TRAINING REPORT on Effectiveness of Recruitment AT Mahindra Satyam A Project Report Submitted In Partial Fulfillment of the Requirements For The

Award of the Degree of

POST GRADUATE DIPLOMA IN MANAGEMENT

TO

M.S.RAMAIAH MANAGEMENT INSTITUTE

BY

P.SANDHYA LAKSHMI
(112207)

Under the guidance of Prof. ARAVINDA REDDY

M.S.RAMAIAH MANAGEMENT INSTITUTENEW BEL ROAD, BANGALORE-560054

DECLARATION
I hereby declare that the Project Report conducted at Mahindra Satyam, BANGALORE, Under the guidance of Prof Aravinda Reddy Submitted in Partial fulfillment of the requirements for the Degree of POST GRADUATE DIPLOMA IN MANAGEMENT TO M.S.RAMAIAH MANAGEMENT INSTITUTE is my original work and the same has not been submitted for the award of any other Degree/Diploma/Fellowship or other similar titles or prizes

Place: Bangalore Date:

P.Sandhya Lakshmi 112207

CERTIFICATE
This is to certify that the Project Report titled Effectiveness of Recruitment at Mahindra Satyam Submitted in partial fulfillment of the requirements for the award of the degree of

POST GRADUATE DIPLOMA IN MANAGEMENT TO M.S.RAMAIAH MANAGEMENT INSTITUTE Is a record of bonafide Training carried out by
P.Sandhya Lakshmi under my supervision and guidance and that no part of this report has been submitted for the award of any other degree/diploma/fellowship or similar titles or prizes.

FACULTY GUIDE Signature:

Name:Aravinda Reddy

Qualifications:

Seal of MSRMI

ACKNOWLEDGEMENT

I extend my special gratitude to our beloved Dean Shri .Dr.Swaminathan Murthy....., & Academic Head V.Narayanan.& Programme Head

Dr.Savitha Rani for inspiring me to take up this project.

I wish to acknowledge my sincere gratitude and indebtedness to my project guide...Aravinda Reddy...of M.S. RAMAIAH

MANAGEMENTINSTITUTE, Bangalore for his valuable guidance and constructive suggestions in the preparation of project report.

STUDENT NAME

TABLE OF CONTENTS

1. Industry Analysis 1.1 Introduction....1 1.2 Origin and Growth of the company....2 1.3 Porters Five Forces Model .....3 2. Company Analysis 2.1 About Mahindra Satyam..6 2.2 Products And Services Offered .7 2.3 Marketing.13 2.4 Customers........15 2.5 Compititors..18 2.6 Finance.19 2.7 Human Resources............22 2.8 Operations...23 2.9 Organizational Hierarchy............26 2.10 Swot Analysis........27 3. Discussion on Training 3.1 Roles and Responsibilities...29 3.2 Description of Tasks Handled.30 3.3 Contribution to the organization..41 4. Analysis of Task/Research Undertaken 4.1 Introduction and Background......43 4.2 Research Design...44 4.3 Analysis and Interpretation......45 4.4 Findings and conclusions......54 4.5 Recommendations.57 Bibliography Annexure

CHAPTER 1
INDUSTRY ANALYSIS

1.1.INTRODUCTION:
Mahindra Satyam (OTC: SAYCY), a leading information, communications and technology ICT) company providing top-class business consulting, information technology and communication services. Leveraging deep industry and functional expertise, leading technology practices and a global delivery model, enable companies achieve their business goals and transformation objectives. Powered by a pool of talented IT and consulting professionals across enterprise solutions, client relationship management, business intelligence, business process quality, operations management, engineering solutions, digital convergence, product lifecycle management, and infrastructure management services, among other capabilities. Development and delivery centers in the US, Canada, Brazil, the UK, Hungary, Egypt, UAE, India, China, Malaysia, Singapore and Australia serve numerous clients, including several Fortune 500 companies. Part of the $14.4 billion Mahindra Group, a global industrial federation of companies and one of the top 10 business houses based in India. The Groups interests span automotive products, aviation, components, farm equipment, financial services, hospitality, information technology, logistics, real estate and retail. Our Vision: To be the worlds most valued ICT Company Our Values

Customer First: We respond to customers speedily, courteously and effectively Good Corporate Citizenship: We seek long-term success for all stakeholders without compromising on ethics or transparency Individual Dignity: We value the individual, uphold the right to express disagreement, and respect the time and efforts of others. Nurture fairness, trust and respect Professionalism: We impart freedom and the opportunity to excel and to grow; support innovation and well-reasoned risk taking, demanding performance Quality focus: We make quality a value driver in our work, our products and our interactions. Do it First Time Right

1.2 GROWTH OF THE COMPANY:

Mahindra Satyam formerly Satyam Computer Services, is an Indian IT services company based in Hyderabad, India. It was founded in 1987 by B Ramalinga Raju. Mahindra Satyam is a part of the Mahindra Group which is one of the top 10 industrial firms based in India. The company offers consulting and information technology (IT) services spanning various sectors, and is listed on the Pink Sheets, the National Stock Exchange (India) and Bombay Stock Exchange (India). In June 2009, the company unveiled its new brand identity Mahindra Satyam subsequent to its takeover by the Mahindra Groups IT arm, Tech Mahindra on April 13, 2009

Fig:1 History of company(source secondary data)

1.3 PORTERS FIVE FORCES MODEL

In the management consulting field, where Mahindra Satyam is one of the world's largest provider of consulting services, the environment is competitive, yet is large enough for various players to enter and compete. However, the ability to do this effectively depends on many factors. Large firms often take the approach of offering specialty services on a large scale. For example, McKinsey is recognized as a best in field strategy firm. Accenture, however, places heavy emphasis on technology. My firm, Mahindra Satyam, serves as a generalist who can deliver strategy through implementation services on a high level. On the other hand, boutique firms may utilize pricing power or a more personal approach to generate profits. While the consulting marketplace is well-established, it is far from recognizing market saturation. Fragmentation still exists, as the demand of consulting needs far outpaces the ability of even the largest firms to dominate. However, the basis for rivalry is similar across the board. The cost of services is fairly range bound, with firms holding great eminence in their field holding a marked advantage in terms of retaining and building clientele. Rivals looking to increase market share are often forced to take on competitors at their own game, rather than differentiating themselves with unique knowledge. Mahindra Satyam, for example, attempts to recognize changes in the marketplace first; gaining a foothold before other large competitors can do so. Laggards are forced to distinguish themselves by offering a lower price point, better talent, or a better strategy geared towards the individual customer. Mahindra Satyam was able to create differentiation by being a one-stop shop for all consulting needs. In areas where they did not have good market penetration, they acquired firms in order to better compete. Finally, firms such as Mahindra Satyam have achieved economies of scale as evidenced by high margins and low overhead; reducing unit cost. Innovative structures, such as office hoteling has led this effort. Novel ideas, such as those described above, are important in an industry where there are few barriers to entry, but several barriers to success. The biggest barriers tend to be the ability to compete with top-tier firms. These firms, while charging higher prices, set up barriers through knowledge and client relationships that new entrants are unlikely able to
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duplicate. While costs need not be high to enter the consulting field, industry knowledge is the biggest commodity. Even the most seasoned consultants, creating their own firm, will lack the resources and proprietary information that large firms have built up over many years with a diverse clientele. As a result, new entrants are forced to grow by taking on smaller customers. Conversely, firms such as Mahindra Satyam are often able to increase revenues not through how they can impact a specific client, but rather their breadth of past clients. Reputation, in this field, is of the utmost importance.

Figure 2:porters fiveforce model One of the biggest downsides to being able to continually compete is the loss of talent. The very reputation of the firm that builds clientele trickles down to the consultants. These consultants often gain a reputation closely linked with their firm. As a result, companies will hire consultants. This is a substitute that saves them costs, as they can garner similar expertise without the price mark-up. This forces consulting firms to continually hire and develop new talent to offset this trend. A challenge to retaining talent is the long hours and travel often required of consultants. It is difficult to retain these individuals for the life of their career. Mahindra Satyam has continually attempted to balance the work-life ratio in order to keep employees from moving on. At Mahindra Satyam, it is rare that a practitioner will move to a different firm. It is far more likely that they leave to take a position with a former client. Mahindra Satyam, and its competitors, must compete not only within themselves for hiring new talent (such as MBAs), but with various companies, as well.

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Due to these attempts to obtain their own talent to improve company strategy, buyer bargaining power remains relatively high. A large aspect to the extent whether consulting firms can continue to produce profits is based on a couple of factors. First, the size of the client is vital. Accenture, for example, was able to fend off the negative effects of the recession (at least compared to many other publicly traded companies) by serving large corporations. While these corporations had suffering earnings, it was at this time that they needed consultants the most. Boutique firms dedicated to smaller companies often did not have this luxury. The second aspect to staving off buyer bargaining power is the entrance to new industries. During the downturn, the federal government continued to spend large amounts of money on consulting. Mahindra Satyams buyout of Bearing Point during this time proved that growth was possible, even in poor economic environments. This external factor, the requirement for government to be more efficient and produce clean balance sheets, was a boon to my firm. While buyer bargaining power is complicated, supplier bargaining power in this industry is easier to understand. The major suppliers are the consultants. Firms with good reputations have robust recruiting practices, enabling them to obtain the best talent. Supply for new talent is rarely short for these firms. However, as discussed earlier, retaining this talent can be an uphill battle. Firms such as Mahindra Satyam place a large emphasis on training. In addition, continuing education hours are required, as are networking events and firm development. The goal is to not only create a better consultant, but to gain buy-in in order to retain top individuals. Established consulting firms have a unique place in the market. During economic downturns, they tend to fare better than other corporations, as their expertise is needed more than ever (a low-overhead structure employed by firms such as Mahindra Satyam is helpful, as well). As economies recover, corporations are willing to spend more on these services in order to gain an edge. The goal of consulting firms is to always stay at least one step ahead of industry. Despite the ebbs and flows, there are always means by which an established firm can continue to improve its place within the market.

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2.1. ABOUT THE COMPANY:

Companys Philosophy Mahindra Satyam defines its stakeholders as its Customers, Associates, Investors and the Society at large. At the core of the Companys philosophy lies its focus on customer centricity and the goal of ensuring stakeholder delight at all times through innovative solutions and services, thereby fulfilling the role of a responsible service provider, committed to best practices. The Company understands that in order to realize this vision and become a global top-tier consulting and technology services company, it needs to achieve industry leading benchmarks in corporate governance, delivery excellence and employee satisfaction. The Board is responsible for setting the strategic objectives for the Management and ensuring that stakeholders long-term interests are served. The Management in turn is responsible for establishing and implementing policies, procedures and systems to enhance the long-term value of the Company and delight all its stakeholders. Value to the Company is not just shareholder value. It is the intrinsic goodwill and respect that the company earns from the various stakeholders associated with the Company. The Company aims to enable global businesses become more effective through a combination of its IT, Communication and Engineering and BPO services all tenets of sustainable ICT - Information, Communication and Technology.

2.1.PRODUCTS AND SERVICES OFFERED: 2.1.1Aerospace And Defence.

Msat work with leading Aerospace & Defense(A&D) companies and enable them to: Identify opportunities for growth Manage complexity Deliver innovative solutions that enhance and sustain Business value. We serve five of the top eight Aircraft manufacturers. Mahindra SatyamsAerospace & Defense (A&D) Practice has dedicated COEs for customers. We are powered by over 1,000 Associates who have rich domain and technical expertise in the Aerospace A flexible, partnership-focused approach AS9100 certification Alliances and joint research and development initiatives with academia.

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2.1.2 BANKING, FINANCIAL SERVICES & INSURANCE

Banking, Financial Services and Insurance (BFSI) is one of the four strategic verticals of Mahindra Satyam (Msat). It has more than two decades of experience in offering IT Services and innovative solutions to different industry segments such as retail banking, lending & leasing, cards, asset and wealth management, investment banks and stock exchanges. High-end consulting capabilities in Banking, Asset and Wealth Management (Bridge Strategy &Citisoft) Verticalized solutions, product partnerships and strategic investments (Dion Global, Customer) Innovative service delivery & pricing models (managed Services, integrated IT & Operations, Platform BPO, Outcome-based, Pay-per-use) and Exploiting the convergence in the Information &Communication Technologies spectrum through an integrated approach to Networks, Mobility, Analytics, Cloud and Security called NMACS.

2.1.3 ENERGY AND UTILITIES.

Facility management solution for a non-profit Organization Our Energy and Utilities Practice serves five of the top 10 integrated companies spread across 10 countries. We have industry-specific alliances and partnerships with research institutions to provide best-in-class services to our customers. We have the right mix of solution architects, IT strategists and techno-functional consultants well versed in implementation, integration and maintenance of multi-vendor platforms and products

2.1.4 LIFE SCIENCES & HEALTHCARE.

Our Healthcare and Life Sciences (HLS) Practice helps Leading pharmaceutical & medical devices companies, healthcare providers and payer organizations achieve measureable results by addressing their unique business challenges.

2.1.5 IN THE HEALTHCARE AND LIFE SCIENCES(HLS) SPACE, WE SERVE:

Four of the Top 10 global pharmaceutical companies Two of the Top 10 medical device companies Three of the top five health insurers We help Healthcare and Life Sciences companies: Reduce the drug discovery and development cycle times

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Manage, streamline, and integrate manufacturing and supply chain business processes within the organization Automate and streamline compliance requirements Improve ROI on marketing investments

2.1.6 MANUFACTURING, CHEMICALS & AUTOMOTIVE.

Mahindra Satyam acts as a catalyst in the successful transformation of chemical companies across segments such as basic chemicals, specialty and fine chemicals, and formulated chemicals. We Serve three of the top five global chemical companies Have dedicated Offshore Development Centers (ODCs) for some of the customers Have proven expertise in turnkey project execution We serve eight of the top 10 OEMs and four of the top 10 global suppliers in the automotive industry. We work as a strategic partner with leading automotive companies and enable them to Exploit growth in emerging markets Develop new models Revamp supply and distribution networks, and Engage customers better to achieve a holistic transformation of their businesses

2.1.7 PUBLIC SERVICES & EDUCATION.

We have made substantial investments to study these complex structures and regional frameworks. We have a special region-wise focus catering to the specific needs and demands of every region, viz., Americas, Europe,Middle East, Africa, APAC, ANZ and South Asia. We have dedicated service offerings with in-depth understanding of business processes and challenges in the following domains. Government | NGO | IGO Central Banks Global Development Banks Higher Education

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2.1.8 RETAIL& CPG:

Mahindra Satyams Retail and Consumer Packaged Goods (CPG) Practice servesover 20 of the Fortune 500 customers. Our customer-centric focus and customization of solutions make us stand out in the Retail and CPG space. We have a strong presence across the Americas, Europe, Asia and Australia Our Retail Customer Footprint Two of the worlds leading food and drug stores Two of the top three general retailers Our CPG Customer Footprint Two of the worlds largest beverage companies Two of the worlds largest confectioners Three of the worlds leading personal care product companies Europes largest frozen foods processor One of the worlds largest food processors Our CPG Customer Footprint

2.1.9 TRAVEL, TRANSPORT, INFRASTRUCTURE

Mahindra Satyam's Travel, Logistics & Infrastructure Practice is one of the fastest growing business units in the company. We work closely with customers to understand their strengths, challenges and strategic initiatives better. For customers, this translates to high quality, consistent, seamless and cost-effective IT services that give them an edge over the competition Our Travel, Logistics & Infrastructure Practice enables companies in the passenger, freight, authorities, hospitality and Construction industries to improve their business competitiveness. The Practice, assessed at SEI-CMMI Level 5, is one of the fastest growing business units in the company.

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2.10.TELECOM, MEDIA AND ENTERTAINMENT & SEMICONDUCTORS:

Mahindra Satyam's capabilities in the telecom vertical increased multi-fold after its acquisition by Tech Mahindra in 2009. Focused primarily on the telecommunications industry, Tech Mahindra is a leading global systems integrator and business transformation consulting organization. Mahindra Satyam's Semiconductor Practice provides IT, Software and Engineering Solutions for Semiconductor Equipment Manufacturers (SEMs), Integrated Device Manufacturer s (IDMs), Fabs and Foundries. Our Media and Entertainment Practice partners with some of the biggest names in the media and entertainment space and enables them to benefit from our unique blend of domain, consulting strengths and technology expertise

2.2.SERVICES
2.2.1 BUSINESSINTELLIGENCE & PERFORMANCE MANAGEMENT (BI & PM)
Mahindra Satyams Business Intelligence & Management (BI & PM)Practice serves over 200 customers, including 45 of the Fortune. 500 companies and has strategic partnerships with 15+ leading technology vendors. Our Business Intelligence & Performance Management (BI & PM) Practice is the twotime recipient of the Best Practices Award for Global Data Warehouses by The Data Warehousing Institute.

2.2.2 ELECTRONIC DATA INTERCHANGE (EDI)

Mahindra Satyam, with its B2B outsourcing solutions and Electronic Data Interchange (EDI) services, enables its customers to efficiently manage their supply chain through e-Business strategies. We offer full life cycle implementation for EDI systems and B2B transactions with post implementation support. We offer solutions for a number of clients in diverse geographies across verticals such as Retail, Manufacturing, High-tech, Automotive, Pharma, and Logistics. We have an edge when it comes to anticipating the unique factors influencing a typical implementation environment and landscape.

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2.2.3 CLOUD COMPUTING

Mahindra Satyam, with its Cloud offerings, acts as a transformation enabler for its customers by helping them realize value and reap economic benefits. We differentiate ourselves by building intellectual property (IP) in select areas and leveraging internal competencies to build strategic relationship with customers.

2.2.4 GREEN AND SUSTAINABILITY SOLUTIONS

Mahindra Satyam have put together a strategy that goes beyond the traditional Green IT and enables our clients to achieve their sustainability goals and objectives. We strongly believe the IT sector has a significant role to play as an enabler in any organizations journey towards Sustainability. Whether your organization is still finding its feet in the sustainability arena or has made great strides with sustainability initiatives, our flexible, customized services and development initiatives will help you reach new heights and become industry leaders in sustainable business practices. Out team of sustainability experts include Certified Energy Auditors, Certified Measurement and Verification Professionals (CMVP), LEED Accredited Professionals and Sustainability Consultants with rich and diverse experience

2.2.5 MICROSOFT SOLUTION

Mahindra Satyam and Microsoft are strategic alliance partners leveraging each others Strengths to deliver unmatched value to customers. Synergistic dimensions of the Mahindra Satyam Microsoft relationship includes: Vendor Dimension: Customer Dimension: Partner Dimension: Partner Dimension:

2.2.6 INTEGRATED ENGINEERING SOLUTIONS (IES)

We are a global product design house. We enable our customers to: Globalize product R&D leveraging our strong domain knowledge and solution capabilities Implement Technology & Innovation through Mechatronics and advanced electronics solutions Launch cost leadership products for emerging markets through matured frugal engineering methodologies

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2.3 MARKETING :

Fig 3.Marketing PRODUCT DEVELOPMENT: We offer integrated solution-from concept to design and through performance testing. We facilitate this through our expertise in PDM/PLM, embedded systems, engineering services, engineering automation, and knowledge-based engineering..

SCM:(Supply Chain Management) Our SCM service include process consulting ,procurement, and logistics solution-from ground up development to COTS implimentation,application maintenance, and support services. We have created a productized solution in supplier collabaration area which is based on industry best practices and mahindra satyams collective experience and rich domain knowledge. MANUFACTURING Weoffer solutions related to shop-floor automation, scheduling, material flows, Kanban, Just-in-Time, quality, and compliance with industrial safety and environment standards.

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SALES AND MARKETING We leverage our rich experience in brand management, CRM, dealer management solutions, used car systems, and online-buying systems, and provide end-to-end services.

AFTER SALES SERVICE We have service offerings around warranty management, parts ordering/inventory management, and regulatory compliance. We have been investing on a productized solution in warranty management that covers the entire service SUPPORT FUNCTIONS Mahindra Satyam has created many corporate websites involving various collaboration tools, delivered solutions around support functions such as finance, HRMS, legal, and administration..

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2.4 CUSTOMERS:

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2.5.COMPITITORS:

Name

Last Price

Market Cap. (Rs. cr.) 267,581.47 137,396.29 90,847.86 37,909.80 24,365.08 11,068.16

Sales Turnover 38,858.54 31,254.00 32,053.60 8,907.22 2,605.85 5,964.21

Net Profit

Total Assets

TCS Infosys Wipro HCL Tech Oracle Financ Mahindra Satyam Tech Mahindra

1,367.15 2,392.70 369.00 546.55 2,901.15 94.05

10,975.98 8,470.00 4,685.10 1,950.42 1,089.23 1,202.80

24,952.86 29,757.00 29,595.70 6,889.31 6,247.04 4,567.90

793.05

10,122.42

5,243.02

460.55

4,569.80

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2.6.FINANCE : 2.6.1 Financial Services Vertical

Financial services companies operate in a market where the customer expectations are constantly going up. We partner with leading financial services companies to offer solutions that deliver sustainable value and transform the way companies conduct business. Our domain competencies are organized along the following business lines

Trading Asset Management Wealth Management Data Management & Strategic and Operational Consulting for the above business lines Trading Competency Mahindra Satyam has experience in building trading systems for leading brokerage firms, stock exchanges, investment banks and solution vendors. We have strong functional and technical expertise in building the entire ecosystem for the sell side to provide data & content management systems, multi-asset class trading and execution management systems, pricing, valuation, risk management and compliance. Some of our solutions that can help the financial services industry are:

Solutions for research and analytics Multi-asset class trading systems Multi-market clearing and settlement interfaces

Asset Management Competency Mahindra Satyam has worked extensively in all the areas of the process chain for asset management firmsacross the front, middle and back office function encompassing consulting, solutions, product practices and operations. Following the Global financial meltdown, the Asset management Industry in general, has been adapting to the realities of a new world with greater importance being focused towards Operational Efficiency, Capital Optimization and Regulatory compliance issues to build a sustainable business model . Our focus also is on way forward roadmaps in the implementation of Cost management and optimization measures and

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extendibility to mobility solutions. Some of the solutions that can help the asset management firms are:

Integrated IT and BPO solutions for Pension Fund administrators. Managed services for asset management back office operations. APRA regulatory compliance and reportin. Streamlining transfer agency processes and controls. Our notable experiences encompass the ambit of the asset management servicing industry's ecosystem comprising of Custody and Clearing, Fund Administration and Accounting, Transfer Agency and Fiduciary Services Wealth Management competency MSAT Wealth Management competency has experiences of all facets of wealth management business covering all major functions across the front, middle and back office including:

Data Sources Client Acquisition Products Portfolio Construction Trading Settlement and Administration Performance and Risk Measurement Client Communication Regulatory compliance and reporting Eg. FATCA The competency is complemented by MSATs CRM, BPM, BI and document management groups to provide solutions to the clients across the world. MSAT offers three kinds of services to wealth management firms

custom solutions including consulting services,product services based around wealth management products and integrated solutions in wealth management Mahindra Satyam was engaged to build an end-to-end portfolio management and performance measurement system by one of the largest financial services company. Mahindra Satyam also provides complete support and enhancements for financial planning platform for one of the largest financial services company. Data Management competency: It is widely acknowledged that the need for market data is rising year on year, with volumes sky rocketing and the data required becoming more complex with increasingly international
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and multiple asset-class investment strategies. Mahindra Satyam offerings help companies deal with the associated increase in capital costs and operating expenses.

Market data cost rationalization Enterprise data management implementation Outsourcing of market data infrastructure Mahindra Satyam has a multi-year partnership with a leading market data provider for product development and support. We have also done multiple implementations for enterprise data management platforms. Consulting We provide strategic and operational consulting through our 100% owned subsidiary Citi soft. Citi soft, a wholly owned subsidiary of Mahindra Satyam, brings over twenty five years of proven capabilities and domain expertise in the asset and wealth sectors. Citisofts deep knowledge in every stage of the investment management process has helped our global clients achieve cost and process efficiencies in all areas of their business

With a 25+ year history of delivering complete business solutions to the worlds premier asset management firms, and 80+ world-class industry professionals with an average of 15 years industry experience, Citi soft exists at the intersection of business, technology, and operations. We are also able to leverage on their large product implementation experiences in engaging with client for Vendor Product Analysis consulting engagements. Our consulting arm, comes with rich domain expertise used in investment system evaluation and selection, operating model design, knowledge transfer and evaluation frameworks. The domain expertise effectively encompasses functional areas typical to an asset management corporate along with corporate risk management, due diligence, regulatory compliance and benchmarking.

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2.7 Human Resource:

A human resource management system (HRMS) or human resource information system (HRIS), refers to the systems and processes at the intersection between human resource management (HRM) and information technology. It merges HRM as a discipline and in particular its basic HR activities and processes with the information technology field, whereas the programming of data processing systems evolved into standardized routines and packages of enterprise resource planning (ERP) software..The following are the various HR processes: The following are the various HR processes: Human resource planning (Recruitment, Selecting, Hiring, Training, Induction, Orientation, Evaluation, Promotion and Layoff). Employee remuneration and Benefits Administration Performance Management. Employee Relations.

The efficient designing of these processes apart from other things depends upon the degree of correspondence of each of these. This means that each process is subservient to other. You start from Human resource Planning and there is a continual value addition at each step. To exemplify, the PMS (performance Management System) of an organization like Infosys would different from an organization like Wal-Mart. Lets study each process separately. Human Resource Planning: Generally, we consider Human Resource Planning as the process of people forecasting. Right but incomplete! It also involves the processes of Evaluation, Promotion and Layoff. Recruitment: It aims at attracting applicants that match a certain Job criteria. Selection: The next level of filtration. Aims at short listing candidates who are the nearest match in terms qualifications, expertise and potential for a certain job. Hiring: Deciding upon the final candidate who gets the job. Training and Development: Those processes that work on an employee onboard for his skills and abilities up gradation. Employee Remuneration and Benefits Administration: The process involves deciding upon salaries and wages, Incentives, Fringe Benefits and Perquisites etc. Money is the prime motivator in any job and therefore the importance of this process. Performing employees seek raises, better salaries and bonuses. Performance Management: It is meant to help the organization train, motivate and reward workers. It is also meant to ensure that the organizational goals are met with efficiency. The process not only includes the employees but can also be for a department, product, service or customer process; all towards enhancing or adding value to them. Employee retention is a nuisance with organizations especially in industries that are hugely competitive in nature. Though there are myriad factors that motivate an individual to stick to or leave an organization, but certainly few are under our control.

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Employee relations include Labor Law and Relations, Working Environment, Employee heath and safety, Employee- Employee conflict management, Employee- Employee Conflict Management, Quality of Work Life, Workers Compensation, Employee Wellness and assistance programs, Counseling for occupational stress. All these are critical to employee retention apart from the money which is only a hygiene factor.

2.8 OPERATIONS:
Our Operations Management Practice offers end-to-end, cost-effective solutions across a number of industries. We partner with companies across industries to implement customercentric business solutions. The Practice has a team of qualified and experienced consultants who understand your domain and business pain points and have the ability to craft unique solutions.

2.8.1 ORACLE SOLUTIONS

As a Platinum Partnership of Oracle, Mahindra Satyam specializes in: Advanced Specialized Oracle Database Advanced Specialized Oracle E-Business Suite Financial Management Advanced Specialized Oracle E-Business Suite Supply Chain Management Advanced Specialized Oracle E-Business Suite Human Capital Management Advanced Specialized Oracle Service-Oriented Architecture SOA Advanced Specialized PeopleSoft PeopleTools Advanced Specialized Oracle Web Centre Portal

2.8.2 SAP SOLUTIONS

Our SAP Practice has been engaged with Seven of the top 10 electronics and electrical equipment manufacturers Six of the top 10 global pharmaceuticals Four of the top five networking and other communications equipment manufacturers Three of the top five healthcare companies

2.8.3 PLATFORM SOLUTIONS

Mahindra Satyam develops and delivers best-in-class application development solutions to suit our customers unique business requirements and strategies.

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Leveraging enhanced frameworks and mature methodologies, we create superior applications that feature standardized processes and enable business transformation.

2.8.4 SPEND MANAGEMENT SOLUTIONS

Mahindra Satyams Spend Management Solutions (SMS) Competency helps customers streamline supplier-facing business practices and leverage the supply base for mutual success. The Competency drives sourcing and procurement of goods and services through collaboration,building trust and integration

2.8.5 PRODUCT LIFECYCLE MANAGEMENT (PLM)

Mahindra Satyams PLM solutions help customers Reduce time-to-market Foster product innovation Realize business continuity 24x7 Address increasing compliance requirements Better manage the entire product lifecycle Ensure the safe disposal / retirement of the asset

2.8.6 SDLC
The SDLC is a process used by Mahindra Satyam to develop an information system, training, and user (stakeholder) ownership. Computer systems are complex and often link multiple traditional systems potentially supplied by different software vendors. To manage this level of complexity, a number of SDLC models or methodologies have been created, such as "waterfall", "spiral", "Agile software development", "rapid prototyping", "incremental", and "synchronize and stabilize" in the organization. Mahindra Satyam describes spectrum of agile to iterative to sequential. Agile methodologies, such as XP and Scrum, focus on lightweight processes which allow for rapid changes along the development cycle. Iterative methodologies, such as Rational Unified Process and dynamic systems development method, focus on limited project scope and expanding or improving products by multiple iterations. Sequential or big-design-up-front (BDUF) models, such as

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Waterfall, focus on complete and correct planning to guide large projects and risks to successful and predictable results. Other models, such as Anamorphic Development, tend to focus on a form of development that is guided by project scope and adaptive iterations of feature development are also used by Mahindra Satyam.

Fig 3 SDLC(source:secondary data)

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2.9.ORGANIZATIONAL HIERARCHY : CEO C.P.Gurnani Chairman of the Board Vineet Nayyar Director M.Damodaran Director Ulhas Yargop Director T.N.Manoharan Director C.Achuthan CFO Marketing & HR COO CTO President Special Initiative Middle East Africa & India Strategic Initiatives

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2.10.SWOT ANALYSIS:

SWOT Analysis

1.Global presence 2. Broad range of research and development Services 3. Broad services portfolio 4. Strategic alliances 5. Strong financial position, company has revenue of US $ 1.8 Strength Weakness billion and employee strength of 33,353 1. Low operating margin of other group of companies 1. New Brand Identity and synergy with the parent company 2. Launching BPO services 3. Huge potential in domestic market Opportunity 4. Increasing in Global IT spending 1. Fluctuations in currency exchange 2. Process Non-compliance 3. Increasing cost of Human capital Threats 4. Risk due to increasing IT complexity

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SWOT FINDINGS
From the SWOT analysisI found that MAHINDRA SATYAM has a strong brand name with better quality service. Due to the competition in IT sector, It is very difficult to acquire a stable position. The company needs to improve its customer image because due the satyam scam the brand image of the company has ruined off.

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3.1.Roles and Responsibilities:

Understanding Client requirements, Client selection process and identifying the potential candidates who can fit the requirement. Sourcing profiles from various methods such as Referral, networking sites, job portals (Naukri.com, Monster.com), internal database/ internal tool etc. Screening of Resumes and short listing of candidates on the basis of requirements specified. Validate the candidates technical ability, willingness for a Job change, Communication, Employment History, Education details, Project Details, CCTC, ECTC and Notice Period. Negotiate/convince the candidate with regards to Salary, Relocation & other issues. Scheduling interviews (Telephonic, Face to Face and Video Conference Interviews) for shortlisted candidates with Tech Panel. Coordinating the Weekend Drives & Walk in Drives at our company as well as at client place. Follow-ups for post-interview feedbacks and documenting the same. Generating and maintaining the database of candidates. Collecting the required documents from the selected candidates and verify the mandatorys. Coordinating & initiating Background verification of candidates with BVG team. Interacting with OBHR team to release offer letter process for the selected candidates. Coordinating with candidate till joining. Proactively working towards getting candidates onboard within the specified time. Building a continuous rapport with candidates for a long term association. Maintaining a database for all professional candidates. Preparing daily, weekly and monthly reports for review. Updating daily work process in Job Raiser (Recruitment Tool).

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3.2.Description of tasks handled:

Figure 5: Recruitment Procedure in MSat:

Requirement

Sourcing

Interview

Offerletter

Joining

Requirement: Whenever there is requirement in a project, respective project head shares the requirement in following format with the recruitment head. Format as follows No. of positions Years of experience Role of the profile Technical skills Job description Work location Salary range(if any)

Once the recruitment head receives the above format, he/she shares with the respective team head of the recruitment, and then team head shares with the recruiter of that specific skills. Sourcing: Once the recruiter receives the format, he/she starts sourcing. Sourcing is very important step in recruitment. As we know the definition, right person at right time in right position is the motto of recruitment. So to get right candidates, sourcing is to be done by using different sources. Mainly we source from naukri, monster and recruitment agencies. Firstly we check referees and then we go for external sourcing methods. Depending on the number of positions it to be filled, recruiter sources the profiles accordingly. Recruiter also source profiles till technical team satisfied with the profiles and till the positions got filled.

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Interview: Once the recruiter get the required number of profiles, shares the profiles with the technical team by keeping the profiles in track to avoid duplicates. Technical team shortlist the profiles either by telephonic or face to face interview and then shares the shortlisted profiles to the recruiter. Recruiter then conducts hr discussion and salary discussion with profiles and then sends all the documents of the candidate to BG team.

Offer letter: If the shortlisted candidate profiles are gone through the BG team, and if they are not fake, offer letter will be released to the candidates. Depending up on the notice period of the candidates current company offer letters are released. Joining: Once the candidate received the offer letter, he/she may join or may not join the company. Joining of the candidate is very crucial part in entire recruitment life cycle. One needs to solve the issues of the candidate related to joining. Candidate may or may not satisfy with salary offered, may or may not interested in the role discussed or may fail to complete joining formalities. Follow up team plays very crucial role in recruitment, this team is responsible to increase the percentage of joining then rejections. Their main role is to solve all the concerns of the candidates as soon as possible and negotiate with them to join in the company then the mentioned date in offer letter.

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The main objective of recruitment process is to obtain the number and quality of employees that can be selected in order to help the organization to achieve its goals and objectives. With the same objective, recruitment helps in creating a pool of prospective employees for the organization so that the management can select the right candidate for the right job from this pool. Recruitment acts as a link between the employers and the job seekers and ensures the placement of right candidate at the right place at the right time. Recruitment Process 1. 2. 3. 4. 5. 6. 7. Identify the vacancy. Prepare job description and person specification. Advertising the vacancy. Managing the response. Short-listing. Arrange Interviews. Conducting interview and decision making.

1. Sources of Recruitment Table 1 INTERNAL Transfers Promotions Upgrading Demotions Retired Employees Retrenched Employees Dependents and relatives of deceased employees

EXTERNAL Press Advertisements Educational Institutes Placement Agencies Employment Exchanges Labor Contractors Unsolicited Applicants Employee Referrals/ Recommendations

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Modern sources and techniques of Recruitment Sources of Recruitment: 1. Employee Referrals: Present employees are well aware of the qualifications, attitudes, experience and emotions of their friends and relatives. They are also aware of the job requirements and organizational culture of their company. As such they can make preliminary judgment regarding the match between the job and their friends and relatives. 2. Campus Recruitment: These candidates are directly recruited by the Co; from their college/educational institution. They are inexperienced as far as work experience is concerned. 3 Private Employment Agencies/Consultants: Public employment agencies or consultants like ABC Consultants in India perform recruitment functions on behalf of a client company by charging fees. Line managers are relieved from recruitment functions and can concentrate on operational activities. 4 Public Employment Exchanges: The Government set up Public Employment Exchanges in the country to provide information about vacancies to the candidates and to help the organization in finding out suitable candidates. As per the Employment Exchange act 1959, makes it obligatory for public sector and private sector enterprises in India to fill certain types of vacancies through public employment exchanges. 5. Professional Organizations: Professional organizations or associations maintain complete bio-data of their members and provide the same to various organizations on requisition. They act as an exchange between their members and recruiting firm. 6. Data Banks: The management can collect the bio-data of the candidates from different sources like Employment Exchange, Educational Training Institutes, candidates etc and feed them in the computer. It will become another source and the co can get the particulars as and when required. 7. Casual Applicants: Depending on the image of the organization its prompt response participation of the organization in the local activities, level of unemployment, candidates apply casually for jobs through mail or handover the application in the Personnel dept. This would be a suitable source for temporary and lower level jobs. 8 Similar Organizations: Generally experienced candidates are available in organizations producing similar products or are engaged in similar business. The Management can get potential candidates from this source.

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9. Trade Unions: Generally unemployed or underemployed persons or employees seeking change in employment put a word to the trade union leaders with a view to getting suitable employment due to latter rapport with the management. 10.Walk In: The busy organization and rapid changing companies do not find time to perform various functions of recruitment. Therefore they advise the potential candidates to attend for an interview directly and without a prior application on a specified date, time and at a specified place. 11.Consult In: the busy and dynamic companies encourage the potential job seekers to approach them personally and consult them regarding the jobs. The companies select the suitable candidates and advise the company regarding the filling up of the positions. Head hunters are also called search consultants. 12.Body Shopping: Professional organizations and the hi-tech training develop the pool of human resource for the possible employment. The prospective employers contact these organizations to recruit the candidates. Otherwise the organizations themselves approach the prospective employers to place their human resources. These professional and training institutions are called body shoppers and these activities are known as body shopping. The body shopping is used mostly for computer professionals. Body shopping is also known as employee leasing activity. 13.Mergers and Acquisitions: Business alliances like acquisitions, mergers and take over help in getting human resources. In addition the companies do also alliances in sharing their human resource on adhoc basis. 14. E_recruitment: The technological revolution in telecommunications helped the organizations to use internet as a source of recruitment. Organizations advertise the job vacancies through the world wide web (www). The job seekers send their applications through e-mail using the internet. 15.Outsourcing: Some organizations recently started developing human resource pool by employing the candidates for them. These organizations do not utilize the human resources; instead they supply HRs to various companies based on their needs on temporary or ad-hoc basis.

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Techniques of Recruitment: Recruitment techniques are the means or media by which management contacts prospective employees or provide necessary information or exchanges ideas in order to stimulate them to apply for jobs. Management uses different types of techniques to stimulate internal and external candidates. Techniques of Recruitment are divided into two viz Traditional and Modern: Traditional Techniques Promotions Transfers Advertising Traditional Techniques of Recruitment: 1. Promotions: Most of the internal candidates would be stimulated to take up higher responsibilities and express their willingness to be engaged in the higher level jobs if the management gives them the assurance that they will be promoted to the next higher level. 2. Transfers: employees will be stimulated to work in the new sections or places if the management wishes to transfer them to the places of their choice. 3. Advertising: Advertising is a widely accepted technique of recruitment, though it mostly provides one way communication. It provides the candidates in different sources, the information about the job and company and stimulates them to apply for jobs. It includes advertising through different media like newspapers, magazines of all kind, television etc. The technique of advertising should aim at attracting attention of the prospective candidates ii) creating and maintaining interest and stimulating action by the candidates. Concepts in Modern Recruitment Methods Scouting: Scouting means sending the representation of the organizations to various sources of recruitment with a view to persuading or stimulating the candidates to apply for jobs. The representatives provide information about the company and exchange information and ideas and clarify the doubts of the candidates. Networking: This is a very good job finding technique and is usually carried out by most HR professionals. Relevant and sustained relationships over a period of time can help the HR professionals in networking with their colleagues to acquire resources from different fields. ESOPs: Companies recently started stimulating the employees by offering stock ownership to the employees through their Employees Stock Ownership Programmed (ESOPs) .Body shopping is also known as employee leasing activity. Event Recruiting: Sponsoring events where the candidates you are seeking attend to. By giving a presentation and advertising your company in a way which will attract the
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Modern Techniques Scouting Salary & Perks ESOPs

candidates and letting them know that your company knows what the participants are looking for, you can bring in the most suitable candidates which you might consider hiring. Re-Recruiting: When youre most qualified or experienced staff leave the company let them know that theyre welcome back. The reasons they leave maybe for a change of location, a new challenge or higher pay which you cant afford at the moment. But if they are not satisfied at the new place, theyll always appreciate the old one. This can also reduce on training cost and time which you might have to spend for a newly hired employee. This of course cannot be applied to all employees. Make Every Employee a Recruiter: This does not mean asking employees to refer their friends and family to the company. This also can be a way of advertising. Equip every employee with a company card stating the company contact details and an attractive we are always looking out for dynamic individuals.. This can be very useful when employees know how to effectively hand out these cards to the most eligible individuals. Cast A Wider Net: Expand your recruiting to include some people who do not have all the skills you would like, but who have potential to contribute if they are trained.

Some other recruitment techniques to be used in 2012

The Knowledge-Based Recruiting Method The way that this method of recruiting works is that together, both the client and the recruiting company define the anticipated skill-set requirements over a period of time; say a twelve-month period. Once this has been established, a minimum rate of ongoing recruiting activity can be agreed upon. From this activity, candidates who become available immediately will be hired on an ongoing basis. Candidates who are potentially interested in making a move, but are not available immediately, can be tracked until they are available. In addition, all information pertaining to recruiting sites is captured and entered into the knowledge database. The process requires continuous monitoring of both the long-term and short-term needs of the client and, whenever necessary, redirecting both the amount and focus of the recruiting effort in line with the clients changing needs. In other words, knowledge-based recruiting is an ongoing, flexible retained search that allows for a rapid response to the needs of the organization. Knowledge-based recruiting is targeted search, taken to a new level of client relationship. It is a client-directed, continuous, yet flexible recruiting initiative designed to overcome the problems of critical skill shortage or sustained growth. It means that we do not have to reinvent the wheel every time a new opening occurs. It delivers a better quality of candidate, better value-for-money, and better time-to hire periods. It is based on a mutual agreement between client and recruiting firm to invest in a long-term strategic relationship. The philosophy behind knowledge-based recruiting is that all information gleaned from a
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recruiting activity should be stored for use at a later date. In other words, Recruiting is viewed as not only a short-term process to fill todays position now but as an opportunity to build a database of knowledge which will result in rapid future hires. Knowledge-based recruiting is based on the concept of sharing Information and updating information on an ongoing basis, in order to continuously build a pool of talent. The database which is generated contains information pertaining not just to target candidates, but also to target sites identified by location, product, or technology. E-Recruitment / Online Recruitment Method: The buzzword and the latest trends in recruitment is the E-Recruitment. Also known as Online recruitment, it is the use of technology or the web based tools to assist the recruitment processes. The tool can be either a job website like naukri.com, the organizations corporate web site or its own intranet. Many big and small organizations are using Internet as a source of recruitment. They advertise job vacancies through worldwide web. The job seekers send their applications or curriculum vitae (CV) through an e-mail using the Internet. Alternatively job seekers place their CVs in worldwide web, which can be drawn by prospective employees depending upon their requirements

Flow of E- Recruitment: Resume Bank portals i.e. posting the position with the job description and the job specification on the job portal and also searching for the suitable resumes posted on the site corresponding to the opening in the organization.Creating a complete online recruitment/application section in the companys own website. - Companies have added an application system to its website, where the passive job seekers can submit their resumes into the database of the organization for consideration in future, as and when the roles become available. Resume Scanners: Resume scanner is one major benefit provided by the job portals to the organizations. It enables the employees to screen and filter the resumes through pre-defined criterias and requirements. Job sites provide a 24*7 access to the database of the resumes to the employees facilitating the just-in-time hiring by the organizations. Also, the jobs can be posted on the site almost immediately and is also cheaper than advertising in the employment newspapers. Sometimes companies can get valuable references through the passers-by applicants. Online recruitment helps the organizations to automate the recruitment process, save their time and costs on recruitments. Online recruitment giving a detailed job description and job specifications in the job postings to attract candidates with the right skill sets and qualifications at the first stage. E-recruitment should be incorporated into the overall recruitment strategy of the organization. A well defined and structured applicant tracking
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system should be integrated and the system should have a back-end support. Along with the back-office support a comprehensive website to receive and process job applications (through direct or online advertising) should be developed. Therefore, to conclude, it can be said that e-recruitment is the Evolving face of recruitment. Innovative Recruitment Practices in Modern Recruitment Practices Sending of SMS E.g.: Converges provide individuals an easy option to send their application by simply texting the word APPLY to a specific number and in turn receives a reply from the organization to proceed with the application process. Video / Visual Networks Nowadays, Companies also using Online Video channels like You tube, Google Video portal Blogging on Social Networking Sites E.g.: Twitter, Face book, Multiply, HRLink, CiteHR, LinkedIn and Orkut Job Fairs, Job Application Banners, Pamphlets, Hoardings, Advertisement in Public transport by using visual and audio aids. Advertisement through public address system: Radio, Television. Even though advertising in the media still remains a powerful source in attracting candidates, pioneers in the field say that the most suitable, qualified and talented candidates arent even looking. So approaching this set of candidates should be done after careful observations and by being attractive and making the candidates want to join your organization for his or her career growth. Modern Recruitment Metrics The recruiter of today has to move from being transaction ally driven to relationshipdriven. Recruiters are now sales professionals responsible for prospecting, building relationships, and advancing the sale. This function change requires the metrics associated with success of todays recruiter to change as well. Although the following is not an all-inclusive list, the following six metrics are examples of metrics that drive the right results and create the necessary behaviors needed to achieve these results. Performance/Quality of Hire: Data is driven by performance appraisal ratings and/or production 6 to 12 months into the new employees job as compared to their peers. Quality
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should be the first and most important recruiting metric. Since there is no formula for determining quality, recruiters and the hiring managers should define the standards for quality before recruiting. Quality of hire can be accessed through a simple survey that lists each criterion separately and asks the manager how the employee meets each standard on a scale of 1 to 5. New hire quality can also be tracked through formal performance evaluations, production reports, etc. A survey reported in Staffing.orgs Recruitment Metrics and Performance Benchmark Report found that the more regularly recruiting professionals measure new hire quality in an organization, the more satisfied hiring managers are with new hire quality. Manager Satisfaction: Data is driven by the percentage of managers who are satisfied with the hiring process and the candidates. This metric provides important, easily tracked data to determine a hiring managers preferences before recruiting begins, and then to evaluate staffing performance post-hire. Effective recruiting organizations rely on customer feedback to be successful. However, customer satisfaction should never be viewed as a stand-alone metric because it can be misleading. Source of Hire: Data is driven by the percentage of new hires from each defined candidate source. Data is also driven by the percentage of hires per source, with highest on-the-job performance and tenure rates. Tracking source of data information allows management to better understand the quality of their sourcing Strategy. This metric also helps recruiting managers see sourcing channels in terms of outcomes, not just sheer numbers. Referral Rates: Data is driven by the percentage of hires from referrals generated by the recruiter. Referral programs are most commonly focused on generating referrals from the greater employee population. Referrals generated by recruiters directly soliciting them from prospective candidates and new employees will have a measurable and positive impact on the quality of hire (studies show referrals make better performing hires), cost-per-hire (little to no cost for these referrals), and time-to-fill ratios. Candidate Satisfaction: Data is driven by the percentage of new hires who are satisfied with the hiring process as judged by a candidate survey. Candidate satisfaction surveys drive recruiting organizations to have a greater focus on the quality of service provided to each candidate, which has a positive impact on the brand positioning/employment branding of the company. Additional candidate metrics may also be valuable from candidates who were not selected, and candidates who declined offers. These last two groups are often overlooked, but they can provide valuable information about your recruiting operations. Pipeline Development: Data is driven by the number of potential candidates the recruiter has developed relationships with for key strategic positions. Data is managed through an effective CRM system. Similar to tracking pipeline development of sales professionals, measuring recruiter-developed candidate pipelines can have a dramatic improvement on timeto-fill (candidates are already in process for commonly needed positions), cost-per-hire (pipeline candidates have no additional cost associated with placing them), and quality of
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hire. Companies can decrease their time to fill and decrease their cost per hire, but if they can increase their quality of hire and quality of service, the entire game changes. Better employees translate into higher performance, more revenue, and higher profits. By using the right metrics you will encourage recruiters to focus their behaviors on the causes and not the symptoms of recruitment success. The combination of having the right recruiter with the right measurements will lead each recruiter to focus on finding the right candidate Freeware for Innovative Recruiters 1. Speak-A-Message - enables you to send voice emails, using your default email client. The program provides a simple recording interface and automatically attaches the WMA compressed recording to an outgoing message. The program also includes a Speech-to-text features that can automatically transcribe a voice message to text. If you are using Outlook, Speak-A-Message will integrate directly with your email toolbar. 2. OutWit- is a web collection engine that integrates with Firefox and allows you to browse through and easily grab information, collect media, contacts or files from the Internet. With or without programming or technical knowledge, you can create automatic agents to gather and format the information you seek. OutWit is composed of a kernel, containing the library of functions and of an API, which will allow advanced users to build and distribute their own original tools -called outfits- using the features of the kernel for specific applications. The first outfit, OutWit Hub, is a multi-purpose development tool, meant to showcase a large number of the kernel`s features, to cover a large spectrum of needs. 3. Flock - is a Mozilla based web browser that integrates sharing of photos, Favorites, news and blogging into the browser interface. It currently supports Flickr, Photobucket, del.icio.us, Twitter, Facebook, WordPress, Movable Type, Blogger, LiveJournal and other online services, as well as any RSS feed. You can easily subscribe to any website that offers RSS feeds and read/manage your feeds directly from within Flock. Other features include drag and drop photo sharing and a powerful web search toolbar that searches a variety of online resources simultaneously and returns a quick glance at the most relevant results. 4. Sylpheed- is a lightweight, yet feature packed, email program that offers all the standard functionality of an email client along with many additional features, such as integrated Bayesian spam filtering, email templates, PGP support, mail processing rules and filters, support for external commands, and more. The program supports POP3, IMAP4rev1 and SMTP, NNTP (NetNews),IPv6 and encrypted communication over SSL/TLSv1. Other features include import/export (eml and Unixmbox format), extensive internationalization and multilingualization support, email search, and more. 5. Thunderbird - is a full featured email program with built-in junk mail controls, message filters, address book, news groups and more. It offers a clean and easy to use (customizable) interface. Thunderbird also offers security features such as S/MIME, digital signing, message encryption, support for certificates and security devices. Other features include IMAP/POP

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compatibility, support for HTML mail, labels, quick search, return receipts, LDAP address completion, import tools and more.

Fig 6 : Recruitment Team Structure:

Recruitment

Lateral Recruitment

Entry Level Recruitment

Sub Contracting

Associate Referral Direct Applications E Sourcing

Management Campus Engineering Campus

Print Media

Recruitment Agencies Msat Career site

Recruitment Lead

Recruitment Lead Team Members

Recruitment Lead Team Members

Team Members

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4.1.INTRODUCTION AND BACKGROUND

In the current corporate scenario, the most important resource for any organization is Human Resources. Managing human resources has become ever more complicated through the generations. In Human Resource Management, recruitment plays a very crucial part. Recruitment creates a pool of prospective employees for the organization so that the management can select the right candidate for the right job from this pool. Recruitment acts as a link between the employers and the job seekers and ensures the placement of right candidate at the right place at the right time. Among the various channels of recruitment, Employee Referral Program is considered to be one of the most effective and efficient channels. It is an internal scheme employed by the organization to identify potential recruits through the social network of existing employees. This scheme encourages the employees to come forward and participate in the recruitment process and as a reward the referring employees are given referral bonus. The Employee Referral Program has many advantages which makes it an efficient and effective recruitment channel.

4.2.RESEARCH DESIGN:
Recruitment life cycle starts from sourcing the profiles, through referral program or by through any other sources we get required profiles for the next round. Once the candidate got selected, one needs to follow up the candidate till he/she joins the company. These projects are useful to know about the entire recruitment cycle in Mahindra Satyam, including the effectiveness of referral program and recruitment cycle and to know about the reasons behind the not joining cases and how to increase the joining rate by solving the issues systematically 4.2.1 Objectives of the study i. ii. Factors that increase higher Joining ratio by following up with Yet to Join candidates regularly Effectiveness of referral program of MSAT compared to other IT firms.

4.2.3 Scope of study:

To increase the effectiveness of Recruitment cycle.

4.2.1: Study Of Effectiveness Of Follow Up Team In Increasing The Joining

Rate In Msat
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1. Introduction: Most critical part in the recruitment cycle is joining of the candidates, to take care of the candidate joining is the duty of follow up team. Main task of the joining team is to know about the reasons behind the not joining cases and to increase the joining rate by solving the issues systematically. 2. Objective: 1. To increase the joining rate by solving most of the issues. 2. Find the main 2 reasons of most of the not joining cases and solutions to them. 3. Research Method: 1. Study area: Mahindra Satyam 2. Sampling: august joinings:253 3. Data collection: From msat database 4. Statistical tools: Pie diagram representation: To know the percentage of candidates having concerns, joining before the doj, extending dojetc,. Data that we get after calling to 253 candidates are the concerns and details required. Based on the data we collected and enquired, following is the pie representation of the follow up cases.

Figure 8: Distribution Diagram

1% 1% 11% C E 43% 24% Jb N Nc Nn 9% 11% So

4.3.Findings: From the pie diagram, it is clear that approx 50% of the candidates not have any concerns and joining as per the date mentioned in offer letter. Only 11% of the joiners had concerns.
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Table 7: Distribution table Remarks C E Jb N Nc Nn So Sum Sum of count 27 62 23 28 108 2 3 253

Frequently asked question by the candidates: 1. 2. 3. 4. 5. Who is the concern HR for any concern? Whats the duration of the offer letter? When the associate get the hard copy of the offer letter? Whats the process for the DOJ extension? Candidate request for written confirmation on DOJ extension as they have to show to their current company for reliving. 6. They ask whether they can join with resignation acceptance letter or with resignation letter. 7. For how many days they get accommodation and when? 8. Does the company charge for accommodation? 9. Salary concern. 10. Is there any buy out policy in the company? 11. How may are the pre joining formalities. 12. What is virtue form? 13. From where the associate get the BG form. What they have to do with the form? 14. Whats the procedure for medical test?

Methods followed to reduce the concerns: To solve the concerns of the 27 candidates, following are the certain methods

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1. Certain mails had escalated to the recruiters and business heads to get the approvals for salary discussion, and 2. Drop the mails to joining help desk, to get the details from joining team 3. Discussions with the recruiters to get confirmation letters from them for the new joining dates.

Conclusion:
By following all these methods and meetings with AVP monthly once to solve the concerns of the candidates as soon as possible, by this way we reduce the concerns percentage and solved almost all the issues of the candidates. By the end of the august out of 27, 20 people are happy to join Msat after their concerns are solved. Most of the recruiters are always active to respond the mails of the candidates as well as from internal support team.

Recommendations:
1. Proper instructions should be mentioned in offer letter regarding BG documents uploading, Virtue filling form and Medical checkup. 2. Any issues regarding salary should be solved at the time of HR discussion itself. 3. Lead time regarding approvals should be less, so that candidate wont be attracted to other offers in the market.

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4.2.2:Effectiveness of referral program of MSAT compared to other IT firms.

Introduction Employee referral is an internal scheme employed by the organization to identify potential and capable candidates through their employees social networks. This scheme encourages the employees to come forward and involve themselves in the recruitment process of the organization, and most importantly makes them feel that they are part of the company. As a reward, the employee gets Referral Bonus and any other rewards depending from company to company. Recruiting employees through Employee referral is widely acknowledged as being the most cost effective and efficient method to recruit new talent. "Employee referrals are the single best way to find more top peopleat least 50 percent of the people you hire should come from this group." Lou Adler, author of Hire with Your Head.

A strong referral program turns every employee a recruiter for the organization. But running such a program takes time, manpower and a budget. At many large sized organizations there are dedicated teams to run employee referral program. Advantages & Disadvantages of ERP Advantages: 1. Cost Effective The scheme allows the employee to refer selected candidates for recruitment, only those who they think are suitable to the requirements. This is because of different reasons belongingness with the organization, risk associated with new recruits, etc. 2. High Quality Candidates Employee referral program provides the employer with a source of passive candidates - those workers who are not job hunters. This tends to generate a pool of high quality candidates. The quality of candidates coming through employee referrals is high due to another reason. The employees screen and refer only those candidates who they think are good, after all his or her reputation is also on the line with every person he refers. 3. Specialized Positions Employee referrals also help in filling highly specialized positions that would be difficult to fill through conventional channels. Employees tend to have associations with others in their profession, which gives them access to specialized or rare talent. 4. Fit for the organization The one-to-one direct relationship between the candidate and the employee and the exchange of knowledge that takes place between them allows the candidate to understand the companys core values, its nature of work and what is expected out of employees in the organization. So the candidate when applies for the job
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does so after complete understanding of what is expected out of him and whether he can deliver the goods or not. 5. Other Advantages a. By hiring people who already get along, itll give a head start in building good team chemistry. b. Employees would feel that they are a part of the organization when their input is taken into consideration and their contribution is recognized. c. Candidates hired through referrals tend to stay longer than other employees one study found that retention rate for referrals is 25% better than other channels. Disadvantages: 1. Over Dependence Over reliance on employee referrals can lead to under representation of certain groups in job applicant pool. This would in turn affect the diversity of the company work force. 2. Lawsuits Some of the competitors would retaliate against the organization for stealing their happily employed workers through referral programs and may file lawsuits because for any organization. Human resources are very critical. 3. Lack of Diversity As the employees social network is limited and confined to some particular group; this method would not help in creating a diversified talent pool. 4. Diversion Actively referring candidates increases and employees workload and may be detrimental to their main responsibilities. Adding to it, the companys productivity would be affected. 4.2.1 Building And Implementing A Referral Network The first step in building a referral network is to Build a Reputation for the company. Building a Reputation The reputation of the company plays a huge factor in recruitment. Many reputed companies do not have the need to advertise for openings. Their reputation as a great place to work precedes them and they frequently get unsolicited resumes. In case the organization is not getting their share of those resumes, its important to make it a part of the recruitment strategy to raise awareness about the organization. One way to do this is by approaching people through media i.e. by being in the news for good reasons. In case the organization is not making news through its business, their executives can become known as experts by making themselves available to reporters looking for experts to quote in articles about industry trends.

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Building the Referral Network A large number of job hunters land opportunities through networking with friends and family. Publicizing job openings with the people who know the organizations business best employees, customers and vendors, is very beneficial for the organization as it helps in getting candidates who are more qualified and have a low turnover rate. At the bottom line, the cost to the company is also lesser compared to other channels of recruitment. Reaching out to the employees - Employees are the main essence of a referral program. The most efficient and cost effective way to recruit is through Employee referrals. As they have a vested interest in the company, they are unlikely to refer an unfit or less qualified person. In order to gauge the full potential of this network, the main step is to reach out to the employees. There should be proper communication between the employees and recruitment team. They should be well informed about the various benefits they would get out of the referral program and also how beneficial it is for the company, which would make them feel that they are contributing for the companys growth. 4.2.2 Mahindra Satyams Employee Referral Program Mahindra Satyam ERP details Eligibility 1. All associates of Mahindra satyam can refer a candidate for recruitment. 2. Referral payment will be made towards the eligible associates for vacancies between Band S and Band I (Excluding vacancies on contract, I a or in the capacity of a trainee). 3. All fulltime associates (including associates of direct contract basis ) at Band I2 and lower are eligible for receiving payments for referred candidates. Exclusions An associate may refer as many applicants as desired. However, the associate will not be eligible for a referral amount in the following circumstances: 1. Referring associate or referred associate is a sub contract employee. 2. Referred candidate is appointed in the capacity of an ELTP, TCTP, FCTP, MT, Associate trainee or in the capacity of any other trainee. 3. HR, for HR will not be eligible under provisions mentioned herein the policy. 4. Referred candidate has been employed with Mahindra Satyam anytime during the previous 12 Months. 5. If the associate has referred a member of his immediate family. (For the purposes of this policy, Mahindra Satyam defines immediate family as spouse and children) 6. If the resume forwarded has already been received by the organization from another source within the last 6 months 7. The referred candidate is found to be a BG Red as per the Background Check policy

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8. An associate referring a candidate should not be on the selection panel for the position for which the referred candidate is being considered for, at any stage. He / She should not influence / be seen as influencing the recruitment panel in any way. 9. Associates in SSU HR will not be eligible for a referral fee.

Referral Amount Associate Referral fee for candidates referred for positions in India ---Band S (S2) Rs.15000 Band T Rs. 30000 Band Bi Rs.40000 Band I (Excluding Ia) Rs. 50000 In addition, for all S2 and T Band references, additional rewards as per the following slabs would be provided: First level add-on on achieving Rs. 50000 referral fee + bonus (in 6 months): 250 eMall points Citation as Buddy Contributor (Placed in Buddy Channel Portal, Notice Boards etc.) Second level add-on on achieving Rs 75,000 referral fee + bonus (in 6 months): 500 eMall points Citation as Buddy Champion Dinner Coupon for Rs. 5000

Third level add-on on achieving Rs 150,000 referral fee + bonus (in 6 months): 1000 eMall points Citation as Buddy Star iPod Nano (@ Rs 10000-12000) Last level add-on on achieving Rs 250,000 referral fee + bonus (in 6 months): 2000 eMall points Citation as Buddy Superstar Mahindra Holiday voucher for Rs 25,000 + Travel voucher for Rs 25,000

While referral fee and bonus is payable at end of 3 months, subject to both the referring associate and the referred being in the system, Add-on rewards will be will be given 30 days after all referred candidates have joined and will be reckoned only for S2 and T band references. This is only for off-shore hires. Associate Referral fee for candidates referred for positions in the USA , Band S USD 750+eMall points Band T USD 1500+ eMall points Band Bi USD 1500 Band I (Excluding Ia) USD 1500
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Associate Referral fee for candidates referred for positions in Europe Band S USD 750+ eMall points Band T USD 1500 + eMall points Band Bi USD 1500 + eMall points Band I (Excluding Ia) USD 1500 Associate Referral fee for candidates referred for positions in Australia , New Zealand Band S USD 500 Band T USD 500 Band Bi USD 1000 Band I (Excluding Ia) USD1000 Associate Referral fee for candidates referred for positions in Canada, Singapore and other countries Band S USD 250 Band T USD 350 Band Bi USD 500 Band I (Excluding Ia) USD 750 Associate Referral Fee for bi lingual candidates in Japan ---Band S USD 1000 Band T USD 1500 Band Bi & above (Excluding Ia) USD 2000

Approval Authority Head B-Channel Payment Process Associate Referral fee for candidates referred for positions in India ---Band S (S2) Rs.15000 Band T Rs. 30000 Band Bi Rs.40000 Band I (Excluding Ia) Rs. 50000. In addition, for all S2 and T Band references, additional rewards as per the following slabs would be provided: The associate and the referred candidate should be employed with the organization on the date that the referral fee has become due. In the instance where the referring associate is serving the notice period with the company, he/she will be eligible for the referral fee as part of the final settlement as long as the above condition is met. An associate referring a candidate will be paid as per the policy of the country that the candidate has been selected for in the currency of the country that the referring associate resides. All referral fees are subject to applicable tax deductions. The referral fee is payable after the referred associate completes 3 months in the organization. The payment will be included in the first payroll that is triggered immediately following the referred associates completion of 3 months. For the purposes of payment of referral fee, inter-unit and intra-unit movements will have no impact. The validity of a referral profile is 6 months. A profile will automatically be delinked if on the completion of 6 months no action is taken on the same. Referral fee is not payable against
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delinked profiles. A delinked profile can be relinked by sending a mail request for the same to the referral supervisor at buddy_channel@mahindrasatyam.com Treatment of special cases 1. Conflict in source of a profile: In cases of a conflict in the origin source [vendors, direct applicant, job sites etc] of a profile, the benefit of the conflict will be given to the Associate if he is able to support his claim with relevant mail proofs.The decision regarding a conflict in source of a profile will lie with the Head - B-Channel and will vary from case to case depending on the merits of the same. 2. In case of conflict among Associates regarding source of the referral: Referral fee is payable to the Associate against whose Referral ID the offer to the candidate has been released. In case of further conflict on the issue, benefit of doubt will be given to the Associate who is able to provide mail proofs against the referral. The decision regarding a conflict among Associates will lie with the Head - B-Channel and will vary from case to case depending on the merits of the same.

In case of any further conflict in any of the above cases, the final decision will lie with the Head Sourcing. Referral fees Promotional schemes and Events The referral fee payable to Associates can be varied from the referral amounts as mentioned above in case of a special scheme / recruitment event being carried out as part of the BChannel Promotion Campaign. The variation in the referral fee for schemes maybe in cash or kind depending on the campaign requirements the same will be decided upon at the discretion of the Head - B-Channel.

Procedure 1. Associate - The Associate uploads the referral C.V. in ESupport and generates a Referral / Applicant ID. 2. B-Channel - The B-Channel on receipt of the resumes initiates the recruitment process provided the resumes match the Job description. As per the policy, the referral fee will be advised depending on the eligibility on a monthly basis. 3. SSCL Payroll Initiates payment to the associates based on the referral advice provided.

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4.2.3 Other Major IT Companies Employee Referral Program INFOSYS Table 1: The payout policy for Infosys regarding Employee Referral Program is given below :Job Band Base Reward Special Reward if joined overseas Special Reward if joined for Any Stream for Delivery & Program overseas for CFG/ ISC/ CSG/ Management Streams TARCH Streams* INR 10,000 NIL NIL

INR 15,000

USD 1000

USD 1000

5 6

INR 15,000 INR 35,000

USD 1000 USD 1000

USD 1000 USD 2000

INR 50,000

USD 1000

USD 3000

Infosys has recently doubled the referral fee Article in Timesjobs.com (Dt. Dec 15th, 2010).The referral fee is paid to the employee once the new joining has completed 3 months in the organization.

According to the Q3 Report Infosys touched an all time high in Referral rate which is stated as greater than 50% and according to some sources is as high as 60%.

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TATA CONSULTANCY SERVICES The payout policy w.r.t. Employee Referral Scheme in Tata Consultancy Services is given below (please note that unless specifically mentioned, the time of payment is completion of 3 months by the new joining).

Table 2: Payout of TCS in INDIA IT Services Grades Reward Amount (INR) C1 C2 C3A C3B C4 C5 5000 12500 18000 25000 32000 50000

WIPRO Wipro has doubled the cash rewards from Rs. 20,000 to Rs.40,000.There are on ground promotions to advertise the referral program.All employee referrals are done through an online referral portal called WipLinks / Livewire as per their global referral policy.

5.Findings: COMPARITIVE ANALYSIS Figure 6: Net Joining

14000 12000 10000 Employees 8000 6000 4000 2000 0 -2000 1 2 Quarters 3 4 Infosys TCS Wipro Mahindra Satyam

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Comparison: Table 3: Infosys TCS Wipro Mahindra Satyam Q1 1026 3271 4854 -932 Q2 7646 10717 2975 346 Q3 5311 12497 3591 764 Q4 3041 11700 2894 434

The highest recruitment in the FY2010-11 was done by Tata Consultancy Services. In Q3 touched peak referral rate (approximately 60%). During this time the referral fee was doubled. Mahindra Satyam has shown signs of revival very strongly post the rough patch the organization faced in 2009. The attrition rate at Mahindra Satyam has come down drastically and is lower than industry average. The Referral fee paid in India of the three organizations are given below :

Table 4: Min Max

Infosys Satyam TCS 10000 50000 15000 50000 5000 50000

- The maximum referral fee paid is equal for all the three organizations. - The Minimum referral fee paid is the highest in Mahindra Satyam. The referral fee paid abroad are given below

Table 5: Min Max

Infosys $1000 $3000

MahindraSatyam TCS $750 $2000 750 2,000

- The minimum referral paid for referrals abroad is $750 (Mahindra Satyam) and the maximum is $3000 (Infosys).

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Non Cash Rewards Mahindra Satyam: - At Mahindra Satyam, every quarter the B-Channel Team develops a new scheme which involves non cash rewards (Ex. IPhone, LCD TV, etc) where the employee with highest number of referrals (joinings) is presented the prize. The referral fee is also paid during these schemes. Apart from this, employees who have referred a considerable number of applications are presented with prizes (Ipod, MP3 Players, Travel Vouchers,etc). This is done with a view to encourage employees to participate in the employee referral program and do not get discouraged by the fact that only one employee has won the prize. Infosys & TCS: - Infosys & TCS do not have a policy of giving non cash rewards to its employees in the Employee Referral Program. Wipro:- Wipro gives out non cash rewards in the form of LCD T.V., Home Theatre, Foreign Holidays, etc. 6.Recommendations To improve the employee referral program, the first thing to know is why dont employees refer? According to a survey, 78% percent of people do not know anyone suitable for that position 42% are afraid of the consequences of referring a bad candidate 21% feel the process is too much complicated.

The following steps need to be taken to make the employee referral program more effective and productive 1. Rapid Response The referral team should respond to the referred candidate and referring employee within reasonable time so that the employee feels his contribution is being considered and recognized. 2. Priority Processing The referred applications should be given a priority for processing over other sources to ensure that the employee and the referral feel that they are special. 3. Expedited Interviewing To promise that all employee referral candidates are interviewed within a certain number of days. 4. Increase Recognition Apart from the monetary and non monetary rewards, employee recognition should be emphasized on. This can be done by publicly recognizing employees and managers for participating in the process. It can either be a small personalized thank you note or even an announcement through the notice board. 5. Referral Activities Visiting top performers and coach them through a talent discovery exercise to generate referrals for a particular need. 6. Educate and encourage Fighting corporate policies that discourage social media participation and educate employees and managers about how to effectively use social
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networks for professional purposes, and then encourage mass participation. Also educate them regarding the advantages of employee referral program, so that each and everyone actively participate in the process.

Apart from that the organization can rely on proactive referrals in the following ways 1. On-boarding Referrals Through this step, the organization can ask the new hires to make referrals during on-boarding. This can be very effective as they would have a larger network to access from as compared to the present employees social network. 2. Follow up Interviews Following a successful referral, interview the referring employee to thank them for the contribution they have made. Also find out how they sourced the new hire from their network and ask for additional referrals. 3. Referral Events To hold referral events and hiring parties for referrals in order to garner attention, to educate and get spot referrals. 4. A Referral Database To develop a pool of referrers who can be proactively approached. Select these individuals based on their past referrals and the likelihood that they would know someone with a particular skill set.

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WEB SITES: 1. 2. 3. 4. 5. 6. 7. www.ere.net www.hrworld.com www.citehr.com www.mahindrasatyam.com www.infosys.com www.tcs.com www.timesjobs.com

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