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LIST OF CONTENTS

Chapter Content Page No

I INTRODUCTION 5

 Company Profile 7

II RESEARCH METHODOLOGY 9

 Statement of the problem 10

 Objectives of the study 10

 Scope of the study 10

 Limitations 11

 Review of literature 12
RESEARCH DESIGN,DATA ANALYSIS
III 31
AND INTEPRETATIONS

IV FINDINGS 56

V SUGGESTIONS 58

ANNEXURE 60

BIBLIOGRAPHY 63

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TABLE PAGE
TABLE CONTENT
NO NO
1 RECRUITMENT SOURCES 34
2.1 WAY OF COMMUNICATION 35
2.2 CLEAR AND POLITE COMMUNICATION 36
INFORMATION SHARED TO RFT
3.1 37
CANDIDATES
INFORMATION SHARED TO BYB
3.2 38
CANDIDATES
INFORMATION SHARED TO WALK-IN
3.3 39
CANDIDATES
COMPARISION OF SOURCES(RESPONSE
3.4 40
WISE)
4.1 INTERVIEW COORDINATION 41
4.2 INTERVIEW COORDINATION (SOURCE WISE) 42
5.1 FEEDBACK PROVIDIED TO CANDIDATES 43
5.2 FEEDBACK PROVIDIED TO RFT CANDIDATES 44
5.3 FEEDBACK PROVIDIED TO BYB CANDIDATES 45
5.4 FEEDBACK PROVIDIED TO DIRECT
46
CANDIDATES
5.5 FEEDBACK PROVIDIED- EXCELLENT
47
(SOURCE WISE)
6.1 FOLLOW UP FROM RECRUITMENT TEAM 48
6.2 FOLLOW UP FROM RECRUITMENT TEAM 49
(SOURCE WISE)
7 REFERRING TCS TO FRIENDS 50
8.1 POSITION OFFERED TO CANDIDATES 51
POSITION OFFERED TO CANDIDATES
8.2 52
(SOURCE WISE)
CORRELATION BETWEEN JOB PROFILE &
9 53
POSITION OFFERED IN VARIOUS SOURCES
CORRELATION BETWEEN DESIGNATION,
10 54
COMPENSATION AND POSITION OFFERED

CHART PAGE

2
NO CHART CONTENT NO
1 RECRUITMENT SOURCES 34
2.1 WAY OF COMMUNICATION 35
2.2 CLEAR AND POLITE COMMUNICATION 36
3.1 INFORMATION SHARED TO RFT 37
CANDIDATES
INFORMATION SHARED TO BYB
3.2 38
CANDIDATES
INFORMATION SHARED TO WALK-IN
3.3 39
CANDIDATES
3.4 COMPARISION OF SOURCES(RESPONSE 40
WISE)
4.1 INTERVIEW COORDINATION 41
4.2 INTERVIEW COORDINATION (SOURCE WISE) 42
5.1 FEEDBACK PROVIDIED TO CANDIDATES 43
5.2 FEEDBACK PROVIDIED TO RFT CANDIDATES 44
5.3 FEEDBACK PROVIDIED TO BYB CANDIDATES 45
5.4 FEEDBACK PROVIDIED TO DIRECT
46
CANDIDATES
5.5 FEEDBACK PROVIDIED- EXCELLENT
47
(SOURCE WISE)
6.1 FOLLOW UP FROM RECRUITMENT TEAM 48
6.2 FOLLOW UP FROM RECRUITMENT TEAM 49
(SOURCE WISE)
7 REFERRING TCS TO FRIENDS 50
8.1 POSITION OFFERED TO CANDIDATES 51
POSITION OFFERED TO CANDIDATES
8.2 52
(SOURCE WISE)
9 CORRELATION BETWEEN JOB PROFILE & 53
POSITION OFFERED IN VARIOUS SOURCES
CORRELATION BETWEEN DESIGNATION,
10 54
COMPENSATION AND POSITION OFFERED

3
INTRODUCTION
‘In this dynamic world, one needs to run to stay where he is. It does not
matter running like a lion or a gazelle, instead it is all about running.’’

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This is the essence that sums up the marketplace and its competitive
nature. Companies are looking at new ways of giving themselves the
competitive advantage.

New products, new image and new marketing techniques are some of
the ways this can be achieved. But successful companies look towards their
people to provide the leading edge. Herein lays the importance of Recruitment
and staffing- getting right people for the right job at the right time.

Staffing is a mutual process: Organizations seek individuals who help


to achieve goals such as profitability and growth, while individuals seek
organizations that will help them achieve goals such as fulfilling needs and
obtaining rewards.

People are the biggest assets in any organization and it becomes


vitally important that this asset is properly selected, placed, nurtured and their
efforts to be harnessed so as to obtain maximum productivity. Recruitment is
an important aspect in this regard. Finally satisfied are those who do give a
cutting edge to the organization.

Thus, in this aspect it becomes important to make an empirical study


on the recruitment strategy. Henceforth the process of recruitment is viewed
with the utmost attention and a study in this aspect is carried out.

RECRUITMENT:
DEFINITION
Recruitment is defined as the process of searching prospective
workers and stimulating to apply for jobs in the organization. It is a

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prospecting job where organizations make search for prospective employees.
However in practice employees too seek out organizations just as
organizations seek out for prospective employees.
Therefore, the job of recruitment is based on the mating theory,
where the success of both the parties is critically dependent on timing. Unless
the two searches synchronize on the mating theory, conditions are not ripe for
recruitment to succeed.

OBJECTIVES OF RECRUITMENT:
The main objectives are:
• To attract people with multi-dimensional skills and experiences
that suits the present and future organizational strategies
• To induct outsiders with a new prospective to lead the company
• To infuse fresh blood at all levels of the organization
• To develop an organizational culture that attracts competent
people to the company
• To search or head hunt or head pouch people whose skills fit
the company’s value
• To devise methodologies for assessing psychological traits
• To seek out non-conventional development grounds of talent
• To search for talent globally and not just within the company
• To design entry pat that competes on quality but not on quantum
• To anticipate and find people for positions that do not exist yet.

TATA CONSULTANCY SERVICES- PROFILE

Tata Consultancy Services is an IT services, business solutions and


outsourcing organization that delivers real results to global businesses,

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ensuring a level of certainty no other firm can match. TCS has over 143,000
of the world's best trained IT consultants in 42 countries.

Established in 1968, Tata Consultancy Services has grown to its


current position as the largest IT services firm in Asia based on its record of
outstanding service, collaborative partnerships, innovation, and corporate
responsibility. They help customers to achieve their business objectives by
providing innovative, best-in-class consulting, IT solutions and services, and
to actively engage all stakeholders in a productive, collaborative, and mutually
beneficial relationship.

VISION

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

MISSION

Their mission is to maximise the business success of our customers


through the installation, maintenance, and support of superior financial
management software solutions.

OBJECTIVES

They have set a number of strategic and tactical objectives that reflect
their mission, aim and collective goals:

• To establish the company as the best global organization for large-


scale deployment of financial management software solutions.

• To establish a fully object-oriented component based application, which


will enable them to deliver robust software quicker and more efficiently
than any competitor.
• To ensure that customers can operate their business software
solutions on infrastructures that matches their needs.

EXPERTISE

1. With a focus on the customer, they have the business and accounting
skills necessary to understand and implement the structure best suited

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to the customers needs.

2. With a focus on InterSystems, they have the technical expertise to


implement the latest innovations to ensure the maximum return on
investment.

3. People are their biggest asset, and at TCS they have individuals who
combine skills, backgrounds and cultures to provide a cohesive and
outstanding team.

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STATEMENT OF THE PROBLEM

Tata Consultancy Services, Chennai has got a standardised process of


Recruitment for the selection of candidates, yet there is a need to study the

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sources of recruitment and provide suggestions for further improvement to
successfully recruit a quality work force. The study on the recruitment sources
would help in increasing the effectiveness and speed of recruitment. The
comparison of various recruitment sources will help in increasing the
efficiency of the recruitment process. The candidate has thus chosen for the
study of the recruitment process at Tata Consultancy Services, Chennai.

The purpose of the study is to examine the organization’s various


recruitment sources and its processes. An attempt to establish what level of
understanding the organization has of the recruitment process is carried out
and to educate the researcher how effectively the recruitment source can be
implemented and brings out the awareness on different recruitment sources
followed at various occasions. Finally, recommendations will be made on the
information gathered, whilst taking into consideration the effectiveness and
availability of suitable recruitment sources.

OBJECTIVES OF THE STUDY

Primary objective

To study the comparison between various recruitment sources followed in


TCS.

SCOPE OF THE STUDY

TO THE COMPANY:

To understand more on the drawbacks of the current recruitment


sources and work on enabiling a proper recruitment source that can be
followed for all kinds of candidates.

TO THE RESEARCHER:

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To educate the researcher how effectively the recruitment source
can be implemented and brings out the awareness on different recruitment
source followed at various occasions

LIMITATIONS OF THE STUDY

a) Temporal:

The period of the current research is limited to the period of January


2011 to April 2011. Hence all the data and their temporal context would be
limited to the above mentioned period only.

b) Geographical:

The study is limited to the employees of TCS, TAG, Chennai. Hence


other areas are not considered.

c) Conceptual:

The study has been done taking into account only the important
variables like

 Communication
 Job profile
 Compensation
 Interview co-ordination
 Feedback provided to candidates
 Follow up
 Quality of Candidates
 Joining ratio
 Hit ratio of profiles
 Turnaround time
 Trustworthiness
 Professionalism
 Support for Adhoc requirements

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 Co-ordination

d) Specific:

It is also assumed that the respondents are true and honest in


expressing their views.

e) Procedural:

All the data collected are generally limited by the method adapted. In
the current study, the sole method of collection being the questionnaire, limits
the data to the extent of data generation available through that method.

REVIEW OF LITERATURE

1. Bussler and Davis (200) stated that e-recruiting system could reduce
the hiring time by tow-thirds. Responses to the online posting happen
almost immediately.
2. Manishankar Chakraborty (2009) in his article “Recruitment dynamics”
stresses that recruitment has metamorphosed form a peripheral to a
central activity of an organization. The emergence of knowledge
sectors, coupled with novel HR practices, giving a new shape and
dimension to the recruitment landscape. The article insists about the
novel recruitment practices which enable the local companies to go
global. Head-hunters, RPO, referrals, database development are few
among them. It concludes by insisting that the recruitment process has
changes over the years. There is a need to understand the changing
dynamics in the recruitment landscape. In spite of all-round
developments taking place all across the industries, the rural urban
divide still exists, mainly because the chunk of population from rural
sphere thrive on a partly income.

3. DSNV Prasad Rao (2009) in his article “Recruitment – An essential HR


activity” says that the best organizations succeed not because of the
people they hire but because of the right people. An effective

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recruitment process is an essential tool in the hands of a successful
business manager. The recruitment process has to be continuously
improved and ensured that every recruitment cycle fetches a better
employee than the previously recruited. An HR manager should be
made conscious that they are laying the foundation of an organization.
If they show any lethargy or take any untoward steps, no matter how
strong the building will be, it would crumble one day. Since the
organization process, to a great extent, depends on the kind of people
one recruits, one needs to take care of every possible alternative which
is there, to get the right fit.

4. Ganalaki (2002) and Hoffman (2001) in their study stated that e-


recruitment can be defined as the utilization of the internet for
candidate sourcing, selection, communication and management
throughout the recruitment process.

5. Schreyer and McCarter (1998) in their study stated that e-recruitment


refers to the recruitment process, including placing advertisements,
receiving resumes and building human resources database with
candidates and incumbents.

6. Siddarth Baliga in his article, “Online recruitments – Going forward”


explains the following. E-recruitment or online recruitment has an edge
over conventional modes of recruitment. This sector is growing at a
whopping pace of 100 to 150% year on year. The online recruitment
revolution began in India in 1997 with the launch of Naukri.com which
changed the entire platform for job seekers and employers. A typical
jobsite offers a dynamic candidate database to employers apart from
standard web-based advertising solutions and it facilitates Just in Time
Hiring. Naukri.com, Monsterindia.com, Timesjobs.com, Clickjobs.com,
Shine.com, Cybermediadice.com and Jobstreet.com are the leading
portals in India. The several factors which affect the online market
involves cost of advertising in newspapers, hiring plans of employers,

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placement consultants, vernacular languages, growth of internet and
research and development are the factors affecting the online market.

A STUDY OF RECRUITMENT PROCESS

The recruitment and selection is the major function of the human


resource department and recruitment process is the first step towards creating
the competitive strength and the recruitment strategic advantage for the
organizations.
Recruitment process involves a systematic procedure from sourcing
the candidates to arranging and conducting the interviews and requires
many resources and time. A general recruitment process is as follows:

1. Identifying the vacancy


The recruitment process begins with the human resource department
receiving requisitions for recruitment from any department of the
company. These contain:
Posts to be filled
Number of persons
Duties to be performed
Qualifications required

2. Preparing the job description and person specification.

3. Locating and developing the sources of required number and type of


employees

4. Short-listing and identifying the prospective employee with required


characteristics.

5. Arranging the interviews with the selected candidates.

6. Conducting the interview and decision making

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The recruitment process is immediately followed by the selection
process i.e. the final interviews and the decision making, conveying the
decision and the appointment formalities.

SOURCES OF RECRUITMENT
Every organization has the option of choosing the candidates for its
recruitment processes from two kinds of sources: internal and external
sources. The sources within the organization itself (like transfer of employees
from one department to other, promotions) to fill a position are known as the
internal sources of recruitment. Recruitment candidates from all the other
sources (like outsourcing agencies etc.) are known as the external sources of
the recruitment.

SOURCES OF RECRUITMENT

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INTERNAL SOURCES OF RECRUITMENT
Some Internal Sources of Recruitments are given below:
Transfers
The employees are transferred from one department to another according
to their efficiency and experience
Promotions
The employees are promoted from one department to another with more
benefits and greater responsibility based on efficiency and experience.
Upgrading And Demotion Of Present Employees according to their
performance.
Retired And Retrenched Employees may also be recruited once again in
case of shortage of qualified personnel or increase in load of work.
Recruitment such people save time and costs of the organizations as the
people are already aware of the organizational culture and the policies
and procedures.
The Dependents And Relatives Of Deceased Employees And Disabled
Employees are also done by many companies so that the members of
the family do not become dependent on the mercy of others.

EXTERNAL SOURCES OF RECRUITMENT

1. Press Advertisements: Advertisements of the vacancy in newspapers


and journals are a widely used source of recruitment. The main advantage
is that it has a wide reach.
2. Educational Institutes: Various management institutes, engineering
colleges, medical Colleges etc. are a good source of recruiting well
qualified executives, engineers, medical staff etc. They provide facilities for
campus interviews and placements. This source is known as Campus
recruitment.
3. Placement Agencies: Several private consultancy firms perform
recruitment functions on behalf of client companies by charging a fee.
These agencies are particularly suitable for recruitment of executives and
specialists. It is also known as RPO (Recruitment Process Outsourcing)
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4. Employment Exchanges: Government establishes public employment
exchanges throughout the country. These exchanges provide job
information to job seekers and help employers in identifying suitable
candidates.
5. Labour Contractors: Manual workers can be recruited through
contractors who maintain close contacts with the sources of such
workers. This source is used to recruit labour for construction jobs.
6. Unsolicited Applicants: Many job seekers visit the office of well-
known companies on their own. Such callers are considered nuisance
to the daily work routine of the enterprise. But can help in creating the
talent pool or the database of the probable candidates for the
organization.
7. Employee Referrals / Recommendations: Many organizations have
structured system where the current employees of the organization can
refer their friends and relatives for some position in their organization.
Also, the office bearers of trade unions are often aware of the suitability
of candidates. Recruitment Management can inquire these leaders for
suitable jobs. In some organizations these are formal agreements to
give priority in recruitment to the candidates recommended by the trade
union.
8. Recruitment At Factory Gate: Unskilled workers may be recruited at
the factory gate these may be employed whenever a permanent worker
is absent. More efficient among these may be recruited to fill
permanent vacancies.

FACTORS AFFECTING RECRUITMENT:

The recruitment function of the organizations is affected and governed


by a mix of various internal and external forces. The internal forces or factors
are the factors that can be controlled by the organization. And the external
factors are those factors which cannot be controlled by the organization. The
internal and external forces affecting recruitment function of an organization
are:

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FACTORS AFFECTING RECRUITMENT

INTERNAL FACTORS AFFECTING RECRUITMENT


The internal factors or forces which affecting recruitment and can be
controlled by the organization are
1) Recruitment Policy: The recruitment policy of an organization specifies
the objectives of recruitment and provides a framework for implementation
of recruitment programme. It may involve organizational system to be
developed for implementing recruitment programmes and procedures by
filling up vacancies with best qualified people.

Factors Affecting Recruitment Policy


(i) Organizational objectives
(ii) Personnel policies of the organization and its competitors
(iii) Government policies on reservations.
(iv) Preferred sources of recruitment.
(v) Need of the organization.
(vi) Recruitment costs and financial implications.

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2) Human Resource Planning: Effective human resource planning helps in
determining the gaps present in the existing manpower of the organization. It
also helps in determining the number of employees to be recruited and what
qualification they must possess.

3) Size Of The Firm: The size of the firm is an important factor in recruitment
process. If the organization is planning to increase its operations and expand
its business, it will think of hiring more personnel, which will handle its
operations.

4) Cost: Recruitment incur cost to the employer, therefore, organizations try


to employ that source of recruitment which will bear a lower cost of
recruitment to the organization for each candidate.

5) Growth And Expansion: Organization will employ or think of employing


more personnel if it is expanding its operations.

EXTERNAL FACTORS AFFECTING RECRUITMENT:

The external factors which affecting recruitment are the forces which
cannot be controlled by the organization. The major external forces are:

1. Supply And Demand: The availability of manpower both within and


outside the organization is an important determinant in the recruitment
process. If the company has a demand for more professionals and there is
limited supply in the market for the professionals demanded by the company,
then the company will have to depend upon internal sources by providing
them special training and development programs.

2. Labor Market: Employment conditions in the community where the


organization is located will influence the recruiting efforts of the organization.
If there is surplus of manpower at the time of recruitment, even informal
attempts at the time of recruiting like notice boards display of the requisition or
announcement in the meeting etc will attract more than enough applicants.

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3. Image / Goodwill: Image of the employer can work as a potential
constraint for recruitment. An organization with positive image and goodwill as
an employer finds it easier to attract and retain employees than an
organization with negative image. Image of a company is based on what
organization does and affected by industry. For example finance was taken up
by fresher MBA’s when many finance companies were coming up.

4. Political-Social- Legal Environment: Various government regulations


prohibiting discrimination in hiring and employment have direct impact on
recruitment practices. For example, Government of India has introduced
legislation for reservation in employment for scheduled castes, scheduled
tribes, physically handicapped etc. Also, trade unions play important role in
recruitment. This restricts management freedom to select those individuals
who it believes would be the best performers. If the candidate can’t meet
criteria stipulated by the union but union regulations can restrict recruitment
sources.

5. Unemployment Rate: One of the factors that influence the availability of


applicants is the growth of the economy (whether economy is growing or not
and its rate). When the company is not creating new jobs, there is often
oversupply of qualified labour which in turn leads to unemployment.

6. Competitors: The recruitment policies of the competitors also affect the


recruitment function of the organizations. To face the competition, many a
times the organizations have to change their recruitment policies according to
the policies being followed by the competitors.

RECRUITMENT POLICY OF A COMPANY

In today’s rapidly changing business environment, a well defined


recruitment policy is necessary for organizations to respond to its human
resource requirements in time. Therefore, it is important to have a clear and
concise recruitment policy in place, which can be executed effectively to
recruit the best talent pool for the selection of the right candidate at the right
place quickly. Creating a suitable recruitment policy is the first step in the

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efficient hiring process. A clear and concise recruitment policy helps ensure a
sound recruitment process.It specifies the objectives of recruitment and
provides a framework for implementation of recruitment programme. It may
involve organizational system to be developed for implementing recruitment
programmes and procedures by filling up vacancies with best qualified
people.

COMPONENTS OF THE RECRUITMENT POLICY

• The general recruitment policies and terms of the organization


• Recruitment services of consultants
• Recruitment of temporary employees
• Unique recruitment situations
• The selection process
• The job descriptions
• The terms and conditions of the employment

A RECRUITMENT POLICY OF AN ORGANIZATION SHOULD BE SUCH


THAT:

• It should focus on recruiting the best potential people.


• To ensure that every applicant and employee is treated equally with
dignity and respect.
• Unbiased policy.
• To aid and encourage employees in realizing their full potential.
• Transparent, task oriented and merit based selection.
• Weight age during selection given to factors that suit organization
needs.
• Optimization of manpower at the time of selection process.
• Defining the competent authority to approve each selection.
• Abides by relevant public policy and legislation on hiring and
employment relationship.
• Integrates employee needs with the organizational needs.

FACTORS AFFECTING RECRUITMENT POLICY

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• Organizational objectives
• Personnel policies of the organization and its competitors.
• Government policies on reservations.
• Preferred sources of recruitment.
• Need of the organization.
• Recruitment costs and financial implications.

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RECRUITMENT PROCESS IN TCS:

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WORK FORCE REQUIREMENTS

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Purpose:
To determine the number of people required with specific
competencies.

Scope:
This procedure describes the method for identifying the competency
and workforce requirements based on the business plan.
This procedure will be followed during the initial phase of workforce
planning as part of the initiative to shape the workforce. The procedure should
be performed annually with revisions on a quarterly and/or event driven basis.

Activity:
• Review the business plan for workforce and company needs
• Review the company database
• Long term and short term workforce and company needs

RECRUITMENT SOURCES IN TCS:

For Experienced Candidates


1. Employee Referral (BYB)
2. Direct Walk-in
3. Placement Consultants
4. E-Recruitment (RFT)

For Fresher’s
1. Campus recruitment
2. Absorption

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EMPLOYEE REFERRAL SCHEMES

Employee referral schemes are popular with organisations where


competition for talent is fierce and the most gifted people are at a premium.
Staff are rewarded for suggesting likely candidates to their employers, when
the recommendation results in a person being recruited.

Advantages

• New employees are already 'vetted' by staff you trust


• A cost effective way of recruiting talented candidates
• New recruits are likely to settle in quicker and stay longer because they
have an instant circle of acquaintances
• New recruits may already have an understanding of the organisation
• The schemes are simple to run
• The schemes are easy to publicise through internal communications
(eg through the intranet or in-house magazines)

Disadvantages

• May stifle fresh ideas through existing staff suggesting 'like-minded'


people
• Unfair to other prospective candidates
• May lead to a less diverse workforce
• No guarantee that the right candidate will be suggested at the
appropriate time

Cost

Minimal.

Length Of The Process


Can vary depending on availability of suggestions, but generally short

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2. DIRECT WALK-IN

Direct walk-in are popular with organisations where the candidates enter
the organization without an appointment.

Advantages

• More number of experienced candidates are recruited for a required


skill.
• Opportunities will help the freshers to get employed immediately

Disadvantages

• Many walk-in opportunities are temporary or short-term


• Difficult to retain the employees for long-term

Cost

Costs can be high

Length of the process

The whole process can be fast if all the arrangements were made perfect.

3. PLACEMENT CONSULTANTS

Employers use recruitment agencies for their specialist knowledge and


access to a database of talented candidates. Some agencies also offer advice
on the best methods of recruitment. The activities carried out in employee
referral program are as follows:

• Identify Placement Agency


• Contact the Placement Agency and evaluate their capability
• Initiate Pilot /Standard Agreement with Placement Agency
• Agreement preparation (Pilot/Standard)

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• Providing Placement Agencies with Login credentials to e-recruitment
portal
• Coordination with Placement Agency for Resumes/Payments
• Terms and Conditions for Payment and services
• Initiate renewal of agreement with Placement Agency

Advantages

• agencies provide access to large number of suitable qualified


candidates in specific sectors
• they will do many of the routine recruitment tasks such as screening
applicants

Disadvantages

• agencies may select inappropriate candidates


• agency staff may not implement an organisation's ethos or reflect its
diversity and inclusion policies

Cost

Costs can be high.

Length of the process

If the agency has suitable candidates on their database it can be reasonably


fast

4. E-RECRUITMENT

The internet is now the number one recruitment channel for many
organisations. It includes using the organisation's own website, online
recruitment agencies and social networking sites

Advantages

• low cost, in comparison with print media and television

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• provides access to thousands of candidates, all over the world
• processing applications can be quicker
• some new online technologies can pre-screen, test and rank
candidates before a recruiter sees them. It can therefore be less time
consuming for recruitment staff
• specialist websites can target specific sectors and skills

Disadvantages

• An increased volume of applicants may also become a problem if


Internet recruiting is used.
• Start-up costs may be high for small and medium-sized enterprises
(SMEs)
• A further disadvantage is that not everyone has access to or uses the
Internet.

Cost

Cost is generally relatively low in both money and time.

Length of the process

The whole process (depending on the number of expected applicants) can be


fast.

REGIONAL FAST TRACK (RFT):

• It is an internal sourcing team in TCS with 5 members in each region.


• The team involves in sourcing the profiles in the job portals like Naukri,
Monster etc..,(E-Recruitment)

Objective

 Its main objective is to get rid of vendors cost and involvement (to
minimize cost) and for immediate turnaround.

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 To acquire the experienced talent to meet the gaps in competencies
and workforce requirements in accordance with the global business
strategy.

Input

• Strategic and near term workforce plans


• List of interview panel members
• Role and skill profiles of the positions to be filled
• Sufficient number of aptitude test papers and evaluation sheets

Output

List of experience professionals who could potentially be offered employment

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RESEARCH DESIGN

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Research design is a framework or blue print for conducting the
research project. It specifies the details of procedures for obtaining the
information, needed to structure and solve research problems. The researcher
has used descriptive research. Descriptive research is a research which
involves describing and interpreting events, conditions or situations of the
present.

ANALYTICAL FRAMEWORK

SAMPLING

Sampling is a procedure to draw conclusions about large group of


candidates studying a small sample of the total candidate population. A
sample is a segment of the population selected to represent the population as
a whole. Ideally the sample should be a representative so that the researcher
can make accurate estimation of the thoughts and behaviors of large
population.

a) Sampling size:

The size refers to the number of sampling units selected from the
population for research.

Sample size: 100 (primary study)

b) Sampling unit:

A sampling unit is that element or elements considered for


selection in some stage of the sampling process. The sampling units for
this research include the new joiners (primary study) and recruiters
(secondary study) of Tata Consultancy Services, Chennai.

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c) Sampling area:

Sampling area refers to the extent of area to which the sampling


unit belongs. The sampling area considered for this research includes new
joiners.

d) Sampling method:

The selection of units from the population is based on the


convenience of the researcher. It is called convenient sampling.

DATA COLLECTION

Collection of data is an important and essential part of the


project work. The required data has to be grouped, analyzed and
interpreted. The important aspects to be considered in data collection are
nature of the data, method of data collection and sources of data
collection.

Nature of data:

Primary data is used in this study.

Method of data collection:

The method adopted by the researcher for the primary data was
‘Questionnaire method’. Under the questionnaire method, a list of questions
pertaining to the survey was prepared and given to the respondents to be
filled in by them. The questionnaire contained simple and essential questions
for the research. The researcher adopted a structured questionnaire and is of
close type.

QUESTIONNAIRE CONSTRUCTION

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The construction of the questionnaire is an important criterion for
collecting primary data. The questionnaire was constructed for the purpose of
evaluating the responses of the respondents.

The questionnaire has been constructed and structured in such a way


that:

• Questions have been worded appropriately so that it is easy for the


respondents to understand it
• A logical sequence of questions has been formed in order to help th
thought process of the respondents
• The layout of the questionnaire is in such a way that it is easy to be
filled by the respondents.

Tools for analysis

For analyzing the data, Microsoft Excel is the software being used.

Statistical tools

• Percentage analysis
• Correlation
• Pictorial representation

ANALYSIS AND INTERPRETATION

34
TABLE 1: RECRUITMENT SOURCES

Sources of recruitment in TCS Results ( in percentage)


Placement Consultants 22
Employee Referrals 20
Regional Fast Track 46
Direct Walk-in 12

CHART: 1 RECRUITMENT SOURCES

RECRUITM ENT SOURCE THROUGH WHICH CANDIDATES


RECRUITED

Direct Walk-in Place Consultants


12% 22%

Em ployee Referal
Regional Fast
20%
Track
46%

Interpretation:

Table 1 and Chart 1 clearly depict the various recruitment


sources of TCS through which the candidates are selected into the
organization. Among all other sources of recruitment, Regional Fast Track
(RFT) source plays the major role in the recruitment. Nearly 50% (46%) of the
recruitment has been done through the RFT source, which is found to be the
most effective compared with all other recruitment sources

TABLE: 2.1 WAY OF COMMUNICATION (Clear and Polite)

35
Way of Communication Results (in percentage)
Strongly agree 79
Somewhat agree 16
Neutral 4
Somewhat disagree 1
Disagree 0

CHART: 2.1 WAY OF COMMUNICATION (Clear and Polite)

WAY OF COMMUNICATION (CLEAR & POLITE)

100
NO.OF CANDIDATES

80

60
Series1
40

20

0
Strongly Somewhat Somewhat
Neutral Disagree
agree agree disagree
Series1 79 16 4 1 0
LEVEL

Interpretation:

Way of Communication of the recruiters of TCS is mostly found


to be clear and polite. Only very few percent of respondents (interview
candidates) mentioned as their way of communication is of poor nature.
Respondents who responded this question are from different recruitment
sources. So by looking overall way of communication from the recruiters,
nearly 80 of 100 respondents strongly agreed that the way of communication
is clear and polite.

TABLE: 2.2 CLEAR AND POLITE COMMUNICATION (Source-wise results)

36
Clear and Polite Comm.(Source-wise Results( in
results) percentage)
Regional Fast Track 39
Employee Referral 15
Placement consultants 17
Direct Walk-in 8

CHART: 2.2 CLEAR AND POLITE COMMUNICATION (Sources-wise


results)

CLEAR AND POLITE COMMUNICATION

50
NO.OF CANDIDATES

40

30
Series1
20

10

0
Regional Fast Placement
Employ ee Referal Direct W alk-in
Track consultants
Series1 39 15 17 8
LEVEL

Interpretation:

This table and graph show the sources wise results for the clear
and polite communication. Out of 79 respondents who strongly agreed that
the way of communication is clear and polite, majority (nearly 40 out of 79)
are from the RFT source. Even though the respondents from other sources
also agreed it, the numbers from RFT source proves that the information and
communication forwarded to interview candidates through RFT is clear and
polite than forwarding information through other sources.

TABLE: 3.1 INFORMATION SHARED- RFT CANDIDATES

37
Information Shared Results
Excellent 30
Good 11 CHART: 3.1
Satisfactory 5 INFORMATION
SHARED – RFT
Needs Improvement 0
CANDIDATES

INFORMATION SHARED TO RFT CANDIDATES(46)

Satisfactory Needs Improvement


11% 0%

Good
24%

Excellent
65%

Interpretation:

For every 100 candidates TCS is recruiting, approximately there


will be 46 candidates recruited through RFT source. The table 3.1 and Chart
3.1 show the responses of the RFT candidates about the information shared
to them during the recruitment process. Out of 46 candidates, 30 candidates
had opted for the option of Excellent, which indicates that the way in which the
information shared for the candidates in RFT, is the effective way to be
followed. Also rest of RFT candidates opted the option of Good and
Satisfactory. None of them had opted for the option of Needs Improvement.

TABLE: 3.2 INFORMATION SHARED TO BYB CANDIDATES

Information Shared Results


Excellent 9

38
Good 10
Satisfactory 1
Needs Improvement 0

CHART: 3.2 INFORMATION SHARED TO BYB CANDIDATES

INFORMATION SHARED TO BYB CANDIDATES(20)

Needs
Satisfactory
Improvement
5%
0%
Excellent
45%
Good
50%

Interpretation:

Respondents from the BYB source of recruitment are not as


sure as the respondents from the RFT source, regarding the information
sharing process during recruitment. Out of 20 respondents, only 9 are opted
for the option of EXCELLENT, which is less than 50% and 10 are opted for
the option of GOOD, which is of lower value than the EXCELLENT option.
This shows the excellence of RFT source over BYB source in terms of the
sharing of information.

TABLE: 3.3 INFORMATION SHARED TO WALK-IN CANDIDATES

Information Shared Results


Excellent 6

39
Good 4
Satisfactory 2
Needs Improvement 0

CHART: 3.3 INFORMATION SHARED TO WALK-IN CANDIDATES

INFORMATION SHARED TO WALK-IN CANDIDATES(12)

Needs Improvement
Satisfactory 0%
17%

Excellent
50%

Good
33%

Inference:

Approximately, only 12 out of 100 candidates are recruited


through the Direct Walk-in Source of recruitment. Out of 12, nearly 50 percent
of people (i.e. 6 nos) have agreed that the sharing of information in this
source while recruitment is excellent and only 4 candidates have approved it
to be good. And 2 of the 12 mentioned it as satisfactory. When compared to
the RFT source, this is also found to be an inferior source of recruitment.

TABLE: 3.4 COMPARISONS OF SOURCES (EXCELLENT RESPONSE


WISE)

No. of candidates opted


Recruitment Sources for Excellent
Regional Fast Track 30

40
Employee Referal 9
Placement consultants 8
Direct Walk-in 6

CHART: 3.4 INFORMATION SHARED – EXCELLENT (SOURCE WISE


RESULTS)

INFORM ATION S HARED-EX CELLENT (SOURCE W IS E RES ULTS)

Direct W alk-in
11%
Placemen t
consultants
15% Regional F ast
T rack
Employee Referal 57%
17%

Interpretation:

This graph and chart clearly depict the effectiveness of the RFT
source over the other sources of recruitment. For the question of the quality of
information shared among the interview candidates, nearly 53 candidates
turned up towards the option of EXCELLENT. From the 53 candidates, nearly
30 candidates ( 57%) are alone from the RFT source. Thus from the
information sharing aspect, RFT source of recruitment is found to be the most
effective source.

TABLE: 4.1 INTERVIEW CO-ORDINATION

Interview Co-ordination Results


Excellent 51

41
Good 40
Satisfactory 7
Needs improvement 2

CHART: 4.1 INTERVIEW CO-ORDINATION

IN T E R V IE W C O -OR D IN AT IO N

60
50
NO.OF CANDIDATES

40
30 S eries 1
20
10
0
needs
ex c ellent good s atis fac tory
im provem ent
S eries 1 51 40 7 2
L EV EL

Interpretation:

This graph and chart help to analyse the recruitment sources in


terms of the Interview Co-ordination. Out of 100 candidates from various
recruitment sources, nearly 51 candidates (just higher than 50%) are opted for
the option EXCELLENT and 40 candidates are opted for the option of GOOD.
Only 2 candidates had opted for the option of NEEDS IMPROVEMENT, which
is only a negligible portion.

TABLE: 4.2 INTERVIEW CO-ORDINATION (Source Wise Results)

Interview Co-ordination (Source Wise Results) Results


RFT 30
BYB 7

42
PC 7
WALK-IN 7

CHART: 4.2 INTERVIEW CO-ORDINATION (Source Wise Results)

IN T E R V IE W C O O R D IN A T IO N - E X C E L L E N T (S O U R C E W IS E R E S U L T S )

35
30
25
NO.OF CANDIDATES

20
S e r ie s 1
15
10
5
0
RFT BYB PC W A L K - IN
S e r ie s 1 30 7 7 7
LEVEL

Interpretation:

This graph and chart clearly depict the effectiveness of the RFT
source over the other sources of recruitment. For the question of the interview
co-ordination during recruitment process, nearly 51 candidates turned up
towards the option of EXCELLENT. From the 51 candidates, nearly 30
candidates ( 58%) are alone from the RFT source. Thus from the interview co-
ordination aspect, RFT source of recruitment is found to be the most effective
source.

TABLE: 5.1 FEEDBACK PROVIDED TO CANDIDATES

Responses for Feedback provided Results

43
Excellent 49
Good 45
Satisfactory 5
Needs Improvement 1

CHART: 5.1 FEED BACK PROVIDED TO CANDIDATES

FEE D B AC K PR OVID ED TO C AN D ID ATES

Needs Im provem ent


1%
Satis factory
5%

E xc ellent
Good 49%
45%

TABLE: 5.2 FEEDBACK PROVIDED TO RFT CANDIDATES

44
Feedback – RFT Candidates Results

Excellent 31

Good 14

Satisfactory 1

Needs Improvement 0

CHART: 5.2 FEEDBACK PROVIDED TO RFT CANDIDATES

F E E D B A C K P R O V I D E D T O R F T C A N D ID A T E S (4 6 )

S a tis f a c to r y
2% Ne e d s Imp r o v e me n t
0%
Good
30%

Ex c e lle n t
68%

TABLE: 5.3 FEEDBACK PROVIDED TO BYB CANDIDATES

45
Feedback provided – BYB Candidates Results

Excellent 6

Good 13

Satisfactory 1

Needs Improvement 0

CHART: 5.3 FEEDBACK PROVIDED TO BYB CANDIDATES

F E E D B A C K P R O V ID E D T O B Y B C A N D ID A T E S (2 0 )

N e e d s Im p ro ve m e n t
S a t is fa c t o ry 0%
5%
E x c e lle n t
30%

G ood
65%

TABLE: 5.4 FEEDBACK PROVIDED TO DIRECT CANDIDATES

46
Feedback provided – Direct Candidates Results

Excellent 4

Good 6

Satisfactory 2

Needs Improvement 0

CHART: 5.4 FEEDBACK PROVIDED TO DIRECT CANDIDATES

FEEDBACK P RO V IDED TO DIRECT CANDIDATES (1 2 )

Nee ds
Improv ement
0%
Satis f ac to ry
17% Ex c ellen t
33%

G o od
50%

TABLE: 5.5 FEEDBACK PROVIDED – EXCELLENT (Source wise results)

Feed back provided- Excellent (Source wise


results) Results

47
Regional Fast Track 31

Employee Referal 6

Placement consultants 8

Direct Walk-in 4

CHART: 5.5 FEED BACK PROVIDED – EXCELLENT (Source Wise Results)

FEED BACK PROVIDED-EXCELLENT(SOURCE WISE RESULTS)

Direct Walk-in
8%
Placement
consultants
16%
Employee Referal Regional Fast Track
12% 64%

Interpretation:

These Tables and charts (from 5.1 to 5.4) help to analyse the
recruitment sources in terms of the Feedback provided for the candidates
during their recruitment process. Out of 100 candidates from various
recruitment sources, nearly 49 candidates (just lower than 50%) are opted for
the option EXCELLENT. Out of these 49 candidates, 31 are from Regional
Fast Track (RFT), which shows that the RFT candidates are receiving the
meaningful and useful feedbacks from the recruiters, whereas candidates
from other recruitment sources may or maynot get the proper feed backs.

TABLE: 6.1 FOLLOW UP FROM RECRUITMENT TEAM

Follow up from recruitment team Results

48
Excellent 47
Good 45
Satisfactory 7
Needs Improvement 1

CHART: 6.1 FOLLOW UP FROM RECRUITMENT TEAM

Interpretation:

This graph and chart help to analyse the recruitment sources in


terms of the Follow- up from the recruitment team. Out of 100 candidates from
various recruitment sources, nearly 47 candidates ( just lower than 50% ) are
opted for the option EXCELLENT, and 45 candidates are opted for the option
of GOOD. Only 1 candidates had opted for the option of NEEDS
IMPROVEMENT, which is only a negligible portion.

TABLE: 6.2 FOLLOW UP – EXCELLENT (source wise results)

Follow up – Excellent (Source Wise Results) Results

49
Regional Fast Track 28
Employee Referal 6
Placement consultants 5
Direct Walk-in 8

CHART: 6.2 FOLLOW UP – EXCELLENT (source wise results)

Interpretation:

This table and chart clearly depict the effectiveness of RFT, over
the other sources of recruitment. This table gives the sector wise results for
the question of Follow up. 47 candidates out of 100 candidates are opted for
the option of EXCELLENT, on which 28 candidates are from RFT and 6, 5 are
from employee referral and placement consultants respectively.

TABLE: 7 REFERRING TCS TO FRIENDS

Responses for candidates Results

50
Definitely not 0
Probably not 0
May be 5
Probably would 16
Definitely would 79

CHART: 7 REFERRING TCS TO FRIENDS

Interpretation:

Out of 100 candidates, nearly 80 % of the candidates had


responded like they would definitely refer the Company TCS for their friends.
Only 16 candidates responded like they may probably would refer TCS for
their friends.

TABLE: 8.1 POSITION OFFERED TO CANDIDATES

51
Position offered to candidates Results
Completely Satisfied 51
Very Satisfied 38
Fairly well satisfied 10
Somewhat dissatisfied 1
very dissatisfied 0

CHART: 8.1 POSITION OFFERED TO CANDIDATES

Interpretations:

This graph and chart are used to analyze and study the
effectiveness of recruitment sources in terms of position offered to the
candidates after the process of recruitment and selection. Out of 100
candidates, 51 (slightly more than 50%) candidates are opted for the option of
completely Satisfied option, which shows that the recruitment process are
making strenuous efforts in understanding and finding out the key potential
area in which a candidate can be performed well.

TABLE: 8.2 POSITIONS OFFERED – COMPLETELY SATISFIED (Source


Wise Results)

52
Recruitment Sources- (completely Satisfied) Results

Regional Fast Track 26


Placement Consultants 9
BYB 9
Direct Walk-in 7

CHART: 8.2 POSITION OFFERED – COMPLETELY SATISFIED (Source


Wise Results)

Interpretation:

26 candidates out of 51, who are opted for the completely


satisfied option are recruited from RFT sources. This is a clear indication that
the position offered for a RFT candidate is most appropriate. RFT is found to
be the effective recruitment source in terms of Information Shared to
candidates, Communications, Interview Co-ordination, Feedback for the
Candidates, Follow up, Referring a friend to TCS and position offered, etc.

Correlation between Information received from the recruitment team and


position offered

53
TABLE: 9 CORRELATION BETWEEN JOB PROFILE & POSITION
OFFERED IN VARIOUS SOURCES

S.No Recruitment Source Variables Considered Correlation


Observed
1 Candidates from all Job Profile and Position 0.3822
sources Offered (for all employees)
2 RFT Job Profile, Position offered 0.3968
3. Placement Consultants Job Profile, Position offered 0.1773
4. BYB Job Profile, Position Offered 0.1951

5 Direct Walk-in Job profile, Position Offered 0.1969

Inference:

In order to prove the effectiveness of the RFT source over other


sources, the correlation measure is carried out. The variables considered are
job profile and Position offered. The general correlation for these two
variables irrespective of the recruitment sources is found to be 0.3822. Then
the correlation is carried out for the individual recruitment sources for the
same two variables. It is found that correlation between Job profile and
position offered for the RFT recruitment source is more than the any other
recruitment sources, which means that information received from the
recruitment team regarding job profile and the position offered after
recruitment are more correlated.

TABLE: 10 CORRELATION BETWEEN DESIGNATION &


COMPENSATION AND POSITION OFFERED

54
S. NO Recruitment Variables Considered Correlation
Sources Observed
1 Candidates from Designation & Compensation 0.5294
all sources and Position Offered(all
employees)
2 RFT Designation and Compensation, 0.5280
Position Offered
3 Placement Designation & Compensation 0.4048
Consultants and Position Offered
4 BYB Designation & Compensation 0.3929
and Position Offered
5. Direct Walk-in Designation & Compensation 0.3924
and Position Offered

Inference:

In order to prove the effectiveness of the RFT source over other


sources, the correlation measure is carried out. The variables considered are
Designation & compensation and Position offered. The general correlation for
these two variables irrespective of the recruitment sources is found to be
0.0.5280. Then the correlation is carried out for the individual recruitment
sources for the same two variables. It is found that correlation between
designation & compensation and position offered for the RFT recruitment
source is more than the any other recruitment sources, which means that
information received from the recruitment team regarding Designation and
Compensation and the position offered after recruitment are more correlated.

55
FINDINGS OF PRIMARY OBJECTIVE

56
• 46% of the recruitment has been done through the RFT , which is
found to be the most effective source compared to all other recruitment
sources at TCS.
• 79 of the respondents strongly agree that the communication from the
recruiters is clear and polite and 40 out of which are from RFT.
• 53 candidates feel that the quality of information is excellent.
• 51 candidates have agreed that interview co-ordination is excellent and
30 out of which are from RFT.
• 49 candidates have agreed that the feedback provided to them is
excellent and out of which 28 candidates are from RFT.
• 47 candidates have agreed that the follow up provided to them is
excellent and out of which 28 candidates are from RFT.
• 79 candidates would refer TCS to their friends and relatives.
• It is found that 51 candidates are completely satisfied on the position
offered to them by the recruiters and out of which 26 are from RFT.
• It is found that the information received from the recruitment team
regarding job profile and the position offered after recruitment is more
correlated in RFT source of recruitment.
• It is found that the information received from the recruitment team
regarding designation and the position offered after recruitment is more
correlated in RFT source of recruitment.
• Therefore it is found that the Regional Fast Track is more effective
recruitment source at TCS.

57
SUGGESTIONS:

58
 Interview process can be made faster in order to avoid inconvenience
among the candidates.
 Guidelines can be provided to the candidates by the concerned HR
person in filling the online application form
 Job profile can be discussed in brief with the candidates by the
recruiters before the process of interview.
 Follow-up to the candidates can be improved so that it avoids losing
the potential candidates.
 Communication can be given through mail rather than through
telephone to the candidates by the recruiters.
 The candidates can be provided with correct HR contact person for
further communication so that there will be no confusion.
 The organization can increase the number of RFT candidates.
 The RFT team should ensure that the candidates do fill in the form
before they come for the interview
 Need to focus on requirements in hand and a professional outlook is to
be improved

CONCLUSION

59
The study helped the researcher to acquire knowledge about the
recruitment sources that is being adopted at Tata Consultancy Services,
Chennai. Recruitment has become an important function in today’s
organizations. Technological innovations, increased competition and diverse
workforce have increased the need for companies to re-examine their
recruitment practices. Evaluation of recruitment has become an important
process as it involves huge costs and brings benefits to the organization.

The company seems to be moving in a right path as far as recruitment


strategy is concerned. However a few drawbacks were found and remedies
are suggested. Thus the recruitment of competent workforce decides the
success of an organization.

60
RECRUITMENT FEEDBACK FORM

Name:

Age:

Designation:

Salary:

Email Address:

Tel / Mobile:

Date:

Please help us to improve our recruitment processes by giving us your


feedback about the way we conducted the recruitment.

1. Kindly mention the source through which you have been recruited
to TCS?

1. Internal Sourcing Team (RFT)

2. Placement consultants

3. Direct Walk-in/ TCS Career portal

4. Employee referral

5. Others, Please specify ________________

2. Do you agree the way of communications was clear and polite?

1. Disagree

2. Somewhat Disagree

3. Neutral

4. Somewhat Agree

5. Strongly Agre

61
3. Please rate the following in the scale of 5, based on the information
you received from the recruitment team

(5= Highly Satisfied, 4= Somewhat Satisfied, 3= Neutral, 2= Somewhat


Dis satisfied, 1= Not discussed at all)

• Job Profile and Specification

• Prospects & Career Growth

• Designation and Compensation

• Location and other facilities

4. How was the venue details & contact information shared to you?

(1. Excellent 2. Good 3. Satisfactory 4. Needs Improvement )

5. How was the interview co-ordination?

(1. Excellent 2. Good 3. Satisfactory 4. Needs Improvement )

6. How was the feedback provided to you?

(1. Excellent 2. Good 3. Satisfactory 4. Needs Improvement )

7. How was the follow-up from our recruitment team?

(1. Excellent 2. Good 3. Satisfactory 4. Needs Improvement )

8. Were you satisfied with the position, which is offered to you?

(5= Highly Satisfied, 4= Somewhat Satisfied, 3= Neutral, 2= Somewhat


Dis satisfied, 1= Not discussed at all)

Completely satisfied

Very Satisfied

Fairly well satisfied

Somewhat dissatisfied

Very dissatisfied

62
9. Would you refer few of your friends for any other requirement in
TCS?

Definitely not

Probably not

Maybe

Probably would

Definitely would

10. Any suggestions to improve the process

________________________________________________________
________________________________________________________

63
BIBLIOGRAPHY

• Ashwathappa K (2006) Human Resource Management Tata Mc


Grawhill 4th edition

• www.naukrihub.com

• www.vertxsolutions.com

• Siddarth Baliga (2008) - ‘Online recruitment- Going forward’ – HRM


review -Oct 2008-pg 45-49

• DSNV Prasad Rao (2009) – ‘Recruitment- an essential HR activity’-


HRM review- Jan 2009-pg 28-31

• www.citehr.com

• www.ultimatix.tcs.com – TCS intranet

64

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