Anda di halaman 1dari 103


I here by declare that the project report titled A Study Of Recruitment Process And Identification Of Training Of Employees & Retention In Info Edge India Ltd, call center department submitted in partial fulfillment of the requirements of the degree of Masters of Business Administration to Sikkim-Manipal University, India, is my original work and not submitted for the award of any other degree, diploma, fellowship, or any other similar title or prizes.

Place: Date:



The project report of xxx Titled A Study Of Recruitment Process And Identification Of Training Of Employees & Retention In Info Edge India Ltd, call center department is approved and is acceptable in quality and form.

Internal Examiner
Mrs. ) ,

External Examiner
Mr. and Ms.

I take this opportunity to bestow my gratitude to all who helped me during the course of the project for their aspiring guidance, invaluably constructive criticism and kind advice throughout the project work. I am sincerely grateful to them for sharing their sincere and illuminating views on a number of issues related to the project. I express my heartfelt thanks to Mr. and Ms. for their support & guidance at INSOFT. I would also like to thank my project external guide Mrs., Info Edge India Ltd, (HRD) Ms. and all the people who provided me with the required facilities of working conditions conducive for my project work.

Table of Contents

1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15. 16. 17. 18. 19. 20. 21. 17. 18. 102

Acknowledgment Preface Executive Summary Objective of Study Company Profile Vision of the company & BoD Different types of services Offered Research Methodology Recruitment The Challenges Sources of Recruitment Recent Trends in Recruitment Recruitment Policy Of Naukri.Com Selection - The Challenges Selection Process At Naukri.Com Probation And Confirmation Training and Development` Retention Strategies A Big Challenge Views ,Reviews & Analysis Findings and Conclusions Limitations Suggestions/ Recommendations Annexure (I) Questionnaire Annexure (II)Bibliography

3 5 6 8 9 10 12 15 18 21 29 31 33 38 42 44 66 83 90 94 95 99

As we are stepping into the 21st century with the era of modernization & globalization, organizations are seeking to bring continuous improvement and required changes in all fields of activities. One key area is to build a congenial working environment within the organization and to study the behavior of the employees for the purpose of identifying the scope of improvement in the organizational effectiveness. Through this training, I came to know about the append of theoretical knowledge of HR practices viz recruitment process, training process etc, thereby bringing about conceptual clarity. The main objective of this project is to get the hands on experience of the office and management and various systems and procedures on effective working. An overview of has been studied which helped me to relate the practical aspect of training with the theoretical one.

Introduction Of The Study
This project report tells us about the company i.e. Info Edge India Ltd, department, the recruitment and selection procedure they adopt for their organization and the assessment of training needs by confidential report (CR) method. This project report specifies the conditions, which should be fulfilled by the prospective employee to get recruited in . The report also specifies the various methods of training and developing the employees. The identification of training is based upon the individual organizational and the customer needs, with employees going in for technical, soft skills training and organizational development. Along with discussing the recruitment and selection procedure in , this report also tells us the importance of effective hiring and training. This research study is descriptive in nature. Both the sources of data collection viz primary and secondary have been used in this report. A questionnaire has been conducted with around 24 questions concerning the recruitment, selection and training & development practices undertaken in . A through analysis has also been done on the responses given by the respondents based upon which conclusions have been drawn. Hiring Strategies Adopted The Hiring Strategies adopted by the respondents includes: Employee Referrals Campus Recruitments Advertisements and HR Consultants

For Lower Level Employees, the most widely used strategies are Referrals, Campus Recruitments and Advertisements

For Middle-Level and Senior-Level Managers HR consultants are mainly used.

Objectives Of The Study:

The objective of this study is To analyze the recruitment and training process at To get the practical knowledge and experience of working

This study is being conducted at Noida, which has about 1400 employees working in different capacities in different departments.

Significance Of Study:
There is no doubt that we had acquired a lot of knowledge from our theoretical subjects but nobody can be the master of practical knowledge without going on the actual workplace which is the official environment of any organization. The primary aim of sending a trainee to an official environment is to give the trainee a first hand feel of the organization which further help the trainees to develop ability to apply multi-disciplinary concepts, tools and techniques to solve the organizations problems.


The Beginning In March 1997, as the influence of the Internet was beginning to grow in India, was launched as a floorless employment exchange. A platform for employers and jobseekers, to meet and exchange information. The site was launched , with databases of jobs, resumes and placement consultants. In October 1997, the service went commercial. By then more than 50 companies had tried the services and were satisfied with the responses received. Since then, the client list for , has increased to over 25,000 companies. Info Edge started in 1989 and was gradually taken over by Info Edge (India) Pvt. Ltd which was incorporated on May1, 1995. It was in the business of selling reports and providing project and marketing related consulting services to its clients. Info Edge also provided management consulting services to a number of clients in India and abroad. In 1991 the Department of Telecommunications began to experiment with Videotex services. Info Edge registered as an information provider with DOT for providing information about vacancies over Videotex. The Videotex pilot project of DOT however did not take off and Info Edge was forced to abandon its plans for this service. Over the next few years Info Edge evaluated the idea of providing job information to the public independently but was unable to identify a financially viable technology backbone till the Internet entered India. The site aims to provide Indians with Indian qualifications the maximum opportunity for their career growth. It has also been promoted in all parts of the globe, where Indian qualifications are acceptable, and clients have been enlisted. Over 10% of our current corporate client list consists of companies located in USA, Africa, Middle East and Far East. Similarly about 5% of the individuals approaching Naukri are NRIs wanting to return to India or register with naukri to look at opportunities in India or globally.

The vision - To create a platform where, every Indian who is looking for a job can find one
Naukri is the definitive Indian careers website on the Internet. It is a forum where employers, placement agencies and job seekers can exchange information, quickly, effectively and inexpensively. At Naukri, you can advertise for a job, search for a job, browse through resumes, place your resume, place your home page, visit employers' home pages and visit other Indian and International career sites. It is a one-stop information-clearing house about jobs and careers for Indians.

THE BOARD OF DIRECTORS Non-Executive Chairman Managing Director (MD) & Chief Executive Officer (CEO) Chief Operating Officer (COO) : Mr. Sanjeev Bikhchandani : Mr. Hitesh Oberoi : Mr. Kapil Kapoor

Chief Financial Officer (CFO) & Head - Legal and Administration : Mr. Ambarish Raghuvanshi Director Director Director Director Director : Mrs. Bala Deshpande : Mr. Arun Duggal : Mr. Saurabh Srivastava : Mr. Ashish Gupta : Mr. Sandeep Murthy

Management Team:



Vineet Singh, Sr.Vice President - Domestic (North, East & West) & International Sales V.Suresh Sr.Vice President South and Mumbai, Vivek Khare, Senior Vice President- Deepali Singh, Business Head - Quadrangle ( Harveen Bedi, VP Quadrangle Technology Vibhore Sharma, Vice President Technology & IT Infrastructure Human Resources Sharmeen Khalid. Vice President HR Advisors: Anil Lall Sharad Malik US operations: Sushil Bikhchandani


SERVICES INCLUDE: Recruitment Solutions offers end to end recruitment services. In this section, you will find details of our recruitment solutions. While we have attempted to be as comprehensive as possible in this section, do feel free to contact us if you have any questions or need any clarifications.

Job Posting Services

Over 2,00,000 Jobs attracting the most traffic. Tie ups with leading publications and portals for increased response

RESDEX (Resume Database Access)

Over 9 Million Searchable Resumes.

Naukri INSTA hire

Innovative recruitment solutions now on mobile. Hire the right, relevant candidates instantly through SMS. Enhance, simplify and reduce your recruitment cycle.

eApps Pro(Online Response Management Software)

Streamline your recruitment process. Increase recruiter productivity by 400% and reduce time spent on managing responses by 80%. No more clogged email boxes and the hassle of downloading hundreds of resumes

Best Places to Work This gives you the kind of visibility you always wanted. It is the first section to appear on the Naukri.coms home page ensuring you the maximum branding and visibility. You get free eApps Pro which is a complete solution to automate and streamline your recruitment backroom.


Get a customized micro site developed Get covered in hot vacancies and classifieds section Provides you a database interface through job alerts your vacancies will be matched against our database and mailed to the relevant candidates.


Classifieds Ensure yourself easy access of information listing vacancies in specific and relevant categories. Easy access of information Get your vacancies listed in specific and relevant categories. Ensure a higher and increased degree of relevant response Use two ids to collect response Input 1000 jobs in a year. Hot Vacancies Get your jobs listed along side those of premier companies. For premium job listings from premium companies Gives your vacancies greater visibility Free job alerts to our database Get your listings covered in classified section Logo included in the listing Job Gallery This will give you direct accessibility from home page along with the option of designing your vacancies the way you want them to appear. Get direct accessibility from our home page Design your vacancies as you want them to appear Get covered in Hot vacancies and classifieds section We will provide you with a database interface for the vacancies Get your vacancies e-mailed to our database of over 9 million.



The research design selected is of descriptive type. This is used for opportunity and alternative-oriented studies.


Both primary and secondary data are used for the project a) Primary data: primary data is that which is collected for the first time and thus happens to be original in character.

Questionnaire survey:
In this study a questionnaire is prepared. The questionnaire consists of a set of 24 questions and circulated among 20 chosen employees. b) Secondary data: It refers to the data that has been already been collected. The secondary data, which has been used to carry out this study, are as follows: Companys HR Policy Manual Companys internet site (http://www.) Other relevant study materials and websites UNIVERSE: call center department, Noida SAMPLE SIZE: The sample size refers to the number of items to be selected from the universe to constitute a sample. The sample size used for the study includes 20 employees from the different departments.




Recruitment is the discovering of the potential applicants for the actual and anticipated organizational vacancies. This being the critical factor, any organization has to have well defined policies & practices aligned with the organizations mission and vision since it injects fresh blood in the organization. Organizations work hard to find and attract capable applicants. Their methods depend upon the situations since there is no best recruiting technique. However, the job descriptions and specifications are essential tools, especially for the management in large organizations.

The Challenges:

Attract people with multi-dimensional experiences and skills Infuse fresh blood at every level of the organization Develop a culture that attracts people to the company Locate people whose personalities fit the companys values Devise methodologies for assessing psychological traits Induct outsiders with new perspective to lead the company Search for talent globally, and not just within the country Design entry pay that competes on quality, and not quantum Anticipate and find people for positions that do not exist yet

The process of identification of different sources of personnel is known as recruitment. Recruitment is a process of searching the candidates for employment and stimulating them to apply for jobs in the organizations Recruitment is a process of searching the candidates for employment and stimulating them to apply for jobs in the organizations. It is a linking activity that brings together those offering jobs and those seeking jobs. Recruitment refers to the attempt of getting interested applicants and creating a pool of prospective employees so that the management can select the right person for the right


job from this pool. Recruitment process precedes the selection process, that is, selection of right candidates for various positions in the organization.

Process of Recruitment
It is a positive process as it attracts suitable applicants to apply for available jobs. The Process of recruitment: Identifies the different sources of labor supply Assesses their viability Choose the most suitable source or sources Invites applications from the perspective candidates for the vacant jobs.

The aims of recruitment are: To obtain a pool of suitable candidates for vacant posts To use and be seen to use a fair process To ensure that all recruitment activities contribute to company goals and a desirable company image To conduct recruitment activities in an efficient and cost-effective manner Factors Affecting Recruitment There are many factors that limit or affect the recruitment policy of an organization. The important factors are:

Size of the organization and the kinds of human resources required. Effect of past recruitment efforts. Nature of Workforce market in the region. Working conditions, wages and other benefits offered by other concerns. Social and political environment. Legal obligations created by various statutes


Recruitment Policy Statement In its recruitment activities, the company will: Advertise all vacancies internally, Reply to every job applicant without any delay, Inform job applicants the basic details and job conditions of every job advertised, Process all applications with efficiency and courtesy, Seek candidates on the basis of their qualifications, Aim to ensure that every person invited for interview will be given a fair and thorough hearing The company will not: Discriminate unfairly against potential applicants on the basis of sex, race, religion, caste, etc.; Knowingly make any false or exaggerated claims in its recruitment literature or job advertisements.


Sources of Recruitment
The various sources of recruitment are basically grouped into two categories:

Internal Recruitment (recruitment from within the enterprise) External Recruitment (recruitment from outside)

Although recruiting may bring to mind employment agencies and classified ads, current employees are often your largest source of recruits. Some surveys even indicated that up to 90% of all management positions are filled internally. Filling open positions with inside candidates has several advantages. Employees see that competence is rewarded and morale and performance may thus be enhanced. Having already been with your firm for some time, inside candidates may be more committed to company goals and less likely to leave. Promotion from within can boost employee commitment and provide managers a longer-term perspective when making business decisions. It may also be safer to promote employees from within, since you're likely to have a more accurate assessment of the person's skills than you would otherwise. Inside candidates may also require less orientation and training than outsiders. Yet promotion from within can also backfire. Employees who apply for jobs and don't get them may become discontented; informing unsuccessful applicants as to why they were rejected and what remedial actions they might take to be more successful in the future is thus essential. Similarly, many employers require managers to post job openings and interview all inside candidates. Yet the manager often knows ahead of time exactly whom he or she wants to hire, and requiring the person to interview a stream of unsuspecting inside candidates is therefore a waste of time for all concerned. Groups may also not be as satisfied when their new boss is appointed from within their own ranks as when he or she is a newcomer; sometimes, for instance, it is difficult for the newly chosen leader to shake off the reputation of being "one of the gang. 21

Perhaps the biggest drawback, however, is inbreeding. When an entire management team has been brought up through the ranks, there may be a tendency to make decisions by the book. And to maintain the status quo, when an innovative and new direction is needed. Balancing the benefit of morale and loyalty with the drawback of inbreeding is thus a challenge.


Promotions and Transfers This is a method of filling vacancies from within through transfers and promotions. A transfer is a lateral movement within the same grade, from one job to another. It may lead to changes in duties and responsibilities, working conditions, etc., but not necessarily salary. Promotion, on the other hand, involves movement of employee from a lower level position to a higher-level position accompanied by (usually) changes in duties, responsibilities, status and value. Organizations generally prepare badli lists or a central pool of persons from which vacancies can be filled for manual jobs. Such persons are usually passed on to various departments, depending on internal requirements. If a person remains on such rolls for 240 days or more, he gets the status of a permanent employee as per the Industrial Disputes Act and is therefore entitled to all relevant benefits, including provident fund, gratuity, retrenchment compensation. Filling vacancies in higher jobs from within the organization has a benefit of motivating the existing employees. It has a great psychological impact over the employees because a promotion at the higher level may lead to a chain of promotions at lower levels in the organizations.

Job Posting Job posting is another way of hiring people from within. In this method, the organization publicizes job openings on bulletin boards, electronic media and similar outlets. One of the important advantages of this method is that it offers a chance to highly qualified applicants working within the company to look for growth opportunities within the company without looking for greener pastures outside.

Employee Referrals Employee referral means using personal contacts to locate job opportunities. It is a recommendation from a current employee regarding a job applicant. The logic behind employee referral is that "it takes one to know one". Employees working in the organization, in this case, are encouraged to recommend the names of their friends


working in other organizations for a possible vacancy in the near future. In fact, this has become a popular way of recruiting people in the highly competitive Information Technology industry nowadays. Companies offer rich rewards also to employees whose recommendations are accepted - after the routine screening and examining process is over - and job offers extended to the suggested candidates. As a goodwill gesture, companies also consider the names recommended by unions from time to time.

POSSIBLE BENEFITS AND COSTS OF EMPLOYEE REFERRALS Recommender gives a realistic picture about the job. The applicant can weigh the pros and cons carefully before handing over the CV The applicant is more likely to accept an offer if one is made and once employed, to have a higher job survival.

It's an excellent means of locating potential employees in those hard-to-fill positions. The recommender earns a reward and the company can avoid expensive recruiting search - in case the candidate gets selected.

Recommenders may confuse friendship with job competence. Factors such as bias, nepotism, and eagerness to see their friends in the company may come in the way of hiring a suitable candidate.

ADVANTAGES OF USING INTERNAL SOURCES Filling vacancies in higher jobs within the organization or through internal transfers has various advantages such as:

Employees are motivated to improve their performance. Moral of the employees is increased. Industrial peace prevails in the enterprise because of promotional avenues. Filling of jobs internally is cheaper as compared to getting candidates

from external sources.


A promotion at higher levels my led to a chain of promotion at lower

levels in the organization. This motivates employees to improve their performance through learning and practice. Transfer or job rotation is a tool of training the employees to prepare them Transfer has the benefit of shifting workforce from the surplus

for higher jobs.

departments to those where there is shortage of staff. DRAWBACKS OF INTERNAL SOURCES Internal sources of recruitment has certain drawbacks such as:

When vacancies are filled through internal promotions, the scope for fresh talent is reduced. The employees may become lethargic if they are sure of time bound promotions. The spirit of competition among the employees may be hampered. Frequent transfers of employees may reduce the overall productivity of the organization.

Every enterprise has to tap external sources for various positions. Running enterprises have to recruit employees from outside for filling the positions whose specifications cannot be met by the present employees and for meeting the additional requirements of manpower. Companies commonly use the following external sources of recruitment: Media Advertisements: Advertisements in newspapers or trade and professional journals are generally used. The advantage of advertising is that more information about the organization, job


description and job specifications can be given in advertisements to allow self screening by the prospective candidates. Management Consultants: Management consultancy firm helps the organizations to recruit technical, professional and managerial personnel. They used to specialize in middle level and top-level executive, but today they even help firms in recruiting fresh graduates & postgraduates in the industry. Educational Institutes: Educational institutes at all levels offer opportunities for recruiting recent graduates. Most educational institutes operate placement services where prospective employers can review credentials and interview graduates. Employee Referrals / Recommendations: One of the best sources for individuals who perform effectively on the job is recommendation for the current employee. An employee will rarely recommend someone unless he or she believes that the individual can perform adequately. The recommended often gives applicants more realistic information about the job than any other source. Casual Callers or Unsolicited Applicants: The organizations that are regarded as good employers draw a steady stream of unsolicited applicants in their offices. This serves as a valuable source of manpower. The merit of this source of recruitment is that it avoids the costs of recruiting workforce from other sources.


ADVANTAGES OF USING EXTERNAL SOURCES The merits of external sources of recruitment are: Qualified Personnel:

By using external sources of recruitment, the management can make qualified and trained people to apply for vacant jobs in the organization.

Wider Choice:

When vacancies are advertised widely, a large number of applicants from outside the organization apply. The management has a wider choice while selecting the people for employment. Fresh Talent:

The insiders may have limited talents. External Sources facilitate infusion of fresh blood with new ideas into the enterprise. This will improve the overall working of the enterprise. Competitive Spirit:

If a company can tap external sources, the existing staff will have to compete with the outsiders. They will work harder to show better performance. DRAWBACKS OF EXTERNAL SOURCES The demerits of filling vacancies from external sources of recruitment are: Dissatisfaction among Existing Staff: External recruitment may lead to dissatisfaction and frustration among existing employees. They may feel that their chances of promotion are reduced.


Lengthy Process:

Recruitment from outside takes long time. The business has to notify the vacancies and wait for applications to initiate the selection process. Uncertain Response:

Here candidates from outside may not be suitable for the enterprise. There is no guarantee that the enterprise will be able to attract right kind of people from external sources.


Other Sources
In the search for particular types of applicants, nontraditional sources should be considered. For example, Employ the Handicapped associations can be a source of highly motivated workers; a forty-plus club can be an excellent source of mature and experienced workers etc.

Recruiting Sources Used by Skill and Level SKILL/LEVEL Unskilled, Semiskilled & Skilled RECRUITING SOURCE Informal Contacts Walk-ins Public Employment Agencies Professional Employees Managerial Level Informal Contacts Internal Search Walk-ins Private Employment Agencies Public Employment Agencies



Outsourcing Under this arrangement company may draw the required personnel from the outsourcing firms or agencies or commission basis rather than offering them employment. This is also called leasing of human resources. The outsourcing firms develop their human resource pools by employing people for them and make available the personnel to various companies (called clients) as per their needs. The outsourcing firms get payment for their services to their clients and give salary directly to the personnel. The personnel deputed by the outsourcing agencies with the clients are not the employees of the clients. They continue to be on the payroll of their employees, that is, the outsourcing agencies. Several outsourcing companies or agencies have come up which supply human resources of various categories to their clients. A company in need of employees of certain categories can approach an outsourcing company and avail the services of it human resources. The advantages of getting human resources through the outsourcing agencies are: 1. The companies need not plan for human resources much in advance. They can get human resources on lease basis from an outsourcing agency. 2. The companies are free from industrial relations problems as human resources take on lease are not their employees. 3. The companies can dispense with this category of employees immediately after the work is over. Poaching or Raiding Poaching means employing a competent and experienced person already working in another reputed company, which might be a rival in the industry. A company can


attract talent from another firm by offering attractive pay packages and other terms and conditions. Whatever may be the means used to raid rival firms for potential candidates, it is often seen as an unethical practice and not openly talked about. In fact, raiding has become a challenge for human resource managers of modern organization. Website or e-Recruitment Many big organizations use Internet as a source of recruitment. They advertise the job vacancies through the worldwide web (www). The job seekers send their applications or Curriculum Vitae, that is, CV; through e-mail using Internet, which can be drawn by the prospective employer depending upon their requirements.



To accomplish the company to plan its manpower requirements in order to meet the organizational objectives and needs. To obtain and retain the right human resource material of appropriate skills, knowledge, aptitude and merit which will enable the company to grow and develop into a premier consultancy organization.

Internal sourcing is more widely used in practice as compared to external sourcing. Except in the lowermost grades, where direct recruitment is unavoidable, there is no specific quota for recruitment from outside. The company provides opportunity for its employees to grow from within the organization by acquiring the necessary qualification, skills, knowledge and training. Even so the company recruits from the open market to positions for which suitable candidates are not available either internally or on deputation from the other organizations like the Indian Railways etc according to job requirements.


Modes of sourcing

Internal sourcing

External sourcing Campus recruitment



Employment exchanges


1. Deputation:
The very nature of the business of the company requires that it should staff the organization with the experienced personnel from the Indian Railways or public undertakings in respect of a number of positions. The terms and conditions of deputation of employees to are decided in accordance with the rules of the central government and in consultation with the parent organization in case of the others.

2. Re-Employment & Appointment Of The Consultants:

In respect of certain special jobs requiring services of retired officers and staff of government or, the company may re-employ suitable persons belonging to this category for specified periods, subject to such re-employment being in accordance with the governments and/or the companys policy and orders. In order to meet the specific job requirements of limited duration which cannot be handled by the companys regular staff for want of expertise or shortage of manpower and with the specific approval of the director/ managing director/ board of directors, the company may appoint consultants/ advisors on the basis of the guidelines laid down by the board of directors / Railway board.

3. Employment Exchanges:
The recruitment to the posts up to the pay level of Rs 8000/ or other equivalent level are made through the employment exchanges ( compulsory notification of vacancies) Act, 1956 while considering the candidates recommended by the employment exchange personnel engaged on casual / temporary / ad-hoc/ contractual basis are also considered.

4. Advertisement:
The advertisement for a vacancy is drafted in consultation with the concerned departmental head, as and when it is to be released. The advertisement should indicate the job title, qualification experience, age limit and other salient aspects of the job and also the pay scale, allowances and the benefits afforded by the company. The planned advertisements are generally released in the national dailies, but depending upon the location, they are also released in regional / local dailies.

5. Campus Recruitment:
Campus recruitment is carried out from time to time to induct fresh talent in the organization from selected institutes.


Recruitment for the posts of engineers is also made through campus interviews to meet the urgent requirements of the company.

Well established technical institutes and engineering colleges are selected by the competent authority are chosen and an association is maintained on a long-term basis.

Campus visits: visits are scheduled to the technical institutions and engineering colleges during the placement season. Teams of senior officers are deputed to these institutes and colleges for campus recruitment. Such of the applicants so screened as per the laid down criteria and found qualified are being called for appearing in the written test or interview to be conducted by the nominated selection board. All such recruits are required to serve the companies for a minimum period of three years. They are also required to execute a bond of Rs one lac in this regard and submit one surety.


The Challenges:

Selection is a critical process Locating The Right Person Requires a huge investment of money to get right types of people. Structure of Selection Process that helps companies to test for fit Employment Tests to rightly judge the capabilities of candidates Selecting people who possess the ability and qualifications to perform the jobs.

Selection involves a series of steps by which the candidates are screened for choosing the most suitable persons for vacant posts. The process of selection leads to employment of persons who possess the ability and qualifications to perform the jobs, which have fallen vacant in an organization. The process of selection divides the candidates for employment into two categories, namely, those who will be offered employment and those who will not be. The basic purpose of the selection process is to choose right type of candidates to man various positions in the organization. In order to achieve this purpose, a well-organized selection procedure involves many steps and at each step, unsuitable candidates are rejected. Both recruitment and selection are the two phases of the employment process. Recruitment being the first phase envisages taking decisions on the choice of tapping the sources of workforce supply. Selection is the second phase, which involves giving various types of test to the candidates and interviewing them in order to select the suitable candidates only.


SIGNIFICANCE OF SELECTION PROCESS Selection is a critical process these days because it requires a huge investment of money to get right types of people. If the right types of persons are not chosen, it will lead to huge loss of the employer in term of time, effort and money. Therefore it is essential to devise a suitable selection procedure. Each step in the selection procedure should help in getting more and more information about the applicants to facilitate decision-making in the area of selection. The benefits of selecting right kind of people for various jobs are as follows: Proper selection and placement of personnel go a long way towards building up a stable workforce. It will keep the rates of employee turnover low.

Competent employees show higher efficiency and enable the organization to achieve its objectives effectively.

When people get jobs of their taste and choice, they get higher job satisfaction & in turn result into a part of a contended workforce for the organization People involved in the selection process are: HR Department Respective department head. Respective divisional head. What Selection is All About? All selection activities, from the initial screening interview to the physical examination if required, exist for the purpose of making effective selection decisions. Each activity is a step in the process that forms predictive exercise-managerial decision makers seeking to predict which job applicants will be successful if hired. In actuality, the selection process represents an effort to balance the objectives of evaluating and attracting. Significance of Selection Process Selection is a critical process these days because it requires a huge investment of money to get right types of people. If the right types of persons are not chosen, it will


lead to huge loss of the employer in term of time, effort and money. Therefore it is essential to devise a suitable selection procedure. Each step in the selection procedure should help in getting more and more information about the applicants to facilitate decision-making in the area of selection. The benefits of selecting right kind of people for various jobs are as follows: Proper selection and placement of personnel go a long way towards building up a stable workforce. It will keep the rates of employee turnover low. Competent employees show higher efficiency and enable the organization to achieve its objectives effectively. When people get jobs of their taste and choice, they get higher job satisfaction & in turn result into a part of a contended workforce for the organization.


Selection process comprises of the following steps:

Receipt of Applications Scrutiny of Application Preliminary Interview by HR Department Interview taken by the person from the particular department Interview by HR and Department Head Placement & Orientation
1. Receipt of Applications: It is the first step in the process of selection process. The application form gives preliminary information about the candidate and assists the interviewer in formulating the questions to obtain more information about the candidate.

2. Scrutiny of Application:
All those who have applied for the job may not be suitable for it so the HR department carries out a proper scrutiny of applications to select the candidates to be called for preliminary interview.

3. Preliminary Interview by HR Department:

The HR department take this interview. The candidates are asked about their qualifications, experience, interest, residence, age etc. Those whose qualification and does not match are rejected.

4. Interview taken by the person from the particular department, here they ask
about the work experience, why he/she left the earlier job, ask about his/her background etc. The interviewer matches the job specification, qualification, ability to work under stress etc. At this level rejection are made if the interviewer does not find the candidate suitable for the job.


Interview by HR and Department Head:


At this level, the HR & department head, both take interview of the selected candidates to know more about them. It is a very friendly conversation with them including specialized questions. The HR head tell the interviewee about the company, its mission, objectives and responsibilities of the job, which have applied for, salary, compensation, etc.


Placement and Orientation:

Orientation and placement of covers the activities involved in introducing the new employees to the organisation and to his or her work unit. It familiarize new employee with the s objectives, history, procedures, and rules, communicate relevant personnel policies such as hours of work, pay procedures, overtime requirements, provide a tour of the companys physical facilities and introduce him to his superior and co-workers.


Receiving Applications

Whenever there is a vacancy, it is advertised or enquiries are made from the suitable sources, and applications are received from the candidates.

Screening of Application:

All the applicants received in response to recruitment notification are scrutinized for the purpose of screening and short-listing the candidates who should be called for the selection. The company restricts selection to the more meritorious of the applicants through an appropriate process of initial screening.

Selection Committee:

Selection committee is constituted under the orders of the managing director or any other officer to whom the power to constitute such committees for the purpose of conducting the written tests and/ or interviews. The selection committee decides the actual scheme of the tests/ interview depending upon the requirements of the job for which recruitment is made.

Selection Employment Interview:

A minimum of 60% marks in the aggregate and also in the performance at the written test and interview is required to enable the candidates to be finally selected. The selection committee recommends the panel of successful candidates in order to the Board of directors as the case may be for employment.


The main purposes of an employment interview are: To find out the suitability of the candidate, To seek more information about the candidate, and To give candidate accurate picture of a job with details of term & conditions and some idea of organizations policies. Employment Interview may consist of number of rounds of interview with various interviewers

Checking References

A referee is potentially an important source of information about a candidates ability and personality if he/she holds a responsible position in some organization or has been an employer of the candidate

Medical Checkup:

An important part of the selection process is also to ensure the employee is free from all kind of diseases that can hamper his work. For this purpose, every short listed candidate goes through a medical check-up to ensure his physical fitness. The pre-employment physical examination or medical test of a candidate is an important step in the selection procedure. Medical examination as part of selection procedure depends entirely upon the kind of jobs to be offered to the candidates. For instance some industries do not take up medical examinations of the candidates at all

Letter Of Appointment:

After the candidate has cleared all the hurdles in the selection procedure, he/se is formally appointed by issuing an appointment letter by concluding with him/her a service agreement. Generally in all organizations, the candidates are not appointed on permanent basis because it is better to try them for few months on the job itself. Thus all candidates have a probation period & candidates are expected to show their worth during the probation period to get permanent employment in the particular organization.



Employment Tests
Intelligence Tests: These tests are used to judge the mental capacity of the applicants. They measure the individual learning abilities, i.e., the ability to catch or understand instructions and also ability to make decision and judgment. These tests are used in the selection of personnel for almost every kind of job from the unskilled to the skilled one. Aptitude Tests: Aptitude means the potential that an individual has for learning and skills required to a job efficiently. They measure an applicants capacity and his potential for development. Proficiency Tests: Proficiency Tests are those, which are designed to measure the skills already acquired by the individuals. A proficiency test takes a sample of individuals behavior, which is designed as replica of the actual work situation. Interest Tests: Interest tests identify patterns of interest that is areas in which the individual shows special concern, fascination & involvement. These tests will suggest what types of jobs may be satisfying to the employees. Personality Tests: Personality test probes the qualities of the personality as a whole, the combination of aptitude, interest and usual mood & temperament.


Employment Interviews
The nature of employment interviews varies from firm to firm. It may be conducted in the following forms: Patterned or Structured Interview: In this interview, a series of questions, which can illuminate the significant aspects of the applicants background, are standardized in advance. During the interview, the standardized questions are asked as they are written; the order may vary but not the phrasing of the questions. Unstructured or Non-directed Interview: The interviewer does not ask direct & specific questions. He/she creates an atmosphere in which the candidate feels free to talk on the subject selected by the interviewer. Preliminary or Background information Interview: This type of interview is conducted when the history of the applicant has to be known in terms of his experience, education, health, interest & so on. It is more or less a preliminary interview. Stress Interview: The applicant is intentionally put under a stress by interrupting him, criticizing his/her viewpoint and keeping silent after he has finished speaking. Group Interview: It is an interview of a number of applicants in a group. The interviewers can see reactions of the applicants in dealing with each other. It is used where it is essential to know how the candidates behave in a group.



All initial appointments in the company as a result of direct recruitment in accordance with the rules (except those of a temporary, ad-hoc, casual or contractual nature and those on foreign service or deputation terms from govt or other undertakings) are on probation for a period of one year. During the period of probation, an employee is liable to be discharged from the service of the company without assigning any reason at the sole direction of the management. The period of the probation may be extended or curtailed in the individual cases by the competent authority on the merits of each case. During the period of probation, the employees are required to undergo such training as is called by the requirements of their jobs. Successful completion of the probation and the prescribed training course will make the employee eligible for regularization and confirmation in the companys employment.

The personnel division screens the probationers in an appropriate manner and obtains and notifies the approval of the competent authority for the regularization/ confirmation of individual direct recruits.



ACTIVITY/ PROCEDURE Technical scrutiny of applications


Approval for calling eligible candidates for written tests and interviews Dispatch of call letters



Selection of candidates called for interview


Medical check-up


Dispatch of appointment letters


Joining at





We know that successful candidates placed on the jobs need training to perform their duties effectively. Workers must be trained to operate machines, reduce scrap and avoid accidents. It is not only the workers who need training. Supervisors, managers and executives also need to be developed in order to enable them to grow and acquire maturity of thought and action. Training and development constitute an ongoing process in any organization. This chapter is devoted to a detailed discussion on the nature and process of training and development in a typical industrial establishment. Training could be compared to this metaphor - if I miss one meal in a day, then I will starve to death. The survival of the organization requires development throughout the ranks in order to survive, while training makes the organization more effective and efficient in its day-to-day operations. As a brief review of terms, training involves an expert working with learners to transfer to them certain areas of knowledge or skills to improve in their current jobs. Development is a broad, ongoing multi-faceted set of activities (training activities among them) to bring someone or an organization up to another threshold of performance, often to perform some job or new role in the future. Training is the formal and systematic modification of behavior through learning which occurs as a result of education, instruction, development and planned experience. Development is any learning activity, which is directed towards future, needs rather than present needs, and which is concerned more with career growth than immediate performance. Training is the hallmark of good management. Today technical training is no longer enough, employees also need skills in the team building, decision making and communication. As competition demands better service, employees increasingly require customer service training. Competent employees do not remain competent forever. Due to the ever-changing business environment and market conditions, their skills become obsolete. Thus organizations spend billions of rupees on their training programmes so as to upgrade the skills and knowledge of their employees in order to have an edge over its competitors and to gain profits. Training programs are directed towards improving job performance of the employees. Intensified competition, technological changes and the need for improved productivity are motivating the management to increase their expenditure on training. People at all levels in the organization need to undergo training to be able to deliver the best results.


Training, Development, and Education HRD programs are divided into three main categories: Training, Development, and Education. Although some organizations lump all learning under "Training" or "Training and Development," dividing it into three distinct categories makes the desired goals and objects more meaningful and precise. Training is the acquisition of technology, which permits employees to perform their present job to standards. It improves human performance on the job the employee is presently doing or is being hired to do. Also, it is given when new technology in introduced into the workplace. Education is training people to do a different job. It is often given to people who have been identified as being promotable, being considered for a new job either lateral or upward, or to increase their potential. Unlike training, which can be fully evaluated immediately upon the learners returning to work, education can only be completely evaluated when the learners move on to their future jobs or tasks. We can test them on what they learned while in training, but we cannot be fully satisfied with the evaluation until we see how well they perform their new jobs. Development is training people to acquire new horizons, technologies, or viewpoints. It enables leaders to guide their organizations onto new expectations by being proactive rather than reactive. It enables workers to create better products, faster services, and more competitive organizations. It is learning for growth of the individual, but not related to a specific present or future job. Unlike training and education, which can be completely evaluated, development cannot always be fully evaluated. This does not mean that we should abandon development programs, as helping people to grow and develop is what keeps an organization in the cutting edge of competitive environments. Development can be considered the forefront of what many now call the Learning Organization. Development involves changes in an organism that are systematic, organized, and successive and are thought to serve an adaptive function.

For the new employees, on-the-job training is given. The new employees are being exposed to the practical job under the guidance of the old co- worker and its immediate superior. Training and output go hand in hand. For the existing employees, a workshop is conducted to make them aware of the new technology or new system to be used. In that workshop they are taught how to use the new machine (if introduced), they are told about the benefits of using the new technology etc. Also they follow is cross training, when implemented horizontally, upward and downward. Department heads, assistants and employees can cross-train either within the department or


in different departments. With support, employees can have a day's training in the role of department heads ("King for the Day"). A department head can take a General Manager's role in his absence. It is a part of their yearly training and covers all positions and departments. Beginning with the supervisory level it must filter down to entry-level positions. This technique achieves the following objectives:

Prevents stagnation Offers learning and opportunities for professional development Rejuvenates all departments Improves understanding of different departments and the company as a whole Leads to better coordination and teamwork Erases differences, enmity and unhealthy competition Increases knowledge, know-how, skills and work performance Improves overall motivation Enables sharing of organisational goals and objectives


Training & development refers to the imparting of specific skills, abilities and knowledge to an employee. Development refers to those learning opportunities designed to help the employees. Development is not primary skill oriented. Instead, it provides general knowledge and attitudes that will be helpful to employees in higher positions.

TRAINING & DEVELOPMENT NEED: Training need = standard performance actual performance INPUTS IN TRAINING & DEVELOPMENT:
1. Skills 2. Education 3. Development 4. Ethics 5. Attitudinal changes


A worker needs skills to operate machines and other equipments with the least damage and scrap. Employees, particularly supervisors and executives, need interpersonal skills popularly known as the people skills.


The purpose of the education is to teach the theoretical concepts and develop a sense off reasoning and development. Education is training people to do a different job. It is often given to people who have been identified as being promotable, being considered for a new job either lateral or upward, or to increase their potential. Unlike training, which can be fully evaluated immediately upon the learners returning to work, education can only be completely evaluated when the learners move on to their future jobs or tasks. We can test them on what they learned while in training, but we cannot be fully satisfied with the evaluation until we see how well they perform their new jobs.



Development is training people to acquire new horizons, technologies, or viewpoints. It enables leaders to guide their organizations onto new expectations by being proactive rather than reactive. It enables workers to create better products, faster services, and more competitive organizations. It is learning for growth of the individual, but not related to a specific present or future job. Unlike training and education, which can be completely evaluated, development cannot always be fully evaluated. This does not mean that we should abandon development programs, as helping people to grow and develop is what keeps an organization in the cutting edge of competitive environments. Development can be considered the forefront of what many now call the Learning Organization. Development involves changes in an organism that are systematic, organized, and successive and are thought to serve an adaptive function.


There is a need for imparting greater ethical organization to a training development program. There is no denial of the fact that the ethics are largely ignored in businesses.

Attitudinal changes:

Attitudes represent feeling and beliefs of individuals towards others. The negative attitudes of the employees must be changed through training and development programmes.



Training and development is of vital importance in the success of any organization 1. Training provides greater stability, flexibility and capacity for growth in an organization 2. Scrap and damages to machinery and equipment can be avoided or minimized through training. 3. Training serves as an efficient source of recruitment. 4. Training is an investment in HR with a promise of better returns in future. Training and development programmes, as was pointed out earlier, help remove performance deficiencies in employees. This is particularly true when 1. The deficiency is caused by a lack of ability rather than a lack of motivation to perform, 2. The individuals involved have the aptitude and motivation need to learn to do the job better, and 3. Supervisors and peers are supportive of the desired behaviors. There is greater stability, flexibility and capacity for growth in an organization. Training contributes to employs contribute to the stay with the organization. Growth renders stability to the workforce. Further, trained employees tend to stay with the organization. They seldom leave the company. Training makes the employees versatile in operations. All rounder can be transferred to any job. Flexibility is therefore ensured. Growth indicates prosperity, which is reflected in increased profits form year to year. Who else but well-trained employees can contribute to the prosperity of an enterprise? Accidents, scrap and damage to machinery and equipment can be avoided or minimised through training. Even dissatisfaction, complaints, absenteeism, and turnover can be reduced if employees are trained well. Future needs of employees will be met through training and development programmes. Oganisations take fresh diploma holders or graduates as apprentices or management trainees. They are absorbed after course completion. Training serves as an effective source of recruitment. Training is an investment in HR with a promise of better returns in future.


THE PURPOSE OF TRAINING The aim of training is to help the organisation achieve its purpose by adding value to its key resource the people it employs. The purpose of training is to: To increase productivity and quality To promote versatility and adaptability to new methods To reduce the number of accidents To reduce labour turnover To increase job satisfaction displaying itself in lower labour turn-over and less absenteeism To increase efficiency Analysing training needs For training to be effective, it is important to not only discern the training needs of the individual/group but also how their needs fit the overall objectives of the organisation. Many organisations invest considerable resources in training and development but never really examine how training and development can most effectively promote organisational objectives, or how developmental activities should be altered in the light of business plans. When does the need for training arise? The installation of new equipment or techniques A change in working methods or products produced A realisation that performance is inadequate Labour shortage, necessitating the upgrading of some employees A desire to reduce the amount of scrap and to improve quality An increase in the number of accidents Promotion or transfer of individual employees. Ensures availability of necessary skills and there could be a pool of talent from which to promote from.



Benefits of employee training are as follows:

Employee training leads to profitability and more positive attitude towards profit orientation. Employee training improves the job knowledge and skills at all levels of organization. Employee training helps the employees to adjust to the organizational changes. Employee training also contributes in improving employee-management relations. Employee training helps the individuals in making better decisions and effective problem solving. Employee training aids in encouraging and achieving self confidence. Employee training improves communication between groups and individuals. Employee training provides information on equal opportunities and affirmative actions. Employee training makes organizational policies, rules and regulations viable. Employee training makes the organization a better place to work and live. Improves the morale of the workforce. Helps people identify with organizational goals. Helps create a better corporate image. Learns from the trainee. Helps prepare guidelines for work. Provides information for future needs in all areas of the organization. Organization gets more effective decision-making and problem solving. Aids in developing leadership skill, motivation, loyalty, better attitudes, and other aspects that successful workers and mangers usually display. Aids in increasing productivity and/or quality of work 53




The need for training arises due to the following reasons: Increased use of technology Labor turnover due to death, voluntary retirements, incapacity due to accidents, change of occupation or organization by the employee. Old employees need to refresh and update their skills so as to perform better. For promotions, transfers etc and also to reduce the wastage and minimize the accident rates. To "benchmark" the status of improvement so far in a performance improvement effort As part of an overall professional development program To "pilot", or test, the operation of a new performance management system


There are various methods to assess training needs of an employee, which are as follows: Performance appraisal: Each employees work is measured against the performance standards or objectives established for his or her job. The employees are appraised through the process of confidential reports. Employee survey: Managers as well as non-managers are asked to describe what problems they are experiencing in their work and what actions they believe are necessary to solve them.



Confidential report (CR) is an important tool of evaluating the actual performance of employees against the standard performance. CR is an important method of appraising the employees performance.

A CR consists of the following elements: Personal data of the employee viz name, designation, division, educational qualification etc. Critical attributes like punctuality, regularity, discipline, communication abilities, job knowledge, and decision making, organizing, leadership qualities. The appraiser is required to check () on the rating scale depending upon the basis of the actual performance of the appraisee. Recommendations and suggestions of the appraiser on the proposal of the appraisee regarding the sources and period of training.



1. Organizational objectives 2. Assessment of Training needs 3. Establishment of Training goals 4. Devising training programme 5. Implementation of training programme 6. Evaluation of results






Process Of Training Identification

The first step in the training process in an organization is the assessment of its objectives and strategies. What business are we in? At what level of quality do we wish to provide this product or service? Where do we want to be in the future? It is only after answering these related questions that the organization must assess the strengths and weaknesses of its human resources. The appraisee lays down his own objectives for the appraisal period in consultation with his immediate boss.


The objectives so laid down by the appraisee are assessed or reviewed by the appraiser and the appraisee jointly. Needs assessment diagnosis present problems and future challenges to be met through training and development? Organizations spend vast sums of money (usually as a percentage on turnover) on training and development. Before committing such huge resources, organizations that implement training programs without conducting needs assessment may be making errors.


Needs assessment occurs at two levels- group and individual. An individual obviously needs training when his or her performance falls short of standards, that is, when there is performance deficiency. Inadequacy in performance may be due to lack of skill or knowledge or any other problem. The problem of performance deficiency caused by absence of skills or knowledge can be remedied by training. Faulty selection, poor job design, improving quality of supervision, or discharge will solve the problem. Assessment of training needs must also focus on anticipated skills of an employee. Technology changes fast and new technology demands new skills. It is necessary that the employee be trained to acquire new skills. This will help him/her to progress in his or her career path. Training and development is essential to prepare the employee to handle more challenging tasks. Individuals may also require new skills because of possible job transfers. Although job transfers are common as organizational personnel demands vary, they do not necessarily require elaborate training efforts. Employees commonly require only an orientation to new facilities and jobs. Jobs have disappeared as technology, foreign competition, and the forces of supply and demand are changing the face of our industry. Assessment of training needs occurs at the group level too. Any change in the organizations strategy necessitates training of groups of employees. Needs Assessment Methods: How are training needs assessed? Several methods are available for the purpose. As shown below some are useful for organizational-level need assessment and others for individual need assessment. Group or organizational analysis Organizational goals and objectives. Personnel /skills inventories Organizational climate indices Efficiency indices Exit interview MBO or work planning systems Quality circles Customer survey/satisfaction data Consideration of current and projected changes Individuals Analysis Performance appraisal Work sampling Interviews Questionnaires Attitude survey Training progress Rating scales.



The appraiser evaluates the appraisee on the basis of certain critical attributes required for an effective performance of the job. Further, the appraisee is again evaluated by the reviewing officers on the basis of his actual performance and potential.


Finally the needs of the training & development of the appraisee is identified.


A multitude of methods of training is used to train employees. Training methods are categorized into two groups (i) on the job training and (ii) off-the job methods. On the job training: refers to methods that are applied in the workplace, while the employees is actually working. A. ON THE JOB: On the job refers to methods that are applied in the workplace , where the employee is actually working . Training that is planned and structured that takes place mainly at the normal workstation of the trainee- although some instruction may be provided in a special training area on site - and where a manager, supervisor, trainer or peer colleague spends significant time with a trainee to teach a set of skills that have been specified in advance. Orientation training Job-instruction training Apprentice training Internships and assistantships Job rotation Coaching Advantages Tailor-made course content with use of REAL company situations/examples. It is usually less expensive than off-job training Learning will take place using the equipment which will be actually used Trainees acclimatise more rapidly Disadvantages Possibility of poor instruction and insufficient time. Trainee may be exposed to bad work practices. A large amount of spoiled work and scrap material may be produced. Valuable equipment may be damaged.


Training takes place under production conditions that are stressful, i.e. noisy, busy, confusing and exposing the trainee to comments by other workers.


On the job refers to the methods that are used away from the workplace Vestibule Lecture Special study discussion Case study Role playing Simulation Programmed instruction Advantages A specialist instructor enables delivery of high quality training. Wider range of facilities and equipment are available. The trainee can learn the job in planned stages. It is free from the pressures and distractions of company life. It is easier to calculate the cost of off-job training because it is more self-contained Cross-fertilization of ideas between different companies.


Can result in transfer of learning difficulties when a trainee changes from training equipment to production equipment. No training can be entirely off-job as some aspects of the task can only be learned by doing them in the normal production setting, with its own customs and network of personal relationships. Can be more expensive. Carrying out the training


Everyone involved in the training should be informed well in advance of the training session(s). It is equally important that the person(s) delivering the training whether injob or off-job training - are well versed in what has to be achieved and the most suitable techniques to adopt.


A final consideration is where the training and development is to be conducted At the job itself Onsite but not the job, for e.g., in training room in the company. Off the site, such as in other organizations Points in Planning Training Evaluation Why Evaluate? To monitor the quality of training

Provide feedback To appraise the overall effectiveness of the investment in training To assist the development of new methods of training To aid the individual evaluate his or her own learning experience.

John Dopyera and Louise Pitone identified eight decision points in planning training evaluation. They are: 1. Should an evaluation be done? Who should evaluate? 2. What is the purpose of evaluation? There are mainly two purposes of doing evaluation. They are justification evaluation and determination evaluation. Justification evaluations are undertaken as reactions to mandates. Other purposes that will make evaluation efforts more fruitful. These purposes include training needs assessment, programme improvements and impact evaluation. 3. What will be measured? The focus of the evaluation will be on training and delivery, programme content, materials, impact of training on individuals through learning, behavior or performance change. Learning can be measured through pretest and post-test. Evaluate the effects of training after the trainee returns to the work place using changes in between or the work results as indicators. 4. How comprehensive will the evaluation be? The scope or the duration and comprehensiveness of the evaluation is influenced by available support, communication and evaluation purpose.


5. Who has the authority and responsibility? Who has the authority and responsibility at different stages of evaluation will be determined by the factors like personnel, credibility of internal staff, communication, objectivity of internal staff to do an evaluation regardless of results. 6. What are the sources of data? The most common sources of evaluation data are reactions, opinions and/ or test results of the participants, managers, supervisors, production records, quality control, financial records, personnel records, safety records, etc. 7. How will the data be collected and compiled? Data can be collected before training for needs analysis or pre-testing purpose, during training programme to make improvements along the way and after training for evaluation. Next step is selection of treatment or control groups and determination of nature of samples. Data can be complied either manually or by computers. 8. How will the data be analyzed and reported? First reporting issue is concerned with audiences like participants or trainees, training staff, managers, customers etc. Second and third issues are concerned with analysis and results and accuracy, policies and format respectively.

Evaluation of Training Programme

Behavior change brought about by the training function can be divided into: Change of skill Change of Knowledge Change of Attitude Skill: Change of skill may be measured by a change in production/output Knowledge: Testing the conceptual clarity on the subject matter can assess change of knowledge. Here trainer deals with concepts or principle Attitude: Attitude change is the most difficult of behavioral change. There are three ways to evaluate attitudinal changes in an individual: I) By the subjective evaluation of others about the person; II) By the individual verbalization of his or her family III) By the individuals total productivity



Programme implementation involves action on the following lines Deciding the location and organizing training programme Conducting the programme Monitoring the progress of trainees.


Feedback forms are given to the trainees towards the end of the training programme. Trainees make their suggestion regarding the faculty competency, his presentation, methodology, duration, tome management and overall evaluation of the programme.


The last stage in training and .development is the evaluation of the result. Since huge sums of money are spent on training, how far the training has been successful must be determined. Evaluation helps determine the result of training


HR professionals all over the world, working in Call center are breaking their heads to formulate Retention Strategies but nothing is working in their favor. The average attrition rate in this sector is still 35-40%. No perks, no rewards just nothing is working. Before proceeding further, lets see why people are leaving? Why there is high attrition rate.

Why people are moving?

No growth opportunity/lack of promotion For higher Salary For Higher education Misguidance by the company Policies and procedures are not conducive No personal life Physical strains Uneasy relationship with peers or managers

Lets also see as what are the various benefits that have been extended to people working in this sector.

Strategies for Retention

Retention rates and turnover are flipsides of the same issue. Are you keeping the people youve hired? Or are you constantly replacing them? The reports findings reinforce the basics: the salary and benefits package is very important, closely followed by career development opportunities.


Employee Benefits Provided By Majority Of the Companies A part from the legal and mandatory benefits such as provident-fund and gratuity, below is a list of other benefits professionals are entitled to the following: 1. Group Medi-claim Insurance Scheme: This insurance scheme is to provide adequate insurance coverage of employees for expenses related to hospitalization due to illness, disease or injury or pregnancy in case of female employees or spouse of male employees. All employees and their dependent family members are eligible. Dependent family members include spouse, non-earning parents and children above three months 2. Personal Accident Insurance Scheme: This scheme is to provide adequate insurance coverage for Hospitalization expenses arising out of injuries sustained in an accident. This covers total / partial disablement / death due to accident and due to accidents. 3. Subsidized Food and Transportation: The organizations provide transportation facility to all the employees from home till office at subsidized rates. The lunch provided is also subsidized.


4. Company Leased Accommodation: Some of the companies provides shared accommodation for all the out station employees, in fact some of the companies also undertakes to pay electricity/water bills as well as the Society charges for the shared accommodation. The purpose is to provide to the employees to lead a more comfortable work life balance. 5. Recreation, Cafeteria, ATM and Concierge facilities: The recreation facilities include pool tables, chess tables and coffee bars. Companies also have well equipped gyms, personal trainers and showers at facilities. 6. Corporate Credit Card: The main purpose of the corporate credit card is enable the timely and efficient payment of official expenses which the employees undertake for purposes such as travel related expenses like Hotel bills, Air tickets etc 7. Cellular Phone / Laptop: Cellular phone and / or Laptop are provided to the employees on the basis of business need. The employee is responsible for the maintenance and safeguarding of the asset. 8. Personal Health Care (Regular medical check-ups): Some of the companies provides the facility for extensive health check-up. For employees with above 40 years of age, the medical check-up can be done once a year. 9. Loans: Many companies provide loan facility on three different occasions: Employees are provided with financial assistance in case of a medical emergency. Employees are 69

also provided with financial assistance at the time of their wedding. And, The new recruits are provided with interest free loans to assist them in their initial settlement at the work location. 10. Educational Benefits: Many companies have this policy to develop the personality and knowledge level of their employees and hence reimburses the expenses incurred towards tuition fees, examination fees, and purchase of books subject, for pursuing MBA, and/or other management qualification at India's top most Business Schools. 11. Performance based incentives: In many companies they have plans for, performance based incentive scheme. The parameters for calculation are process performance i.e. speed, accuracy and productivity of each process. The Pay for Performance can be as much as 22% of the salary. 12. Flexi-time: The main objective of the flextime policy is to provide opportunity to employees to work with flexible work schedules and set out conditions for availing this provision. Flexible work schedules are initiated by employees and approved by management to meet business commitments while supporting employee personal life needs .The factors on which Flexi time is allowed to an employee include: Child or Parent care, Health situation, Maternity, Formal education program 13. Flexible Salary Benefits: Its main objective is to provide flexibility to the employees to plan a tax-effective compensation structure by balancing the monthly net income, yearly benefits and income tax payable. It is applicable of all the employees of the organization. The Salary consists of Basic, DA and Conveyance Allowance. The Flexible Benefit


Plan consists of: House Rent Allowance, Leave Travel Assistance, Medical Reimbursement, Special Allowance 14. Regular Get together and other cultural programs: The companies organizes cultural program as and when possible but most of the times, once in a quarter, in which all the employees are given an opportunity to display their talents in dramatics, singing, acting, dancing etc. Apart from that the organizations also conduct various sports programs such as Cricket, football, etc and regularly play matches with the teams of other organizations and colleges. 15. Wedding Day Gift: Employee is given a gift voucher of Rs. 2000/- to Rs. 7000/- based on their level in the organization. 16. Employee Referral Scheme: In several companies employee referral scheme is implemented to encourage employees to refer friends and relatives for employment in the organization. 17. Employee Stock Option Plan Now, the actual question, why people are leaving? What types of retention strategies are required? What is expected from HR Professional and how they can address this issue?


Retention - A Big Challenge

Fundamental changes are taking place in the work force and the workplace that promise to radically alter the way companies relate to their employees. Hiring and retaining good employees have become the chief concerns of nearly every company in every industry. Companies that understand what their employees want and need in the workplace and make a strategic decision to proactively fulfill those needs will become the dominant players in their respective markets. The fierce competition for qualified workers results from a number of workplace trends, including:

A robust economy Shift in how people view their careers Changes in the unspoken "contract" between employer and employee Corporate cocooning A new generation of workers Changes in social mores Life balance

Concurrent with these trends, the emerging work force is developing very different attitudes about their role the workplace. Today's employees place a high priority on the following:

Family orientation Quality of life issues Autonomy

To hold onto your people, you have to work counter to prevailing trends causing the job churning. Smart employers make it a strategic initiative to understand what their people want and need -- then give it to them.


This is not an exhaustive list, one can add or delete any of the below mentioned strategies. Secondly, the need of the hour is to have "right basics". Every individual is different, his needs are different, and his emotions, his problems are different. So, dear HR-Professionals sit down and concentrate on your basics. I have classified retention strategies into two parts: Main and Ancillary.

Main retention strategies

This is not an exhaustive list, one can add or delete any of the below mentioned strategies. Secondly, the need of the hour is to have "right basics". Every individual is different, his needs are different, and his emotions, his problems are different. So, dear HR-Professionals sit down and concentrate on your basics. 1. COMMUNICATIONS - GETTING YOUR PEOPLE TO CARE Communication is the first step toward creating the kind of environment that people care about, and if they care, they just may stay. I'm not talking about a lot of New Age stroking designed to bring out the inner person or false praise that creates a misplaced sense of security. Instead, keep your people in the loop about what's happening with the company. At any time, all of your employees should have a pretty good idea of how business has been, and they should be aware of what issues the company is attempting to address. That means that you regularly keep your people up to date with important events affecting the company. If November was good, let them know, and while you're at it, tell them what you expect to happen in December. Share good news, as well as points of concern. If you've got "issues," talk about them before they start making you crazy. And if they don't get resolved, figure out whether the problem stems from a couple of individuals or from your system.


The point here is that you want to treat these people as your partners, which they are. They may not have to worry about covering the payroll this week, but they do have worries of their own. Treat them with at least as much respect as they give you. As the store's owner or manager, you set the tone for the entire organization. If your salespeople, for instance, enjoy their encounters with you, they are much more likely to greet customers with a positive attitude. They are also much more likely to enjoy their work when they don't have a fire-breathing dragon looking to singe their butts. Listen to your employees when they have ideas for improvement. Again, the benefits extend beyond just making people feel appreciated for their contributions. These are, after all, the people who do the work every day. They may have some ideas to improve productivity, and when they do come up with one, let everybody know where it came from. Post a "brag board" in your break room, or circulate an internal newsletter that touts these contributions. The pay-off is a contagious feeling of pride and, perhaps, some new efficiency that saves the company money. 2. SET CLEAR EXPECTATIONS How often do you appraise your employees/team-members? What are your expectations from your employees/team-members? What are the parameters to measure their performance? Have you communicated to them? What will be the consequences, if they fail? What will be the rewards, if they exceed the expected level? If you are not having any expectations, how you are going to appraise, your employees? Yes, you are going to be biased, because you don't have set standards. The role of a CEO, HR Manager is like a director of a movie; choreographer of a stage show, where there is a defined role for each character, each participant. Setting expectations initiates the process. Managers need to sit down with each employee and clearly define what's expected of them. Management consultant, Kenneth Philips, states that when expectations are not clear, employees may not be in sync with their job's current demands and priorities. Setting expectations is not a once and done activity. Jobs change. Priorities change. Resources change. Managers need to revise and set new expectations throughout the year. Setting expectations revolves around the following three areas:


o o o

Key job responsibilities Performance factors and standards Goals

Why is a setting expectation important? Quite simply, this process can be the cornerstone of improving the motivational climate within your sphere of responsibility. If your employees know what is expected of them, it allows them to focus on results and to monitor themselves against the set standards. Environments in which expectations are not clear, or change from week to week, seldom create high-performing work groups. The three principles that should drive expectations are clarity, relevance, and simplicity.


Expectations should focus on outcomes, not activities. In other words, you achieve clarity when you identify the expected results rather than the method for achieving them. Managers often make the mistake of attempting to direct the process that an employee will use rather than being clear about results. The advantage of identifying the outcome is that you, the manager, focus only on the goal; after all, the employee will develop the method for achieving the desired results. Defining the objective often requires some thought on the part of the manager because it is easy to fall into the "activities trap." While developing a strategic plan for a department or division is a worthy activity, it does not represent an outcome. In the activities trap, developing a plan is the goal, rather than increasing your market share.


The principle of relevance helps define the "why" of the assignment. If your employees have a full understanding of the project's importance, they can make adjustments as unanticipated factors crop up within the process. They probably also will be more committed to the result because they can see more easily how it fits into the big picture and how their efforts impact the company.


This understanding typically is accomplished through dialogue between the manager and subordinate, which allows for a more thorough review of the situation and for feedback and discussion. This process builds good will with the employee and sets the stage for additional responsibilities.


Simplicity creates a sense of grounding for employees as they endeavor to carry out assignments. If managers identify the work in simple, straightforward terms, employees will find it much easier to follow through on managers' wishes. To accomplish this, a manager must identify the key message in a fashion that the employee can embrace. 3. PROPER REWARDING A research reports says that in today's scenario,
o o

70% of your employees are less motivated today than they used to be. 80% of your employees could perform significantly better if they wanted

to. 50% of your employees only put enough effort into their work to keep their job.

As you might be aware of Employee Reward covers how people are rewarded in accordance with their value to an organization. It is about both financial and nonfinancial rewards and embraces the strategies, policies, structures and processes used to develop and maintain reward systems. The ways in which people are valued can make a considerable impact on the effectiveness of the organization, and is at the heart of the employment relationship. The aim of employee reward policies and practices, if any in your organization is to help attract, retain and motivate high-quality people. Getting it wrong can have a significant negative effect on the motivation, commitment and morale of employees. Personnel and development professionals will be involved frequently in reward issues, whether they are generalists or specialize in people resourcing, learning and development or employee relations. Keep following parameters in mind, while designing a reward policy:


Build a high degree of recognition value into every reward you offer.

Recognition is the most cost-effective motivator there is. While the high cost of other rewards forces us to give them sparingly, recognition can be given any time, at very little cost. Some very ordinary items and events can be imbued with extraordinary motivational significance, far in excess of their monetary value. I am constantly amazed at how motivating a pizza or movie tickets can be if is given with sufficient appreciation. A sincere thank you can be delivered at any place and at any time, costs absolutely nothing and can be more motivationally powerful than a substantial monetary bonus. Organizations can provide innovative recognition in an infinite number of ways. For example, (A Hypothetical Incident) a small manufacturing company made its employees feel like heroes when they attained a major safety milestone - 100 days without a single accident. On the morning of day 100, it was announced that a catered lunch would be served the next day, if they made it to the 5:30 shift without an accident. At 5:15 anticipating was building. Managers took confetti and streamers to the balcony overlooking the shop floor. When the 5:30 whistle blew, there were congratulations all around, confetti flew through the air and banners were unfurled. It was a great moment for everyone - and one that was not soon forgotten. The recognition value of this celebration was extremely high, while the monetary cost was relatively low. Highly motivating organizations even celebrate small successes. A health-conscious company distributes fruit bowls to employees' work areas when key personal milestones are attained. Another company uses a more fattening approach: fresh-baked chocolatechip cookies to say thank you.

Reduce entitlements and link as many rewards as possible to performance.

Clearly the traditional "pay for loyalty" systems in most organizations need to be changed. Don't let attendance be your major criterion for rewards. Most employees resent those who only put in their time and yet receive the same reward as those who go the extra mile. Today's employees have higher expectations for what work can and should be, and they want to receive rewards that reflect their personal efforts and contributions. This is why so many companies are moving toward performance-based rewards, including performance bonuses, gain-sharing and non-monetary recognition. Although not a panacea, companies are finding that these new reward systems do allow them to give substantial rewards to those who really deserve them. Smart organizations are looking for opportunities to reduce across-the-board entitlements, and thereby find more


resources for discretionary performance-based rewards, without increasing the total cost of rewards.

Troubleshoot your reward system to make sure that what it is rewarding is what you really want to happen.

The Law of Rewards - "What you reward is what you get" - Is extremely powerful. No matter what your orientation materials or job description might say, it is the rewards your organization gives that communicate the real expectations. The most important question to ask in evaluating the reward system in your organization is, do the rewards we are giving elicit the performance we want? Start with the results you want to achieve and then pinpoint the types of behaviors needed to achieve them. For example:

If you believe teamwork is going to get you the results you want, make sure you reward teamwork, and not internal competition between departments. If you want quality, make sure that productivity isn't over emphasized. And, If you want long-term solutions, don't reward quick fixes

Also, don't confuse employees with too many rewards. It is better to focus rewards on the critical few behaviors and results, rather than diluting them by rewarding the trivial many. Reward promptly.

Rewards should be given as soon as possible after the performance has taken place. This is why the most successful gain-sharing programs pay employees monthly, rather than quarterly or annually as in the past. There is a well-accepted law of behavioral psychology, that if you want someone to repeat a behavior, you should positively recognize it immediately. From this law, smart supervisors and managers can learn a vital lesson: Look for any employee doing something right, right now, and recognizes it. A support to this, here is my favorite reward story: "When a senior manager in one organization was trying to figure out a way to recognize an employee who had just done a great job, he spontaneously picked up a banana (which his wife had packed in his lunch), and handed it to the astonished employee with hearty congratulations. Now, one of the highest honors in that company has been dubbed the "Golden Banana Award"."

Give employees a choice of rewards. 78

Rewards are as different as the people who receive them and it doesn't make sense to give rewards that recipients don't find rewarding. For example, some people prefer more pay, while others prefer more time off. A promotion might be more rewarding to one person, while a job-sharing arrangement might be more rewarding for another. Some people are excited about sports events, others about movies. Some employees would love a dinner in a romantic restaurant, others a book by their favorite author. Food, fun, education, improved work environment, gifts, travel, family-oriented activities - the options are endless. How do you know what will be rewarding to employees? Ask them. Smart organizations are also letting employees choose their own rewards from reward menus and catalogs. Personalizing rewards shows that a company cares enough to discover what "interests" each employee, rather than just distributing generic items. It also reduces the following danger: In one organization I was visiting, an employee opened a big drawer in his desk and disdainfully showed me all the "worthless trinkets" he had collected over the years.

Increase the longevity of your rewards.

This can be done in a number of ways: One of the keys to reward longevity is symbolism. The more symbolic an item is of the accomplishment, the more likely it is to continue reminding the employee of why it was given. For instance, a T-shirt of coffee mug with a meaningful inscription will continue rewarding those who wear it, or use it, long after its initial receipt. There are many tokens of appreciation I still keep on or near my desk that remind me of the joy of past accomplishments, while the monetary rewards I have received are long spent and long forgotten.

Another way to increase the longevity of rewards in your organization is by using some kind of point system. Rather than rewarding each individual behavior or accomplishment, points can be awarded, which employees can accumulate and eventually trade for items from a reward menu or gift catalog. This keeps the anticipation of rewards fresh for longer periods of time. It also addresses the need for reward individualization.


One company that designs motivational systems offers an electronic debit-card system to help larger clients cope with the complexity of distributing, tracking and redeeming employees' points. Employees can use their points to purchase virtually anything they want, from sports equipment and clothing to automobiles and overseas vacations. They only caveat for such programs is to make sure that the recognition value of the rewards isn't lost because of the impersonal nature of the technology. One company uses a game it Call Safety Bingo. All employees receive a weekly bingo card. When an employee is observed working safely, a number is presented (immediate recognition). When they get "bingo", they receive a safety jacket (along with appropriate verbal reinforcement). The rewards escalate for subsequent wins. This type of program keeps employees interested for long periods of time, even though there might be weeks or months between rewards, and makes routine work more fun overall. Interestingly, when researchers have investigated the motivational dynamics of these workplace games, they have found that the major motivator is the playing, not the prize. Be continually vigilant of demotivators that may undermine your organization's best efforts to provide power rewards, and reduce them promptly. Most demotivators can be dramatically reduced by soliciting employee involvement in identifying highest-priority demotivators and by enlisting top-management commitment to support their reduction It is probably self-evident that considerable sensitivity is needed in the administration of any reward system. One demotivator that is probably endemic in any reward system modification (especially as an organization moves from entitlements to more performance-based rewards) is a sense that something is being taken away. Employees need to be educated about the reasons that this is being done, understand the ultimate benefits to them and the organization, and should probably have some input into the change process


To avoid the perception of unfairness, it is important, first and foremost, that the process for allocating rewards is viewed by employees as being impartial. This requires an objective measurement system that few organizations have. Without such objective measurement, any reward system is probably destined to failure. Ancillary Retention Strategies The quality of the supervision an employee receives is critical to employee retention. People leave managers and supervisors more often than they leave companies or jobs. It is not enough that the supervisor is well liked or a nice person, starting with clear expectations of the employee, the supervisor has a critical role to play in retention. Anything the supervisor does to make an employee feel unvalued will contribute to turnover. Frequent employee complaints center on these areas.

Lack of clarity about expectations, Lack of clarity about earning potential, Lack of feedback about performance, Failure to hold scheduled meetings, and Failure to provide a framework within which the employee

perceives he can succeed. The ability of the employee to speak his or her mind freely within the organization is another key factor in employee retention. Does your organization solicit ideas and provide an environment in which people are comfortable providing feedback? If so, employees offer ideas, feel free to criticize and commit to continuous improvement. If not, they bite their tongues or find themselves constantly "in trouble" - until they leave. Talent and skill utilization is another environmental factor your key employees seek in your workplace. A motivated employee wants to contribute to work areas outside of his specific job description. How many people could contribute far more than they currently do? You just need to know their skills, talent and experience, and take the time to tap into it. As an example, in a small company, a manager pursued a new 81

marketing plan and logo with the help of external consultants. An internal sales rep, with seven years of ad agency and logo development experience, repeatedly offered to help. His offer was ignored and he cited this as one reason why he quit his job. In fact, the recognition that the company didn't want to take advantage of his knowledge and capabilities helped precipitate his job search. The perception of fairness and equitable treatment is important in employee retention. In one company, a new sales rep was given the most potentially successful, commission-producing accounts. Current staff viewed these decisions as taking food off their tables. You can bet a number of them are looking for their next opportunity. In another instance, a staff person, just a year or two out of college, was given 20,000 in raises over a six month time period. Information of this type never stays secret in companies so you know, beyond any shadow of a doubt; the morale of several other employees will be affected. For example, you have a staff person who views her role as important and she brings ten years of experience, an M.B.A. and a great contribution record to the table. When she finds she is making less money than this employee, she is likely to look for a new job. Minimally, her morale and motivation will take a big hit. Did the staff person deserve the raises? Yes. But, recognize that there will be impact on others. Your best employees, those employees you want to retain, seek frequent opportunities to learn and grow in their careers, knowledge and skill. Without the opportunity to try new opportunities, sit on challenging committees, attend seminars and read and discuss books, they feel they will stagnate. A career-oriented, valued employee must experience growth opportunities within your organization. A commonplace complaint or lament I hear during an exit interview is that the employee never felt senior managers knew he existed. By senior managers I refer to the president of a small company or a department or division head in a larger company. Take time to meet with new employees to learn about their talents, abilities and skills. Meet with each employee periodically. You'll have more useful


information and keep your fingers on the pulse of your organization. It's a critical tool to help employees feel welcomed, acknowledged and loyal. No matter what the circumstances are but never, never, ever threaten an employee's job or income. Even if you know layoffs loom if you fail to meet production or sales goals, it is a mistake to foreshadow this information with employees. It makes them nervous; no matter how you phrase the information; no matter how you explain the information, even if you're absolutely correct, your best staff members will update their resumes. I'm not advocating keeping solid information away from people; however, think before you say anything that makes people feel they need to search for another job. Conclusion Take a look at your organization Are you doing your best to retain your top talent? Employ these ten factors in your organization to retain your desired employees and attract the best talent, too. Though this report is not exhaustive, you can innovate many new strategies to retain your people. These are just the basics and if implemented in a proper way can give good results.


Views ,Reviews & Analysis


Do You Feel Happy When The New People Join Your Organization?

6% 14%



Do You Think You Job Is In Danger If New People/ People From Outside Join The Organisation?





Which One Do You Think Is The Most Suitable Option For Filling In The Vacancies?





On What Aspects Does The Training Program Emphasize?

10% 10%








Do You Raise Any Questions In Case Of A Doubt?








Are You Able To Implement The Acquired Knowledge While Decision Making Or Any Other Related Tasks After Attending The Training Sessions?






The data collected after administering the questionnaire reveals the following major findings regarding training effectiveness 1. The training programmes have been integrated well with relevant job areas. 2. The training department has shown its strength by focusing on adequate administrative intimation of nomination schedule, course design and stay arrangements in case of training outside. 3. The training sessions are normally interactive which give the trainees a platform to speak their mind and raise their doubts. 4. Most of the training programs in are related to daily functioning with emphasis on functional skills. The number of managerial training in the areas of personality development, effective communication, time management etc is relatively less. Hiring Strategies (Sources of Recruitment) External sources 1. Advertisements 2. Consultants 3. Campus Recruitments Internal Sources 1. Promotions 2. Transfers 3. Employee Referrals



Receiving Applications

Whenever there is a vacancy, it is advertised or enquiries are made from the suitable sources, and applications are received from the candidates.

Screening of Application:

All the applicants received in response to recruitment notification are scrutinized for the purpose of screening and short-listing the candidates who should be called for the selection. The company restricts selection to the more meritorious of the applicants through an appropriate process of initial screening.

Selection Committee:

Selection committee is constituted under the orders of the managing director or any other officer to whom the power to constitute such committees for the purpose of conducting the written tests and/ or interviews. The selection committee decides the actual scheme of the tests/ interview depending upon the requirements of the job for which recruitment is made.

Selection Employment Interview:

A minimum of 60% marks in the aggregate and also in the performance at the written test and interview is required to enable the candidates to be finally selected. The selection committee recommends the panel of successful candidates in order to the Board of directors as the case may be for employment.

Checking References

A referee is potentially an important source of information about a candidates ability and personality if he/she holds a responsible position in some organization or has been an employer of the candidate

Medical Checkup:

An important part of the selection process is also to ensure the employee is free from all kind of diseases that can hamper his work. For this purpose, every short listed candidate goes through a medical check-up to ensure his physical fitness. The pre-employment physical examination or medical test of a candidate is an important step in the selection procedure.

Letter Of Appointment:


After the candidate has cleared all the hurdles in the selection procedure, he/se is formally appointed by issuing an appointment letter by concluding with him/her a service agreement. Generally in all organizations, the candidates are not appointed on permanent basis because it is better to try them for few months on the job itself. Thus all candidates have a probation period & candidates are expected to show their worth during the probation period to get permanent employment in the particular organization. Upgrading Employee Skills Necessary For A Competitive Environment KPMG released a report titled `Global Skills for Graduates in Financial Services, focusing on the global skills gap in the UK and Indian financial services industry. Mr Ian Gomes, Chairman (New & Emerging Markets), KPMG (UK), said, "The recruitment of the right talent in the financial services industry is a big issue in the UK and India. Our report shows that graduates gain theoretical knowledge but lack practical, job-related skills." He added that there is a soft skills gap that needs immediate attention. According to KPMG, the industry operates in an evolving and competitive environment, as a result of which financial institutions need to respond quickly to the growing demand for new products and services. "This can only be done if the employee skills are upgraded sufficiently to meet new and growing demand. Many companies looking at expanding their global operations are already experiencing a talent gap because fresh graduates generally lack skills in the areas of communication, creativity and corporate thinking," the report said. According to the report, 58 pct of Indian organisations experience difficulties in recruiting the right people with the right skills. This is mainly because most companies hire people directly for sales operations as opposed to the backend work, where the chances of learning on-the-job skills are higher. Source: 28 May' 07 The Hindu Business Line New Delhi. Staffing Firms Make Head-Hunting Easier Corporates are finding it difficult to find the right talent. HR sourcing firms may be just the answer for their troubles. Getting all resources in place in the right quantity and of the right type can be a seemingly insurmountable challenge, as can finding the right manpower. This is also true of firms that may have secured projects for which they may not have the personnel with the required domain knowledge. Earlier, when firms bid for projects, they ensured that they had the people with expertise in the domain the project covered. But a firm cannot afford to have specialists from all domains on its rolls. Once a project is through, the firm may not have got another project requiring specialists with the same domain knowledge. This is where IT HR search and staffing firms, with personnel having knowledge in practically all domains, play useful roles. Says Mr Madhusudan N, a team leader in Perot Systems: "When we want people with four or five skill-sets we secure them through IT staffing firms. It is one of the methods of sourcing. Though sourcing firms may not find us just the right people, we manage to get people who meet


most of our needs and in many of the domains." Finding resources through a HR sourcing firm is cost-effective. Source: 30 May' 07 The Financial Express Campus Recruitment Not Such A Hit After All Have corporates been able to connect right with campuses? The answer is, No. According to Mr Madan Padaki, Co-founder and Director, MeritTrac Services, a skills assessment firm, it has not been possible. "There has not been any attributable difference in terms of hit ratio in recruitment of engineers." When it comes to hiring fresh engineers, the conversion rate remains at 15-18 pct for services companies and 6-10 pct for product development companies, with some region-wise differences. In his opinion, the benefits of campus relationship programmes would be felt two years from now, he said. Mr Rishi Das, CEO, Campus Connect, agrees that not much has changed in terms of employability index of engineers. "The good thing is that companies are investing a lot more on training their engineers." Campus Connect is a Bangalore-based consulting group whose programmes attempt to bridge the gap between industry and academia. Like always, companies that are seeing a growth of 60-70 pect on the people side are betting big on campus recruits this year too. MindTree Consulting, which used to pick talent only from Tier I institutes all these years, has now decided to hire top performers from Tier II institutes to supplement the demand, according to Mr Mohan Sitharam, Associate Director, People Function, MindTree Consulting. Mr Srinivas Velidanda, Director, Recruitment, Perot Systems, however, has seen some change in the talent pool this year. Some of the students have come better equipped with soft skills such as communication and management skills. "Though our recruitment criteria has become stringent, our hiring ratio also remains at last year's figure (100:20), which means students are also becoming more employable this year," he points out. Source: 27 May' 07 The Hindu Business Line New Delhi


Like any other thing, this study also suffers from a few limitations. The major limitations while conducting this survey are listed as below: Considering the short time duration for the survey, the sample had to be restricted to 20 respondents. This study is dependent upon the secondary data sources that are obtained from the company records. This study may subject to personal biases of the respondents while answering the questionnaires.


The findings have been exhaustively dealt in the analytical part of the report and the recommendations provided here are based upon those findings with a view to make the training program more effective.

Time to exposure is required for all the employees to build up their skills and competence. should provide more managerial training in the areas of personality development and other behavioral aspects. This will give the employees more zeal, confidence and motivation to perform to the best of their capabilities. When the training contributes significantly to an increase in the performance and quality of work, some reward system should be there to motivate the trainee to learn and perform better. On the job training method should be adopted to give first hand experience while working in actual work situation. External faculty should also be used more frequently to provide an opportunity for the interchange of experience within and outside the organization. Employees should be given a chance to visit the workplaces of different companies to upgrade the quality of their work and to understand the strong points of their work culture. Electronic forms and signatures can be utilized to process forms such as Personnel Action Forms. Forms that were previously processed manually can be consolidated into a series of electronic forms for both management and staff. Managers can initiate wage changes, shift changes, promotions, and other personnel actions automatically by completing an electronic form that is routed via workflow and initiated with a supervisors approval. The training should be a continuous process as it will improves the quality and quantity of work. It would facilitate better utilization of equipment, reduces the costs and boost the morale of the employees. The employees at call center are not at all happy with the salary that they get. Its the complaint of every on working here. So the HR department should look at the problem, as ignorance to this may result in the inefficiency. They should have a good wage system, which should have the following essentials:


Minimum wage guarantee under all circumstances Flexibility Scope for higher earnings for efficient workers. Incentive for

higher productivity

Streamlining the Recruitment Process: Below are some recommendations for streamlining the recruitment process: Invite inquiries about the position and have a full position description prepared to dispatch in response to such inquiries. Invite and consider only r sum s and CVs suited to the position. Send all applicants a written response and an Equal Opportunity Information Request form coded for the search. Discourage unsolicited letters of recommendation and consider only applicants whose reference letters have been received. Ensure that only essential information is initially submitted. As the pool of potential candidates shrinks, additional information may be requested of candidates. Discuss salary expectations with applicants and indicate the level of compensation being offered for the position Implementation of Standardized Tests for the Recruitment Process.

Standardized tests will create a certain benchmark and will help screen aspirants more effectively. For employees knowing how they fare on those tests will provide a spur to pick up skills they dont have and fine-tune others. It will create a better-informed pool of manpower for companies to choose from. Implementation of Proper Recruitment Management System:

Recruitment is evaluated on the basis of the speed with which positions are filled the feedback from participants and the percentages of candidates who end up being employed. Organizations make big investments in recruitment. In all organizations recruitment processes needs to deliver outstanding performance, control costs, increases sales, maintain efficiency and develop the organization. Most of the organizations do not provide reports on Recruitment activities and therefore are unaccountable for the time & spend involved on it. It is important for all 97

organizations to assess the return on investment in Recruitment & Selection processes. Recruitment Management System would help in streamlining recruitment process and calculating the return on Investments made on the Recruitment Process Image Building Activities To be carried at International Level: an

Indian Players to build an image of the country as a quality destination not just as economic one. Stock Options.

Stock options for employees can be an important way companies can use to retain & attract key talent to the BPO sector. Hire More from Small Towns:

This helps lower attrition, as job seekers from small towns are not as happy job hopping as their metro counterparts. Employees from smaller towns are less prone to switch jobs frequently. For BPO companies like Global Vantedge, which have seasonal clients, hiring part-time employees makes more sense. Of the 800 employees, over 230 are part timers.



RECRUITMENT: 1. How are the vacancies filled in your organization? (a) Campus recruitment (b) Promotion (c) Deputation (d) All of the above 2. Do you feel happy when the new people join the organization? (a) Yes (b) No (c) Cant say 3. Do you think your job is in danger if new people/ people from outside join your organization? (a) Yes (b) No (c) Cant say 4. Which one do you think is the most suitable option for filling in the vacancies? (a) Taking in people from outside. (b) Promoting people from inside the organization. TRAINING & DEVELOPMENT: 1. How many training programs have you attended during the current year? (a) 1-3 programs (b) 4-6 programs (c) 7-9 programs

2. How often do you attend the training programs? (a) 1-3 times (b) 4-6 times (c) 7-9 times (d) 10 or more times

3. How do you get nominated for the training? (a) Own initiative (b) Nomination by your department (c) Nomination by training department


4. In case the training program is out of station, are there any arrangements for accommodation and food? (a) Always (b) sometimes (c) never

5. Are you satisfied with the arrangements? (a) Yes(b) no If no, give suggestions ---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------. 6. Do you get the topic and study material in advance? (a) Always (b) sometimes (c) never

7. Are you satisfied with the facilities that are called to conduct the training program? (a) Always (b) sometimes (c) never

8. Do you raise any questions in case of a doubt? (a) Always (b) sometimes (c) never

9. Is the training session interactive? (a) Always (b) sometimes (c) never

10. Do you inform the concerned person in the training department if you are not satisfied with the training program? (a) Always (b) sometimes (c) never

11. If yes, does the concerned person takes any steps? (a) Always (b) sometimes (c) never

12. Is there any feedback system after the training program? (a) Yes(b) no


13. if yes, what kind of feedback system exists? (a) Presentations/ discussions in front of superiors or colleagues. (b) Questionnaire (c) Any other method 14. Are you able to implement the knowledge while decision-making or any other related tasks after attending the training sessions? (a) Always (b) sometimes (c) never

15. On what aspect does the training program mainly emphasize? (a) Day to day functioning (b) Personality development (c) Organizational development (d) Future business requirements (e) All above aspects 16. Have you ever attended training programme outside ? (a) Yes(b) no 17. If yes, how many times? (a) 1-3 times (b) 4-6 times (c) 7-9 times (d) 10 or more times

18. You prefer to attend training at: (a) (b) Other training centers outside 19. What difference do you feel the training at and training centers other than

---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------. 20. Any suggestions regarding the training programs/ faculty for further improvement? ----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------.



Training And Development Personnel Management Human Resource Management HR Manual Internet

: : : : :

Rao, T.V. Mamoria, C.B. Aswathappa, K.


Newspaper clippings (Regular Articles on Current HR Trends in HT Power Jobs section of Hindustan Times , Times Of India - Ascent ) The Business Today experimental guide to Managing Workforce (special fourth anniversary issue of Business Today)