S.P.

MANDALIS

R. A PODAR COLLEGE OF COMMERCE AND ECONOMICS MATUNGA, MUMBAI-400 019.

A PROJECT REPORT ON RECRUITMENT AND SELECTION PROCESS IN TATA TELESERVICES MAHARASHTRA Ltd.

SUBMITTED BY PRADNYA WADIA

M.COM (SEM. I): HUMAN RESOURCE MANGEMENT

SUBMITTED TO UNIVERSITY OF MUMBAI 2012-2013 PROJECT GUIDE

Prof. Dr. (Mrs) VINITA PIMPALE

S.P. MANDALIS

R. A PODAR COLLEGE OF COMMERCE AND ECONOMICS MATUNGA, MUMBAI-400 019.

CERTIFICATE
This is to certify that Ms. PRADNYA WADIA of M.Com Business Management Semester I (2012-2013) has successfully completed the project on

Recruitment And Selection Process In Tata Teleservices Maharashtra Ltd. under the guidance of Prof. Dr. (Mrs) VINITA
PIMPALE

Course Co-ordinator
Dr. (Mrs) Vinita Pimpale

Principal
Dr.(Mrs) Shobana Vasudevan

Project Guide/Internal Examiner Prof. Dr. (Mrs) Vinita Pimpale

External Examiner Prof. ____________________________

Date College

Seal of the

ACKNOWLEDGEMENT
I acknowledge the valuable assistance provided by S. P Mandalis R. A. Podar College of Commerce & Economics, for the 1st Semester of the degree course in M.Com Business Management. I specially thank the Principal Dr.(Mrs) Shobana Vasudevan for allowing us to use the facilities such as Library, Computer Laboratory, internet etc. I sincerely thank the M.Com Co-ordinator Dr. (Mrs) Vinita Pimpale for guiding us in the right direction to prepare the project.
Dr. (Mrs) Vinita Pimpale I thank my guide Prof. who has given her valuable time, knowledge and guidance to complete the project successfully in time.

My family and peers were great source of inspiration throughout my project, their support is deeply acknowledged.
Signature of the student

DECLARATION

I, PRADNYA WADIA of R. A. PODAR COLLEGE OF COMMERCE & ECONOMICS of M.Com SEMESTER I, hereby declare that I have completed the project RECRUITMENT AND
SELECTION PROCESS IN TATA TELESERVICES MAHARASHTRA Ltd. in the academic year 2012-2013. The information submitted is

true and original to the best of my knowledge.

Signature of the student

Executive Summary HRM deals with human resources which means people or employees in the organization. Employment & Personnel Planning as an activity in all organizations is necessary because the successful functioning of an organization depends on its most vital resource. Human Resource Planning is most important ingredient for the success of the organization in the long run. Human Resource Management is a process of acquiring, training, appraisal, and compensating employees and of attending to their labour relations, health, and safety and fairness concerns. Each objective needs special attention and proper planning and implementation. Recruitment is a process of seeking and attracting the right kind of people for the successful growth of the organization. Shortage of skills and the use of new technology has placed considerable pressure on how employers go about recruiting and selecting staff. It is recommended to carry out a strategic analysis of recruitment and selection procedure. With reference to this context, this project is been prepared to put a light on Recruitment and Selection process of Tata Teleservices and Reliance communications and compare the processes and their efficiency. This report includes Meaning and Definition of Recruitment and Selection, Objectives and need of Recruitment, Evaluation of Recruitment Process, sources of recruitment through which an Organisation gets suitable application. The difference between the recruitment and selection process followed by the two companies studied through the course of this project.

Content
CHAPTER 1............................................................................................................................................ 8 RECRUITMENT & SELECTION THEORY .................................................................................................... 8 1.1 RECRUITMENT ............................................................................................................................... 8 1.2 SELECTION ................................................................................................................................... 15 CHAPTER 2.......................................................................................................................................... 17 COMPANY PROFILE ............................................................................................................................... 17 2.1 Introduction of TATA group ........................................................................................................ 17 2.2 Introduction of Chairman - Ratan Tata ....................................................................................... 18 2.3 TATA TELESERVICES Maharashtra LTD ........................................................................................ 19 CHAPTER 3.......................................................................................................................................... 21 RECRUITMENT & SELECTION PROCESS AT TATA TELESERVICES Maharashtra Ltd. .............................. 21 3.1 RECRUITMENT POLICY ................................................................................................................ 21 3.2 RECRUITMENT STRATEGY ........................................................................................................... 21 3.3 INITIATION OF RECRUITMENT .................................................................................................... 22 3.4 RECRUITMENT SOURCES ............................................................................................................. 24 3.5 Screening..................................................................................................................................... 27 3.6 Interview ..................................................................................................................................... 28 3.7 Evaluation of candidate .............................................................................................................. 28 3.8 Salary Fixation ............................................................................................................................. 28 3.9 PRE-EMPLOYMENT ACTIVITIES ................................................................................................... 28 CHAPTER 4.......................................................................................................................................... 30 INTRODUCTION TO PROJECT & RESEARCH METHODOLOGY................................................................ 30 4.1 PROJECT OBJECTIVES .................................................................................................................. 30 4.2 PROJECT SCOPE ........................................................................................................................... 30 4.3 RESEARCH METHODOLOGY ........................................................................................................ 30 CHAPTER 5.......................................................................................................................................... 34 DATA ANALYSIS & INTERPRETATION .................................................................................................... 34 5.1 ESTIMATED NEW HIRES .............................................................................................................. 34 CHAPTER 6.......................................................................................................................................... 38 FINDINGS, RECOMMENDATIONS & CONCLUSION................................................................................ 38 6.1 FINDINGS FROM THE STUDY ....................................................................................................... 38 6.2 RECOMMENDATIONS.................................................................................................................. 39 6.3 CONCLUSION ............................................................................................................................... 39 6

BIBLIOGRAPHY .................................................................................................................................. 41 APPENDIX .............................................................................................................................................. 42

LIST OF TABLES
1. 5.2. Table 1) Details For The Recruitment Season 2011-12..34 2. 5.3. Table 2) Number Of Selected Candidates Through Various
Sources.............................................................................36 3. 5.4 Table 3) Minimum Work Experience Required For Different Management Levels37

CHAPTER 1 RECRUITMENT & SELECTION THEORY 1.1 RECRUITMENT Recruitment means to estimate the available vacancies and to make suitable arrangements for their selection and appointment. Recruitment is understood as the process of searching for and obtaining applicants for the jobs, from interested candidates so as to have a pool of job seekers from whom most suitable persons can be selected for appointment. The process begins when new recruits are sought and ends when their applicants are submitted. The result is a pool of applicants from which new employees are selected. It is a positive function in which the available vacancies are given wide publicity and suitable candidates are encouraged to submit applications so as to have a pool of eligible candidates for scientific selection. In recruitment, information is collected from interested candidates. For this different source such as newspaper advertisement, employment exchanges, internal promotion, etc. are used. Recruitment represents the first contact that a company makes with potential employees.

1.1.1 Definition: According to EDWIN FLIPPO, Recruitment is the process of searching for prospective employees and stimulating them to apply for jobs in the organization.

1.1.2 Purpose and importance of Recruitment: 1. Recruitment helps determine the aggregate present and future requirements of the organization. 2. Creates a pool of job candidates at minimum cost. 3. Increase the success rate of the selection process by reducing the number of visibly under qualified or unsuitable job applicants. 4. Helps reduce the probability that job applicants, once recruited and selected, will leave the organization only after a short period of time.

5. Meet the organizations legal and social obligations regarding the composition of its work force. 6. Increase organizational and individual effectiveness in the short term and long term. 7. Evaluate the effectiveness of various recruiting techniques and sources for all types of job applicants.

1.1.3 Recruitment Process: Manpower planning: Manpower Planning which is also called as Human Resource Planning consists of putting right number and right kind of people at the right place, right time, doing the right things for which they are suited for the achievement of goals of the organization. Human Resource Planning has got an important place in the arena of industrialization. Human Resource Planning has to be a systems approach and is carried out in a set procedure. The procedure is as follows: Analyzing the current manpower inventory Making future manpower forecasts Developing employment programs Design training programs

Analyzing the current manpower inventory: Before making a forecast of future manpower, the manager has to analyse the current manpower status. For this the following things have to be noted1. Type of organization 2. Number of departments 3. Number and quantity of such departments 4. Employees in these work units Once these factors are registered by a manager, he goes for the future forecasting.

Making future manpower forecasts: Once the factors affecting the future manpower forecasts are known, planning can be done for the future manpower requirements in several work units.
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The Manpower forecasting techniques commonly employed by the organizations are as follows: i. Expert Forecasts: This includes informal decisions, formal expert surveys and Delphi technique. ii. Trend Analysis: Manpower needs can be projected through extrapolation (Projecting past trends), indexation (using base year as basis), and statistical analysis (central tendency measure). iii. Work Load Analysis: It is dependent upon the nature of work load in a department, in a branch or in a division. iv. Work Force Analysis: Whenever production and time period has to be analyzed, due allowances have to be made for getting net manpower requirements. v. Other methods: Several Mathematical models, with the aid of computers are used to forecast manpower needs, like budget and planning analysis, regression, and new venture analysis.

Developing employment programs- Once the current inventory is compared with future forecasts, the employment programs can be framed and developed accordingly, which will include recruitment, selection procedures and placement plans.

Design training programs- These will be based upon extent of diversification, expansion plans, development programs, etc. Training programs depend upon the extent of improvement in technology and advancement to take place. It is also done to improve upon the skills, capabilities, knowledge of the workers.

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1.1.4 SOURCES OF MANPOWER SUPPLY

An organization can fill up its vacancies either through promotion of people available in the organization or through the selection of people from outside. Thus, there can be two sources of manpower external and internal. For all recruitment, a preliminary question of policy considers the extent to which it will emphasize external and internal sources. Vacancies through internal sources can be filled up either through promotion or transfer; recruiters tend to focus their attention on outside sources. Therefore, the first problem is to identify outside sources. Normally, following outside sources are utilized for different positions.

1). Advertisement -: Advertisement is the most effective means to search potential employees from outside the organization. Employment advertisement in journals, newspaper,

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bulletins, etc, is quite common in our country. An advertisement contains brief statement of the nature of jobs, the type of people required, and procedure for applying for these jobs. 2). Employment Agencies -: Many organizations get the information about the prospective candidates through employment agencies. In our country, two types of agencies are operating: public employment agencies and private employment agencies. Public Employment Agencies: There are employment exchanges run by the government almost in all districts. The employment seekers get themselves registered with these agencies. Normally, such exchanges provide candidates for lower position like semi-skilled and skilled workers, and lower-level operations like clerks, junior supervisors, etc.

Private Employment Agencies : There are many consultancy and employment agencies like ABC consultants, Personnel and productivity services, etc., which provide employment services particularly for selecting higher level and middle level executives. These agencies also undertake total functions personnel on behalf of various organizations. They charge fees for this purpose.

3). On campus Recruitment -: Many organizations conduct preliminary search of prospective employees by conducting interviews at the campuses of various institutes, universities and colleges. This source is quite useful for selecting people to the posts of management trainees, technical supervisor, scientist, and technicians. The organizations hold preliminary interviews on the campus on the predetermined date and candidates found suitable are called for further interviews.

4). Employee recommendations -: Employee recommendation can be considered to the lower levels. The idea behind employee recommendations as a source of potential applicants is that the present employees may have specific knowledge of the individuals who may be their friends, relatives, or acquaintances. If the present employees are reasonably satisfied with their jobs, they communicate these feelings to many persons in their communities.

5). E Hiring -: Many organizations conduct preliminary search of prospective employees through the internet service. There are many job portals available on internet like Naukri.com, Monster.com etc. Candidates register their cvs on the different job portals which are searched by the recruiters who are looking for the candidates. The candidates whose
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profiles match with the recruiters requirement are contacted through email or by telephone for further interview process.

6). Gate Hiring -: The concept of gate hiring is to select people who approach on their own for employment in the organization. Gate hiring is quite useful and convenient method at the initial stage of the organization when large number of such people may be required by the organization. It can be made effective by prompt disposal of unsuitable applications, by providing information about the organizations policy and procedures regarding such hiring and providing facilities to such gate callers. It is not necessary that a particular organization will utilize all sources to employ people of all types. Some of the sources are more useful for a particular category of employees.

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1.1.5 5 FACTORS AFFECTING RECRUITMENT

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1.2 SELECTION Selection is defined as the process of differentiating between applicants in order to identify

(and hire) those with a greater likelihood of success in a job. Selection is basically picking an applicant from (a pool of applicants) who has the appropriate qualification and competency to do the job.

1.2.1 The difference between recruitment and selection:

Recruitment is identifying and encouraging prospective employees to apply for a job while Selection is selecting the right candidate from the pool of applicants.

1.2.2 GOALS OF SELECTION

To systematically collect information about to meet the requirements of the advertised position.

To select a candidate that will be successful in performing the tasks and meeting the responsibilities of the position.

To engage in hiring activities that will result in eliminating the under utilization of women and minorities in particular departments.

To emphasize active recruitment of traditionally under represented groups, i.e. individuals with disabilities, minority group members, women, and veterans.

1.2.3 Selection process

A selection process involves a number of steps. The basic idea is to solicit maximum possible information about the candidates to ascertain their suitability for employment. Since the type of information required for various positions may vary, it is possible that selection process may have different steps for various positions. For example, more information is required for the selection of managerial personnel as compared to workers. A standard selection process has the following steps:

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Job Analysis Advertisement Collection of Applications / Application Blanks R Scrutiny of Applications Tread / Written Test Screening Devices Psychological Test Personal Interview Reference Check Medical Examination Final selection for Appointment E J E C T

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CHAPTER 2 COMPANY PROFILE

2.1 Introduction of TATA group Tata group believes in Leadership with Trust. Tata companies operate in seven business

sectors: communications and information technology, engineering, materials, services, energy, consumer products and chemicals. They are, by and large, based in India and have significant international operations. The total revenue of Tata companies, taken together, was $70.8 billion (around Rs325, 334 crore) in 2008-09, with 64.7 per cent of this coming from business outside India, and they employ around 357,000 people worldwide. The Tata name has been respected in India for 140 years for its adherence to strong values and business ethics. Every Tata company or enterprise operates independently. Each of these companies has its own board of directors and shareholders, to whom it is answerable. There are 28 publicly listed Tata enterprises and they have a combined market capitalization of some $60 billion, and a shareholder base of 3.5 million. The major Tata companies are Tata Steel, Tata Motors, Tata Consultancy Services (TCS), Tata Power, Tata Chemicals, Tata Tea, Indian Hotels and Tata Communications. Tata Steel became the sixth largest steel maker in the world after it acquired Corus. Tata Motors is among the top five commercial vehicle manufacturers in the world and has recently acquired Jaguar and Land Rover. TCS is a leading global software company, with delivery centers in the US, UK, Hungary, Brazil, Uruguay and China, besides India. Tata Tea is the second largest branded tea company in the world, through its UK-based subsidiary Tetley. Tata Chemicals is the worlds second largest manufacturer of soda ash and Tata Communications is one of the worlds largest wholesale voice carriers. Founded by Jamsetji Tata in 1868, Tatas early years were inspired by the spirit of nationalism. Tata companies have always believed in returning wealth to the society they serve. Two-thirds of the equity of Tata Sons, the Tata promoter company, is held by philanthropic trusts that have created national institutions for science and technology, medical research, social studies and the performing arts. The trusts also provide aid and assistance to

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non-government organizations working in the areas of education, healthcare and livelihoods. Tata companies also extend social welfare activities to communities around their industrial units. The combined development-related expenditure of the trusts and the companies amounts to around 4 per cent of the net profits of all the Tata companies taken together.

2.2 Introduction of Chairman - Ratan Tata Ratan N Tata has been the Chairman of Tata Sons, the promoter company of the Tata group,

since 1991. He is also the Chairman of the major Tata companies, including Tata Motors, Tata Steel, Tata Consultancy Services, Tata Power, Tata Tea, Tata Chemicals, Indian Hotels and Tata Teleservices. During his tenure, the groups revenues have grown nearly 13-fold. Mr. Tata also serves on the board of directors of Fiat SpA and Alcoa. He is also on the international advisory boards of Mitsubishi Corporation, the American International Group, JP Morgan Chase and Rolls Royce. Mr. Tata is associated with various organizations in India and overseas. He is the Chairman of two of the largest private-sector-promoted philanthropic trusts in India. He is a member of the Prime Ministers Council on Trade and Industry, the National Hydrogen Energy Board, and the National Manufacturing Competitiveness Council. He is the president of the Court of the Indian Institute of Science and Chairman of the Council of management of the Tata Institute of Fundamental Research. He also serves on the UK Prime Ministers Business Council for Britain and the International Advisory Council of Singapores Economic Development Board. Mr. Tata joined the Tata group in 1962. After serving in various companies, he was appointed director-in-charge of The National Radio and Electronics Company in 1971. In 1981 he was named Chairman of Tata Industries; the groups other promoter company. Mr. Tata received a BS degree in architecture from Cornell in 1962. He worked briefly with Jones and Emmons in Los Angeles before returning to India in late 1962. He completed the Advanced Management Program at Harvard Business School in 1975. The Government of India honoured Mr Tata with its second-highest civilian award, the Padma Vibhushan, in 2008. He has also received honorary doctorates from Ohio State University, the Asian Institute of Technology, the University of Warwick and the Indian Institutes of Technology of Kharagpur and Madras, and an honorary fellowship from the London School of Economics.

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2.3 TATA TELESERVICES Maharashtra LTD Tata Teleservices Maharashtra Limited (TTML) spearheads the Tata group's presence in

the telephony sector in the telecom circles of Maharashtra (including Mumbai) and Goa. TTML commenced landline operations in 1998 and today has the largest wire line base in Mumbai and Maharashtra amongst all private operators. It commenced full mobility wireless services on the CDMA-1X platform in 2004-5. The Company also has a significant presence in the GSM space, through its joint venture with NTT DOCOMO of Japan, and offers differentiated products and services under the TATA DOCOMO brand name. Tata DOCOMO arises out of the Tata Groups strategic alliance with Japanese telecom major NTT DOCOMO in November 2008. The Company rolled out its GSM services under the brand name TATA DOCOMO in Mumbai, Maharashtra and Goa. Tata DOCOMO marks a significant milestone in the Indian telecom landscape, and has already redefined the very face of telecoms in India, being the first to pioneer the per-second tariff option - part of its Pay for What You Use pricing paradigm. Tokyo-based NTT DOCOMO is one of the worlds leading mobile operatorsin the Japanese market, the company is the clear market leader, used by over 50 per cent of the countrys mobile phone users. With a full portfolio of products and services for different categories of retail and enterprise consumers, and an excellent network backed by good customer care, TTML is well positioned to lead the market. The company has been rated as the no. 1 wireless operator in terms of overall customer satisfaction across Maharashtra (including Mumbai) and Goa, in surveys commissioned by the Telecom Regulatory Authority of India (TRAI). The company is listed on the Bombay Stock Exchange (BSE) and National Stock Exchange (NSE), and has around 500,000 shareholders.

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Mr. Srinath Narasimhan Designation: Managing Director Company: Tata Teleservices (Maharashtra)

Mr. S. Ramadorai Designation : Director

Ltd.

Mr. Koji Ono Designation : Director

Mr. Amal Ganguli Designation : Independent Director

Mr. NS Ramachandran Designation : Independent Director

Prof. Ashok Jhunjhunwala Designation : Independent Director

Mr. Nadir Godrej Designation : Independent Director

Mr. D. T. Joseph Designation : Independent Director

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CHAPTER 3 RECRUITMENT & SELECTION PROCESS AT TATA TELESERVICES Maharashtra Ltd.

3.1 RECRUITMENT POLICY 3.1.1 To actualize the organizational vision of providing Trusted services to 100 million

happy customers. Acquiring and retaining high quality talent is the key to an organizations success. The recruitment strategy of Tata Teleservices Maharashtra limited (TTML) adopted for the same will mirror our corporate image and enhance its brand value.

3.1.2 The recruitment process is the most visible and dynamic way of projecting an organizations objectives & image outside.

3.2 RECRUITMENT STRATEGY 3.2.1 While hiring a TTMLite, they look for the following attributes:-

C - Customer Focus R - Result Orientation I - Initiative and Speed S - Self Confidence P - Passion for achievement

3.2.2 Sourcing Strategy

The following sources will be used for identifying the potential Human Resources: Recruitment consultants, Employee Referrals, Job portals, Internal Resume Database, Direct Recruitment-Walk Ins, News Paper Ads, Campus Recruitment, Data bank, Voluntary application, Referral from Tata ecosystem, Voluntary referrals from professional Agencies, NGOs facilitation, etc .

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3.3 INITIATION OF RECRUITMENT 3.3.1 Manpower Budget

The organizations business plans for the fiscal year originates from the long term business objectives of TTSL. Each function defines its manpower requirements based on the strategic objectives set down for achieving the annual business objectives for the function. The finance function analyses the cost incurred in the hiring of manpower. Corporate HR with circle HR discusses the manpower requirement with the heads of each function to rationalize the manpower to control additions and cost.

Hiring Plan

Following this, the hiring plan for entire year is charted out. This plan lays down the Number of employees to be hired on a monthly basis at each level, location and function. The manpower budget is reviewed if any revision in business plan takes palace. There is no carry forward of budgeted manpower from one year to another year. Thus, there may be a change in the manpower needs projected initially, and the same gets changed on changes in business plans during the course of the year.

3.3.2 Drivers of Recruitment

In addition to the budgeted requirement for manpower, there may be some other drivers of recruitment i.e. Reorganization/Restructuring which arises from merger, acquisition or expansion can stimulate a need for recruitment.

3.3.3 Job Descriptions

A key input for recruitment is an inventory of all skill sets and competency levels for existing positions in all functions. These prerequisites for a position are translated into job descriptions. Job Descriptions (JDs) describe the work performed, responsibilities involved, experience profile, skill. JDs give an understanding of the tasks performed and the type of qualification required to perform them.

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3.4 RECRUITMENT SOURCES Once the requirement for hiring is justified and manpower requisition is approved,

applications for specific positions are generated through various sources. Following sources are used for recruitment:

3.4.1 Internal Sources

3.4.1.i Internal Job Postings/External Job Postings (TATA WORLD)

This method is used for identifying qualified internal candidates. It has the advantage of redeploying people already acquainted with the companys business processes and culture and hence, job training can be reduced. It provides opportunity for promotion and employee development. This procedure applies to all budgeted vacancies as well as vacancies created due to replacement requirements in levels M4 to M8.

Input

Approved manpower requisition/job description(JD)

Activities

Post the vacancy on the Intranet, within 1 day of receiving a requisition. Receive CVs from internal candidates within 7 days of job posting.

The manpower requisition should be signed & forwarded by the function

head and mailed to the GM HR corporate.

Check JDs for level & location and post it to the intranet Collect the applications received from the hiring manager on the 7th day
of job posting.

Applicants have been in the current assignment for a min. of 6 months

period & are confirmed employees.

If candidate selected make offer. If offer is accepted update personal file, Update SAP, inform Finance,
inform reporting manager about candidates date of joining.

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 If candidate is not selected;

File CV and Interview Assessment sheet in rejected candidates folder Begin sourcing Activity

3.4.1ii Employee Referral Scheme Bring buddy

Employee referral is an efficient and cost effective way of attracting qualified candidates. Employees not only get the referral fee but also they play a role in shaping the companys future. Any employee who wants to refer an individual can forward to the HR function either through email or by submitting a hard copy.

Inputs

CVs from employees Ongoing activity

Activities All CVs received are to be placed in the databank Maintain record of the name of the employee and date of receipt of CV If the CV is short-listed, organize interview/if rejected tell referee Informed the employee about the outcome if refer candidate attends interview Update personal file Update recruitment Tracker

3.4.1.iii Off- roll employees

Hiring an outsourced employee simplifies the induction process as the employee is acquainted with the job complexities and the organization culture. The term off role employees refers to the employees working on the rolls of an agency providing results and services to TTML. These employees are on the payroll of an external agency.

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3.4.2 External sources 3.4.2.i Recruitment through Consultants

Recruitment consultants are used to assist in the hiring of qualified candidates. They help in identifying job seekers and are a good and efficient source for obtaining pre screened candidates. TTML employs Recruitment Consultants on a contingency basis implying that they are paid a fee only when a position is closed through them.
Selection of RCs

The list of consultants along with the applicable terms and conditions is finalized by Corporate HR at the beginning of each year. Each RC is required to sign a contract with Corporate HR before commencing work with TTML.
Evaluation of RCs

The list of consultants is revised only at the beginning of each financial year, on the basis of relative performance of the consultants.

Input Timeline

Recruitment MIS & CV databank In the beginning of financial year Quantitative & qualitative assessment undertaken Evaluation done by recruitment dept. in each circle Prepare list of consultants to be retained for the year and those that need to be terminated Head HR approve the above list

Activities

3.4.2.ii Advertisements

Placing advertisements in the newspaper is a method of recruiting external applicants, to be used in specific cases such as walk ins, special positions etc. Since potential candidates are first introduced to the company through advertisements, this helps in building a positive image. This source is used for hiring for M5 & above levels. For this an advertisement copy should be prepared jointly and been approved by both the hiring function and HR. All advertisements to be approved and ratified by Corporate HR,
The advertisement should:

a. Meet the criteria set by the company for release in the print media.
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b. Be brief, precise and consistent with job specifications and the selection criteria. It must specify the e-mail address/fax number/address where applicants can send their CVs. c. Attract the interest of potential and suitable applicants. d. Have the following details: Summary of TTMLs business Level/Title and location of position Position code for each job Job specifications in terms of skills, experience and qualifications required Closing date of applications

3.4.2iii Job Portals

Leading job portals like Naukri, Times job, Monster etc. Should be used to get CVs for closing positions at the level of M2 to M8. HR will maintain an annual matrix of usage of these portals by circle & will also circulate usage on a quarterly basis.

3.4.2iv TTSL Website

Open positions up to M2 level should be put on the TTSL and TTML website for seeking profile from interested applicants from external world.

All open positions which are to be put on websites will be done so on approval of Corporate TA head.

3.4.2v SELECTION PROCESS

Having received the applications, the next step is to evaluate applicants experience and qualifications and make a selection.

3.5 Screening Its purpose is to evaluate the application and eliminate applicants whose profiles do not

match the job requirements.

Short-listing of CVs

The CVs received from various sources are screened by the HR function within 7 day of commencement of sourcing activity.

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Knowledge & Aptitude Test for campus

It is conducted for all trainees and laterals recruits in the level of M6 & M8 through a testing agency of repute decided and finalized from corporate office. The result of test will be criteria for short listing / screening candidates for the purpose of interview. Psychometric Test: This test is done to find out the CRISP fit.

3.6 Interview This is powerful technique used to assess the capabilities/skills of the candidate and to

understand the softer aspects that a difficult to measure from resumes. After finalizing a date and time, short-listed candidates are invited for an interview.

3.7 Evaluation of candidate The candidate interviewed are evaluated against the various parameters indicated in the

Interview Assessment Sheet (see Annexure 2), which has to be filled-in and signed by all members of the interview panel.

3.8 Salary Fixation The selected candidates are required to furnish Documents prior to an offer being made. Salary comparator

An appropriate salary fitment is generated giving three possible options, based on qualification, age, experience and compensation details of the selected person and basic salary of existing employees at the same level.
Approval & signature

The authority for finalization of salary for salary for levels M4 and below (for all circle positions) shall rest with the Head HR in each circle. All decisions pertaining to salary determination for level M3 & above rest with corporate HR.

3.9 PRE-EMPLOYMENT ACTIVITIES Once the selected candidate accepts the offer, the recruitment team communicates this

information to be concerned units within and outside the organization. There are various preemployment activities which are as follows: -

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3.9.1 Reference Check

Background verification is required for appointment. This is done through third party of repute. Following points may be considered during reference check: For group transfer it is not required Verification on qualification and last 3 employers Termination due to any disciplinary issues

3.9.2 Medical Check-up

Medical fitness is also required for the eligible candidate, if he is found unfit; HR reserves the right to withdraw the offer. Medical bills are also reimbursed. (Annexure 4)

3.9.3 Relocation

If an employee is an outstation candidate, he/she is reimbursed travel expenses for him/herself. For outstation candidate they also provide temporary accommodation.

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CHAPTER 4 INTRODUCTION TO PROJECT & RESEARCH METHODOLOGY

4.1 PROJECT OBJECTIVES To study how right recruitment process helps in creating overall efficiency, cost

reduction, on time delivery with reference to external customer. To collect the findings, information & analyze to draw conclusion of recruitment process. To explain the documentation used at the various stages of the recruitment & Selection process. To involve employees in creating an environment of openness, trust, fun & pride. To highlight the area where recruitment and selection programs needs improvement.

4.2 PROJECT SCOPE

To understand the complete Recruitment & Selection process at Tata Teleservices Maharashtra Ltd.

Study and analyze the recruitment season 2011-12. Find out the efficiencies of recruitment sources. Find out the effectiveness of Recruitment Process through various metrics. To help the company to determine how they make their recruitment and selection programs more effective.

To determine various parameters to collect information through questionnaire of employer.

4.3 RESEARCH METHODOLOGY 4.3.1 Definition

Research in common parlance refers to a search for knowledge. The advanced learners dictionary of current English lays down the meaning of research as a careful investigation of enquiry specially through search for new facts in any branch of knowledge. The systematic approach concerning generalization and the formulation of a theory is also research. The purpose of research is to discover answers to questions through the application of scientific procedures.
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4.3.2 Research Design

A research design is the arrangement of conditions for collection and analysis of data in a manner that aims to combine relevance to the research purpose with economy in procedure. - JOHN.W.BEST Research may be defined as any organized inquiry designed and carried out to provide information for solving a problem. - EMORY Research is essentially an investigation, a recording and an analysis of evidence for the purpose of gaining knowledge. - ROBERT ROSS

4.3.4 Data Collection

The study was based on questionnaire method. The study was about the Recruitment and Selection System at Tata Teleservices Maharashtra Ltd. and find out the effectiveness of recruitment. There are two types of data collection: Primary data Secondary data

Primary data

The primary data are those, which are collected a fresh and for the first time happen to be original in character. It has been collected through a Questionnaire and personal interview.
Secondary data

Secondary data are those which have already been collected by someone else and which have already been passed through the stratified process. It has collected through the manuals, journals & Internet.

4.3.5 Research Instrument

Questionnaire containing both closed and open ended questions

4.3.6 Tools for Analysis

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Along with the usual statistical tools such as tables, percentages, bar charts, I have used Recruiting Metrics for analyzing the efficiency of recruitment process and arriving at the

conclusion.

4.3.6.i Recruiting Metrics

Recruiting Metrics should be defined as: A quantifiable measurement that can be compared to established benchmarks and encourages behaviors focused on candidate quality and client experience. Most often, metrics are designed to measure only the outcome or production of a recruiter regardless of the manner in which those specific metrics are attained. In order to be effective, metrics must measure the correct results and drive the right recruiting behaviors.

4.3.6.ii Metrics of Today

In Recruiting, the measurement of success is very analytical. The general metrics that need to be focused while recruiting are: quantity, cost, time and quality.
I. Efficiency metrics

There is way by which we can measure the Quality of the results of the recruiting process using three great Efficiency Metrics. The efficiency measures in a recruitment process are carried out on the basis of the recruiters work and the productivity of the entire recruitment process. The Basic three metrics are as follows:
1. Submittal efficiency

The submittal efficiency is measured on the basis of the candidates qualification as per requirement of the job profile. It is measured by dividing the number of applicants interviewed by the number of applicants who submitted their profiles. This number is expected to be really high but it is relatively average. If the efficiency seems to be below average, then there may appear be some poor actions being conducted by the recruiters, perhaps spending a lot of time while going through resumes or insufficient specification of the job profile. When the efficiency reaches a very low percentage then ordered are delivered to certify the problem areas.
2. Interview efficiency

The interview efficiency is measured on basis of the hiring managers evaluating process. It works by extracting the results by dividing the number of applicants who are shortlisted and offered the position by the total interviewed number of candidates. This sort of efficiency can

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measure up to near to and al little below average as compared to the submittal efficiency. But the same determination actions are applied if the efficiency results are very low.
3. Offer efficiency

The last of the three basic efficiencies is measured on the basis of the number of candidates who accept your proposal and commence the position. It is evaluated by dividing the number of candidates to accept the offer by the total number of proposals. The same process of analyzing the efficiency is applied, if it is above average then the job is being well done, if average or near to average then there has to be certain actions taken to modify the process and if its below or very less than average then it is certain that the recruit is doing poor job and negotiations are then carried out to eradicate the offers.

II. Source of Hire

Data is driven by the percentage of new hires from each defined candidate source. Data also driven by percentage of hires per source, with highest on the job performance and tenure rates. This metric also helps recruiting managers see sourcing channels in terms of outcomes, not just sheer numbers.

III. Referral Rates Data is driven by the percentage of hires from employee referrals

generated by the recruiter. Greater focus on Quality of Hire, Cost-Per-Hire, and Time-to-Fill.

Referral rate = No. of candidates hired from employee reference X 100 Total number of hires

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CHAPTER 5 DATA ANALYSIS & INTERPRETATION

5.1 ESTIMATED NEW HIRES According to the survey number of estimated new hires in recruitment season 2011-12 is 20.

5.2. Table 1) DETAILS FOR THE RECRUITMENT SEASON 2011-12.

Measuring the effectiveness of recruitment process through metrics: (Quality Metrics)

Details of candidates

Number of candidates

Number of candidates submitted their resumes Number of candidates being interviewed Number of candidates received offers Number of candidates accepted offers

300 250 20 20

From the above data various efficiencies of recruitment can be calculated, which are written below: Submittal Efficiency = No. of candidates interviewed x 100 Total no. of candidates submitted

Interview Efficiency = No. of candidates receives offers x 100 No. of candidate interviewed

Offer Efficiency = No. of candidate accepting offer x100 Total no. of offers

Result With the use of above formulas, the following results are found:
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Submittal Efficiency = 83.33%

Conditions When Submittal efficiency is 100 % it means recruiters missing good candidates because they are not pushing edges to the requisition specifications. When it is too low that means recruiters spend too much time in reviewing resumes. But Submittal efficiency of TTSL recruitment process is 83.33%. It seems that they are doing well.

Interview Efficiency = 8%

Conditions This would be expected to lower than the submittal efficiency since most people want to interview several candidates for one offer. The goal is to shoot 30% efficiency but less than this is considered not good If less than one in six candidates interviewed actually receives an offer (16% efficiency), it should be an indicator that it is time to investigate again.

Offer Efficiency = 100%

Conditions If the process yields 80% offer efficiency, or four out of five offers are accepted, you are doing well. Conversely, if less than three in five offers are accepted (60% efficiency), then something in your recruiting processes will need to be modified or addressed. Low offer efficiencies could mean the recruiter is doing a poor job of pre-closing the candidate or negating counteroffers. The offer efficiencies percentage can be too high. If 100% of people accept your offers, perhaps the salary package is acceptable.

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5.3 TABLE 2). NUMBER OF SELECTED CANDIDATES THROUGH VARIOUS RECRUITMENT SOURCES Sourcing efficiency analysis through pie chart & calculation of referral rate(Quality Metrics)

Recruitment sources

Number of Employees hired 3 16 1 20

Percentage of no. of employees hired

Internal Job postings Employee referral scheme Off role employees Job portals Recruitment consultants Job portals Advertisements Total

15% 80% 5% 100%

Number of candidates hired from various recruitment sources

Recruitment sources 5% Internal Job postings 15% Employee referral scheme Off role employees Job portals Recruitment consultants 80% Job portals Advertisements

Fig 5.3.1 Number of candidates hired through various recruitment sources

Referral Rate = No. of hires from employee reference X 100 Total Number of Hires
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Result: Referral Rate = 80% Inference: 15% of candidates hired from Internal Job postings, 5% from off role employees 80% of candidates hired from employee. So employee referral scheme is most prominent in this recruitment season.

5.4 TABLE 3). MINIMUM WORK EXPERIENCE REQUIRED FOR DIFFERENT MANAGEMENT LEVELS.

Management level
Higher level ( M3 &above) Middle level ( M6 to M4) Lower level ( M7 & M8)

Work experience
9 15 years 3 8 years 1-3 years

Inference TTSL preferred those people at the higher level management who have high work experience i.e. 9 to 15 years. 3 to 8 years of experience is required at middle level of management. Minimum work is required at lower level because they have less responsibility than higher and middle level management people.

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CHAPTER 6 FINDINGS, RECOMMENDATIONS & CONCLUSION 6.1 FINDINGS FROM THE STUDY i. Tata Teleservices Maharashtra Ltd. (TTML) has a clearly stated Recruitment & Selection Policy. ii. The number of estimated new hires in recruitment 2011-12 is 20. iii. TTSL prefer internal source of recruitment because employees in the organization get the opportunity within the organization, it has better growth prospects. iv. Effectiveness of recruitment process analyzed through Quality Metrics: Submittal efficiency of TTSL recruitment process is 83.33%. It seems that they are doing well. Interview efficiency is 8%.

The offer efficiencies is 100% i.e. all the selected people accept the offers.
v. Referral rate at TTSL is 80%. vi. Sourcing efficiency analysis through Quality Metrics: 15% of candidates hired from Internal Job postings 5% from off role employees 80% of candidates hired from employee referral. So employee referral scheme is most prominent in this recruitment season. vii. Effectiveness of Recruitment process analyzed through Cost Metrics: The major costs associated with recruitment and selection are verification/ reference check of its new hires and referral amount paid to the employees because 16 out of 20 new hires are through employee referral. ix. If a candidate hired through employee referral scheme in return employee would get some referral amount. The referral amount increases with the increase in the management level at which employee gets selected. xii. To hire higher level management, they prefer advertisement and recruitment consultants. xiv. Top 3 recruiting challenges are as follows :Quality recruitment Retention of newly hired candidates Hiring of senior level management employees.
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xv. Provide travel entitlement for outstation candidates who are appearing for the interview. xvi. Provide medical tests reimbursement to the employees.

6.2 RECOMMENDATIONS i. The interview efficiency of TTMLs Recruitment & Selection Process is 8%, which is less than the optimum (16%, selecting 1 out of 6 candidates) interview efficiency so they should investigate their process. It may be possible that recruiters are overly selective. So take care about this efficiency.

ii. The offer efficiency is 100%, it can be too high but 100% means perhaps they are paying too much salary to the new hires or any other factor such as recession is associated with it so new hires dont deny the offer.

iii. Even though they hires from the external source, the main source of recruitment is internal hence they should look towards the external world to hire new pool of talent. So that candidates from external world can also work with them.

6.3 CONCLUSION The Recruitment and Selection Process is one of the basic HR processes. Recruitment & Selection is very sensitive as many managers have a need to hire a new employee and this process is always under a strict monitoring from their side. HR management is a part of every managers responsibilities and include placing the right person in the right job, and then orienting, training, and compensating to improve his or her job performance. TTML uses two sources of recruitment internal and external source. But they prefer internal source because it gives opportunity to employees within the organization. After recruitment, selection process takes place. This entails establishing the best fit between job requirements and the candidates profile. Selection process includes screening, interview and various tests. Then offer is made to the candidate if he/she accepts it employee undergone through various pre- employment activities like reference check, medical tests, etc. It is imperative to have an efficient and responsive tracking mechanism to evaluate the impact of recruitment on the topline and bottom line. Metrics not only help in evaluating the robustness of internal processes but also provide inputs on customer satisfaction and vendor
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evaluation parameters. Various metrics like quality metrics, time metrics, cost metrics & Review process is used to find out the effectiveness of recruitment processes.

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BIBLIOGRAPHY (Dessler Gary, 2009) 2009. Pearson Education .ISBN : 8131725383 Webliography http://www.scribd.com/doc/34642632/Recruitment-Selection-Process-at-TataTeleservices-Ltd-Tata-DOCOMO Humanresources.about.com http://www.tatateleservices.com/t-aboutus-ttml-organization.aspx

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APPENDIX QUESTIONNAIRE ON RECRUITMENT PROCESS & SOURCE OF RECRUITMENT

Name- ---------------

Designation- --------------1) Do you have a clearly stated Recruitment & Selection Policy?

Yes No

2) What is the quality of Tata Teleservices Recruitment Process?

_____________________________________________________ _____________________________________________________ _____________________________________________________ _____________________________________________________ _____________________________________________________

3) What is the number of estimated new hires in the year 2011-12? _____________________________________________________ _____________________________________________________ _____________________________________________________ _____________________________________________________ _____________________________________________________

4) Give the following details for the recruitment season 2011-12.

Number of candidates submitted their resumes --------------------------- Number of candidates being interviewed ---------------------------------- Number of candidates received offers Number of candidates accepted offers
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5) Which source of recruitment do you prefer and Why?

Internal External Any Other

why_______________________________________________ _______________________________________________

6) Please write down the number of selected new hires from different recruitment sources in this recruitment season.

Selected through Internal Job postings ----------- CV database -------------- Employee referral scheme ------------- Off Role employees -------------- Recruitment Consultants----------------- Job Portals ------------ Advertisements ------------ Walk Ins ----------------

7) Which management level is to be filled with various recruitment sources written below?

Internal job posting_________________________________ Off role employees_________________________________ Recruitment consultants_____________________________ Advertisements____________________________________ Job portals_______________________________________ TTSL website_____________________________________ Walk Ins_________________________________________

8) Write down the number of candidates hired at different management levels in recruitment 2011-12.

Higher level management ----------43

 Middle level management ----------- Lower level management -------------

9) Which is the best recruitment source for hiring higher level management people and why?

Advertisement Recruitment consultants Job portals

Why------------------------------------------------------------------------------------------------------------------------------------------------------------------10) How much cost is associated with the various recruitment sources?

Recruitment consultants_____________________________ Job Portals_______________________________________ Advertisements____________________________________

11) What is the minimum work experience is required for the following management levels?

Higher level management____________________________ Middle level management____________________________ Lower level management____________________________

12) What will be your top priority?

Retaining current employees Hiring new ones

13) How many male and female candidate have you hired in recruitment 2010.

Number of male candidates --------------- Number of female candidates ----------------

14) Number of candidates hired in various departments.

Marketing ------------44

 HR ----------- Sales ----------- Technology ---------- Finance -------------

15) Do you provide medical test reimbursement in case conducted?

Yes No
16) Do you provide any travel entitlement for outstation candidates coming for the interview?

Yes No
17) What are the top 3 recruiting challenges? ___________________________________________________________________________ ___________________________________________________________________________ ________

XXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXX XXXX

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