A PROJECT REPORT ON

IMPROVING HIRING PROCESS

THROUGH ARC TEAM AT
GENPACT

Kasturba Gandhi College for Women

Submitted
By
Rohini
HT NO:13-05-120

DECLARATION
The project work entitled IMROVING HIRING ROCESS THROUGH ARC
TEAM is done by me at HYDERABAD in Partial fulfillment for the award of
Master of Business Administration-M.B.A from Kasturba Gandhi P.G
College from women(Affiliated to osmania university) West Mare dally,
Secundarbad.
This work was not submitted to any other university for the award of any
degree earlier. This work is also not published in any journal or Magazine.

ROHINI

Certificate
This is to certify that E. Rohini, a student of Master of Business Administration
(HR), Kasturba Gandhi College for Women, has successfully completed her
Project Work on Improving Hiring process Through ARC Team at Genpact
in our organization during the period of.

She has been enthusiastic, diligent and consistent in the study

undertaken, and has shown genuine interest & active involvement in the project.
We wish her all the success in her future endeavor.

(Chaintanya Reddy)
Manager Human Resource

ACKNOWLEDGEMENT

The work on this project has been an inspiring, often exciting, sometimes
challenging ,but always interting experience. It has been made possible by other
people, who have supported me.
Iam very grateful to my supervisors Mr.Chaitanya Reddy & Mrs.Amanda
Gomes who have given me the chance to participate in an interesting research
as this. They have supported me with their encouragement and many fruitful
discussions.
I would like to thank My principle Mrs. Sara Haiti for giving me this
great opportunity .I would also like to express my sincere thanks to Mrs.Rama
saraswati ,Sr.Associate professor,Dept of Bussiness Management for her
invaluable experience and advice.
The close cooperation with M.suman gouri & P.Mamtha and other
employees of GENPACT was a unique experience.
Finally, I wish to thank my Parents for their continuous support and
encouragement

Rohini
MBA IV Semester

Contents
I. Introduction

II. COMPANY PROFLIE

III. Research Methodology
Objectives of study
Tools & Techniques of Data Collection
Limitations of the study
IV. Analysis and Interpretation
V. Findings and Conclusions

Suggestions

Bibliography

Annexure

INTRODUCTION TO RECRUITMENT AND SELECTION

RECRUITMENT:
Recruitment is the process of the searching for and obtaining applications so as
to build a pool of job seekers from whom the right people for the right jobs may
be selected.
The purpose of recruitment is to build a pool of applicants. Recruitment
represents the first contact a company makes with potential employees.
Recruitment done well will result in better selection.
Meaning and Definition
In simple terms, recruitment is understood as the process of searching for and
obtaining applicants for jobs, from among whom the right people can be selected.
A formal definition of recruitment is:
It is the process of finding and attracting capable applicants for employment. The
process begins when new recruits are sought and ends when their applications
are submitted. The result is a pool of applicants from which new employees are
selected.
Though, theoretically, recruitment process is said to end with the receipt of
applications, in practice the activity extends to the screening of applications so as
to eliminate those who are not qualified for the job.
Purpose and Importance
The general purpose of recruitment is to provide a pool of potentially qualified job
candidates. Specifically, the purposes are to:
1.

Determine the present and future requirements of the organization in

conjunction with its personnel planning and job analysis activities.

2.

Increase the pool of job candidates at minimum cost.

3.

Help increase the success rate of the selection process by reducing the
number of visibly under qualified or overqualified job applicants.

4.
Help 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 workforce.
6.

Begin identifying and preparing potential job applicants who will be

appropriate candidates.

7.
long

Increase organizational and individual effectiveness in the short term an

term

8.
all

Evaluate the effectiveness of various recruiting techniques and sources for

types of job applicants.

Recruitment process
As was stated earlier, recruitment refers to the process of identifying and
attracting job seekers so as to build a pool of qualified job applicants. The
process comprises five interrelated stages, viz.
i.

Planning

ii.

Strategy development

iii.

Searching

iv.

Screening

v.

Evaluation and control

Sources of Recruitment
There are several sources and they may be broadly categorized into
I. Internal recruitment
Internal recruitment seeks applicants for positions from those who are
currently employed. Internal sources include present employees, and former
applicants
1.

Present employees

2.

Promotions
Employee referrals

Former employees

II. External recruitment

1. Advertisements
2. Employment exchanges
3. Campus recruitment
4. Walk-ins, write-ins and talk-ins
5. Consultants
6. Competitors

SELECTION
Meaning and definition
Selection refers to the process of picking the right candidates from the pool of
applications.
It is the process of differentiating between applicants in order to identify (and
hire) those with a greater likelihood of success in a job.
Recruitment and Selection are the two crucial steps in the HR process and are
often used interchangeably. There is, however, a fine distinction between the two
steps. While recruitment refers to the process of identifying and encouraging
prospective employees to apply for jobs, selection is concerned with picking the
right candidates from the pool of applicants. Recruitment is said to be positive in
its approach as it seeks to attract as many candidates as possible. Selection, on
the other hand, is negative in its application inasmuch as it seeks to eliminate as
many unqualified applicants as possible in order to identify the right candidates.
Role of selection
The role of selection in an organizations effectiveness is crucial for at least, two
reasons.
First, work performance depends on individuals. The best way to improve
performance is to hire people who have the competence and the willingness to
work. Arguing from the employees viewpoint, poor or inappropriate choice can be
demoralizing to the individual concerned (who finds himself or herself in the
wrong job) and de-motivating to the rest of the workforce. Effective selection,
therefore, assumes greater relevance.
Second, cost incurred in recruiting and hiring personnel speaks volumes about
the role of selection.
Costs of wrong selection are much greater. Below figure shows four possible
outcomes of a selection decision. Two of these- true positive (high hit) and true
negative (low hit) are right selection decisions. The other two outcomes
represent selection errors. In the false positive error, a decision is made to hire
an applicant based on predicted success, but failure results. In false negative
error, an applicant who would have succeeded is rejected based on predictions
of failure. In their case, selectors will have erred. They may remember that the
selection successes will be written in sand and failures in stone.
An organization with a false positive error incurs three types of costs. Thee first
type is incurred while the person is employed. This can be the result of
production or profit losses, damaged company reputation, accidents due to
negligence, absenteeism, and the like. The second type of costs is associated
with the training, transfer or terminating the services of the employee. Costs of
replacing an employee

with fresh one-costs of hiring, training and replacement- constitute the third type
of costs. Generally, the more important the job, the greater the cost of the
selection error.
In the case of false negative error, an applicant who would have succeeded is
rejected because of predicted failure. Most false negative errors go unnoticed
except when the applicant belongs to a reserved category and files a
discrimination charge. Costs associated with this type of error are generally
difficult to estimate.
A careful selection will help an organization avoid costs associated with both false
positive error as well as false negative error.

Success

False
Negative
Error
True Negative

Failure

( Low Hit )
Failure

True Positive
( High Hit)
False Positive
Error
Success

Predicted
Predicted
Outcomes of the selection decision
In the case of false negative error, an applicant who would have succeeded is
rejected because of predicted failure. Most false negative errors go unnoticed
except when the applicant belongs to a reserved category and files a
discrimination charge. Costs associated with this type of error are generally
difficult to estimate.
A careful selection will help an organization avoid costs associated with both false
positive error as well as false negative error.
Organization for selection
Until recently, the basic hiring process was performed in a rather unplanned
manner in many organizations. In some companies, each department screened
and hired its own employees. Many managers insisted upon selecting their own
people because they were sure no one else could choose employees for them as
effectively as they themselves could. Not any more. Selection is now centralized
and is handled by the human resources department. This arrangement is
preferable because of the following advantages.
1.

It is easier for the applicant because they can send their applications to a
single centralized department/ agency

2.
It facilitates contact with applicants because issues pertaining to
employment
can be cleared through one central location.
3.
It helps operating managers to concentrate on their
responsibilities. This is especially helpful during peak hiring periods.

operating

4.
It can provide for better selection because specialists trained in staffing
techniques do hiring.
5.

The applicant is better assured of consideration for a greater variety of

jobs.
6.

Hiring costs may be cut because duplication of effort is minimized..

Ideally, a section process involves mutual decision making. The organization

decides whether or not to make a job offer and how attractive the offer should be.
The candidate decides whether or not the organization and the job offer fit his or
her needs and goals. In reality, the selection process is highly one-sided. When
the job market is extremely tight, several candidates will be applying for a
position, and the organization will use a series of screening devices to hire the
candidate it feels is most suitable. When there is a shortage of qualified workers,
or when the candidate is a highly qualified executive or professional who is being
sought after by several organizations, the organization will have to sweeten its
offer and come to a quicker decision.

Environmental factors effecting selection

Selection is influenced by several factors. More prominent among them are
supply and demand of specific skills in the labor market, unemployment rate,
labor-market conditions, legal and political considerations, companys image,
companys policy, HRP, and cost of hiring. The last three constitute the internal
environment and the remaining form the external environment of the selection
process.
Preliminary interview
The applications received from job seekers would be subject to scrutiny so as to
eliminate unqualified applicants. This is usually followed by a preliminary

interview the purpose of which is more or less the same as scrutiny of

applications, that is, elimination of unqualified applicants. Scrutiny enables the
HR specialists to eliminate unqualified job seekers based on the information
supplied in their application forms. Preliminary interview, on the other hand, helps
reject misfits for reasons, which did not appear I the application forms. Besides,
preliminary interview, often called courtesy interview is a good public relations
exercise.
Selection tests
Job seekers who pass the screening and the preliminary interview are called for
tests. Different types of tests may be administered, depending on the job and the
company. Generally, tests are used to determine the applicants ability, aptitude
and personality. Ability tests (also called achievement tests) assist in determining
how well an individual can perform tasks related to the job. An excellent
illustration of this is the typing test given to a prospective employee for a
secretarial job. An aptitude test help determine a persons potential to learn in a
given area. An example of such a test is the General Management Aptitude Test
which many business students take prior to gaining admission to a graduate
business school program.
Personality tests are given to measure a prospective employees motivation
to function in a particular working environment.There are various tests designed
to assess a candidates personality. The Bernsenter Personality inventory, for
example,

measures

ones

self-sufficiency,

neurotic

tendency,

sociability,

introversion and extroversion, locus of control, and self-confidence. The Thematic

Appreciation Test (TAT) assesses an individuals achievement and motivational
levels. Other personality tests, such as the California Psychological Inventory
(CPI), the Thurston Temperament Survey (TTS), Minnesota Multiphase
Personality (MMPI), and Guilford-Zimmerman Temperament Survey, have been
designed to assess specific personality traits.
Interest tests are used to measure an individuals activity preferences. These
tests are particularly useful for students considering many careers or employees
deciding upon career changes.

Graphology test is designed to analyze the handwriting of an individual. It has

been said that an individuals handwriting can suggest the degree of energy,
inhibitions and spontaneity, as well disclose the idiosyncrasies, and elements of
balance and control. For
Example, big letters and emphasis on capital letters indicate a tendency towards
domination and competitiveness. A slant to the right, moderate pressure and
good legibility show leadership potential. Employers usually consult graphologists
to supplement their usual personnel recruitment procedures. Polygraph tests
(polygraph is a lie detector ) are designed to ensure accuracy of the information
given in the applications. Department stores, banks, treasury offices and jewelry
shops that are those highly vulnerable to theft or swindling- may find polygraph
tests useful.
Choosing tests
Tests must be chosen based on the criteria of reliability, validity, objectivity and
standardization.
Reliability refers to standardization of the procedure of administering and scoring
the test results. A person who takes a test one day and makes a certain score
should be able to take the same the next day or the next week and make more or
less the same score. An individuals intelligence, for example, is generally a
stable characteristic. So if we administer an intelligence test, a person who
scores 110 in March would score close to 110 if tested in July. Tests which
procedure wide variations in results serve little purpose in selection.
Validity is a test which helps predict whether a person will be successful in a
given job. A test that has been validated can be helpful in differentiating between
prospective employees who will be able to perform the job well and those who
will not. Naturally, no test will be 100 per cent accurate in predicting job success.
A validated test increases possibility of success.

There are three ways of validating a test. The first is concurrent validity. This
involves determining the factors that are characteristic of successful employees
and then using these factors as the yardsticks. Predictive validity involves using a
selection test during the selection process and then identifying the successful

candidates. The characteristics of both

successful

and

less-successful

candidates are then identified. Synthetic validity involves taking parts of several
similar jobs rather than one complete job to validate the selection test.

Employment interview
The next step in the selection process is employment interview. An interview is
conducted at the beginning and at the end of the selection process. The
emphasis here is on the later.
Interview is a formal, in-depth conservation conducted to evaluate the applicants
acceptability. It is considered to be an excellent selection device. Its popularly
stems from its flexibility. Interview can be adapted to unskilled, skilled, managerial
and professional employees. It allows a two-day exchange of information, the
interviews learn about the applicant learns about the employer.
However, interviews do have shortcomings. Absence of reliability is in limitation.
No two interviewers offer similar scoring after interviewing an applicant. Lack of
validity is another limitation. This is because, few departments use standardized
questions upon which validation studies can be conducted. Finally, biases of
interviews may could the objectivity of interviews.
The employment interview can be
1.

one-to-one

2.

Sequential

3.

Panel

In the one-to-one interview, there are only two participants- the interviewer and
the interviewee. The sequential interview, strength and knowledge-base of each
interviewer, so that each interviewer can ask questions In relation to his or her
subject area of each candidate, as the candidate moves from room to room.
The panel interview consists of two or more interviews and the figure may go up
to as many as 15. Any panel interview is less intimate and more formal than the
one-to-one, but if handled and organized well, it can provide a wealth of
information. If not handled carefully, the panel interview can make the candidate
feel ill at ease and confused about whose question to answer and whom to
address. Interviewers themselves are likely to experience nightmare, not knowing
who will ask which question and in what order.

Objectives of interviews
Interview has at least three objectives1.
2.
3.
4.

Helps obtain additional information form the applicant

Facilities giving general information to the applicant such as company
policies.
Job, products manufactured and the like ;and
Helps build the companys image among the applicants.

Types of interviews
Interviews can be of different types. The usual types are structured, unstructured,
mixed and behavioral and stress producing.
Guidelines for interviews
1.
2.
3.
4.
5.
6.
7.

DOs
Plan the Interview
Establish an easy and informal
relationship
Encourage the candidate to talk
cover the ground as planned
probe where necessary
analyze career and interests to
reveal strengths, weaknesses,
patterns of behavior
maintain control over the direction
and time taken for the interview

1.
2.
3.
4.
5.
6.
7.

Donts
Start the interview unprepared
Plunge too quickly into demanding
questions
Ask leading questions
jump to conclusions on inadequate
evidence
Pay too much attention to isolated
strengths or weaknesses.
Allow the candidate to gloss over
important facts
talk too much

In addition to the dos donts stated above, a few more tips may be remembered
so as to make the interview more objective. One such guideline is the type of
questions, which the interviewers should ask.
The most common and least expensive approach for candidates is direct
applications, in which job seekers submit unsolicited application letters or
resumes. Direct applications can also provide a pool of potential employees to
meet future needs. From employees view point, walk-ins are preferable as they
are free from the hassles associated with other methods of recruitment. While
direct applications are particularly effective in filling entry- level and unskilled
vacancies, some organizations compile pools of potential employees from direct
applications for skilled positions.

Write- ins are those who send written enquiries. These jobseekers are asked to
complete application forms for further processing.
Talk-ins are becoming popular nowadays. Job aspirants are required to meet the
recruiter for detailed talks. No application is required to be submitted to the
recruiter
Campus recruitment

Colleges, universities, research laboratories, sports fields and institutes are fertile
ground for recruiters, particularly the institutes. The Indian institutes of
management and the Indian institutes of technology are on the top of the list of
avenues for recruiters. In fact, in some companies, recruiters are bound to recruit
a given number of candidates from these institutes every year the IIMs are an
important source of recruiting management trainees.
The campus recruitment is so much sought after by the recruiters that each
college, university department of institute will have to have a placement officer to
handle recruitment functions.
Campus recruitment is often an expensive process, even if the recruiting process
eventually produces job offers and acceptances. Majority of those would leave
the organizations with in the first five years of their employment. Some people
attribute this high rate of turnover to the lack of challenge offered by the
organizations

Reference and Background checks

Many employers request names, addresses, and telephone numbers or
references for the purpose of verifying information and, perhaps, gaining
additional background information on an applicant. Although listed on the
application form, references are not usually checked until an applicant has
successfully reached the fourth stage of sequential selection process. When the
labor market is very tight, organizations sometimes hire applicants before
checking references. Previous employers, known public figures, university
professors, neighbors of friends can act as references.
Selection Decision
After obtaining information through the preceding steps, selection decision- the
most critical of all the steps must be made. The other stages in the selection
process have been used to narrow the number of candidates. The final decision
has to be made from the pool of individual s that passes the tests, interviews and
reference checks.
The views of the line manager will be generally considered in the final selection
because it is he/she who is responsible for the performance of the new
employee. The HR manager plays a crucial role in the final selection.

Physical Examination
After the selection decision and before the job after offer is made, the candidate
is required to undergo a physical fitness test. A job offer is, often, contingent upon
the candidate being declared fit after the physical examination. The results of the
medical fitness test are recorded in a statement and are preserved in the
personnel records.
Job offer

The next step in the selection process is job offer. To those applicants who have
crossed all the previous hurdles. Job offer is made through a letter of
appointment. Such a letter generally contains a date by which the appointee must
report on duty. The appointee must be given reasonable time for reporting.
Decency demands that the rejected applicants be informed about their nonselection. Their applications must be preserved for the future use, if any. It needs
no emphasis that the applications of selected candidates must also be preserved
for future references.

Company Profile

Introduction
Genpact is a leading provider of Business Services & Technology Solutions.
Since it was established in 1997, the company has been driving process
improvements to help enterprises improve their revenue, cash, costs, margins,
speed, and customer relationships globally.
Operating in six countries, Genpact combines strong business and domain

knowledge with Six Sigma and Lean quality methods to deliver important yearover-year cost and productivity gains to customers.
In 2005, Genpacts revenues were $493 million. A company majority owned by
GE and the private equity firms of General Atlantic and Oak Hill Capital Partners,
Genpact has 20,000 highly skilled associates specialized by industry banking/finance, insurance, manufacturing, transportation, and automotive and
by the impact areas they serve - sales & marketing analytics, supply chain and
aftermarket services, financial services core operations & collections, finance &
accounting, information technology services, and enterprise application services
& program management.

India

China

Hungary

Romania

United States

Mexico

Global operations centers are located in:.

Global Service Delivery

Genpact is the largest Business Services & Technology Solutions company in
India with a global presence. Genpact is not only a pioneer in nearly every
country of operation, but also one of the largest in that country. We are uniquely
positioned to serve the worlds major business centers in their own languages on
a 24x7 basis.
Genpact India
Genpact operates out of 8 sites and employs 14,000 people in Gurgaon,
Hyderabad, Jaipur, Bangalore and Kolkata.
Genpact Europe
Genpact has state-of-the-art operations centers in Budapest, Hungary and in
Bucharest, Romania. Budapest is home to nearly 700 associates who come
from 29 countries. They work out of two facilities in the Hungarian capital and
serve customers across Europe in 15 languages.

Genpact India
Genpact in India, operates out of 8 sites and employs 14,000 people in Gurgaon,
Hyderabad, Jaipur, Bangalore, and Kolkata.
State-of-the-art infrastructure with a robust telecommunications network
(redundant route diverse fiber network) connects Genpact to its clients across the

globe.
Genpact is the largest private user of international bandwidth in India. A stringent
physical and data security system, round-the-clock crisis management help lines,
backup devices and recovery sites, and readiness for general emergency form
the core of its Business Continuity Planning (BCP) and Disaster Recovery
Planning (DRP) initiatives.
Genpact has also developed extensive expertise in many industrial verticals such
as Insurance, Consumer Banking & Retail Finance, Commercial Finance,
Healthcare and Manufacturing & Industrial with comprehensive offerings across
their value chain.

Site

2 Sites
7 CoEs
French, German Spanish
6000 Employees

Gurgaon - 2 Sites
4 CoEs
600 Employees
English, French

Jaipur

Kolkata
Hyderabad

Kolkata

Hyderabad
Bangalore
4 CoEs
1400 Employees
English & French

Supports Gurgaon &

Jaipur Hiring

2 Sites
9 CoEs
English & French
6335 Employees

Differentiators
Only Genpact offers the Insight, Intellect, Integrity & Impact to provide year-overreturns that global enterprises want. It offers
High global quality at the lowest local cost.
Extraordinarily talented and stable workforce - many of our 19,000 associates

have advanced degrees & certifications.

Global delivery in 19 languages from 16 operations centers in 6 countries.
Strong business & domain knowledge in 15 industries.
Speed of engagement & deployment, having delivered 1,000+
processes/transitions.
Relentless focus on process excellence and cost improvement (Lean and Six
Sigma quality methods are cornerstones of our GE heritage).
Regulatory compliance focus across all major jurisdictions globally.
Client visibility & control over operations with advanced dashboards for
increased transparency (real-time views of transactional, operational and
business metrics).
Partner relationship that ensures impact goals are met.
It improves processes to drive tangible business impact - whether to grow
revenues, increase cash, improve costs, increase margins, improve speed, or
grow and retain customers.
Global Service Delivery
Genpact is the largest Business Services & Technology Solutions Company in
India with a global presence. Genpact is not only a pioneer in nearly every
country of operation, but also one of the largest in that country. We are uniquely
positioned to serve the worlds major business centers in their own languages on
a 24x7 basis.
Growth History
Genpact has grown from a fledgling company, employing around 350 people in
India, in 1997, to one with an employee base of over 19,000 people globally.
Combined with this, Genpact has achieved an exponential growth in revenues.
Not only has Genpact grown in terms of its people and revenue, but has also
evolved its product portfolio over the years. Its key strategy has been to develop
product expertise in selected Industry Verticals, new technology rollouts and
expansion into new Geographies.

Not only has Genpact grown in terms of its people and revenue, but has also
evolved its product portfolio over the years. Its key strategy has been to develop
product expertise in selected Industry Verticals, new technology rollouts and
expansion into new Geographies.

Global operations centers are located in

Quality :

Six Sigma

Genpact uses Six Sigma and Lean to drive process improvement with a
continuous focus to exceed its customer's expectations in the quality of services
and products provided. To achieve this:

It has a well-structured Quality Organization that works closely in random

with Operations.
Customer feedback is constantly captured across all service processes.
This is analyzed and fed back into Operations to continuously mistake
proof operational efforts.

Six Sigma forms a way of life its principles drive our Quality efforts; people are
trained in Six Sigma and tools supporting Six Sigma efforts are embedded into all
processes. Genpact has successfully delivered high levels of productivity to the
customers for the last six years.
Functional Practices

Functional Practices

Genpact pioneered the Business Services & Technology Solutions industry in

India and has ever since been at the forefront, expanding the breadth and depth
of its product and service offering. Our wide basket of services caters to
requirements across various functions in different industries.
Genpact has also developed extensive expertise in many industrial verticals such
as Insurance, Consumer Banking & Retail Finance, Commercial Finance,
Healthcare and Manufacturing & Industrial with comprehensive offerings across
their value chain, the following are the functional practices.
1. Finance & Accounting
Genpact Financial and Accounting Services aims at providing customizable,
effective, and accurate financial solutions. At Genpact, we engage professionally
qualified and trained resources who have specialized expertise and in-depth
experience in all aspects of finance and accounts. Our focus on Controllership
and Six Sigma process management helps in increasing the shareholder value
and profitability of our clients.
Our specialized knowledge and extensive experience enables us to cover a wide
spectrum of financial and accounting solutions.
Procure to pay

Accounts Payable

Fixed Assets Accounting

Record to report

Audits & Projects

Closure of Books
General Accounting Reporting
Accounts Reconciliation

Planning & performance management

Group Consolidation
Planning & Performance
Base Cost Reporting
Cash Flow Analysis
Manufacturing Finance
Sales Analysis

Industry Practices

Genpact's
Product
and service offerings cut
across several industry verticals. We have the capability to customize our product
and service offerings to suit specific needs of clients. Read more about our
capabilities in some of the industries we service.
1. Banking / Finance
Consumer Banking & Retail Finance industry is the biggest industry vertical
serviced in Genpact. Genpact has over 650 associates and 3500 FTEs servicing
businesses across USA, Europe, Australia and Asia from its global locations in
India, China, Mexico and Hungary.
The delivery capability of Genpact is built on a strong Six Sigma foundation and
the solutions and can be customized to suit specific business requirement within
this
domain.
We support a range of end customer financial service products including Private
Label Credit Cards, Dual Cards (PLCC with Credit Card functionality), Retail
Finance, Auto Finance, Personal Loans and Mortgage. Our technology
capabilities combined with our operational expertise uniquely positions us to offer
process solutions specific to business needs. The delivery capability leverages
the wide product portfolio and caters to
Talent Pool
i.

ii.

We have over 1000 employees with excellent communication skills and

vast Customer Service experience. They are fluent in the required
language of service and have been trained extensively on Voice and Soft
Skills
They also posses immense Contextual knowledge related to the credit
card product that they handle

2. Insurance

Genpact pioneered outsourcing of business processes in the Insurance industry

in 1998. Our insurance experience of seven years, combined with our expanding
network of global delivery centers and expertise in Six-Sigma and Lean, has
allowed us to offer a complete portfolio of products customized for specific needs
of the Insurance industry.
Genpact employs over 1800 people in its Insurance Center of Excellence,
catering to various insurance verticals and product lines. Our track record for
doing large scale and complex transactions underscore our commitment to
provide world-class service through continuous process improvements in a cost
effective manner. Our focus on quality allows us to streamline processes,
decrease turnaround time, and reduce costs; thereby increasing productivity and
profitability
for
our
clients.
We deliver 25-40 percent savings to customers across all major insurance
verticals:
3. Manufacturing
The Manufacturing and Industrial vertical is one of the key focus areas for
Genpact. We service a wide variety of high-end manufacturing industries like
Power Systems, Transportation and Specialty Material etc. The solutions span
the complete Order to Remittance Cycle, leveraging our wide product portfolio.
Today we have over 2000 associates servicing a range of processes in the
domain of Customer Service, Collections, Supply Chain and After market
Services, Analytics and Finance & Accounting
4. Transportation
Genpact provides a diverse portfolio of high-quality, offshore back-office services
to drive efficiency among the world's leading transportation companies - whether
global airlines, travel agencies, logistics service providers, GDS, car rental firms
or cruise lines.
5.

Automotive

Genpact provides a diverse portfolio of services to automotive / truck

manufacturers and their suppliers.

COEs at GENPACT (Centre of Excellence)

The year 2001 saw the services businesses in India including the core CoEs
of Contact Centers, Finance & Accounting and Transaction Processing grow
to almost double their size at the beginning of the year.Genpact works on the
following COEs and work on that.Following are the COEs for which
genpact recruits.

Collections

Insurance Solutions

Finance & Accounting

Analytics

IT Services

Genworth

Commercial Finance

Learning

External

Consumer Finance

Industrial & Equipment

INTERNAL JOB POSTING ( IJP)

IJP is a very important method of the recruitment and selection of the employees.
This is something which is related to the employees who are already working in
the organization for the new requirements. It is done through intranet method. It
publishes job postings of various businesses for existing employees. It is very
useful as it facilitates cross functionality between the various processes in
Genpact. It is also very effective method because it ensures that the hires would
be talented and already familiar with the company. It assures lateral movement
with the new role. So, it is a very important method of recruitment.
It could be understood through these points:

Intranet, publishes job postings of various businesses for existing

employees

Facilitates cross functionality

Assures talented hires

Lateral movement witth a new role

Emails all across businesses & Locations.

Spec Check as per Job description and schedule for interview

This is the first step in the hiring process. First of all the candidate is judged
whether he/she is suitable for the job or not. Spec scheck means the thoings if
they are there the candidates would always be a reject. That could be age
factor, qualification etc. If the candidate is not a spec reject then he or she is
scheduled for the interview.

1. Personal Information/Communication screening( JAM) session

This is the next session through which a candidate has to go after he is a
spec OK. In this, the candidate has to go through the first round where his
communication is judged by the HRs and hr is selected for the next round.
This is very important because the candidate is judged on the basis of his
qualification. In this , the candidate is given with a topic on which he has to
speak for at least 1 min. and on the basis of that the candidate is judged.
3.HR screening / Cultural fit assessment
This is the next round in which the candidates stability is assessed and also
through many other parameters the HR assesses the candidate. It is
assessed that whether the candidate is culturally fit for Genpact or not.
Whether the candidate is actually fit for representing Genpact.

2. Communication skills check by the business.

The next step is the checking of the communication skills by the business or
the particular COE. The HR of the particular process for which the candidate
is to be processed checks the communication of the candidate.

3. Assessment by product group expert

Then the product group expert assesses the candidate that whether the
candidate is suitable for the particular process.

4. Offer and Pre- hire personal orientation

When the candidate is assessed through all of the points, he/she is finally
offered the job. He also goes through a personal orientation, which is done
before hiring the candidate.
6. New Hire Orientation
After the candidate is hired , he/ she goes through the NHO, i.e., New Hire
Orientation. This is a session in which candidate goes through whole of the
company and its processes for 2-3 days. It is a sort of introduction process.

ASSOCIATE RECRUITMENT CENTER (ARC)

ARC is something, which works for the recruitment of the people through a
software called Team Connect. It is a very effective and important method of the
recruitment. It makes a database of all the resumes posted in to the sites of the
Genpact. It is basically a system through which the whole database is managed.
The resume of all the candidates, which are there in the database, is manages
through this system. There is a different process of ARC. Under this what so ever
CVs are received gets posted or they are parsed accordingly. After that post
hitring activity takes place and what ever the status is , it is updated in the Team
Connect for further reference.The CV is a separate team called updating team
and then the resumes are sent to a different team called calling team which later
on screens the candidates and takes them to further rounds of interview.
FUNCTION OF ARC
CV Inflow

TC Process

Tele screen
& line up

Hiring
Activity

De-dupe

Update TC

A step before making an offer.

-Database management system
-Each CV received gets posted / parsed accordingly
Cross-checks candidates status (last
-Post Hiring Activity, feedback / status of each profile is updated in TC

interview comments, if applied before)

from TEAM CONNECT

Check on Re-application policy after 1

Mth

ARC is a very important part of hiring activity. It recruits a lot of people and a very
important process of hiring. In this, firstly CV comes through various sources, and
it goes through the process of Team Connect, where the resumes are arranged
and put in the team connect in an organized manner. Then these resumes are
processed and they go through a tele screening and after the clearance of
screening , they are lined up for further interviews. After they clear the interviews
then the hiring process starts. If they are selected before offering them for the job
a de-dupe check is made, which makes a cross check, that if the candidate has
gone through a personal interview earlier with Genpact , if yes, than when and
what was the status at the time, if he comes under the cooling period that is, if it
has been one month since he has applied , he could be offered.

PROCESS :
First of all the CVs come through sources like parichay mailbox, direct mailers,
and drop boxes. The resumes from mailbox and from direct mailers are dumped
and parsed in to the Team Connect software and also the resumes from drop
boxes are dumped and parsed in to the Team Connect. Then a tele screening is
made on all of the resumes by a different team.After that hiring activity and
selection process continues as an then.The profiles which are screened and
selected for interview are not basically from consultants. Them again after this,
the results and the data are uploaded in the Team Connect. The following
diagram explains the process clearly:
COLLECTIONS
Collections are one of the major COEs for which genpact recruits people on a
large basis. It manages consumer and collections for GE card, monogram credit
services, auto financial services and vendor financial services.
SERVICE OFFERINGS

Early stage customers behind 2-3 payments

Inbound Resolution Payment related concerns and collection queries

Last stage customers behind more than 3 payments

Specialized collections in disputed accounts.

Customer bankruptcy

Customer imprisonment

Debt consolidation request

Sundry Collections on:

Property Tax

Late fee

Insurance

Resolution Disputes

Misapplied payments

Skip process tracing for correct address and telephone

OPERATIONS
Operations are there in diverse verticals

Financial Services

Retail Commercial Finance

Industrial Collections

INSURANCE SOLUTIONS
Insurance solution is the COE which provides and handles the matters regarding
insurance. It provides underwriting and claims processes services to GE
insurance solutions, including reinsurance corporations (ERC) and Genworth
financial
SERVICE OFFERINGS

Underwriting

Claims Processes

Actuarial Services

OPERATIONS IN DIVERSE VERTICALS

It operates in diverse verticals:

Claims and underwriting audits

Risk Theory consulting

Loss cost driver consulting

Portfolio Quality Reviews

Institute training

HUMAN RESOURCE PRACTICES

Hiring and Retention

Hiring and Retention

It designs and develop Predictive Hiring Models that help to predict the length of
service and prospective performance of an employee in the organization, even at
the time of hiring. The models use detailed processes that involve data collection,
cleaning, and identification of critical factors by the use of sophisticated
segmentation and modeling tools. In addition, Recruitment Management and
Background Checks identify and analyze potential employees. By collecting and
analyzing data on the employee longevity in the organization, we develop Life
Enhancement Models based on the triggers to derive attrition risk scores.

Performance Management

Its services include Performance Program Optimization solutions and end-to-end

tools to design, customize, track, and report performance. We also provide Sales
Incentive Planning solutions that include design and delivery of customized plans
in alignment with the organizational strategy. We also set up systems and processes
to monitor and ensure payout of the sales schemes.

Compensation and Benefits

HR Information Management
It integrates and digitize data sources to build dynamic reporting and online
analytic tools for Human Resources Data Management. Our HR Information
Management solutions include:

Web-enabled Decision Scorecards

Performance Monitoring Tools
Resource and Vendor Management Systems
Dynamic Compensation and Benefits (C&B) Administration Tools

Workforce Development
Services include collecting and mapping the skill DNA of various job families and
grades to build a digitized skill inventory matrix. This tool enables you to see skill
snap-shots, and plan the skill inventory of the present or acquired organization.
Our Workforce Development solutions include:

Optimal Staffing Dashboards

Talent Inventory Matrix

M&A Analytics
Employee Satisfaction

It designs and deliver Employee Satisfaction Studies and analyze key drivers of
employee dissatisfaction to facilitate strategy formulation. Our Employee
Satisfaction Studies solutions include:

Employer of Choice Surveys

Employee Satisfaction Surveys

Competitor Benchmarking Studies

Related Offering

It provides specialized Survey Analytics services for primary research in order to

validate secondary research results, gain additional insights on employee behavior
and needs, and employee satisfaction.
SERVICE OFFERINGS

Financial Services

Commercial Finance

Insurance

Healthcare

Manufacturing

IT SERVICES
This provides a wide range of services to IT sectors globally.It is an IT
infrastructure Service.IT team plans, designs and implements strategies and
manages IT infrastructure of global businesses.

SERVICE OFFERINGS

Client services

Server Services

Network Services

Security services

Proffessional services

OPERATIONS IN DIVERSE VERTICALS

Financial Services

Insurance

IT

Health care

Manufacturing

Aerospace

Media

OPERATIONS IN DIVERSE VERTICALS

Mid market financing

Aviation

Real Estate

Speciality finance

LEARNING
Learning is very useful part of Genpact. It provides a variety of wing to wing elearning solutions in custom content design, development and maintenance to
GE business worldwide.
My Learning:
It includes classroom trainingand e-learning and provides learning
opportunities that are available 24 hours a day, 7 days a week.
TOOLS:

Hiring the right people

Developing self-excellence

E-mail writing essentials workshop

Effective coaching and mentoring skills for AVPs

Interviewing skills workshop

Leading by Action

Leading by Action and Coaching

Managers Communication Toolkit

Managing skills for new leaders

DMAIC

GE CONSUMER FINANCE
It provides a wide range of customer fulfillment activities. It includes inbound
call centeres and transaction processing for GEs consumer and commercial
finance businesses.

SERVICE OFFERINGS

Application processing

Rule set decision

Customer service

Decision fraud & underwriting

Data modeling and research analysis

OPERATIONS IN DIVERSE VERTICALS

Speciality Retail Group

Exon Mobil

Retail sales Finance

Corporate payment services

Partnership Marketing group

Gap

Mervyns

INDUSTRIAL AND EQUIPMENT

It manages customer and technical support , supply chain management and
receivables management for manufacturing and transportation companies.

SERVICE OFFERINGS

Customer Support

Technical Support

Supply Chain Management

Transactional Process

OPERATIONS IN DIVERSE VERTICALS

Fleet Services

Rail Services

Modular space

Trailer fleet services

Health Care

GENWORTH
It provides businesses of all sizes a full range of customized employee benefits
plans backed by a suite of online administration one on on support.
SERVICE OFFERINGS

Life Insurance

Long term care Insurance

Annuities

Investment Services

Mortgage Insurance

Employee Benefits

Hiring Organization Hyd

G ir is h J a g a n n a th
AVP
C e n tr a l H ir in g

G a r im a M a lh o t ra
M anager
H Y D O p e ra tio n s

R a ja
M a n a g e m e n t T r a in e e
A R C U p d a t io n
H yd

S h a ra d a R a m a c h a n d er
M a n a g e m e n t T r a in e e
A R C C a llin g
H yd

M anager
H Y D S o u rc in g

S ai K um ar
M a n a g e m a n t T r a in e e
V o ic e H ir in g
H yd

B h a v i n R a ja n i
H R A s s o c ia te
C o ll e c t i o n s H i r i n g
A a r o n N e ls o n
H R A s s o c ia te
IT S e r v ic e s H ir in g
Y a ju s h i M a r e l la
H R A s s o c ia te
M a p le L e a f H ir in g

P a ra m e s h w a ra n
M a n a g e m a n t T r a in e e
F in a n c e H irin g
H yd

S h e ry l A n th o n y
F in a n c e H ir in g

A m anda G om es
M a n a g e m e n t T r a in e e
P a ric h a y H y d

A p a rn a S a d h u
M anager
C am pus

A b h is h e k J a is w a l
S e n io r O f f i c e r
C am pus

R ahul K hanna
A sst M anager
B L R H ir in g / S o u r c in g

O pen
A s s t. M a n a g e r
A T P C am pus

A d e lin e P e r e ira
S e n io r O f f i c e r
P a ric h a y C G
C h a ita n y a R e d d y
A s s t. M a n a g e r
C h a n n e l P a rtn e rs

V e n n e la P r a s s a n a
C h a n n e l P a r tn e rs

R a g in i

S ta r le e n

A a rti J a g d e e s h
S r H R A s s o c ia te
I n d u s t r ia l H i r i n g

S h ilp a P a r ik h
S e n io r O f f i c e r
V T S o u rc in g &
M IS s p o c
S e re n e A b y
A s s t. M a n a g e r
TBD

S u r a j N a r in

Grish Jagannath
VP
Central Hiring

This is a chart which defines whole of the

organisation and
process of hiring in Genpact , Hyderabad. There are different fields in which
Aparna
Rahul Khanna
Sadhu
Genpact works for hiring.There are different and important sources through whichAsst Manager
Genpact gets the candidates for hiring and recruiting.All of the managers
and
BLR
Hiring/Sourcing
Campus
HRs at different levels are there.They work at different levels at different
positions which is mentioned in the chart.The whole process in hiring goes
through according to this chart.
Abhishek Jaiswal
Open
Asst.
Senior
Manager
Officer
ATP Campus
SELECTION PROCESS
l.

Job Description:

It is the first stage for the candidate.It defines the particular job to the
candidate in all the manner and from all sides. This is a very important
part of the selection process. It defines the job, its role, its responsibilities
relating to the job.It gives the knowledge and skill-set desired by the
customer. It defines the work timings desired from them, performance
benefits, and work compensations, etc.

Parichay

Sourcing Plan :
Sourcing plan is something which drives various sourcing channels
hiring activity to recruit the requisite employees within the TAT.It is the
second stage which helps a lot for recruiting the employees from
outside sources.
2. Hirng Activity :
It includes all the activities regarding hiring takes place. It is a very
important activiry within a hiring process.It includes all the recritments
through referrals who are scheduled, all the walk-in interviews, all the
advertisement released channel partners sourced candidates, data
base line-ups at the hiring floor.
3. Selction Process:
It is the process through which candidates are selected going through
various rounds of interview. They are judged on various parameters by
our various HRs who are trained to do so. It is multi-step screening of
candidates on the various critical parameters as per the jobdescription
and require ments.

RESEARCH METHODOLGY

Research methodology
Statement of the problem
Genpact being a well established and rapidly growing multi national company
recruits huge number of candidates which results in high amount of work
pressure on the hiring team. As the hiring team size is also limited, handling huge
number of candidates becomes a tedious job.
Therefore Genpact implements various sources of recruitment in order to
distribute the work and get the profiles to match various requirements of the
organization.
At Genpact candidate experience is the focus of hiring team. Genpact is
committed to make interviewing with them, a pleasant experience than it currently
is, by reducing the candidate waiting time and ensuring speedy process.
The purpose and importance of the study :
Attempting to solve the above stated problem the following benefits will ensue:
1. To reduce the valuable time of the company.
2. To Minimize the cost of the company.
3. To Create a Database for the company.
4. To bring a change which would not lead to any compromise on quality
Objective of the project
Primary Objective:
To study the hiring process at Genpact and make recommendation to
improve the hiring process.
To assess and evaluate the recommendations made on the suggested
new method of Sourcing Engine.
Secondary Objective:
To achieve the above stated Main objective some of the other subsidiary
objectives were also undertaken:
To study and understand the BPO industry and its operation
To study the operation of Genpact in detail to facilitate understanding of
the complexities of the sourcing process
To study and understand the sourcing process at Genpact in specific.
To develop a practical exposure to the work life in corporate and the
intricacies of a recruiter jobs in a BPO industry.

Methodology
Scope of Study: The study is carried out at GENPACT, Uppal, Hyderabad. The
study is that of a CASE method and covers sourcing at the entry-level positions
(band 5) in l COEs (Centers of Excellence) in the organization
A study was conducted on the sourcing procedure through observation and
enquiry. Changes were suggested in the procedure that would lead to saving
Hiring teams time and effort.
For the purpose of collecting data to understand the approvability of Hiring team
on the recommended procedure, a structured sheet which contains information
about the various requirements and hence the sheet is named as WOW SHEET.
DATA COLLECTION:
Primary Data: The primary data is gathered through Observations and Active
Involvement in the process as the researcher is a project trainee.
Secondary Data: The secondary data is gathered from Academic Texts,
Company Documents and Manuals.
Previous Format & Process
Format: -Earlier the wow sheets were a combination of feedback form & referral
sheet, which contained questions, related to the experience of the candidate at
Genpact opinion rather than referrals. Priority was given to the feedback of the
interview process rather than collecting referrals.
It contained questions relating to the candidates opinion on the initial telephonic
interview (Prescreening), Genpact site, Logistics, rounds of interview he had
attended, overall experience and referrals (if any.)
Process: -Feedback forms were given to the candidate at the time of PIR
(Personal introduction round) & were collected from the candidates who were
declined in PIR. Feedback forms are collected from the candidates as and when
the candidate is declined in further rounds.
The process was followed, as the sheets administered were more of feedback
forms than referral sheet. Hence, when the candidate would complete the rounds
of interview feedback sheets are collected from the candidate.

Start

OK

Candidates
registers at the
reception

OK

Candidates
attends PIR
recives the
WOW sheet

OK

1600 Voice

OK

HR & Line
interview

Not Ok

Not Ok

Not Ok

Collect the
WOW sheet

Collect the
WOW sheet

Collect the
WOW sheet

OK

OfferOffer

Current Format & Process

Format: - The current wow sheet exclusively contains the information about
the various openings & also qualifications required for the respective
openings; This gives a brief idea to the candidate, of the various openings
available in Genpact. The purpose of the wow sheet is to collect the
referrals from the candidates who come for the interview.
Contact details of the company are also provided in the part of the wow
sheet that is to be taken by the candidate, for his reference.
Process: - WOW SHEETS are administered to the candidates as and when
they get registered at the interview area and asked to submit the sheets at
the time of leaving the premises. This leaves the candidate with ample time
to understand the requirement and refer the names & contact details of his
referrals. The details of candidate such as his name & contact number are
also required, to up-date him with the status of his referral.

Start
OK

Candidates
registers at the
reception and
receives
CANDIDATE
REFERENCE
SHEET

OK

CANDIDATE
REFERNCE
SHEET is
collected

OK

Candidates
attends PIR
recives the
WOW sheet

Offer
OK

1600 Voice

OK

HR & Line
interview

Not Ok

Not Ok

Not Ok

Collect the
WOW sheet

Collect the
WOW sheet

Collect the
WOW sheet

OK

Offer

TOOLS AND TECHINQUES OF DATA COLLECTION:

Activity Oracle/TC

ARC TEAM

Pre
Take a dump(Run a query
Calling everymorning)

Allocation of database to the team .

Screeni Checking the resumes for

ng
candidates .
contact number,educ
qulifications,work exp
DOB(incase of any age bar for
certain process.
Like for the process of CC the age
bar is 33

Calling to candidates to check their comm

skills,

Schedu Schedule the candidates for

ling
interview for the
particular requirements with the
company

selecting candidates who are good enough

and ok with the
terms and conditions of Genpact. And asking
them to come down
for an interview, on candidate's avaliability .

Schedu
le
lining up candidates for interview
Sheet for that particular day

Voice
-1800

Lining up candidates who are for

voice Based process
(which is conducted by a team
located at Gurgoan)
to check out the flow of english
language,grammatical
, errors, prononucation,
fluency,vocabulary,vonarcular&
comprehension.According to this,
there are 3 different ratings for
candidate
(I) V.R-Voice Reject
(ii) V.T-Voice Trainable (iii) V.AVoice Assessment.
According to this candidate is
eligible for the next

& lining/ scheduling them for interview

and also whether they are ok with relocating
,& also agree with the conditions asked( like
working for night shifts,
pay scale etc)

The team will line up candidates for further

rounds of interview
and mail the details to logstics requesting
them
to allow the candidates
for inteview for which we raise request
Any one in the team will coordinate the voice
round of interview
(which is conducted by a team located at
Gurgoan)
for profiles like CC,Tech Supp

On
floor

round.ie HR round
corordinating the candidates who
come down
for interview

HR
Intervie The candidate goes through the
ws
personal round of interview .
it is done to check out the stability
to work more than 8 hours
,quick learning tips, confidence
levels, career planning,
Issue of diversity & also motivation
of employee
we go to the depth of the candidate
profile ,ask for his
previous exp,check on his stability,
confidence level
,career prop restive.
The status and comments of the
HR rounds.
are given in the software

Once the candidate walk in for interview on

the floor, the floor
manager (One of the team member who
coordinates candidates
on floor) will give them candidate profile
sheet, WOW sheet(the
sheet in which
candidate is asked to give the referral of
candidates who are
interested to work with company
After filtering candidates from the above
rounds of interview,
the candidates go through HR round of
interview

CAREER GROWTH AT GENPACT

SENIOR LEVEL

Senior vice president

Vice president

Assistant vice president

MIDDLE LEVEL

Manager

Assistant Manager

Management Trainee

ENTRY LEVEL

Process Developer

Process Associate

ANALYSIS AND INTERPRETATION

1) How long your organization is associated with Genpact hyd?

o 0-2 yrs

o 2-5 yrs

INFERANCE:
Hence people find it is good.

o 5yrs & above

2) why did you choose this organization ?

o For market value
o Others(if specify)

o For its good relation ship

INFERANCE:
Hence they find it good for its work Environment

o For its work environment

3) How many other clients do you have which have a requirement of manpower like
Genpact/more than Genpact?
o 0-2

o 2-5

o 5 &above

INFERANCE:
Hence it has a good market value.

4) From the above MNC Clients how many have similar kind of recruitment like
Genpact hyd?

o 1-2

o 2-4

INFERANCE:
Hence it has a good market value.

o 5 & above

5) On an avg ,what is the monthly requirement of manpower for Genpact hyd?

o 1-10 o 10-25

o 25-50

INFERANCE:
Hence More Man Power is Required.

o50-above

6)What is the avg requirement of manpower for other MNC clients of your organization
?(as described in question 4)
o 1-10

o10-25

o25-50

o50-above

INFERANCE:
Hence average requirement of Man Power is more than compared to others.

7) The avg recruitment for other MNC clients I comparison to Genpact hyd?

O Less

o More

INFERANCE:
Hence the average requirement is more.

8) If more for others lease specify the reasons

O Not satisfied with commercial terms
O Not satisified with process recruitment of Genact
O Candidates are not opting for Genpact
O Other(mention below)

INFERANCE:
Hence the Candidates are opting for GenPact.

9) What is your feedback on the association in recruitment with an organsiation like

Genpact?
O Good

o Satisfactory

o Poor

INFERANCE:
Hence Recruitment with Genpact is Satisfactory.

o Others

10) Your view on recommended selection process

O Excellent

o Good

o Average

INFERANCE:
Hence they find it average Selection Process.

o poor

11) Is it good to screen the candidate over the phone?

O Yes

O No

INFERANCE:
Hence Maximum Agree it is good to Screen Candidates over the Phone.

12) Is the new hiring process saving your productive time?

O Yes

o NO

INFERANCE:
Hence people conclude that the new Hiring Process is Saving their time.

13) Is the new hiring process resulting in the reduction of work?

O Yes

O No

INFERANCE:
Hence it is Reducing the work load.

Suggestion:

1) Refresh the old database in order to source those profiles which we couldnt
process previously. Eg: B.E, B.tech , M.C.A & Undergrad
2) Multi processing of the candidates profile whenever suitable .
3) Employees working in shift-basis to get in touch with the candidate would ensure
better productive(on day-to-day activity)

Implementations:

1) Classify the profile into proper category & refresh the data according to
their educational background
2) Flexibility of a candidate to be looked into for different process.
3) Calling should be continued till 9:00 in the night, to get the eligible
candidates.
4) Regress followup should be there for every candidate.
5) To performer should be promoted irrespective of their turnover.

SUMMARY
The ideal recruitment effort will attract a large number of qualified applicants who
will take the
job if it is offered. It should also provide information so that unqualified applicants
can selfselected them selves out of job candidacy; that is, a good recruiting program
should attract the
qualified and not attract the unqualified. This dual objective will minimize the cost
of processing
unqualified candidates. If the right person is selected, he is a valuable asset to
the organization
and if faulty selection is made the employee will become a liability to the
organization.
Therefore, it deserves great care and concern to formulate and implement
recruitment strategies and sourcing process, with a foresight towards higher
organizational achievement.
The sole purpose of the project was to study the sourcing process vis--vis to Entry
Level Openings and to recommend changes in current process to make sourcing
more cost effectiveness.
A detailed and exhaustive study was done on the net through various relevant
websites. This was done for the delineation of the appropriate recruitment and
sourcing methods that generally, contribute to the effective sourcing of the suitable
personnel, to know the Business Process Outsourcing industry profile and to know
the company details.
Changes were suggested in the format of the sourcing sheet & also the time it is
administered to the candidate, to make the sourcing channel more efficient.

Limitations:
Although every study has its own limitations, this process has also its own
limitations.
Candidates wait time should be reduced ie, the wait time between the two rounds
of interview should be reduced.
The Selection Process should be faster.
This Process lacked the ability to access the complete personality of the
applicants.
Sugesstion:
1) Refresh the opld database in order to source those profiles which we
couldnt process previously. Eg: B.E, B.Tech, M.C.A. & Undergrad.
2) Multi processing of the candidates profile when ever suitable.
3) Employees working in the shift-basis to get in touch with the candidate
would ensure better productive\ity (on day-to-day activity)

FINDINGS AND CONCLUSION

SUGESSTIONS
BIBILIOGRAPHY

ANNEXURE

ANNEXURE

Annexure
Questionnaire
Objective: To assess the effectiveness of the Recommended Selection
Process.
Name : __________________
Designation : _____________
___________________________________________
1. Your view on recommended selection process.
a) Excellent

b) Good

c) Average

d) Poor

2. Is it good to screen the candidate over the phone?

a) Yes

b) No

If Yes, why?

If No, why?

3. Is the new hiring process saving your productive time?

a) Yes

b) No

4. Is the new process resulting in the reduction of work?

a) Yes

b) No

5. Your valuable suggestions if any

6) How long your organization is is associated with Genpact Hyd?

O 0-2 yrs
o 2-5 yrs
o 5yrs & above

7) Why did you choose this organization?

O For market value o for its good relation ship
environment
o others (if specify)

o for its work

8) How many other clients do you have which have a requirement of manpower like
Genpact/more than Genpact?
O 0-2
o 2-5
o5 & above
9) From the above MNC clients how many have similar kind of recruitment like
Genpact hyd?
O 1-2
o 2-4
o 5 & above
10) On an avg, what is the monthly requirement of manpower for Genpact hyd?
O 1-10
o 25-50
o 50 & above
11) What is the avg requirement of manpower for other MNC clients of your
organization?(as described in question 4)
O 1-10
o 10-25
o 25-50
o 50 & above
12) The avg recruitment for other MNC clients compared to Genpact hyd?
O Less
O More
13) If more for others please specify the reasons
O not satisfied with commercials terms
O Not satisfied with process recruitment of Genpact
O Candidates are not opting forGenpact
O Other(mention below)

14) What is your feedback on the association in recruitment with an organization

like Genpact?
O Good
O Satisfactory
O poor
O Others

OBSERVATION
The observation is based on the feedback of the questionnaire that was filled by
the employees of all the departments.
The questionnaire is regarding the measurement of the effectiveness of the
recently initiated hiring process done through the Associate Recruitment Centre
(ARC).
The feedback received was positive . Most of the executives were found satisfied
with the selection process, which according to them is fully competent in picking
up the best sutable candidates for the respective positions.
Most of the employees came up with a view that the screening of the candidates
over the phone led to the minimization of the recruitment costs and through this
technique a greater number of candidates can be reached within a short span of
time.
However, some of the employees of the organization believed that this process
lacked the ability to assess the complete personality of the applicants.

Benefits: 1. Brief idea of the openings available, is given to the candidate before he
gives referrals, for him to have better understanding of the openings.
2. Contact details provided help the candidate to keep in touch with the
company.
3. More leads are generated through this process
4. The new process results in building database.

RECOMMENDATIONS
After conducting a study of the roles & policies of thehiring process of Genpact, it
can be judicially stated that the patterns , procedures and strategies for selection
and recruitment by Genpact are result oriented. Hence to a great extent this
organization is very much successfully achievement of the goals. The selection
process is very much successful in meeting its regular targets of hiring and ARC
has made great improvement in that.

1. Changes are suggested in the format of the WOW Sheet to give more
information about the current openings & requirements, to the respondents
2. WOW Sheets should be administered to the candidates as soon as they
get registered to avoid any bias in the response in case of the candidate
being declined.
3. This process should be followed religiously to build the database of
the company.

Conclusion
The Direct to candidate method of sourcing is the most cost effective method
The contribution of this channel to the overall sourcing activity has to be
constantly increased. The wow-sheet / referral sheet process leverages every
candidate already sourced to interview with Genpact, to lead to many more such
candidates.
Over the past 45 days, using the suggested process, the contribution of the
referral method to the sourcing pool has increased from 6 referrals per day to 115
referrals per day. This suggested process should be rigorously followed by the
sourcing team month on month to ensure we keep the direct to candidate way of
sourcing increasing continuously.

Bibliography
PERSONAL HUMAN RESOURCE MANAGEMENTThird edition 98 Authors
David A. Decenzo & Stephen P. Robbins
Human Resource and personnel Management, 2nd edition, - K.Aswathappa
Human Resources Management, 7th Edition- Gary Dessler:
Personnel Management, 12th edition, - C.B. Mamoria:
Personnel and Human resource Management, 3rd edition- P. Subba Rao

Internet Sites

www.hr.com/index.cfm
<http://www.hr.com/index.cfm>
www.hr.state.tx.us/geninfo
www. Genpact.com