tcs

EXECUTIVE SUMMARY

Today, in every organisation personnel planning as an activity is necessary. It is an important part of an organisation. Human Resource Planning is a vital ingredient for the success of the organisation in the long run. There are certain ways that are to be followed by every organisation, which ensures that it has right number and kind of people, at the right place and right time, so that organisation can achieve its planned objective. For every organisation it is important to have a right person on a right job. Recruitment and Selection plays a vital role in this situation. Shortage of skills and the use of new technology are putting 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 Talent Acquisition process. This project includes the processes used by Tata Consultancy Services for recruitment, selection and talent integration.

1

INDUSTRY PROFILE

The Indian Software Industry is the uncrowned king in the outsourcing of software services now. From very humble beginnings, the Indian IT Industry has grown at an exponential rate over the past 10 years doing Rs.10000 crore of export, fetching for India valuable foreign exchange, propping up the Indian Stock Market with its share prices reaching dizzying heights before the scam, and employing over 2 lakh professionals with this number poised to rise to around 20 lakh in another 3 years. India missed the Agrarian, Industrial and the early Computer Revolutions but became a global player in the IT revolution because of two main factors-opening up of the markets and India's cheap and vast manpower with knowledge of English. Right from 1991 to 2000 Indian companies grew at a mind-boggling rate of 200-500% attracting lucrative projects from companies all over the world, especially the US. The recession that we saw was partly attributed to this phenomenal growth rate which to be maintained, was always going to be a tough proposition. The initial spark that triggered the recession was the slowdown in the American manufacturing industry , then aggravated by the collapse of Dotcom companies and then the last nail in the coffin was the sudden discovery that most companies did not have any more projects to hand out. In other words, most companies did not need any a ny major software development. With the recession, most companies have drastically revised their organizational and marketing strategies. The share of on site work has come down as most foreign companies prefer to sustain as much of their own employees rather than outsiders. Companies in India have now shifted gears doing off-shore development which is much cheaper. They have started looking at the European and Japanese markets which have not yet been affected by the slowdown. Other markets which they are tentatively eyeing are the Australian, South American and Middle East markets. Most companies have decided to tide over the problem of reduced profits by resorting to layoffs and cutting down heavily on fresh recruitment. These are measures to bring down the numbers on the bench which have been increasing for some time now. The focus on web centric software development which used to be their prime revenue earner is a thing of the past and these companies are concentrating now on the banking and the e governance 2

INDUSTRY PROFILE

The Indian Software Industry is the uncrowned king in the outsourcing of software services now. From very humble beginnings, the Indian IT Industry has grown at an exponential rate over the past 10 years doing Rs.10000 crore of export, fetching for India valuable foreign exchange, propping up the Indian Stock Market with its share prices reaching dizzying heights before the scam, and employing over 2 lakh professionals with this number poised to rise to around 20 lakh in another 3 years. India missed the Agrarian, Industrial and the early Computer Revolutions but became a global player in the IT revolution because of two main factors-opening up of the markets and India's cheap and vast manpower with knowledge of English. Right from 1991 to 2000 Indian companies grew at a mind-boggling rate of 200-500% attracting lucrative projects from companies all over the world, especially the US. The recession that we saw was partly attributed to this phenomenal growth rate which to be maintained, was always going to be a tough proposition. The initial spark that triggered the recession was the slowdown in the American manufacturing industry , then aggravated by the collapse of Dotcom companies and then the last nail in the coffin was the sudden discovery that most companies did not have any more projects to hand out. In other words, most companies did not need any a ny major software development. With the recession, most companies have drastically revised their organizational and marketing strategies. The share of on site work has come down as most foreign companies prefer to sustain as much of their own employees rather than outsiders. Companies in India have now shifted gears doing off-shore development which is much cheaper. They have started looking at the European and Japanese markets which have not yet been affected by the slowdown. Other markets which they are tentatively eyeing are the Australian, South American and Middle East markets. Most companies have decided to tide over the problem of reduced profits by resorting to layoffs and cutting down heavily on fresh recruitment. These are measures to bring down the numbers on the bench which have been increasing for some time now. The focus on web centric software development which used to be their prime revenue earner is a thing of the past and these companies are concentrating now on the banking and the e governance 2

sectors. Even the high flying companies are doing the low grade maintenance work for their clients to create good relationships in the hope of getting a big project from them sometime in the future. Despite the bravado that most software companies still put up it remains to be seen how many of the smaller ones can survive, now that the recession is over. Fly by night operators who wanted to make a quick buck from the high ratings software companies get in the stock market along with poor quality of support which Indian companies provide are destroying the credibility of the industry. Moreover the Chinese and the Russians have begun warming up to the act. Their governments are aggressively promoting software training and Chinese professionals come cheaper at $3000-4000 per year compared to an Indian professional who earns on the average about $8000 per year. Another challenge that Indian companies are facing is that most corporations prefer to keep the most lucrative projects for their employees and leaving the crumbs for the Indians to brush up. But the future seems to be ours-that is if we are careful. Our companies are able to provide the right training and have been able to continuously improve their knowledge base. They have used the new technologies effectively winning customer satisfaction and we have something the Chinese and Russians do not have-the experience in dealing with foreign customers who are very quality conscious. The markets are looking up. The hype of yore will be a distant memory. To be realistic the software industry is going to stabilize at this point but opportunities will beckon soon.

3

COMPANY PROFILE

TATA CONSULTANCY SERVICES:

Type

Public (BSE BSE:: 532540 532540)) Subsidiary of Tata Group

Industry

IT services IT consulting

Founded

1968

Headquarters

Mumbai,, Maharashtra Mumbai Maharashtra,, India

Key people

Ratan Tata (Chairman Chairman)) S Ramadorai (Vice Chairman) Chairman) N Chandrasekaran (CEO & MD MD))

Products

TCS Bancs Digital Certification Products Healthcare Management Systems

Services

Outsourcing BPO Software Products

Revenue

▲Rs

30,028.92 crore (US$ (US$ 6.4billion)

Operating income

▲Rs

8,305.73 crore (US$ (US$ 1.77 billion)

Profit

▲Rs

7,092.66 crore (US$ (US$ 1.51 billion)

Total assets

▲

Employees

160,429 (As on 31st March, 2010)

Parent

Tata Group

Website

www.tcs.com

4

$6.112 billion (2010)

Services: IT Services IT Infrastructure Services Enterprise Solutions Consulting Business Process Outsourcing Platform BPO Solutions Business Intelligence & Performance Management Engineering & Industrial Services Small and Medium Business

Software: TCS BaNCS TCS Technology Products Other Products

Industries: Banking & Financial Services 

With a wealth of experience partnering the world's leading banks and financial institutions, and a comprehensive range of services and solutions, TCS is the partner that gets clients results: optimized investments, enhanced operational efficiencies, minimized risk, and sustained cost leadership.

5

Energy, Resources & Utilities 

Government 

The Government Practice at Tata Consultancy Services (TCS) brings a proven track record of delivering complex IT solutions to meet government’s demanding business needs. Additionally, we have deep and broad expertise in the areas of labor and workforce, criminal justice, education, and taxes.

Healthcare & Life Sciences 

With an experienced team of over 3,500 professionals including biomedical engineers, computational chemists, biologists, pharmacologists, physicians, validation specialists, IT architects and management consultants, TCS understands your business objectives and helps you achieve and exceed them. High Tech 

TCS with its experience in engineering, innovation and IT solutions, a comprehensive portfolio of services partners with High Tech enterprises to provide end-to-end solutions to help them achieve product innovation, operational excellence and greater profitability thereby attaining market leadership. Insurance 

Industry consolidation, regulatory pressures, shifting demographics and shrinking margins have increased pressure on enterprises in the insurance industry today, spotlighting innovative product development, streamlined processes and business agility – precisely the strategies that TCS can help you implement.

6

Manufacturing 

Rapid globalization, diversification, and intense competition have resulted in the need to increase agility and collaboration across geographies. TCS helps manufacturers adopt the right technology-enabled solution to connect extended supply chains, reduce product development time, improve product differentiation, provide real time business insight, and lower operational costs. Media & Information Services 

Today Media and Information Services companies are responding to changes by cutting costs and transforming business models in order to adapt to the digital age. By working in partnership with us, you’ll be ready to take control of your digitization, and ensure your own people focus on areas of strategic value.

Retail & Consumer Products 

The Retail and Consumer Product industries operate in environments that are highly dynamic, with new challenges and opportunities emerging constantly. TCS' fast-growing Retail and Consumer Products Industry Services Unit offers a fully integrated organization that embeds end-to-end capabilities to help you achieve success. Telecom 

TCS understands how to leverage convergent applications, networks and content to transform your business, and can help you determine the best ways to provide single connectivity and an integrated user experience in the face of constantly shifting demands and technologies. Travel, Transportation & Hospitality 

7

Some of the clients include ABB

ABN AMRO

Agilent

AGL

Technologies Avis Group

AVIVA

BT Wholesale

Chrysler

Cisco

Electronic Arts

Ferrari Scuderia

ING Group

Motorola

Microsoft

National Insurance

National Grid

Company NXP Semi

Philips

conductors

Semiconductors

Sanyo Logistics

Sony

Prudential

Roche Pharmaceuticals

United Utilities

Corporation Hierarchy of employees

8

Woolworths

MISSION

To help customers achieve their business objectives by providing innovative, best-inclass consulting, IT solutions and services. To make it a joy for all stakeholders to work with us. VISION

To be one of the top 10 global companies by the year 2010. VALUES

Leading change. Integrity. Respect for the individual. Excellence. Learning and sharing. TAGLINE

“experience certainity” “TCS' ability to deliver high-quality services and solutions is unmatched.TCS isthe world’s first organization to achieve an enterprise-wide Maturity Level 5 on both CMMI®  and P-CMM®, using the most rigorous assessment methodology - SCAMPISM. Additionally, TCS’ Integrated Quality Management System (iQMS™) integrates process, people and technology maturity through various established frameworks and practices including IEEE, ISO 9001:2000, CMMI, SW-CMM, P-CMM and 6-Sigma.

9

TALENT ACQUISITION

Tracking applicants—from the beginning of the recruitment process to the time they come on board—is not as simple as it used to be. Today, talent acquisition systems encompass the entire pre-hire life cycle, from candidate acquisition and interview management to contact management and company career site branding. With recent consolidation and a new crop of providers entering today's talent acquisition market, making the right decision around recruitment technology can be da unting. Today's organizations are looking for more from their existing providers while trying to leverage new innovation in areas such as social networking, video tools, job matching, and search engine optimization. Over the last year, the talent acquisition market has changed dramatically. During this down economy, companies are taking the time to rethink their current talent strategies. Solution providers have responded by increasing their partnerships and product offerings. Changes include innovation aimed at replacing the resume, expansion by solution providers into global markets, availability of free products and services in talent acquisition, integration with social networking sites, and market consolidation.

Innovative solution providers have emerged over the last year to replace the resume. Job-matching tools—often referred to as the e-Harmony of recruiting—are gaining popularity as an effective way to find quality hires. Providers such as Jobfox, VisualCV, Vipe Power, Realmatch, and MyPerfectGig offer solutions that replace the resume with video tools, job matching, and employer branding services. In addition, talent acquisition system providers such as ADP, Kenexa, Oracle, SilkRoad, and Softscape are partnering with Jobfox to offer ResumePal, a standard job application, to their customers. Other providers include an application builder in addition to the option of uploading a resume. Social media is becoming a strategic part of many organizations' outreach and branding 10

strategies. According to a research, 41 percent of companies indicated social networking is a "must-have" when considering advanced features they would like included in their talent acquisition systems. In the past, traditional providers were slow to respond to this demand, and most organizations surveyed were not satisfied with their level of integration with social media. Leading providers now are beginning to offer a Web 2.0 platform and full integration with social networking sites such as LinkedIn, Facebook, and Twitter. Organizations need to integrate their talent acquisition system with their existing human resource management system (HRMS) and third-party recruitment providers—during implementation. For a talent acquisition system investment to be effective, it needs to be integrated with third-party solutions such as background check providers, assessment providers, and job board distributors. Unfortunately, too many companies make technology decisions on an ad hoc basis and fail to recognize the importance of being able to share data among systems until it is too late. Many solution providers partner with technology, consulting, and sourcing companies for a smoother transition. Contact management needs to be a priority when considering talent acquisition systems. Contact management should be a priority for any organization looking to build a strong talent pipeline and establish long-term relationships with candidates. In a study, 41 percent of organizations stated that contact management is a must-have. In fact, 55 percent of organizations are using their talent acquisition providers for contact management. These organizations are asking more from their providers and, in return, providers are adding functionality or partnering with companies to provide contact management. Global support is more than just multilingual configuration. Many providers support multilingual configuration for both the recruiter and candidate interface. But not every provider supports other areas of a global system such as local regulations, currency, and time-zone support. Organizations should plan for various scenarios during global implementation and involve a representative from each region to participate in the selection process. Organizations should conduct customer reference calls with other 11

global organizations facing similar challenges. Solution providers such as StepStone, MrTed, and Softscape are increasing their multilingual capabilities, as well as adding enhanced time-zone management and support for key variables (such as currency and local regulations). Providers such as Peopleclick and iCIMS are opening offices and data centers around the world to increase customer support for new regions. The talent acquisition systems market continues to experience growth. Organizations recognize the opportunities to streamline the entire recruitment process and the benefits of investing in new talent acquisition systems. More than ever, companies are looking to prepare for the future—and the inevitable hiring surge that will occur—and are focused on becoming leaner and smarter around their technology choices. Providers of talent acquisition systems are responding with more complete solutions for identifying, selecting, and onboarding candidates.

12

13

PARTS OF TALENT ACQUISITION

14

RECRUITMENT

Process of locating and encouraging potential applicants to apply for existing or anticipated job openings. A linking function, joining together those with jobs to fill and those seeking jobs. It aims at (i) Attracting a large number of qualified applicants who are ready to take up the job if it’s offered and (ii) Offering enough information for unqualified person to self-select themselves out. A formal definition states, “It is the process of finding and attracting capable applicants for the employment. 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”. In this, 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. In the recruitment, a pool of eligible and interested candidates is created for selection of most suitable candidates. Recruitment represents the first contact that a company makes with potential employees According to EDWIN FLIPPO,”Recruitment is the process of searching for prospective employees and stimulating them to apply for jobs in the organization.”

15

Need for recruitment :

The need for recruitment may be due to the following reasons /  situation: a) Vacancies due to promotions, transfer, retirement, termination, permanent disability, death and labour turnover. b) Creation of new vacancies due to the growth, expansion and diversification of business activities of an enterprise. In addition, new vacancies are possible due to job specification. Purpose and importance of Recruitment :

1. Determine the present and future requirements of the organization on 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 organization’s legal and social obligations regarding the composition of its work force. 6. Begin identifying and preparing potential job applicants who will be appropriate candidates. 7. Increase organizational and individual effectiveness in the short term and long term. 8. Evaluate the effectiveness of various recruiting techniques 16

and sources for all types of job applicants. Recruitment is a positive function in which publicity is given to the jobs available in the organization and interested candidates are encouraged to submit applications for the purpose of selection. Recruitment represents the first contact that a company makes with potential employees. It is through recruitment that many individuals will come to know a company, and eventually decided whether they wish to work for it. A well-planned and well-managed recruiting effort will result in high quality applicants, whereas, a haphazard and piecemeal efforts will result in mediocre ones. Previously, the selection of candidates was influenced by superstitions, beliefs, personal prejudices of managers looking after the recruitment and selection of the staff. The net result of such unscientific recruitment and selection are: (a) Low productivity of labour (b) High turnover (c) Excessive wastage of raw materials (d) More accidents and corresponding loss to the organization (e) Inefficient working of the whole organization and finally (f) Ineffective executive of training and management development programs

Scientific recruitment and selection The importance of selection recruitment and selection of staff is now accepted in the business world. Selection is important as it has its impact on work performance and employee cost. As result scientific methods of recruitment and selection are extensively for the selection of managers and the supervisory staff. The assistance of experts such as industrial psychologist and management consultants are also taken for the purpose of scientific selection. As a result, the objective of “right man for the right job” is 17

achieved in many organizations. Moreover, “right job” is the basic principle in manpower procurement.

Recruitment and selection are two of the most important functions of personnel management. Recruitment precedes selection and helps in selecting a right candidate. Recruitment is a process to discover the sources of manpower to meet the requirement of the staffing schedule and to employ effective measures for attracting that manpower in adequate numbers to facilitate effective selection of efficient personnel. Staffing is one basic function of management. All managers have responsibility of staffing function by selecting the chief executive and even the foremen and supervisors have a staffing responsibility when they select the rank and file workers. However, the personnel manager and his personnel department is mainly concerned with the staffing function. Every organisation needs to look after recruitment and selection in the initial period and thereafter as and when additional manpower is required due to expansion and development of business activities. ‘Right person for the right job’ is the basic principle in recruitment and selection. Ever organization should give attention to the selection of its manpower, especially its managers. The operative manpower is equally important and essential for the orderly working of an enterprise. Every business organisation/unit needs manpower for carrying different business activities smoothly and efficiently and for this recruitment and selection of suitable candidates are essential. Human resource management in an organisation will not be possible if unsuitable persons are selected and employment in a business unit.

18

SOURCES OF RECRUITMENT

Sources of recruitment

Internal Recruitment

External Recruitment

Present employees

Advertisements

-Promotions

Fliers/Mailers

-Transfers

Job Portals

-Job postings

Consultants Campus Recruitment

BYB(Employee Referrals)

•

Walkins

Internal Recruitment –  Internal recruitment seeks applicants for positions from within the company. The various internal sources include:

•

Promotions and Transfers –  Promotion is an effective means using job posting and personnel records. Job posting requires notifying vacant positions by posting notices, circulating publications or announcing at staff meetings and inviting employees to apply. Personnel records help discover employees who are doing jobs below their educational qualifications or skill levels. Promotions has many advantages like it is good public relations, builds morale, encourages competent individuals who are ambitious, improves the probability of good selection since information on the individual’s performance is readily available, is cheaper than going outside to 19

recruit, those chosen internally are familiar with the organization thus reducing the orientation time and energy and also acts as a training device for developing middle-level and top-level managers. However, promotions restrict the field of selection preventing fresh blood & ideas from entering the organization. It also leads to inbreeding in the organization. Transfers are also important in providing employees with a broad-based view of the organization, necessary for future promotions •

Referrals/Bring Your Buddy Employees can develop good prospects for their families and friends by acquainting them with the advantages of a job with the company, furnishing them with introduction and encouraging them to apply. This is a very effective means as many qualified people can be reached at a very low cost to the company. The other advantages are that the employees would bring only those referrals that they feel would be able to fit in the organization based on their own experience. The organization can be assured of the reliability and the character of the referrals. In this way, the organization can also fulfill social obligations and create goodwill.

•

Internal notification (advertisement): Sometimes, management issues an internal notification for the benefit of existing employees. Most employees know from their own experience about the requirement of the job and what sort of person the company is looking for. Often employees have friends or acquaintances who meet these requirements. Suitable persons are appointed at the vacant post

•

External Recruitment

20

External recruitment seeks applicants for positions from sources outside the company. They have outnumbered the internal methods. The various external sources include •

Professional or Trade Associations :Many associations provide placement service to its members. It consists of compiling job seeker’s lists and providing access to members during regional or national conventions. Also, the publications of these associations carry classified advertisements from employers interested in recruiting their members. These are particularly useful for attracting highly educated, experienced or skilled personnel. Also, the recruiters can zero on in specific job seekers, especially for hard-to-fill technical posts.

•

Advertisements It is a popular method of seeking recruits, as many recruiters prefer advertisements because of their wide reach. Want ads describe the job benefits, identify the employer and tell those interested how to apply. Newspaper is the most common medium but for highly specialized recruits, advertisements may be placed in professional or business journals. Advertisements must contain proper information like the job content, working conditions, location of job, compensation including fringe benefits, job specifications, growth aspects, etc. The advertisement has to sell the idea that the company and job are perfect for the candidate. Recruitment advertisements can also serve as corporate advertisements to build company’ image. It also cost effective

•

CampusColleges, universities, research laboratories, sports fields and institutes are fertile ground for recruiters, particularly the institutes. Campus Recruitment is going global with companies like HLL, Citibank, HCL-HP, ANZ Grindlays, L&T, Motorola and Reliance looking for global markets. Some companies recruit a 21

given number of candidates from these institutes every year. Campus recruitment is so much sought after that each college; university department or institute will have a placement officer to handle recruitment functions. However, it is often an expensive process, even if recruiting process produces job offers and acceptances eventually. A majority leave the organization within the first five years of their employment. Yet, it is a major source of recruitment for prestigious companies. •

Walk-ins, Write-ins and Talk-insThe 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’ viewpoint, 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.Wr i t e - i n s are those who send written enquiries. These jobseekers are asked to complete application forms for further processing.Ta l k - i n s involves the job aspirants meeting the recruiter (on an appropriated date) for detailed talks.

•

Consultants:They are in the profession for recruiting and selecting managerial and executive personnel. They are useful as they have nationwide contacts and lend professionalism to the hiring process. They also keep prospective employer and employee anonymous. However, the cost can be a deterrent factor.

22

RECRUITMENT PROCESS

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, 1. Planning. 2. Strategy development. 3. Searching. The ideal recruitment programme is the one that attracts a relatively larger number of qualified applicants who will survive the screening process and accept positions with the organisation, when offered. Recruitment programmes can miss the ideal in many ways i.e. by failing to attract an adequate applicant pool, by under/over selling the organisation or by inadequate screening applicants before they enter the selection process. Thus, to approach the ideal, individuals responsible for the recruitment process must know how many and what types of employees are needed, where and how to look for the individuals with the appropriate qualifications and interests, what inducement to use for various types of applicants groups, how to distinguish applicants who are qualified from those who have a reasonable chance of success and how to evaluate their work.

RECRUITMENT PROCESS PLANNING Numbers(Yield Ratio) Type

SEARCHING APPLICATION POOL

Message Media

STRATEGY DEVELOPMENT Where How When

23

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. The difference between recruitment and selection: Recruitment is identifying and encouraging prospective employees to apply for a job and Selection is selecting the right candidate from the pool of applicants. SELECTION PROCESS AT TCS

INITIAL SCREENING

TECHNICAL ROUND

MANAGEMENT ROUND

24

HR ROUND

INITIAL SCREENING

The initial screening is done only to check the eligibility criteria. The eligibility criteria is: The candidate should have a consistent 50% in 10th, 12th and graduation. The candidate should not have more than 2 yrs of gap during his/her education. Experience – varies as per the skill and role.

TECHNICAL ROUND A technical panel consisting of 2 people relevant to that technology and project take the technical round. The members on the panel must be of ASE grade and above. The candidate is tested on various criteria. If a person clears the management interview he/she is known as an “Tech Select”

MANAGEMENT ROUND Taken by a panel of ASC grade and above. Tests the managerial skills of a person. If a person clears the management interview he/she is known as an “MR Select”

HR ROUND It is taken by the recruiter of a particular ISU. After a candidate passes all the rounds, an online offer letter is generated. 25

TECHNICAL EVALUATION SHEET Name Skill

Total Experience Relevant Experience

Competency E1

E2

E3

E4

E1: knows basics E2: well versed with the skill E3: Indepth knowledge E4: expert

Selected/Rejected Other comments

Name of Interviewer

Grade

26

ISU

MANAGEMENT EVALUATION SHEET Name Skill

Total Experience Relevant Experience

Managerial

E1

E2

E3

E4

E1: knows basics

Competency

E2: well versed with the skill E3: Indepth knowledge E4: expert

Selected/Rejected Other comments

Name of Interviewer

Grade

27

ISU

HR EVALUATION SHEET Name Skill Reason for change Communication skills Any other competency

Total Experience Relevant Experience

Current ctc Expected ctc Notice period

Selected/Rejected Other comments

Name of interviewer

Grade

ISU

28

TALENT INTEGRATION

TALENT INTEGRATION

BACKGROUND VERIFICATION

FOLLOW UP

INDUCTION

Background verification In TCS, the background verification is done by a third party vendor. But the documents are collected by the Talent Acquisition Team. Documents needed are (2 sets) Pancard/Driving licence/Voter’s id/Passport 10th,12th marksheets /leaving certificates Graduation and postgraduation- all semester marksheets,passing certificate Electricity bill/ration card-permanent address Notarized leave and licence agreement/notarized self declaration on 100Rs stamp paper. Gap certificate (if any).

29

All appointment and relieving letters/Experience certificates of past employments. Last 3 months salary slips. One set is sent to the vendor for background verification, and the other is retained by the company.

Collect documents

Inform the  joinee

Verify all documents

Follow up This is the process from the time a candidate accepts the offer letter and he /she actually joins the company. Importance : To keep a track of the candidate. To ensure the joining date is confirmed. To collect the documents and initiate the BGC process.

30

How is it done? By calling the candidate personally atleast once a week. A follow up sheet is maintained, and a person has been dedicated to do this work.

INDUCTION The Induction at TCS is an exhaustive 2 day event. Induction is done every Wednesday- Thursday for the new joinees. Schedule Wednesday

Thursday

Film- “Keepers of the flame”

Compensation and benefits

HR introduction

Session on Ultimatix

Finance seminar

Security

Joining formalities Joining formalities include collecting documents, document verification, giving away the appointment letter to an employee After 3 months an employee is confirmed.

31

TALENT ACQUISITION - FRESHERS

TCS recruits various kinds of freshers such as •

Management Graduates

•

Engineers

•

Msc/Mca students

•

Bsc/Bcs/Bca graduates

•

Diploma Students

CAMPUS RECRUITS TCS recruits only from colleges which have registered with TCS and have been given a grade. The company in most cases goes to the colleges, but sometimes may decide to invite the students to the office. DIRECT APPLICANTS Students from colleges which have not yet registered, may also apply directly. They need to upload their cv on www.careers.tcs.com. As and when the need arises, students are called for the interview process. 32

ELIGIBILITY CRITERIA TCS is very particular about the kind of talent it takes in. So the eligibility criteria’s are high and most students get eliminated here itself.

Eligibility Criteria for FRESHERS

Management students: Students of Finance/Marketing/HR/ systems are considered. Must have done graduation with Science background. 60% aggregate throughout in academic career. Not more than 2 years gap in academics

33

Engineering students Students of Computers/IT/Extc/electronics/Instrumentation are considered. 60% aggregate throughout in academic career. Not more than 2 years gap in academics

Msc/Mca students Must have done graduation with Science background 60% aggregate throughout in academic career. Not more than 2 years gap in academics

BSC/BCS/BCA students 60% aggregate throughout in academic career. Not more than 2 years gap in academics

Diploma Students after (10th or 12th) Students of Computers/IT/Extc/electronics are considered. 50% aggregate throughout in academic career. Not more than 2 years gap in academics Should have taken mathematics as a subject in 12th

34

SELECTION

The aptitude test : It is a general aptitude test (which tests quantitative, logical and verbal abilities of a candidate) supported by the ”TOUCHSTONE” s/w prepared by the TCS team. It is an online test different for different graduates. TECHNICAL ROUND A technical panel consisting of 2 people relevant to that technology and project take the technical round. The members on the panel must be of ASE grade and above. The candidate is tested on various criteria. If a candidate clears this interview he/she is known as an “Tech Select”

HR ROUND Taken by the recruiter, dedicated for campus.

35

SWOT Analysis of the Talent Acquisition Process at Tata Consultancy Services

Strengths Brand of TATA Rigorous Pre-Hiring assessment tests to understand aptitude and personality

Weaknesses Pre assessment tests for Engineers is centralized.This slows down the process.

of candidates.

Lengthy pre-offer formalities.

Proper reference checks to ensure

Huge employee turnover.

that only bonafide candidates are appointed. Adequate number of channel partners to generate footfalls for each location. .

Duplication of work for the candidate while filling the blue form.Online application is enough. Follow up process and collection of bgc documents is chaotic.

Opportunities

Threats

Develop exclusive contract with

Increasing number of players in IT

channel partners to meet the

sector creates ample choices, frequent

manpower requirements.

and easy mobility for employees.

Make blue form brief and to the point. Reduce turnaround time of making an offer.

Same channel partners are handling all IT companies. This leads to same pool of candidates being circulated to all partners. Increasing spill over as a candidate has more than one offer at the time of  joining.

36

RECOMMENDATIONS & SUGGESTIONS

a) Compress the "white space" in your hiring process.

White Spaces are delays in hiring process that are unproductive, waste time, and virtually assure you'll lose talented candidates. Often the longest delays occur between critical selection events. For example, a recruiter may need several weeks to screen a few hundred resumes from the Web job boards, or candidates who make it through screening may wait weeks to interview with a hiring manager. Here at TCS, the delays occur during the walk ins. Candidates with different skill sets are made to sit together. This causes a lot of chaos and confusion for the recruiters as well as for the candidates The recruiters have to search the candidates again and again The candidates see that there are too many people and have no clear picture as to how long it will take.

37

CURRENT SYSTEM

Candidates come for walk in

Tagging for skill+ ISU

Fill application blank

1 common room of interviews

NEW SYSTEM Room 1 skill x ISU a

Candidates come for walk in

Tagging for skill+ ISU

Fill app lication blank

Room 2 Skill y ISU B Room 3 Skill z ISU C

b) Tie up with more & more consultants from multiple segments Since the limited placement agencies are sourcing candidates to all insurance companies, there often comes the problem of duplication of data. Therefore it is recommended that more and more consultants should be tied up from multiple segments to attract large pool of new and fresh talent.

c) Know what you're looking for in candidates.

It is observed that the candidates sourced by placement agencies and send for further rounds of interviews are not a perfect match. Therefore, in case there is need to utilize the service of a placement agency, then it is recommended that these placement agencies be given a well drafted job description and job specification. This can also be circulated to internal employees under the employee referral scheme. This will help

38

people to get a clearer picture and provide for most suitable candidates. Thus making efficient utilization of the existing resources.

d) Reduce the pre offer formalities:

During the interview process the candidate is required to fill a lengthy Blue form which includes all personal, educational and professional details of candidate. There are 2 problems associated with this •

The candidate is not sure of the information and thus may fill up wrong/misleading data.

•

This is very time consuming and even after taking these details from candidate its not sure that offer will be made or not. This also becomes frustrating for the candidate sometimes.

So, it is recommended that unnecessary details should not be asked before we make the final offer to the candidate. Blue form should be made consise.

e) One size doesn’t fit all

An effort must be made to study local condition, education levels. Since applying common test for all candidates across entire country can overshadow a candidates capabilities. This factor must be given importance since Indian society is divided on various parameters such as education, language, infrastructure etc. A test with high level of English and complicated sentence structure can be a hurdle in areas where language itself is barrier. An option is to have different tests for different regions.

39

f) Build and manage your candidate pool as a precious resource .

A "candidate pool" is a group of individuals who have shown interest in working for your company and are qualified for and ready to fill certain positions, but cannot join the company right now, because of a current project or location constraint. If we keep a log of all such people who have been selected but refused to join for such reasons, we can directly take them on board at some later time.

g) Create winning impression even on those who are not selected

Its very important to create a favorable impression of your organization on all those who come for interview. Those who are not selected in the first round of personal interview should also carry this impression that they have missed the opportunity to work in a great company. For this, there must a proper coordination of the interview of the candidate and greater degree of professionalism. A candidate when invited for a interview must be attended as soon as possible and should not be made to wait for hours together. Interviews conducted on a scheduled time leave a good impression on the candidate. Even if he is not selected, a good impression about the will make him recommend the name to his people.

40

LEARNINGS AND ACHIEVEMENTS

Every endeavor undertaken to accomplish challenging goals, can only be successful under the experienced and encouraging guidance. I am privileged to have undergone training at Tata Consultancy Services. As learning never stops, my learning at TCS has come from a lot of exposure, on the job training and close interaction with the corporate. In brief my learning and achievements can be summarized as under: Learnings •

Understanding of person and profile fit.

•

Convince people about the job profile and to sell the job to the prospective candidate

•

Planning and Coordinating during the interview process.

•

Scheduling the panelists for the interviews

•

Took the HR interview with a recruiter.

•

Following up with the candidates during the entire selection process

•

Learned to convince candidates about the offer rolled out and making them accept the offer through effective communication

•

Learning about salary fitments

•

Handling queries received from various quarters

•

Reply to official mails

•

Prioritize issues according to their importance

•

Helped in Talent integration(collection and verification of BGC documents, Follow up and induction).

41

Achievements •

Helped the TAG in dispatching the pending Appointment Letters.

•

The joining date conformance for the Pune branch increased from 50% to a consistent 80% over the 4 weeks that I handled it.

•

Attended most of the walk ins and fresher’s drive.

•

Was an active part of the Family day organizing committee organized under “Maitree”.

42

A PROJECT REPORT ON “Study and Analysis of the Talent Acquisition Process”

In Partial Fulfillment of Post Graduate Diploma in Business Management

Submitted to: N L Dalmia Institute of Management Studies & Research

Submitted by: Abha. N. Deshkar PGDBM (HR)

N.L. DALMIA INSTITUTE OF MANAGEMENT STUDIES AND RESEARCH UNIVERSITY OF MUMBAI 2009-2011

ACKNOWLEDGEMENT

This project in itself is an acknowledgement to the inspiration, drive and valuable guidance contributed to it by many individuals. This project would have never seen the light of the day without the help and guidance that I have received. I would like to express my

sincere

thanks

to

my

project guide,

Ms.Prajakta Patil (Assistant Manager) and Mr. Avinash Nazare (Manager)

, who devoted time from their busy schedule to guide and help me at all times. It is under their valuable guidance, constant interest and encouragement that I have been able to complete this project. It has been a privilege to work as a part of Talent Acquisition Group. I also take this opportunity to thank all my colleagues at TCS, especially Pradip, Archana and Amit. Finally I would like to express my gratitude to Prof.P.L.Arya (Director) Prof.N.Rajan, (Faculty, Head HR) and Ms. Pooja Shah (Faculty- HR), N. L.

Dalmia Institute of Management Studies & Research (NLDIMSR) for their encouragement.

COLLEGE CERTIFICATE

TO WHOM SO EVER IT MAY CONCERN

We do hereby declare that this Summer Training report titled “Study and analysis of Talent Acquisition Process” has

been prepared

and

submitted by Ms.Abha Deshkar during the period 2009-2011 in partial fulfillment of the requirements of the Post Graduate Diploma in Business Management from our institute, under the guidance of Ms.Prajakta Patil, Assistant Manager, TalentAcquisition Group, TCS. We take the responsibility regarding the authenticity of the information in this report. The report will be kept confidential and will not be submitted to any other organization.

(Prof. P. L. Arya)

Date:

Director

Place:

NLDIMSR

DECLARATION

I, Abha Niranjan Deshkar, studying at N. L. Dalmia Institute of Management Studies & Research, Mumbai, hereby state that this report which is submitted in partial fulfillment of the requirement for the Post Graduate Diploma in Business Management, is an original work

carried

out

by

me under the guidance and supervision of Ms.Prajakta Patil, Assistant Manager, Tata Consultancy Services, and that the project or any part thereof has not been previously submitted for a degree/diploma of any institute elsewhere.

(Abha Niranjan Deshkar)

Date: Place:

TABLE OF CONTENTS

SR.NO NAME

PAGE NO.

1.

Executive summary

1

2.

Industry profile

2

3.

Company profile

4

4.

Talent acquisition- Experienced Professionals

10

5.

Talent acquisition cycle

13

6.

Parts of Talent Acquisition

14

6.1.

Recruitment

15

6.2.

Selection

24

6.3.

Talent Integration

29

7.

Talent acquisition- Freshers

32

8.

SWOT analysis of the Talent Acquisition

36

Process 9.

Recommendations And Suggestions

37

10.

Learnings And Achievements

41