SUMMER PROJECT REPORT On RECRUITMENT PROCESS In STAFFING SOLUTIONS COMPANY PRESENTED TO INDIAN BUSINESS ACADEMY ON 10th JUNE, 2006

IN THE PARTIAL FULFILLMENT OF THE REQUIREMENT FOR THE POST GRADUATE DIPLOMA IN B USINESS MANAGEMENT BY LOPAMUDRA MANGARAJ FP57/076 PGDBM 2005- 2007

Summer Project Report: Recruitment process in TeamLease TEAMLEASE INDIAS LARGEST STAFFING SOLUTIONS COMPANY Acknowledgement Page 2 of 46

Summer Project Report: Recruitment process in TeamLease Declaration I hereby declare that this project on Recruitment Process in TeamLease is an origi nal and bonafide work carried out in partial fulfillment of the requirement of P ost Graduate Diploma in Business Management course in Indian Business Academy. I also declare that no part of this project has been published earlier or has bee n submitted as a project for any degree or diploma for any institution or Univer sity. Lopamudra Mangaraj PGDBM 05- 07 Indian Business Academy Bangalore- 52 Page 3 of 46

Summer Project Report: Recruitment process in TeamLease Certificate This is to certify that Ms. Lopamudra Mangaraj of Indian Business Academy, Banga lore has completed 50 days of the project titled Recruitment Process in TeamLease in partial fulfillment of the requirement for the award of Post Graduate Diploma in Business Management and has submitted the project report. To the best of my knowledge, this project work is original and is not any part of any earlier work by Lopamudra Mangaraj or anybody else. This report has not been the basis for t he award of any degree or diploma by any university or any other institution. .. Mr. Manish Jain CEO- Indian Business Academy Bangalore Date.. Page 4 of 46

Summer Project Report: Recruitment process in TeamLease Certificate This is to certify that Ms. Lopamudra Mangaraj of Indian Business Academy, Banga lore has completed 50 days of the project titled Recruitment Process in TeamLease in partial fulfillment of the requirement for the award of Post Graduate Diploma in Business Management and has submitted the project report. To the best of my knowledge, this project work is original and is not any part of any earlier work by Lopamudra Mangaraj or anybody else. This report has not been the basis for t he award of any degree or diploma by any university or any other institution. .. Prof. Subhas Sharma Dean - Indian Business Academy Bangalore Date.. Page 5 of 46

Summer Project Report: Recruitment process in TeamLease Certificate This is to certify that Ms. Lopamudra Mangaraj of Indian Business Academy, Banga lore has completed 50 days of the project titled Recruitment Process in TeamLease in partial fulfillment of the requirement for the award of Post Graduate Diploma in Business Management and has submitted the project report. To the best of my knowledge, this project work is original and is not any part of any earlier work by Lopamudra Mangaraj or anybody else. This report has not been the basis for t he award of any degree or diploma by any university or any other institution. .. Mr. Rony Kurien Mentor- Indian Business Academy Bangalore Date.. Page 6 of 46

Summer Project Report: Recruitment process in TeamLease Acknowledgement I will remain highly indebted to Ms.Kavitha Reddy, Vice-President, TeamLease BPO IteS Division, to give me this opportunity to do my summer internship in the com pany. I owe this wonderful experience of corporate life to her. I thank Ms. Jasp reet Bali and Mrs.Suman Srinidi for extending all possible help whenever I neede d it. I thank my Team leader and my project guide Mr.Arvind Christo to have guid ed me in my endeavor, for being a thorough professional and correcting me wherev er I made mistakes. I thank Ms. Neha, Ms Mohana, Ms Sunita and Mr. Vikas for alw ays guiding me. I am grateful to Mr. Wasim for all the discussions that I had wi th him which made my mind clear and to get my thoughts on the right track. Thank you. Finally I thank Ms. Flavia, Mr. Naveen and Mr.Rasiq to have made my tenure a pleasurable experience and made my life easier in TeamLease. Thank you so muc h for being my friends. Thank you, all Page 7 of 46

Summer Project Report: Recruitment process in TeamLease

Acknowledgement.i Executive Summary..ii Proj s inception..4 2.2 Vision of the company.....5 2.3 Strategic b CE and Team...6 3.1 Services to the BPO-IteS industry6 3.1.1 s.10 3.3 Benefits for Associates10 4. Methods or Tec 4.2 Implementation Sourcing..13 4.2.1 Analyze the CV 4.2.2 Match the JD he candidate 4.2.4 Handle reject candidates 5. Interview.14 5.1 Ty Table of Contents Page 8 of 46

Summer Project Report: Recruitment process in TeamLease

6. Questioning17 6.1 Devise interview question1 st and MTI 8.2.3 Paraphrase 8.3 For Database.20 8.3.1 Candidate Inf Brief Summary20 10. SWOT Analysis..21 11. Ch Page 9 of 46

Summer Project Report: Recruitment process in TeamLease Executive Summary A temp is a temporary worker with an organization who is on a third-party (staffin g company) payroll. A well-accepted norm in global companies, many large Indian organizations are now hiring a part of their workforce from employee leasing fir ms. The reason is not too difficult to guessas organizations focus on their core business strengths in a highly competitive environment, the non-core functions a re outsourced. The manpower for the latter is provided by the employee leasing c ompany. The contracts can range from three to six months, and there are no hassl es normally associated with recruiting and retaining people. This project report tries to comprehend the scope and the difficulties involved during the recruitm ent process in a Temp Staffing Company. Sourcing, which is a vital part of the r ecruitment process is thoroughly dealt with. Sourcing the candidates suitable fo r the given job profiles is the core activity of recruitment and is a comprehens ive and complicated process in itself. Hence, this constitutes the prime objecti ve of this report. Other than this, the report also takes a broad overview of th e BPO-IteS industry as a whole and the future and challenges of Temp Staffing wi th regards to this industry. The temping business has received a major setback d ue to the rigidity of the existing labour laws. In recommendation, the different amendments in law have been discussed. Temp Staffing or Flexi Staffing, has hug e scope in India. When India is emerging as an economic superpower, it is necess ary to deal with the problem of unemployment. This is where temp staffing plays a major role. It not provides employment but also adds to the national gross inc ome of the country, thus making it globally competent. Page 10 of 46

Summer Project Report: Recruitment process in TeamLease Project Objective: To understand the scope, difficulties and methods of recruitm ent in a Temp Staffing Recruitment Firm with on-site training in sourcing for the cl ient companies. Project Overview: Rigorous sourcing was undertaken to understand the recruitment process. Candidates were interviewed and then potential candidates were shortlis ted. During the tenure of the project I learnt to put the candidates under asses sment tests and took the initial rounds of interview.

Project Methodology: The following methodology was The client companys requirement was received. All necessary data regarding the c mpany, job profile, salary, rewards, shift timings and assessment tests were gat hered and understood. Sourcing the candidates from the job portals and databases . Putting them through an initial interview process Shortlisting potential candi dates and sending them to the concerned company for the final HR round.

Achievements: During my training I was asked to source for client companies like REUTERS, HP, ORACLE, Cos-B and Mphasis. Following were the candidates who were converted into final offers: REUTERS..2 candidates offered. HP...3 candidates for Tech al rounds. ORACLE. None Cos-B.3 candidates for Inbound voice process 2 c t Mphasis. 1 candidate for International voice 1 candidate for Domestic voice Page 11 of 46

Summer Project Report: Recruitment process in TeamLease 1. Introduction: Its a hot topic of discussionwhile US senators debate the pros and cons of outsour cing back-office work to countries like India, employees of local call centers h ere are worried about their jobs. Will Indias BPO industry be able to turn the ti de in its favour despite the controversy? And at what cost? Fame comes at a pric e. And being the fastest-growing and most cost-competitive outsourcing destinati on could sometimes elicit responses like the slogan popular with some Germans ag itators: Kinder, Klein Inder! which roughly translated means, The solution to labou r shortages is more children, not more Indians. The fact that India is emerging a s the back-office of the world and that our BPO-ITES industry is estimated to gr ow by around 65 % year-on-year is not taken too well by trade unions [1] and oth ers in developed countries from where jobs are coming to India. Even as investme nts in the BPO-ITES industry are increasing by the day, banners and placards dem anding a ban on outsourcing of jobs to India are increasingly visible. In the UK , three of the countrys biggest trade unions have come together to fight the loss of jobs to India, especially British Telecoms move to open a huge call centre in Bangalore. The unions fear that if BT outsources its service sector jobs to Ind ia, then the competition would also be forced to follow suit. German agitators h ave been running a sustained political campaign against the German green-card sc heme for a while now. The main reason for all this negativity is that India is p erceived as a direct threat to the livelihood of the average citizen of these co untries. In a scenario where India [2] offers manpower at 0.75-1.25 per hour, as opposed to the 5-10 per hour charged for the same work in the UK, its clear India is a more viable base to do routine back-office work like finance and accounting, facilities and operation management and legal services. [1] [2] Source: Nasscom survey 1999 about booming industries in India. Source: www.expres scomputers.com Page 12 of 46

Summer Project Report: Recruitment process in TeamLease Call centers in India ty pically attract graduates, many of whom look at it as a career, as opposed to th e West where many employees see it as an in-between-jobs option. While this coul d spell good tidings for those who have invested millions in the Indian BPO indu stry, the survival strategy advices that the only way to end the debate is for B PO firms to provide high-quality services at competitive prices, so that firms i n the West have no option but to outsource to India. The key drivers for off-sho ring and the India value proposition are: Cost- outsourcing to India has helped companies to achieve 40-50% cost saving Resource pool- Availability of skilled w orkforce- India has over 2 million English speaking graduates passing out of the Universities every year and the Indian students have greater technology awarene ss. Geographical position- India is 10.5 hrs ahead of the eastern time in US and the time difference adds to the project management and true round the clock ope rations. IT track record- the IT industry success story has positioned India as high potential market in comparison with other countries. The project management skills, quality orientation among the Indian companies and are well appreciated . 1.1 Broad Industry Classification: Business process outsourcing (BPO) or IT En abled Services (IteS) is leveraging of technology or specialist process vendors to provide and manage an organization critical and/or non-critical enterprise pr ocesses and applications. The most common examples of the BPO-IteS industry are Call centers and Back-office outsourcing. Captive Operations Captive players are subsidiaries of the parent group catering to inhouse requirements or its own op erations globally. Companies like American Express, Scope, Dell, Bank of America or a Hewlett Packard are examples of Captive Operations. Captives units account for over 60% of the total revenues in the Indian BPO-IteS industry. Page 13 of 46

Summer Project Report: Recruitment process in TeamLease Shared Services Centers Shared Services are similar to the Captive but the only difference is that the s ervices are for the internal requirements of the company and its employees only. E.g. Wividus (Wipro Shared Services Division), Siemens, some of the specific op erations in Dell, Hewlett Packard, IBM. Third Party service Providers Followed b y the Captive who came to India in the 1990s, independent Third Party Service Pro vider (TPSP) started 9-10 years later. They worked with companies who were eithe r small or not too keen on setting up captive operations. The TPSP focused on th e non-core functions and built-in expertise, enabling clients to outsource the a ctivity for a better cost and service. Companies like Wipro BPO, 247 Customer, I CICI One Source, and IBM Daksh are some of the early TPSPs in India. 1.2 Industry Facts US contributes about 60% of the market Voice processes are high volume, l ow value, faster migration Non-Voice processes are low volume, high value and lo nger migration. 1.3 Some Industry Challenges Demand v/s Supply; Manpower & Alternate manpower Lo wer conversion rates Training Employee Retention 1.4 Key Verticals of the Industry The outsourcing potential is across multiple i ndustry verticals, some of the attractive verticals are: Banking & Finance Insur ance Pharmaceuticals Software & Hardware Telecommunication Page 14 of 46

Summer Project Report: Recruitment process in TeamLease Retail Services- Hospit lity, talent, tourism. Utility Transport Airlines, Railways Manufacturing Automo tives Logistics. 1. TeamLease The Company TeamLease Services Pvt Ltd is Indias largest staffing solutions, with 48,000 empl oyees across India, providing a range of people solutions to its client partners . TeamLease services its clients pan India with offices in major 19 cities Banga lore, Chandigarh, Chennai, Delhi, Hyderabad, Kochi, Kolkata, Mumbai and Pune amo ng others. 2.1 History of the company since its inception: TeamLease started in September 2001 and operational activity kicked off in April 2002 as an HR Outsou rcing Services provider specialized in Temping services and related staffing sol utions. It is Indias largest staffing solutions company with 48,000 employees on its payroll placing it among the top 25 private sector employers. As Indias faste st growing employer, the company has been hiring one employee every hour since i ts inception. The company reached an employee base of 2400 in its first year of operations, 5300 in 2003-04 and 14,800 last year. It had witnessed an average em ployee growth of 123% over the last three years. Projected growth rate for the l atter half 2005-06 was likely to touch 44 %. The TeamLease team compromises of p rofessionals from the HR field, Consulting background and the BPO-IteS industry. The working knowledge of BPO-IteS has enabled TeamLease to develop a superior s ervice offering. The organizational structure is quite a flat structure. TeamLea se believes in open door concept to build its relations with its employees. [Refer to Exhibit 1] Page 15 of 46

Summer Project Report: Recruitment process in TeamLease 2.2 Vision of the company To be Indias Largest Private Sector Employer by 2007 2.3 Strategic Business Units 2.3.1Staffing: the staffing SBU comprises of the I. Business Development Team and II. The Client Servicing Team Business Developmen t is the first level of contact for the corporate on the Temping Staffing front. In addition to continuously tapping into new accounts, BD team is responsible f or tracking of competitors and new corporate entrants, market intelligence, mapp ing of industries and functional verticals. The Client Servicing Team plays impo rtant role from the time the Client is on board. CS ensures that delivers based on the SLAs. Client management and Associate HR administration and the key roles CS focuses on. 2.3.2Sourcing: The Sourcing SBU is responsible to source professi onals with respect to the human capital needs of various organizations across al l levels. It covers all the major locations and industry verticals like IT, Bank ing & Finance, Manufacturing, Engineering and Retail. The Temping Practice is re sponsible for sourcing candidates for temp openings created by the Staffing SBU. 3. Ready WORKFORCE and Team ReadyWORKFORCE is the BPO-IteS Staffing Solutions Division of TeamLease, headed by Ms.Kavitha Reddy, Vice president, and has built in a sustainable single windo w solution model to address specific need of the industry. The fact that it is o nly two years old in this industry and is already leading it, pronounces the com mitment and the managerial capabilities of the owners of the company. Focused ap proach with continuous investment to enhance operational and delivery standards by embracing Global Best Page 16 of 46

Summer Project Report: Recruitment process in TeamLease Practices and Technology had enabled ReadyWORKFORCE to attain the leading position in BPO-IteS HR Outsou rcing space. Financial Overview of the ReadyWORKFORCE Division: The ReadyWORKFOR CE division had only twenty odd employees when it started two years back. Now th e company employs at least 200 employees in the IteS division alone. This stagge ring figure stands testimony that the BPO-IteS division has been growing ever si nce its inception. The annual turnover of the ReadyWORKFORCE division is in cror es. A monthly target of 8 lakhs rupees is undeniably met. The companys revenue la st year was Rs 150 crore and this was expected to increase to Rs 350 crore in th e current financial year. Marketing Strategy of the ReadyWORKFORCE Division: The marketing strategy is quite simple and straight. TeamLease has already acquired the position of a global leader in the field of Temp Staffing Solutions. Keepin g this fact in mind, the company does not indulge in heavy marketing. Since it i s not in its nascent stage, it does not go in for rigorous marketing strategies. It has a subtle strategy where it believes that the corporate will be the forti tude which will bring in more business and fame. The company believes that in th is field the best marketing strategy is the word of mouth. The age old theory of s atisfied customer means more customers and more credentials to the company, hold very true here. 3.1 Services for BPO-IteS IndustryThey bring in: Pan India pres ence Integrated single window solution Domain expertise in BPO-IteS Industry ver tical Substantial pre-screened Database Guaranteed turn-around-time Quality proc esses Page 17 of 46

Summer Project Report: Recruitment process in TeamLease Infrastructure and techn ology Web interface- Candidates, Clients & Associates Self service suite (email, Web, IVR) to Associates- HR, Payroll & Benefits info TeamLease Ecosystem 3.1.1 Temping Temps or associates, are temporary workers who are deputed to various compan ies who prefer to outsource their HR operations. The associates work for the compa ny they are assigned to but are on the payroll of the staffing or the temp leasi ng company. The duration of a temporary job is three to nine months. Some of the important characteristics of temping recruitment are as follows Recruit as per C lient requirement and assign them to Client or Transfer candidate identified by client on to TeamLease Co-employment relationship between the Client, Associate and TeamLease Manage HR Administration, Payroll and Regulatory activities Temp s taffing options- short term, long term and part time assignment. Temp-to-permane nt staffing option- trial period to permanent staffing. A much defined process s pans into four distinct stages, Initialization, Transition, and Operations & Rel ationship Management. Equal importance is given to all our stages with activitie s defined for each stage. There is a unique methodology that TeamLease adopts to render the service. This is shown below: Page 18 of 46

Summer Project Report: Recruitment process in TeamLease ! " #$ % " & #

Diagram 1. Temping Stages in TeamLeases temping service Page 19 of 46

Summer Project Report: Recruitment process in TeamLease 3.1.2 Recruitment The ba se of all HR function is recruitment. It builds the workforce that leads a compa ny into progression. Hiring the right person for the right job is very important task. There are three distinct phrases that TeamLease follows which is shown in the diagram: ( * + ) ( , * ) ) " - ( ( * . ( - ( ( ( * + . - ( * ( * - ( * Diagram 2. Three phases of Recruitment service followed by TeamLease Page 20 of 46

Summer Project Report: Recruitment process in TeamLease 3.2 Benefits for Client As business these days grow on a confounding rate, outsourcing the basic functio ns like recruiting becomes a common thing. The need for flexi staffing is on dem and and in such a scenario; ReadyWORKFORCE renders these services to its Clients Focus on delivery of specialized activity/functions Manage unexpected business d emands/manpower Staffing flexibility- Managing short-term & temporary business n eeds Access to a talent pool on required skill sets. Screen candidates for perma nent employment. Reduce HR Administration cost and time involvement Performance appraisal co-ordination Feedback and mentoring sessions with the Associates base d on feedback. Training facilitation- Need analysis, program development and coo rdination Comprehensive Regulatory & Statutory compliance Management reports and MIS 3.3 Benefits for Associates Candidates referred to as associates, are also on the advantageous side. The services that they receive from TeamLease are Focuse d employer and employee communication Skill upgrade Training and Development Str uctured Induction Employee handbook, policies and manual Professional assistance for employee related issues Professional orientation and HR support Portable an d comprehensive employee benefits Accurate and timely payroll services Part of a professional employee outsourcing organization o With presence across India o 4 8,000+ member family Page 21 of 46

Summer Project Report: Recruitment process in TeamLease 4. Methods or Techniques of Recruitment Direct Method These include sending recruiters to educational and professional i nstitutions, employees contacts with public and manned exhibits. Most college rec ruiting is done in co-operation with the placement office of the college. The pl acement office usually provides help in attracting students, arranging interview s, furnishing space and providing student rsums. For managerial, professional and sales personnel, campus recruiting is an extensive exercise. For this purpose, c arefully prepared brochures describing the organizing and the job it offers are distributed among the students, before the interviewer arrives. Indirect Method These methods involve mostly advertising in newspapers, websites, radio, in trad e and professional journals, technical magazines and brochures. Companies advert ise when qualified or experienced personnel are not available from other sources . Third Party Method These include the use of commercial or private employment a gencies, state agencies and placement offices of colleges, recruiting firms, man agement consulting firms, friends and relatives. Professional Organizations: The se organizations maintain a pool of human resource for possible employment. Thes e firms are also called head hunters, raiders and pirates by organizations who lose personnel thought their efforts. Fundamentally there are two distinct steps of r ecruitment and each is a comprehensive process in itself. They are discussed bel ow: 4.1 Preparation 4.1.1 Know your client Learning about companies is valuable because knowing what a company values will help an agent to assess the candidates better. Pertinent information about the processes of the company would also help you analyze CVs a nd find the right candidate. This can be done by reading the corporate website o r calling the company for further information or using your own network and find out the work culture. Page 22 of 46

Summer Project Report: Recruitment process in TeamLease This will help one to kn ow about the history of the company, their core values, their clients and proces ses, the benefits employees can enjoy and the career growth chart. When one has knowledge about these vital parameters, it becomes easier to assess a resume bas ed on these parameters. Moreover, when one is equipped with such vital informati on about the company and the job profile, it helps to motivate and mould the sui table but reluctant candidates to attend the interview. 4.1.2 Analyze the Job De scription (JD) A job description is a written record of the duties, responsibili ties and requirements of a particular job. It is concerned with the job itself a nd not the work. It is a statement describing the job in such terms as Title, loc ation, duties, working condition and hazards. In other words, it tells us what is to be done; how it is to done and why. An updated job description is essential for a good selection interview. It helps one to explain the nature of work to the pros pective candidate properly without any over or under commitment. This also helps to put the candidate, the client company and the agent on the same platform. A good job description covers at least 4 elements of the job. They are as follows: [refer to exhibit 2] Accountabilities/ Responsibilities/ Duties Dimensions leve l or size of responsibility Framework where the job fit in the organization? Rel ationships with whom does the position holder interact? 4.1.3 Prepare a Job Specification (JS) It is a written record of the requirement s sought in an individual worker for a given job. In other words, it refers to a summary of the personal characteristics required for a job. Once the agent know s what the job is, then he can decide what kind of person he/she would need to d o it. Sometimes the job specification is already prepared and given by the clien t along with the job description. In such a case, the job of the agent becomes e asier. [Refer to exhibit 3] Page 23 of 46

Summer Project Report: Recruitment process in TeamLease The job specification is for the benefit of the employees working in TeamLease. It is ready reference to check on the requirements that one needs to keep in mind while sourcing for the different clients. It makes the whole task easier and more convenient. 4.2 Implementation Sourcing Sourcing is the most of all recruitment activities. It is also difficult being m onotonous in nature. A recruiter needs to be self-motivated to do the job. The s ourcing takes place in different levels and in all the verticals of the industry . The procedures involved are discussed below. Even before starting sourcing , i t is very important to have a clear understanding of the requirement of the clie nt company. The recruiter must have all knowledge about the company he/she is ab out to source for. It makes sure that all the questions that a candidate has reg arding the profile or the credibility of the company are satisfactorily answered . Sourcing is defined as the process wherein the recruiter creates a pool of pot ential candidates to fill up a position. It is the first step of recruitment. So urcing involves logging on to a job-portal and doing a search for the potential candidates. When the search is generated, then comes the most critical part of s ourcing. Mainly four steps are involved in Sourcing. They are discussed below: 4 .2.1 Analyze the Curriculum Vitae (CV) : Now is the time to scrutinize the candi dates resume. It is human nature to generally omit the negative points while crea ting a resume or to exaggerate the achievements. Though most of the time people are truthful while forming their resumes, others can hide or not mention things that can portrait a negative picture of them. A good CV is one which is precise and presentable. It should contain all details of education and work experience should be arranged in reversed chronological method so as to emphasize on the mo st recent one. Analyzing a CV helps in short- listing a candidate. Page 24 of 46

Summer Project Report: Recruitment process in TeamLease 4.2.2 Match the JD and JS: When a CV has been analyzed and is considered as a good one, the next step is to match it with the job description. It is necessary to match it with the profile given by the company. Matching it with the JD gives an idea if the person will be able to serve well in the position or not. Next it is important it with the j ob specification. The JS gives the details of the desired skills and the mandato ry skills. These are the criteria for selection. 4.2.3 Shortlist the candidate: Once the CV has been matched with the job description and matched with the job s pecification, now it can shortlisted. Such a candidate is then called in for a f ace-toface interview. There is an individual interview of the recruiter and the candidate. In this interview the candidate answers the questions the recruiter a sks to be sure that the candidate would suit the profile of the job. 4.2.4 Handl ing the rejected candidates: It is very important how a recruiter manages the rejected candidates. It is impo rtant to make the candidate where his lacunas are and what can he do about it. I n this way not only the recruiter helps the candidate to correct itself but also helps in creating an association with them which is so very vital in the servic e industry. 5. Interview Interviews determine if a potential candidate will be a finalist and if he shall suit the job. A lot of things get clear during an interview. A face to face tal k with the candidate ensures that the recruiter evaluates the candidate on terms of attitude, confidence and communication. The gaps that seem in the resume are also questioned. The candidate may have an explanation for it. On the other han d if he is lying, then he can be cross-questioned about this. Some of the object ives of interview are: To get an opportunity to judge an applicants qualification s and characteristics as a basic for sound selection and placement. Page 25 of 4 6

Summer Project Report: Recruitment process in TeamLease To give an applicant ess ential facts about the job and the company you are recruiting for. To establish a rapport. To promote goodwill about the company whether interview culminates in employment or not. To get a real feel of the candidate.

5.1 Types of Interview Patterned or Structured Interview Non-structured interview Depth or Action inte view Panel or Board Interview Stress Interview Telephonic Interview The above mentioned interviews are all conducted at various levels of the organi zational recruitment. The nature of the job determines which of these interviews would suit best. All the interviews are not conducted for all the job profiles. The complexity of the interview depends on the complexity of the job. We shall now discuss the telephonic interview which is very instrumental in selecting a p otential candidate in TeamLease. 5.2The telephonic Interview It is said that listening intently gives a good idea of what a person want to sa y and what a person does not say. The sound, intonations, the varying pressures that a prospective candidate uses while he/she speaks tells a lot about his/her attitude. This in turn helps the recruiter to judge that if the candidate would be suitable for the job or not. Unlike the face-to-face interview where the recr uiter can read the non-verbal languages, in a telephonic interview he has to eve n sharper. Listening to the words used and their tone used gives immense message s about the candidate. Page 26 of 46

Summer Project Report: Recruitment process in TeamLease As a recruiter, one has to be completely prepared before taking a telephonic interview. The following st eps can be kept in mind while taking a telephonic interview: 1. You must keep th e CV next to you and make notes while taking the interview. 2. Must prepare a se t of questions that would match the JD. 3. To use a call script. This helps in b eing professional and saves time to in approaching the right candidate. 4. Do no t display any negative emotion during the interview. Never to over or under comm it anyone. 5.3 Call Script The call script is a pre-formatted method of calling up a candidate while approa ching them for the job. It is professional and saves a lot of time. There are ba sically 6 steps involved in the call script. They are: START Step 1: Use a profe ssional greeting Step 2: Reach the Prospect Step 3: Introduce yourself Step 4: P rovide reference if Appropriate Step 5: State the purpose of call Step 6: Seek p ermission to continue END Step 1: Confirm Agreement Step 2: Check for Acceptance Step 3: Thank the candidate on a Positive note. Note: It is always advisable ne ver to over or under commit to a candidate and to never to disclose the client c ompanys name. It could build false hope and under circumstances where the candida te is rejected, he/she feels let down. Page 27 of 46

Summer Project Report: Recruitment process in TeamLease

6. Questioning It is very important to ask for permission to ask questions, otherwise it will f eel like interrogation to the candidates. To start off with, it is advisable to ask easy questions first (the best things about their current situations), then ask about their problems and get them to expand on their answers. 6.1 Devise int erview questions: Preparation in advance of an interview is essential if you are to make a successful hire. Critical in the preparation process is the developme nt of interview questions that elicit tangible facts from all applicants. Basica lly, two rules are kept in mind when framing the questions that will indicate wh ether or not an applicant meets the requirements you established for the positio n: RULE 1: Ask questions that concentrate on the applicants past performance to p ermit reliable assumptions about future success. RULE 2: Ask questions that rela te directly to at least one of your listed requirements to maximize the informat ion you will gain in the time allotted. 6.1.1 General Questions: Tell me abou ourself What do you about the company? What are your goals? What are your streng ths and weakness? What has been your most significant contribution in your colle ge/previous organization? Why should we hire you? How would your friends describ e you? Page 28 of 46

Summer Project Report: Recruitment process in TeamLease 6.1.2 Specific Questions : How would you resolve a conflict in a project team? What was the most difficul t decision you had to make? Can you work under pressure, deadlines, etc? 6.1.3 Trick Questions: You may be over-qualified for this position What would yo u look for if you had to hire people? If you had to change your educational stre am again, what would you do differently? What career options do you have at the moment? According to your definition of success, how successful have you been so far? Note: It is always advisable not to ask all these questions at one go, for it wi ll turn into a stress interview instead. 7. Body Language Gestures and body movements are unconscious forms of communication. They are sig n language that let out so many secrets of the candidate regarding his attitude and his thought process. They are reflex actions that we are not aware of. As a recruiter it is necessary to keep a watch for all these sign languages. The impo rtance to keep a watch on these non-verbal gestures is that it helps a recruiter to change the direction of the conversation. If the candidate shows negative ge stures like shifting in the chair or looking here and there, most likely he is n ot interested in the conversation anymore or he does not like what is being offe red to him. In such cases the recruiter has to take some counteractive measures and needs to change the direction of the conversation. [Refer to exhibit 4] Page 29 of 46

Summer Project Report: Recruitment process in TeamLease 8. Grammar, Voice and Accent Calibration In times of globalization, what is more necessary is that one speaks in a global ly comprehensive language rather that in the popular accent of American, British or Australian. One of the major criteria in the BPO-IteS industry is the commun ication of the candidate which should be free from Mother Tongue Influence or MTI as it is generally known. That means the candidate should have a neutral accent. If he has a neutral accent then he is a potential investment for the company. 8 .1 Individual Interview: The individual interview that takes place between a rec ruiter and the candidate in the first session of their meeting gives vital infor mation about the candidates soft skills. The way he carries on a conversation and the direction in which he/she drives it, is the first hand information about th e voice and accent of the candidate. Most of the time the recruiter gets to know if the candidate fits in the job or not. But there are times when the recruiter may not be very sure about his assessments. It is then he puts the candidates i nto other assessment tests. 8.2 Assessment test A voice and accent test is condu cted wherein the degree of MTI of a candidate is checked. Depending on the degre e of the MTI the candidate has, he/she is considered as trainable or not trainab le. Some methods used to test the candidates suitability for the process: 8.2.1 P assage Test A passage is give to the candidate to read from a book or a newspape r. When he reads the passage, his pronunciation, his level of mother tongue infl uence and his proper use of punctuation marks comes in play. 8.2.2 Voice test: T his test is usually done when the candidate is for a voice-based job profile. Wh en the candidate is asked to read a paragraph, his voice is checked on the micro phone and is then recorded. This helps in measuring the intonations and the pres sures he gives while he talks. Then the candidate is categorized into trainable or not trainable . Page 30 of 46

Summer Project Report: Recruitment process in TeamLease 8.2.3 Paraphrase: Paraphrase is an important function in a voice based job. The job may have to ke ep repeating a call script or some information a number of times. It then gets m onotonous. To avoid this, the candidate is checked on his paraphrasing capabilit ies. 8.3 For Database 8.3.1Candidate Information Sheet The candidate information sheet is given to the candidate the moment he enters TeamLease. He has to fill up the necessary infor mation regarding his work experience, his qualification, valid email id and phon e number and reference of at least five other people. The candidate is also aske d to write an essay. This helps a recruiter to assess the thought flow of the ca ndidate. But most importantly, all this information is stored as a database for the company. So when any recruiter leaves the organization or anybody needs to d o a reference check on any candidate after some time has passed, this is a good method. [Refer to exhibit 5] 8.3.2 Rating Sheet The rating sheet is attached to the candidate information sheet. This rating sheet has about ten parameters. The candidate is rated based on these parameters. A rating of 1-7 is given, 7 being the highest and 1 being the lowest. The rating sheet gives qualitative informat ion about a candidate as he/she scored on the different parameters a candidate i s assessed on in TeamLease. [Refer to exhibit 6] 9. Brief Summary After all the tests the candidate has gone through, the candidate is sent to the client company for the last HR round or any other rounds of interview that he h as to attend. But the recruitment mainly constitutes of the above mentioned meth ods. The process of recruitment ends with hiring the candidate on a temporary or permanent basis. After he has been given the offer letter and told the joining date, the candidate has to sign on contract papers with the temping company. If the candidate is hired by the client company on a temporary basis, then the cand idate is on the payrolls of TeamLease Company. The contract that he/she will sig n will speak about his rights and the details Page 31 of 46

Summer Project Report: Recruitment process in TeamLease about the job and this s alary and benefits. The temping company, in this case will take care of most of the employee related problems of the candidate. As per the contract, a part of t he candidates salary will go as billing for the temping company. This is the reve nue for such companies. It is crystal clear that sourcing the right person for t he right job is the core or the building block of recruitment function. Most par t of the work is done if a recruiter finds the right candidate whos CV matches th e job profile of the client company but more importantly, it is a challenge for the recruiter to present the job in such a manner that will motivate the candida te to come down and attend the interview. A recruiter has to work under so many constraints like the candidates not turning up for interview or the dearth of sk illed candidates. This is when the competencies of a recruiter is measured. 10. SWOT Analysis A SWOT analysis of the company is given below keeping in view the different envi ronmental factors that affect an organization in general. Strength: 1. Brand nam e of the company. 2. The diverse strategic business units extending into FMCG an d BPO-IteS industry. 3. A strong client servicing team. 4. Pan- India presence ( Across 19 cities) Weakness: 1. Sharing of database internally among colleagues a nd externally with other temp staffing companies or recruitment firms. 2. The pe rformance of a recruiter depend much on the performance of the candidate. Only i f the candidate is offered the job he/she was sourced for, the recruiter is qual ified for incentives. 3. Very strict incentive plans. 4. Pay is low even if it a ccording to industry standards. Therefore it is difficult to retain its employee s. Page 32 of 46

Summer Project Report: Recruitment process in TeamLease 5. Even after 1-2 years, employees still work in the same position with little hike in pay or a better j ob profile. 6. It is easy to reach the saturation point in this job easily owing to its monotonous nature. Opportunity: 1. BPO industry is growing at a very fas t pace. Results in increased demand for temp and perm staffing. 2. Attrition rat e in BPO sector is 30-40 % . Therefore is always a need to fill in positions. 3. Temps make more sense for snappy projects like handling Christmas sales or shor t-term data process job. Threat: 1. Competition from other consultancies. 2. Exi sting Contract Labour Acts that do not recognize a company like TeamLease. 3. De arth of skilled candidates for the BPO-IteS sector has always plagued the indust ry. 4. BPO-IteS is unorganized sector and demands at least graduates to do multi tasking. So supply for skill up gradation does not meet the demand. The mass sti ll trickles into the organized sector. 5. The night shift timings do not attract a lot of young women to the industry. Students also tend to avoid these timings until they want to earn while they learn. 11. Challenges faced by Temping Companies 11.1 Internal challenges: Most of the candidates just see the BPO-IteS as a stop -over before actually getting on to their respective career. Some of them look a t it as a method to fill in the resume gaps. The freshers look at the temp job f or work experience and not planning to stay as a permanent employee. This increa ses the attrition rate in the industry. The dearth of skilled candidates, in eff ect, makes temp staffing difficult. Page 33 of 46

Summer Project Report: Recruitment process in TeamLease The pay in the BPO-IteS industry is good but personal life has to be compromised. The young worker who i s evidently concerned about the work-life balance does not appreciate this. To s ome extent it restricts the pulling of female candidates for night shifts and th at being a major concern since women make at least a 45% of the total 18- 27 yea rs of the workforce. As a recruiter, one has to work against all these constrain ts and still emerge successful. 11.2 External Challenges: The Contract Labour Regulation and Abolition Act (1970 ) that does not recognize the temping practice In this case, the temping compani es should take a stand, like TeamLease did. 12. Future of Temping in India Temping jobs are here to stay and rule the Indian HR market! [Refer to Exhibits 7, 8, 9 and 10] In the fast changing global HR scenario, temping jobs seem to be a viable solution for the companies looking forward to excel in the competitive market. Indian companies are also no exception to this rule. Though IT and ITES companies are the pioneers to adopt temping jobs, companies irrespective of ind ustry and size are first catching up with the trend. The following points will g ive you a comprehensive idea of the growth of the temping jobs in India. Number of temp staffers in 2003 Number of temp staffers at the beginning of 2006 Averag e compensation in 2003 Average compensation at the beginning of 2006 Potential s ize of temp market [Ref: Deccan Herald - DH Avenues, 4th January, 2006] 15, 000 - 20, 000 above 1, 20, 000 Rs. 5,000 - Rs. 6,000 Rs 6,000 - Rs 8,000 2.5% - 3% o of total workforce. Page 34 of 46

Summer Project Report: Recruitment process in TeamLease The main cause behind th is surging popularity of the temporary staffing system is the fact that it is be nefiting both, the employers as well as the employees. With temporary staffing, companies can lease skilled employees in any function, in any department without the liabilities associated with keeping permanent employees. On the other hand, temporary staffing provides opportunities to millions of talented freshers and experienced candidates to work with big names in the industry. While companies e njoy service of more people keeping the payroll in control, employees get the fr eedom of working according to their convenience. According to industry studies f ollowing are some of the main reasons of temporary staffing. 6% companies use te mporary staffing to reduce wages. 63% companies hire temps to match the seasonal peaks in work load. 59% to cover for leave vacancies. 39% to perform one-off ta sks. 21% hire temporary staff for specialist skills. 20% hire temp staff on a tr ial basis before permanent employment. [Ref: Deccan Herald - DH Avenues, 4th Jan uary, 2006] 13. Recommendations 13.1 Internal: Training is the answer for the most of the problems faced by the temp staffing companies like TeamLease. Training at all levels is imperative. Th e recruiters can do some amount of training after they have shortlisted the cand idate for a particular job profile. If the candidate is trainable in some of the parameters designed by TeamLease, it is recommended that the training takes pla ce at the first step itself. Letting the candidate recognize his incompetencies and helping him overcome it by doing simple everyday exercises will bring down t he chances of the candidate getting rejected in the final HR rounds in the compa ny. Page 35 of 46

Summer Project Report: Recruitment process in TeamLease The temping companies co nduct training programs at various levels in the educational institutional. Unde r graduate and graduate students are a major source of candidates. When they und ergo a training program for handling interview and gather knowledge about BPO-It eS sector in India, it creates a reserve of good quality candidates in the marke t to source. 13.2 External Fighting for Rights The professional recruitment orga nizations have immensely contributed to the industrial development in all the se ctors including earning valuable foreign exchange. The Recruitment industry help s to generate among the highest net invisible FOREX inflow on a continuing susta inable basis. The recruitment industry must be treated on par with the software & IT Enabled services, since in each of the above case, export earnings are bein g created through deployment of knowledge workers. Export earnings for the recru itment industry must also be covered under 80HHE of Income Tax Act. The labor la ws for contract employment need to be liberalized to enable increased employment . The largest private employer in US is a Temporary Employment company, employin g around 2 million temporary workers. Indias unemployment can be reduced by allow ing liberalized contract / temporary employment for knowledge workers. Today, th e rate of temp job creations is significantly hampered primarily due to staffing companies not being considered as the Principal employer. This not only increas es the growth of unorganized sector, but also leads to increase in Sham consulti ng agreements in this industry. To avoid these, it is critical for the Staffing Companies to be recognized as Principal Employer under Section 2g, 7 of CLRA. Ye t another key issue that is impeding the temp staffing industry growth is the re striction imposed on utilizing temp staff for Core and Perennial work. Since the definition of Core and Perennial work is not clearly stated, it is bound to get interpreted differently by different entities (appropriate governments). As sta ted in the previous point, this is hampering the employment creation significant ly. The restriction (Sec 10 of CLRA) should be removed, thereby allowing utiliza tion of temporary staffing in all functions and industries. Page 36 of 46

Summer Project Report: Recruitment process in TeamLease In today scenario, we a re operating with a highly fragmented market with decentralized s processes. Due to over-regulation and under-supervision in our industry, the overall complianc e level is significantly low. This adds to the lack of transparency and encourag es high degree of corruption. In order to evade this situation, a single-window National License for staffing companies should be created replacing the existing contract-by-contract registration (Sec 7, 12 of CLRA). This would significantly shift compliance responsibility directly to the staffing company. As per the cu rrent rule, EPF is to be deducted for employees from day one, irrespective of th eir employment tenure. This does not help either the employees or the employers especially in the case of staff working for a short period. We would like to req uest the Government to consider deducting EPF only in case of employees working for more than 90 days. The seeds for the growth of Software Exports were provide d by "onsite body-shopping", which helped customers recognize strengths of the I ndian software professional. Recruitment Companies have contributed significantl y to it. ERA will help build the Global Brand & Recognition for Indian knowledge workers from other professions Engineers, Accountants, Medical, Marketing, Huma n Resources, Media, etc. ERA can be the catalyst to replicate the software expor ts success to other professions for outsourced knowledge & R&D centers, helping create employment, significant exports and FOREX earnings. The Recruiting Indust ry should be exempt from Service Tax, since it is contributing working towards t he government top priority of creating employment & reducing unemployment of the educated youth. To achieve the Government own objectives of s significantly en hancing employment in the country, it is also important that Service Tax for Int erim staff be done away with completely. If Service Tax has to be charged the go vernment needs to issue a clarification that the tax is on the service charges a nd not on the entire amount, which includes the compensation paid to the Employe e. This clarification is essential to avoid any ambiguity and litigation, since any other interpretation would be suicidal to the survival of the nascent staffi ng industry. Page 37 of 46

Summer Project Report: Recruitment process in TeamLease The productivity of the national employment service could be significantly improved through Private Publ ic partnership. The private sector with its expertise and experience, could help the public sector in planning, structuring and implementing the employment serv ice effectively and this in turn we believe would radically help improving produ ctivity. It must be noted that these are merely topics of debate until something concrete is done. The focus now should be on the wider picture where the future of the BPO-IteS industry in India lays, the potential to generate immense emplo yment opportunity and stride towards a more competent India. The pioneers of the temping industry like TeamLease who has released a white paper on this topic, s hould not rest just there. That it has taken a stand, the real works starts now. 14. Conclusion I conclude saying that the whole process of recruitment from a recruitment firm like TeamLease, is a very exhausting one. It is detail oriented in nature. The r eason why every employee gets motivated to do the job is because of the knowledg e that at that particular moment that particular recruiter was responsible for g iving job to these candidates. To generate employment is one thing but to recrui t the right kind of workforce for a job is another thing. It not only needs the basic understanding of the client companys need to fill the position in a period of time but it also requires the recruiter to be sensitive of the needs of the c andidate to find the right job for himself. All this needs a great profundity of intellect. During my tenure at TeamLease, I learnt to work as professional. The one thing that got profoundly clear is that text books do not help in the actua l corporate world. There are unwritten policies and standard operating procedure s that each employee has to abide to. No matter what, profit maximization is the core purpose of the existence of every business. Meeting targets on your level dedicatedly is your contribution to the revenue generation of the company. Page 38 of 46

Summer Project Report: Recruitment process in TeamLease But there is a greater p urpose as to why concepts such as temp staffing were developed into companies su ch as TeamLease. There is a social obligation to this country in the bigger pict ure. A responsibility that certain enlightened minds have taken up to reduce the level of unemployment in India and to make sure that the un-organized sector is recognized as a major employment generation sector. The government should encou rage this ideology and do whatever is possible to extend the much needed help. A fter all, it is the dream of every citizen of India to see this country stand wh ere it rightly belongs At the TOP! Page 39 of 46

Summer Project Report: Recruitment process in TeamLease 15. Exhibits Exhibit No 1. Organizational Chart of TeamLease Staffing Solutions Company. Page 40 of 46

Summer Project Report: Recruitment process in TeamLease Please Note: Exhibits 2 to 6 could not be shown here because they were exhibits from the Induction manual of the company. Refer to the hard copy for the exhibit s. Page 41 of 46

Summer Project Report: Recruitment process in TeamLease Exhibit No 7. Page 42 of 46

Summer Project Report: Recruitment process in TeamLease Exhibit No 8. Page 43 of 46

Summer Project Report: Recruitment process in TeamLease Exhibit No 9. Page 44 of 46

Summer Project Report: Recruitment process in TeamLease Exhibit No 10 Page 45 of 46

Summer Project Report: Recruitment process in TeamLease 16. Bibliography Human Resource Management Gray Dessler Human Resource Managemen t Aswathappa TeamLease White Paper on Labour Reforms era@sampoorna.com kpr@mafoi.com www.teamlease.com www.expresscomputers.com Page 46 of 46