be required at various levels.

TCS does recognize that keeping the cost under control is certainly an important

factor and so plans to hire a fair mix of fresh graduates and lateral hires. While lateral hires continue to be expensive due to market dynamics, fresh graduate hiring helps them keeping their overall cost low.

It is the process of analyzing and understanding the workforce and planning for

projected shortages and surplus in specific occupations and skill sets.

In Tata Consultancy Services Limited (TCS), workforce analysis should be made

based on their projects. So that only they can realize the needs to assess the further

requirements or improvements what is to be made to the current plan.

Internal Scan in Tata Consultancy Services Limited (TCS)

What are the factors which affecting the Tata Consultancy Services Limited

internally, that is to be identified. Then the required steps can be taken to create a

solution and to enhance the HR capacity in order to meeting the Tata Consultancy

Services Limitedly goals.

The internal factors may be as: work environment, quality of work life, relationship

with their peers/subordinates, etc., In Tata Consultancy Services Limited (TCS),

internal factor which affecting HR capacity might be their compensation structure.

Definitely, it will lead to create a problem while attaining the goals. So that, the

grievances must be monitored by the management and also they should take

preventive measures.

Monitoring, Evaluating and Reporting in Tata Consultancy Services

Limited (TCS)

The human resource plan ends up with monitoring and evaluating the workforce

capacity and then reporting the results of the performance to measure performance,

set targets, and finally the results can be integrated together to make decisions and to

determine the future priorities.

4.5SOURCES OF RECRUITMENT

The main sources of recruitment are:

Internal promotion-advancement from within the company where an employee works; usually given to those with a successful record of accomplishment. Applicants

should inquire about the possibility for internal promotions before accepting a position with a company.

Campus Placements:

TCS is probably the largest IT recruiter in India with over 30,000 freshers being every

year. The company conducts massive campus and off campus placements across India

at regular intervals. Though the percentage of candidates recruited from campus and

off campus are significantly different, the stages in placement are essentially the

same.

3. Agencies for the unemployed- These are those agencies that that help people to stay afloat for with their most basic

needs and expenses, during the period of unemployment. During this period these agencies help the unemployed person to get a job by providing resources like –

contacts with employers and etc. 4. online job portals soften via agents for specialist posts or the use of other local media

(e.g. commercial radio)

Employee referral is an internal recruitment method employed by organizations to identify potential candidates from their existing employees' social networks. An employee referral

scheme encourages a company's existing employees to select and recruit the suitable candidates from their social networks.

a) Written Test b) Tech Interview c) HR Interview

a) Written Test :

(Thisis based on some of the recent ONLINE tests. Pattern and distribution of

questions in offline tests could be different)

Written test consists of three major sub divisions namely a) Verbal b) Aptitude and c)

Reasoning. Good thing about all these three sub tests is that generally there would be

no negative marks. Also the perception is that there is no individual cut off

requirement in any of these sections.

Verbal section would normally carry about 30 questions for a duration of around 20

mins. Quantitative aptitude would carry around 35 questions for a duration of about

40 mins and critical reasoning would carry about 10 questions for a duration of 30

minutes.

Aptitude/Reasoning/Verbal ability Topics to concentrate

Puzzles, Probability, Time and work, Coding and decoding, Numbers, Simple

equations Permutation and combination, Average, Statement problem, etc.

b) Tech Interview :

Once shortlisted from written test, you would be grilled on technical questions from

your course subjects and areas of interest. TCS is known for tough technical questions

unlike most other companies and hence it is essential that you stay thoroughly

prepared. Elimination from tech interview could be high due to the tough nature of

questions.In Technical Interview basically questions are based on your college

project, computer languages and others , whateveryou have written in your

resumequestionsandothers

c) HR Interview :

TCS generally has a separate HR interview with a different panel. Normally questions

include goals, willingness to work in team etc. Generally there would be least

elimination from HR round.There will be questions to test personality,

communication skills,behaviour and spontaneity.

The REFERENCE CHECK FORM-should be filled up separately by two referees.

The first page of the Reference Check Form requires the details of the referees.The

second page includes the details with the feedback of the referees.

The REFERENCE CHECK FORM should be filled up separately by two referees.

Who are associated with the candidates

We, filling the reference check form gives the company an assurance that we will be

loyal towards our work.

MEDICAL TIE UP

You are required to submit a medical certificate only in the format prescribed by TCS which needs to be verified by a registered medical practitioner with minimum qualification as M.B.B.S.

CHAPTER 5

COMPANY STUDY AT UGAM SOLUTIONS

5.1Ugam Overview

Ugam Research is a leading global provider of market research operations solutions,

with over 1200 knowledge associates in India, the USA and the UK.

A pioneer in the market research operations field, we are internationally recognized

for providing innovative solutions, our depth of domain expertise and experience,

world – class quality and operations underscored by strong processes and systems.

We consistently go above and beyond to add significant value, not just adhering to

our clients’ standards and processes, but also improving upon them

Ugam Solutions is a leading research and analytics firm providing cutting edge

solutions to global retailers, brands, and insights-based consultancies to improve their

business performance. Ugam’s analytics solutions for pricing, assortment, and

conversion decisions help retailers and brands grow and retain their customers.

Nine of the largest 25 of the Top 500 internet retailer companies are benefitting from

these solutions that uniquely combine the best of domain consulting, analytics

expertise, and a state-of-the-art big data technology platform.

Ugam Solutions is a large and experienced business:

1300 Plus Employees and Growing

Over 13 Years’ Experience

5.2The Meaning of Ugam

The word Ugam has its origin in the ancient language Sanskrit and means source.

When used as a noun, the word Ugam connotes beginning or origin.

Sanskrit is the ancient sacred language of India and is one of the oldest languages in

the world; it is the origin of many words in languages including Russian, Chinese,

Greek, English and many European languages. Similarly, Ugam Research is one of

the pioneers in the realm of Market Research. We combine innovation and industry

best practices to provide solutions that help our partners excel.

We will continue to focus on being a source of pioneering business solutions in the

market research industry.

Ugam Solutions is one of the top companies in:

Best Rising Stars in Healthcare Best Rising Stars in Retail and Consumer Goods and Healthcare Best 10 Rising Stars in UK

Best Rising Stars in Healthcare Mumbai, India, 26th May, 2011

Ugam Solutions Pvt. Ltd., a leading provider of marketing decision support solutions including market research operations, advanced analytics and online marketing servicesto global organizations, has been included in the rankings of top companies

by IAOP® in the 2011 Global Outsourcing 100®list, in the categories –

Best Rising Stars in Healthcare,

Best Rising Stars in Retail and Consumer Goods and Healthcare,

Best 10 Rising Stars in UK and

Best 20 Rising Stars in Western Europe.

IAOP is the global, standard-setting organization and advocate for the outsourcing industry around the world.

The Global Outsourcing 100 List was independently judged by Michael F. Corbett, Chairman, IAOP and a group of experienced outsourcing buyers.

The panel evaluated applicants on four critical characteristics: size and growth,

customer satisfaction, organizational competencies, and management capabilities.

The service providers are organized into two categories: Leaders and Rising Stars. Leaders are companies with more than USD 50 million in revenues for their most

recent fiscal year or more than 5000 employees.

Rising stars are those companies which can be categorized below this threshold.

However, they have the potential to move to the Leaders category very soon.

Commenting on this achievement, Sunil Mirani, Chief Executive Officer, Ugam Solutions said, “We are extremely proud to have made to the prestigious IAOP Global

Outsourcing 100® in so many categories. It epitomizes the trust and confidence that Ugam, as an organization, has built over a

period of time with its customers. It is a great honor to get recognition for our focused and collaborative approach in providing our clients with better solutions for their marketing decision support needs, professionally executed, and professionally

delivered.”

5.3About Ugam Solutions

Ugam Solutions is a leading provider of Marketing Decision Support Solutions to global organizations since the last 10 years. Founded in 2000, Ugam Solutions is an

ISO 27001 certified company with a workforce of 1100+ knowledge associates across USA, UK and India.

Ugam’s service offerings include: a. Market Research Operations – The Market

Research operations services include multi-country and domestic Project Management, Survey Programming, International Online and Telephone Data

Collection, full service Healthcare Data Collection, Data Cleaning and Tabulation, Multivariate Analysis, Open Ended Coding, Charting, Report Writing, and Panel Support Services.

Business Intelligence and Predictive Analytics – Ugam’s Business Intelligence and

Predictive Analytics solutions aid a better understanding of consumer behavior by blending the deep analytical skills of the team with the capability to deal with high volume complex data sources, integrate data across platforms, and extract business

intelligence using high-end data mining tools and techniques.

Competitive Intelligence Solutions – Ugam’s Competitive Intelligence Solutions like PriceTrac™ and PromoTrac™ help retailers in their pricing strategy by providing insight into their competitor’s prices, promotions and product assortments – thereby

enabling companies to improve margins and increase sales.

Content Solutions – Ugam’s Content Solutions offers services like catalog development and categorization, taxonomy development, image processing, data aggregation, content moderation and content optimization resulting in real-time and

relevant search optimized content that enables better decision making by end-customers and increases sales.

With a culture that is completely performance driven, Ugam Solutions focuses on delivering best quality results to clients using best-of-the-breed methodologies and

modern infrastructure.

About IAOP

The International Association of Outsourcing Professionals (IAOP) is the global, standard-setting organization and advocate for the outsourcing profession. With more

than 110,000 members and affiliates worldwide, IAOP helps companies increase their outsourcing success rate, improve their outsourcing ROI, and expand the

opportunities for outsourcing across their businesses.

Interview at Ugam Solutions – Mario Thirituvaraj

Recruitment Process in brief:

The problem of need for people results in resource requirement. The particular

department head is approached by this problem by a subordinate having this problem.

The department head approves the same if he/she finds this requirement a necessity. If

it is approved then the department head raises the request to the HR department. HR

department gets all the details like what kind of resource is needed to be hired,

deadline for the requirement, etc.

Then HR department decides on a pool of people where they can find the appropriate

resource. Once the pool is decided, they approach an agency for this pool.

The agency can be Naukri, Monster or any other recruitment agencies.

The HR department gets all the contact details of a ‘n’ number of candidates based on

‘x’ number requirement and ‘n’ is always greater than ‘x’.

These numbers are decided based on the post requirement data they would have.

Once they get this data, they start contacting the candidates and arrange for an

interview.

The Interview steps are as follows :

1. Aptitude (Common for everyone–)

2. Technical round (written)

3. HR (One to one)

4. Department interview (One to one)

If selected then the candidates are hired and the HR offers them. If the

candidate accepts then update the status on recruitment system .Once ‘x’ is

achieved they close this requirement.

Conclusion

Conclusion- Materials, People, systems, tools, knowledge, management, equipment,

processes, attitudes all are input for any king of production cycle in an organization.

To increase productivity of any organization they need to develop staffing process

properly and consider the following important ISSUES: Planning Motivation

Organizing Managerial Function s Staffing Directing Co-Coordinating Controlling

Transformation of the demographic makes up of the workforce, including

internationalization, Quality of employee recruitment decision must be ensured, and

selection processes are complex and involve human making so that, should careful

monitoring to minimize subjectivity and ensure fairness, Human is the most dynamic

resources for an organization, getting the best person is a critical task, Recruitment

and selection are an integral component of human resources activities, which include

employees training, development, compensation and employee relation

To increase productivity, growth and progress, effective and dynamic recruitment and

selection procedures are essential. A qualified person is the beginning of better

performance. All organization needs a strong team to accomplish their goals and

objectives. Without proper recruitment and selection process, it’s too tough to build

up dynamic working group and successive atmosphere for all tasks.