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A Report on
Submitted To:
Submitted By:
Ms. Monica Sharma
Vallari Sharma
Mr. Manmeet Arora Fall 09
PG
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P + MBA (2009-11)
ACKNOWLEDGEMENT
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Vallari Sharma
Table of Content
Page no.
• DECLARATION.......................................................................................
.....................................................3
• ACKNOWLEDGEMENT...........................................................................
.................................................4
• EXECUTIVE
SUMMARY..............................................................................................
............................7
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1.1Selection.......................................................................................
................................................14
1.2.1The difference between Recruitment &
Selection.................................14
1.2.2Goals of
selection.............................................................................
..................15
1.2.3Selection
Process...............................................................................
................15
1.1Induction.......................................................................................
..............................................17
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3.4Initiation of
Recruitment...................................................................................
...................30
3.4.1Manpower
Budget................................................................................
............30
3.4.2Drivers of
Recruitment........................................................................
............31
3.4.3Job
descriptions.........................................................................
........................31
3.1Recruitment
Sources..........................................................................................
....................33
3.5.1Internal
Source.................................................................................
.................33
3.5.2External
Source.................................................................................
................36
3.1Selection
Process..........................................................................................
...........................40
3.6.1Screening.........................................................................
....................................40
3.6.2Interview..........................................................................
...................................41
3.6.3Evaluation of
Candidate...........................................................................
....41
3.1Salary
Fixation..........................................................................................
...............................41
3.2Offer..............................................................................................
...............................................42
3.3Pre – Employment
Activities........................................................................................
......44
3.9.1Reference
Check..................................................................................
...............44
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3.9.2Medical Check –
up........................................................................................
....44
3.9.3Relocation........................................................................
....................................44
3.1Joining
Formalities.....................................................................................
......................45
3.2Trainee
Program.........................................................................................
......................46
3.11.1Management Trainee
scheme......................................................................46
3.11.2Executive Trainee
Scheme.............................................................................4
6
3.11.3Graduate Engineer Trainee
Scheme..........................................................46
3.11.4Diploma Engineer Trainee
Scheme............................................................46
3.1Inter Circle
Hiring.............................................................................................
................46
3.2Process
Review...........................................................................................
.......................47
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4.3.4Data
Collection............................................................................
.......................51
4.3.5Research
Instrument..........................................................................
..............51
4.3.6Tools for
Analysis...............................................................................
................51
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QUESTIONNAIRE............................................................................
........................................................68
ANNEXURES....................................................................................
.........................................................73
BIBLIOGRAPHY.............................................................................
........................................................80
EXECUTIVE SUMMARY
CHAPTER – 1
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1.1 RECRUITMENT
Recruitment means to estimate the available vacancies and
to make suitable arrangements for their selection and
appointment.
1.1.1Definition:
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5. Meet the organization’s legal and social obligations
regarding the composition of its work force.
1.1.1Recruitment Process:
Manpower planning:
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• Analyzing the current manpower inventory
• Making future manpower forecasts
• Developing employment programs
• Design training programs
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v. Other methods: Several Mathematical models, with the aid
of computers are used to forecast manpower needs, like
budget and planning analysis, regression, and new venture
analysis.
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the type of people required, and procedure for applying for
these jobs.
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potential applicants is that the present employees may have
specific knowledge of the individuals who may be their friends,
relatives, or acquaintances. If the present employees are
reasonably satisfied with their jobs, they communicate these
feelings to many persons in their communities.
1.1 SELECTION
Selection is defined as the process of differentiating between
applicants in order to identify (and hire) those with a greater
likelihood of success in a job.
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1.2.1The difference between recruitment and
selection:
1.2.2GOALS OF SELECTION
1.2.1Selection process
A selection process involves a number of steps. The basic idea
is to solicit maximum possible information about the
candidates to ascertain their suitability for employment. Since
the type of information required for various positions may vary,
it is possible that selection process may have different steps
for various positions. For example, more information is required
for the selection of managerial personnel as compared to
workers. A standard selection process has the following steps:
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1).Screening of Applications -: Prospective employees have
to fill up some sort of application forms. These forms have
variety of information about the applicants like their personal
bio-data, achievements, experience, etc. Such information is
used to screen the applicants who are found to be qualified for
the consideration of employment. Based on the screening of
applications, only those candidates are called for further
process of selection who are found to be meeting the job
standards of the organization.
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received education, or other persons of prominence who may
be aware of the candidate’s behavior and ability.
1.1 INDUCTION
Introducing the new employee who is designated in a job, job
location, surrounding, organization, organizational surrounding,
introducing him to his relevant group is the final process in
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recruitment. Induction is the process of receiving and
welcoming an employee when he first joins the company and
giving him basic information he needs to settle down quickly
and happily and stars work.
Merits of Induction:-
Demerits of Induction:-
✔ Throws trainees into the thick of action too soon
✔ Mistakes made by raw recruits can damage company
✔ Allows no time to gauge individual strength and
weaknesses
✔ Daunts people who prefer structured work environment
✔ Small periods spent in each job can create wrong
perceptions
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CHAPTER – 2
COMPANY PROFILE
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worldwide. The Tata name has been respected in India for 140
years for its adherence to strong values and business ethics.
Every Tata company or enterprise operates independently.
Each of these companies has its own board of directors and
shareholders, to whom it is answerable. There are 28 publicly
listed Tata enterprises and they have a combined market
capitalization of some $60 billion, and a shareholder base of
3.5 million. The major Tata companies are Tata Steel, Tata
Motors, Tata Consultancy Services (TCS), Tata Power, Tata
Chemicals, Tata Tea, Indian Hotels and Tata Communications.
Tata Steel became the sixth largest steel maker in the world
after it acquired Corus. Tata Motors is among the top five
commercial vehicle manufacturers in the world and has
recently acquired Jaguar and Land Rover. TCS is a leading
global software company, with delivery centers in the US, UK,
Hungary, Brazil, Uruguay and China, besides India. Tata Tea is
the second largest branded tea company in the world, through
its UK-based subsidiary Tetley. Tata Chemicals is the world’s
second largest manufacturer of soda ash and Tata
Communications is one of the world’s largest wholesale voice
carriers.
Founded by Jamsetji Tata in 1868, Tata’s early years were
inspired by the spirit of nationalism. Tata companies have
always believed in returning wealth to the society they serve.
Two-thirds of the equity of Tata Sons, the Tata promoter
company, is held by philanthropic trusts that have created
national institutions for science and technology, medical
research, social studies and the performing arts. The trusts
also provide aid and assistance to non-government
organizations working in the areas of education, healthcare
and livelihoods. Tata companies also extend social welfare
activities to communities around their industrial units. The
combined development-related expenditure of the trusts and
the companies amounts to around 4 per cent of the net profits
of all the Tata companies taken together.
2.2Introduction of Chairman - Ratan Tata
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Ratan N Tata has been the Chairman of Tata Sons, the
promoter company of the Tata group, since 1991. He is also
the Chairman of the major Tata companies, including Tata
Motors, Tata Steel, Tata Consultancy Services, Tata Power,
Tata Tea, Tata Chemicals, Indian Hotels and Tata Teleservices.
During his tenure, the group’s revenues have grown nearly 13-
fold.
Mr. Tata also serves on the board of directors of Fiat SpA and
Alcoa. He is also on the international advisory boards of
Mitsubishi Corporation, the American International Group, JP
Morgan Chase and Rolls Royce.
Mr. Tata is associated with various organizations in India and
overseas. He is the Chairman of two of the largest private-
sector-promoted philanthropic trusts in India. He is a member
of the Prime Minister’s Council on Trade and Industry, the
National Hydrogen Energy Board, and the National
Manufacturing Competitiveness Council. He is the president of
the Court of the Indian Institute of Science and Chairman of the
Council of management of the Tata Institute of Fundamental
Research. He also serves on the UK Prime Minister’s Business
Council for Britain and the International Advisory Council of
Singapore’s Economic Development Board. He is also a
member of the Global Business Council on HIV / Aids and the
Programme Board of the Bill and Melinda Gates Foundation’s
India Aids initiative.
Mr. Tata joined the Tata group in 1962. After serving in various
companies, he was appointed director-in-charge of The
National Radio and Electronics Company in 1971. In 1981 he
was named Chairman of Tata Industries; the group’s other
promoter company.
Mr. Tata received a BS degree in architecture from Cornell in
1962. He worked briefly with Jones and Emmons in Los Angeles
before returning to India in late 1962. He completed the
Advanced Management Program at Harvard Business School in
1975.
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The Government of India honoured Mr Tata
with its second-highest civilian award, the
Padma Vibhushan, in 2008. He has also
received honorary doctorates from Ohio State
University, the Asian Institute of Technology,
the University of Warwick and the Indian
Institutes of Technology of Kharagpur and Madras, and an
honorary fellowship from the London School of Economics.
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telecom Circles in a quick span of under six months. The
company plans to launch pan-India operations by the end of FY
2009-10.
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phone service provider in Japan with a 50 per cent market
share.
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Mobile Services, Wireless Desktop Phones, Public Booth
Telephony and Wire-line Services.
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MR. RATAN N. TATA MR. K. A. CHAUKAR
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MR. ANIL KUMAR SARDANA
Designation : Managing MR. I. HUSSAIN
Director
Designation: Director
Company : Tata Teleservices
Company: Tata Sons Ltd.
Limited
MR. N. S. RAMACHANDRAN
MR. N. SRINATH
Designation: Director,
Designation: CEO & MD
Company : Tata Teleservices
Company: Tata
Ltd.
Communications Ltd.
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Maharashtra Advisors
Ltd. India Pvt Ltd., ("THAIPL")
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CHAPTER – 3
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3.1RECRUITMENT POLICY
3.2OBJECTIVE
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• Implement merit based hiring practices that provides
equal opportunity to all.
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TTSL. Each function defines its manpower
requirements based on the strategic objectives set
down for achieving the annual business objectives for
the function. The finance function analyses the cost
incurred in the hiring of manpower. Corporate HR with
circle HR discusses the manpower requirement with
the heads of each function to rationalize the manpower
to control additions and cost.
Hiring Plan
Following this, the hiring plan for entire year is
charted out. This plan lays down the Number of
employees to be hired on a monthly basis at each
level, location and function. The manpower budget is
reviewed if any revision in business plan takes palace.
There is no carry forward of budgeted manpower from
one year to another year. Thus, there may be a change
in the manpower needs projected initially, and the
same gets changed on changes in business plans
during the course of the year.
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Job Descriptions (JDs) describe the work performed,
responsibilities involved, experience profile, skill. JDs
give an understanding of the tasks performed and the
type of qualification required to perform them.
Approved
Manpower plan/ replacement need manpower
requisition
Internal job
postings/(Tata
world)
Sourcing- internal/
external source
Screening of
Inputs from hiring managers CVs
Selection
process
Candidate selected No
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Salary fixation
Process
E - Offer
Improvisation
Offer accepted
Commencement of
N sourcing activity
Medical check up
Not ok
Do ref. check
If ok Issue formal offer
with undertaking
Joining & completion of SAP
–HR hiring process
Review process
3.1RECRUITMENT SOURCES
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training can be reduced. It provides opportunity for
promotion and employee development.
This procedure applies to all budgeted vacancies as
well as vacancies created due to replacement
requirements in levels M4 to M8.
Input Approved manpower requisition/job
description(JD)
SLA • Post the vacancy on the Intranet,
within 1 day of receiving a requisition.
• Receive CVs from internal candidates
within 7 days of job posting.
Activiti • The manpower requisition should be
es signed & forwarded by the function
head and mailed to the GM HR
corporate.
• Check JDs for level & location and post
it to the intranet
• Collect the applications received from
the hiring manager on the 7th day of
job posting.
• Applicants have been in the current
assignment for a min. of 6 months
period & are confirmed employees.
• If candidate selected make offer.
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Inp Approved manpower requisition/Job description
ut
• If candidate is not selected;
○ File CV and Interview Assessment
sheet in rejected candidates folder
○ Begin sourcing Activity
3.5.1.iCV databank
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Employee referral is an efficient and cost effective
way of
attracting qualified candidates. Employees not only
get the referral fee but also they play a role in
shaping the company’s future.
Any employee who wants to refer an individual
can forward to the HR function either through email
or by submitting a hard copy.
inputs CVs from employees
SLA Ongoing activity
Activiti • All CVs received are to be placed in
es the databank
• Maintain record of the name of the
employee and date of receipt of CV
• If the CV is short-listed, organize
interview/if rejected tell referee
• Informed the employee about the
outcome if refer candidate attends
interview
• Update personal file
• Update recruitment Tracker
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• It is based purely on the availability of a vacancy and
suitability of the outsourced employee as an
applicant.
Criteria
• The applications are for entry level positions only (M8
– M7)
• The applicant has served for a minimum period of 12
months continuously with an agency providing
services to TTSL.
• The application is screened by dept. head
3.5.1External sources
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The list of consultants is revised only at the
beginning of each financial year, on the basis of
relative performance of the consultants.
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Inputs on manpower consultant’s profiles
Identification of new
consultant
Signing of the
Process contract with the
improvisation approved list of RCs
Circulation of
contract to Circles
and to RC’s
Final List of
RC’s
Forwarding of Hiring of
requirements to consultants
RC’s
Feedback to
Rc’s
Annual evaluation of
performance of RCs Evaluation
of
Review
process
3.5.2.iAdvertisements
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b. Be brief, precise and consistent with job
specifications and the selection criteria. It must
specify the e-mail address/fax number/address
where applicants can send their CVs.
c. Attract the interest of potential and suitable
applicants.
d. Have the following details:
• Summary of TTSL’s business
• Level/Title and location of position
• Position code for each job
• Job specifications in terms of skills,
experience and qualifications required
• Closing date of applications
3.5.1Job Portals
3.5.2TTSL Website
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3.6 SELECTION PROCESS
3.6.1 Screening
Its purpose is to evaluate the application and
eliminate applicants whose profiles do not match
the job requirements.
✔ Short-listing of CVs
The CVs received from various sources are
screened by the HR function within 7 day of
commencement of sourcing activity.
3.6.1 Interview
This is powerful technique used to assess the
capabilities/skills of the candidate and to
understand the softer aspects that a difficult to
measure from resumes.
After finalizing a date and time, short-listed
candidates are invited for an interview.
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3.6.2 Evaluation of candidate
The candidate interviewed are evaluated
against the various parameters indicated in the
Interview Assessment Sheet (see Annexure 2),
which has to be filled-in and signed by all
members of the interview panel.
Salary comparator
An appropriate salary fitment is generated
giving three possible options, based on
qualification, age, experience and compensation
details of the selected person and basic salary
of existing employees at the same level.
3.6 OFFER
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Check/medically fit clearance is obtained, an
appointment letter detailing the terms of employment is
given to him/her.
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The Following Flowchart shows the offer and follow
up Process:
yes
Pre – employment
medical check –up &
Authbridge Verification
Submission of
documents
Joining
Review Process
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3.6PRE-EMPLOYMENT ACTIVITIES
3.9.1Medical Check-up
3.9.2 Relocation
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3.10 JOINING FORMALITIES
Induction
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Colleges is trained to assume roles in
technology, network, IT, operations etc.
3.13PROCESS REVIEW
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CHAPTER – 4
INTRODUCTION TO PROJECT
& RESEARCH METHODOLOGY
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4.1PROJECT OBJECTIVES
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• To explain the documentation used at the various stages of the
recruitment & Selection process.
4.1PROJECT SCOPE
4.1RESEARCH METHODOLOGY
4.3.1Definition
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Research in common parlance refers to a search for knowledge. The
advanced learner’s dictionary of current English lays down the meaning
of research as “a careful investigation of enquiry specially through
search for new facts in any branch of knowledge.”
4.3.2Research Design
- ROBERT ROSS
The researcher makes a plan of the study his research work. That will
enable the researcher to save and resources such a plan of study or
blue print or study is called a research design.
4.3.4Data Collection
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The study was based on questionnaire method. The study was about
the Recruitment and Selection System at Tata Teleservices Ltd. and
find out the effectiveness of recruitment.
Primary data
The primary data are those, which are collected a fresh and for the first
time happen to be original in character. It has been collected through a
Questionnaire and personal interview.
Secondary data
4.3.1Research Instrument
Along with the usual statistical tools such as tables, percentages, bar
charts, I have used Recruiting Metrics for analyzing the efficiency of
recruitment process and arriving at the conclusion.
4.3.6.iRecruiting Metrics
Recruiting Metrics should be defined as: “A quantifiable measurement
that can be compared to established benchmarks AND encourages
behaviors focused on candidate quality and client experience.” Most
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often, metrics are designed to measure only the outcome or production
of a recruiter regardless of the manner in which those specific metrics
are attained. In order to be effective, metrics must measure the correct
results and drive the right recruiting behaviors.
4.3.6.iiMetrics of Today
In Recruiting, the measurement of success is very analytical. The
general metrics that need to be focused while recruiting are: quantity,
cost, time and quality.
I. Efficiency metrics
There is way by which we can measure the “Quality” of the results of the
recruiting process using three great Efficiency Metrics.
The efficiency measures in a recruitment process are carried out on
the basis of the recruiters work and the productivity of the entire
recruitment process.
The Basic three metrics are as follows:
• Submittal efficiency
The submittal efficiency is measured on the basis of the
candidates’ qualification as per requirement of the job profile.
It is measured by dividing the number of applicants
interviewed by the number of applicants who submitted their
profiles. This number is expected to be really high but it is
relatively average.
If the efficiency seems to be below average, then there may
appear be some poor actions being conducted by the
recruiters, perhaps spending a lot of time while going
through resumes or insufficient specification of the job
profile. When the efficiency reaches a very low percentage
then ordered are delivered to certify the problem areas.
• Interview efficiency
The interview efficiency is measured on basis of the hiring
manager’s evaluating process. It works by extracting the
results by dividing the number of applicants who are
shortlisted and offered the position by the total interviewed
number of candidates. This sort of efficiency can measure
up to near to and al little below average as compared to the
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submittal efficiency. But the same determination actions are
applied if the efficiency results are very low.
• Offer efficiency
The last of the three basic efficiencies is measured on the
basis of the number of candidates who accept your proposal
and commence the position. It is evaluated by dividing the
number of candidates to accept the offer by the total number
of proposals. The same process of analyzing the efficiency is
applied, if it is above average then the job is being well done,
if average or near to average then there has to be certain
actions taken to modify the process and if its below or very
less than average then it is certain that the recruit is doing
poor job and negotiations are then carried out to eradicate
the offers.
I. Source of Hire – Data is driven by the percentage of new hires
from each defined candidate source. Data also driven by
percentage of hires per source, with highest on the job
performance and tenure rates. Greater focus on Quality of Hire,
Quality of Sourcing Strategy, Cost-Per-Hire, and Time-to-Fill. This
metric also helps recruiting managers see sourcing channels in
terms of outcomes, not just sheer numbers.
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CHAPTER – 5
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5.1According to the survey number of estimated new hires in
recruitment season 2010 is 25.
Number of
Details of candidates
candidates
Number of candidates submitted their
300
resumes
Number of candidates being interviewed 250
Number of candidates received offers 25
Number of candidates accepted offers 25
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Result – With the use of above formulas, the following results are found:
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✔ The offer efficiencies percentage can be too high. If 100% of people
accept your offers, perhaps you are offering too much money for the
job.
Percentage
Number of
of no. of
Recruitment sources Employees
employees
hired
hired
Internal Job postings 2 8%
CV database 3 12%
Employee referral scheme 19 76%
Off role employees 1 4%
Job portals - -
Recruitment consultants - -
Job portals - -
Advertisements - -
Total 25 100%
Inference: -
Page 67 of 90
✔ 8% of candidates hired from Internal Job postings,
✔ 12% from CV database,
✔ 4% from off role employees
✔ 76% of candidates hired from employee. So employee referral scheme
is most prominent in this recruitment season.
Inference –
✔ TTSL preferred those people at the higher level management who have
high work experience i.e. 9 to 15 years.
✔ 3 to 8 years of experience is required at middle level of management.
✔ Minimum work is required at lower level because they have less
responsibilities than higher and middle level management people.
Page 68 of 90
Percentage of
Management Number of
no. of
levels candidates hired
candidates
Higher level
4 16%
management
Middle level
20 80%
management
Lower level
1 4%
management
Total 25 100%
Inference -
✔ 16% candidates hired at higher level management.
✔ 4% candidates hired at lower level management.
✔ But 80% candidates hired at middle level management, it shows that
higher number of vacancies found at middle level.
Inference –
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✔ If a candidate hired through employee referral scheme in return
employee would get some referral amount. The referral amount
increases with the increase in the management level at which employee
gets selected.
Analysis by departments
Inference -
✔ In this recruitment 96 % employees are hired in sales department.
✔ Only 4% employees are hired in marketing department.
✔ There is no hiring in any other department.
Page 70 of 90
Male 22 88%
Female 3 12%
Total 25 100%
Inference –
✔ There are 88% male candidates are selected in recruitment 2010.
✔ 12 % female candidates are selected.
CHAPTER – 6
FINDINGS,
RECOMMENDATIONS &
CONCLUSION
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6.1FINDINGS FROM THE STUDY
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✔ Interview efficiency is 10%.
✔ The offer efficiencies is 100% i.e. all the selected people
accept the offers.
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✔ 96 % employees are hired in sales department,
✔ Only 4% employees are hired in marketing department.
✔ There is no hiring in any other department.
✔ Quality recruitment
✔ Retention of newly hired candidates
✔ Hiring of senior level management employees.
6.1RECOMMENDATIONS
ii. The offer efficiency is 100%, it can be too high but 100% means
perhaps you are giving too much salary to the new hires or any
other factor is associated with it so new hires don’t deny your
offer.
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iii. Even though you hires from the external source, the main source
of recruitment is internal but you should have look towards the
external world to hire new pool of talent. So that candidates from
external world can also work with you.
6.1CONCLUSION
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QUESTIONNAIRE
Page 77 of 90
1) Do you have a clearly stated Recruitment & Selection Policy?
Yes
No
why_______________________________________________
1) Please write down the number of selected new hires from different
recruitment sources in this recruitment season.
CV database
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Off Role employees
Recruitment Consultants
Job Portals
Advertisements
Walk Ins
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1) Which is the best recruitment source for hiring higher level
management people and why?
Advertisement
Recruitment consultants
Job portals
Page 80 of 90
1) Number of candidates hired in various departments.
Marketing
HR
Sales
Technology
Finance
CSD
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_____________________________________________________
____
ANNEXURES
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ANNEXURE 1
JOB DESCRIPTION
Date: Version:
Position Title:
Grade:
Reports to:
Function BU: Sub Function:
Corporate/Circle: Location:
Contacts of this position:
Internal: External:
Job Pupose:
Job responsibilities
Page 83 of 90
Activity 1
Activity 2
Competencies:
Professional knowledge
1
2
3
Skills
1
2
3
Personal attributes
ANNEXURE 3
Dear Mr.
Please refer to the interview and discussion s you had with us recently.
We are pleased to offer you the position of _______(Designation) in the
__________(Function) on the following terms & conditions:
1. You will receive a Basic salary of Rs._____ per month. All other
allowances and benefits as applicable to you are detailed as
applicable to you are detailed in Annexure – A.
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3. You will be governed by and agree to abide by the General Terms
& Conditions of Service of the Company, as enclosed at Annexure
– B.
You are requested to join the services of the company not later
than _________(Date) failing which please consider the offer to be
withdrawn, unless an extension to the date of joining has been
mutually agreed in writing.
We take this opportunity to thank you for the interest you have
shown in our organization and look forward to welcoming you on
board.
Page 85 of 90
Yours faithfully,
For Tata Teleservices Limited
________(name)
________(Designation) I accept the offer of
Appointment
__________________
(signature)
ANNEXURE 4
TOTAL:
ANNEXURE 5
JOINING CHECKLIST
Pre joining Post
joining
1 Curriculum vitae 1 Joining report
2 Interview 2 Certificates- age of
assessment sheet proof
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Highest education
qualification
3 Salary Fitment 3 Salary
certificate/payslip
for last employer
4 Comparator 4 Relieving/acceptanc
e of resignation
from last employer
5 Job Description 5 Photographs
6 Pre- joining 6 Gratuity nomination
communication form
letter
7 Appointment letter- 7 P.F. Declaration &
acceptance Nomination Form
8 Medical report 8 Code of Conduct
declaration 7
Conflict of interest
declaration
9 Reference check 9 Welcome on board
letter notice/ organization
announcement
10 Any other 1 Payroll information
0 data
Page 88 of 90
BIBLIOGRAPHY
BOOKS
Page 89 of 90
• Human resource management, Eleventh Edition – Gary
Dessler, Biju Varkkey.
• Essentials of HR Management and Industrial Relations,
Fourth Edition – Subba rao
Internet Source
• www.google.com
• www.wekipedia.org
• www.tata.com
• www.tatadocomo.com
• Humanresources.about.com
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