RECRUITMENT PROCESS IN

IMSI INDIA PVT LTD

 OBJECTIVE OF THE PROJECT:

• To develop an appreciation of the structure and operation of industrial

organizations.
• To appreciate the importance of good communication and interpersonal skills, and
to develop these skills, and.
• To appreciate the ethical basis of management practice in industry.
• To expose students to the various aspects of industrial practices and ethics
• To apply the training knowledge for the preparation of their final year project.
• To enables the organization in better motivation and maintaining the employees of
the organization.
 SCOPE:

• This project gives the ample scope to know about various aspects of HR
especially regarding recruitment.
• The scope of the project was limited to certain applicants who have applied
for the position of sales executive only. The project has allowed the
researchers to learn the various aspects and tools which can be applied for
recruitment.
THE KEY POINTS OF MY RESEARCH STUDY ARE:-

• To study the facts about the imsi india pvt ltds ltd. as a group.
• To understand and analyse various H.R. factors including recuitment and
selection procedure at IMSI india pvt ltds ltd.
• To suggest any measures / recommendations for the improvement of the
recruitment procedures
 RESEARCH METHODOLOGY
This section of the report presents how we collected data i.e. the methodology being followed and used while
collecting information about the topic under study.
TYPE : Qualitative & Quantitative
DESIGN : Descriptive
SAMPLE SIZE : 35
SOURCES
Primary sources:
1.Discussion guidelines
2. Practically done the recruitment.
Secondary sources:
1. Websites (internet services)
2. Reference books (list mentioned in the bibliography)
 RESEARCH METHODOLOGY

A Research Methodology defines the purpose of the research, how it proceeds, how to measure
progress and what constitute success with respect to the objectives determined for carrying out
the research study.

The appropriate research design formulated is detailed below.

 Exploratory research: this kind of research has the primary objective of development of
insights into the problem. It studies the main area where the problem lies and also tries to
evaluate some appropriate courses of action.
 The research methodology for the present study has been adopted to reflect these realties and
help reach the logical conclusion in an objective and scientific manner.
 REVIEW OF LITERATURE
The project covers “The Study of Recruitment Process ” at IMSI INDIA PVT LTDs Ltd. Faridabad. It gives the
insight of various recruitment tools and various sources through which an organization can fulfill the needs of
manpower. RECRUITMENT AND SELECTION PRACTICES AND PROCEDURES AT IMSI INDIA PVT
LTDS

IMSI INDIA PVT LTDS Group believes in translating its business strategy into a manpower plan and
develop a recruitment program accordingly, which will enable it to attract and select people
with the appropriate combination of experience, skills and knowledge.

Objectives
The Main Objectives of the Recruitment Policy at IMSI INDIA PVT LTDs are outlined as follows:
• Build the IMSI INDIA PVT LTDS brand in the Market
• Ensure availability of the “right” talent at the “right” time
• Evaluate through a scientific process that ensures the right fit between the organization and the candidate.
 RECRUITMENT INTRODUCTION
Successful employment planning is designed to identify an organization’s human resource needs. Once
these needs are known, an organization will plan their activities to reach them.

The next step, then, in staffing function assuming, of course, that demand for certain skills, knowledge and
abilities, is greater than current supply- is called Recruiting.

“Recruiting is the process of discovering potential candidates for the actual or anticipated organizational
vacancies or in other words it is the linking activity- bringing together those jobs to fill and those seeking
jobs.” Also defined, as “Recruitment is the process of findings and attracting capable applicants for
employment. ‘The process begins when new recruits are sought and ends when their applications are
submitted. The result is the pool of applicants from which new employees are selected.”
 PURPOSE AND IMPORTANCE
The general purpose of recruitment is to provide a pool of potentially qualified job candidates. Specifically,
the purposes are to:
• Determine the present and future requirements of the organization in conjuction with its personnel
planning and job-analysis activities.
• Increase the pool of job candidates at minimum cost.
• Help increase the success rate of the selection process by reducing the number of visibly under qualified
or overqualified job applicants.
• Help reduce the probability that job applicants, once recruited and selected, will receive the organization
only after a short period of time.
• Meet the organization’s legal and social obligations regarding the composition of its workforce.
• Begin identifying and preparing potential job applicants who be appropriate candidates.
• Increase organizational and individual effectiveness in the short term and long term.
• Evaluate the effectiveness of various recruiting techniques and sources for all types of job applicants.
 RECRUITING GOALS
• For the recruitment process to work effectively there must be a significant pool of candidates to
choose from and the more diversity within the group is better.

• The first goal of recruiting is to communicate the position in such a way that job seekers respond.
The more the applications received, the better the chances for the recruiter to find the best-suited
person.

• A good recruiting program should attract the qualified but not the unqualified. Meeting this dual
objective will minimize the cost of processing unqualified candidates.
 EMPLOYMENT PLANNING AND FORECASTING
• Employment or personnel planning is the process of deciding what positions the firm will have
to fill and how to fill them. Personnel planning involve all the firm’s future position.
• However, most companies use succession planning (growth, future prospects, technology
deployment) to refer to the process of deciding how to fill the company’s most important
executive jobs.
Forecasting Personnel Needs
The usual process is to forecast revenues first. Then estimate the size of the staff required to
achieve high volumes. In addition to expected demand, staffing may reflect:
• Projected turnover
• Quality and Skills of employees
• Strategic decisions to upgrade the quality of products or services or enter into new markets.
• Technological deployment and other changes resulting in increased productivity
• The financial resources available to your department.
 METHODS TO PREDICT EMPLOYMENT NEEDS:

• Trend Analysis: Trend Analysis means studying variations in the firm’s employment levels over the last few years to
predict future needs. Thus, computing the number of employees in the firm at the end of each of the last five years or,
perhaps the number in each subgroup at the end of each of those years .

• Ratio Analysis: Ratio means making forecasts based on ratio between (a) some casual factors (viz. sales volume) and (b)
the number of employees required like the sales force for instance. Like Trend Analysis, ratio analysis assumes that
productivity remains about the same- for instance; each sales person can’t be motivated to produce much more than ₤
100,000 in sales.

• The Scatter Plot: A Scatter Plot shows graphically how two variables- such as a measure of business activity and the
firm’s staffing levels are related. If they were, then forecasting the level of business activity and estimating the personnel
requirements would be possible.

• Managerial judgment: Managerial judgment plays a big role in whichever forecasting method that is used. It’s rare that
any historical trend ratio or relationship will simply continue unchanged in future. In practice, making personnel forecasts
usually isn’t mechanical even for major firms. It is sometimes difficult to take a long-term perspective, particularly when
market conditions change dramatically.
 CONSTRAINTS IN RECRUITING
Image of the organization:. The image of the organization, therefore, should be considered a potential constraint. If the
image is perceived to be low, the likelihood of attracting a large number of applicants is reduced. Many college graduates feel
that the Individual who occupies the top-notch companies will earn excellent salaries, are given. Excellent benefits and are
greatly respected in the communities. But not all the graduates hold a positive image of the organization.

Attractiveness of the job: If the position to be filled is an unattractive job, recruiting a large and qualified pool of applicants
will be difficult. In recent years, many employers have been complaining about the difficulty of finding suitably qualified
individuals for manual labor positions. In a job market where employment rates and where a wide range of opportunities
exists creating competition for these workers, a shortage results.

Internal organizational policies: Internal organizational policies, such as “promote from within wherever possible,” may
give priority to individuals inside the organization. Such policies, when followed, typically ensure that all positions, other than
the lowest level entry positions, will be filled from within the ranks. Although this is promising once one is hired, it may reduce
the number of applications.

Government influence: The government‘s influence in the recruiting process should not be overlooked. An employer can no
longer seek out preferred individuals based on non-job-related factors such as physical appearance, sex or religious
background.

Recruiting cost : The last constraint, certainly not the lowest constraint in priority, is one of that centers on recruiting costs.
Recruiting efforts by an organization are expensive. Sometimes continuing a search for a long period of time is not possible
because of budget restrictions.
STEPS INVOLVED IN RECRUITMENT AND SELECTION

• Employment planning and forecasting.

• Recruiting: Building a pool of candidates.
• Applicants complete application forms.
• Use selection tools like tests to screen out most applicants.
• Interviewer interviewed final candidates to make final choice.
• Candidate becomes employee.
 FACTORS GOVERNING RECRUITMENT
EXTERNAL FACTORS

• The supply and demand of specific skills in the labor market. If the demand for a particular skill is high
relative to the supply, an extraordinary recruiting effort may be needed.
• When the unemployment rate in a given area is high, the company’s recruitment process may be simpler. The
number of unsolicited applicants is usually greater, and the increased size of the labor pool provides better
opportunities for attracting qualified applicants.
• Labor market conditions in a local area are of primary importance in recruiting for most non-managerial,
supervisory and middle-management positions. However, so far as recruitment for executive and
professional positions is concerned, conditions of all India market are important.
• Another external factor is political and legal considerations. Reservation of jobs for SCs, STs, minorities, and
other backward classes is a political decision. Political leader claim that preference must be given to the
people of their respective states in matters of employment.
• The company’s image also matters in attracting large number of job seekers. Blue chip companies attract
large number of applications. Often, it is not the money that is important. It is not the money that is
important.
INTERNAL FACTORS

• One such internal factor is the recruiting policy of the organization. Most organizations have a policy on recruiting internally or externally.
Generally, the policy is to prefer internal sourcing, as own employees know the company well and can recommend candidates who fit the
organization’s culture.

• Another related policy is to have temporary and part time employees. An organization hiring temporary and part time employees is in a
less advantageous position in attracting sufficient applications.

• In MNC’s there us a policy relating to the recruitment of local citizens. MNC’s operating in our country prefer local citizens as that can
understand local languages, customs and business practices better.

• A major internal factor that can determine the success of the recruiting programme is whether or not the company engages in HRP. In
most cases, company cannot attract prospective employees in sufficient numbers and with required skills due to lack of required HRP.
Effective HRP greatly facilitates the recruiting efforts.

• Size is another internal factor, which has its influence on the recruitment process. An organization with one hundred thousand employees
will find recruiting less problematic than an organization with just one hundred employee.

• Cost of recruiting is yet another internal factor that has to be considered. Recruiting costs must be within the budgets. careful HRP and fore
fought by recruiters can minimize recruitment costs. Evaluating the quality, quantity and costs of recruitment helps ensure that it is efficient
and cost effective.
RECRUITMENT PROCESS

The recruitment process comprises of five interrelated stages viz.

• Planning
• Strategy Development
• Searching
• Screening
• Evaluation and control
The ideal recruitment program is the one, which attracts a relatively larger number of qualified applicants
who will survive the screening process and accept positions with the organization, when offered.
To approach the ideal, individuals responsible for the recruitment process must know how many and what
types of employees are needed, where and how to look for individuals with the appropriate qualifications
and interests, what inducements to use for various types applicant groups, how to distinguish applicants
who are unqualified from those who have a reasonable chance of success, and how to evaluate their work.
RECRUITMENT PROCESS
 Recruitment Process
• Recruitment Planning: The first stage in the recruitment process is planning. Planning involves
the translation of likely job vacancies and information about the nature of these jobs into a set of
objectives or targets that specify the:-
1. number
2. type of applicants to be contacted.

• Recruiting yield pyramid: Some employers use a recruiting pyramid to calculate the number of
applicants they must generate to hire the required number of new employees.
• If the company needs to hire 50 new entry level technical agents next quarter or year, then from
the experience the company knows the ratio of offers made to actual new hires is 2 to 1 i.e. half
the people to whom it makes offers accept them. The company also knows, from experience that
the ratio of candidates interviewed to offers made is 3 to 2.The ratio of candidates invited for
interviews and to candidates actually interviewed is about 4 to 3. Finally, the firm knows that of
the six leads that come from all the recruiting efforts, only one applicant typically gets interviewed
6:1 ratio.
• Strategy development: Once it is known how many and what type of recruits are required, serious consideration
needs to be given to (i) make or buy employees (ii) technological sophistication of recruitment and selection
devices (iii) geographical distribution of labor markets comprising job seekers (iv) sources of recruitment (v)
sequencing the activities in the recruitment process

• ‘Make’ or ‘Buy’ Organization must decide whether to hire less skilled employees and invest on training and
education programmes, or they can hire skilled labor and professionals. Essentially, this is the ‘make’ (hire less
skilled workers) or ‘buy’ (hire skilled workers and professionals) decision. Organizations, which hire skilled labor
and professionals, shall have to pay more for these employees.

• Technological Sophistication The second decision in strategy development relates to the methods used in
recruitment and selection. This decision is mainly influenced by the available technology. The computers have
given employers and job seekers a wider scope of options in the initial screening stage.

• Where to look In order to reduce costs, organizations look into labor markets most likely to offer the required job
seekers. Generally, company look into the national market for managerial and professional employees, regional or
local markets for technical employees and local markets for clerical and blue-collar employees.
 RECRUITMENT PROCESS
• The recruitment process for the Management trainees will be when HR will initiate the campus recruitment process by sending the company’s literature to the
campus, one month before the proposed date of recruitment. This will contain brochures of the company literature containing information about the company,
the job profile and the remuneration package.
• Pre Placement Talks:
1. HR will coordinate with the Placement Cell of short listed Institutes and schedule Pre Placement talks (PPT). The HR head and a senior line Manager will form
the Pre Placement Team. The following information will be carried to the Pre Placement Talks:
2. Brochures or company literature containing information about the company, job profiles and the remuneration package.
3. Application blanks
4. Number of job openings
5. Eligibility criteria for candidates will be given to the Placement Officer at the end of the PPT.

Eligibility
1. The following eligibility criteria will be used to short list applicants from various Institutes:
2. A CGPA of at least 6 out of 10 or its equivalent in the MBA/PGDBM program
3. Projects undertaken at the summer trainee/internship level
4. For Chartered Accountants, preference to 1st attempt in inter and final. Preferred one year industrial training over and above the article ship undertaken.

Screening of Application Blanks

• The Placement Coordinator/Administrative offices will short list candidates on the basis of predetermined eligibility criteria and send the list of short listed
students to the company at least one week before the date of campus interviews.
Selection Process
• Only Institutes where day 0, 1 or 2 is offered will be accepted. All eligible candidates will undergo the following 2 – step selection process:

• Group Discussion – This will be the first step of the selection process. Two members of the Campus Recruitment Team will observe each group
discussion. Observations will be recorded in the Group Discussion Observation Form and compared for a final rating at the end of the Group
Discussion. Topics will be a mix of economics, business and general awareness.
• Candidates who are selected after the Group discussion will be called for a personal interview. Interview Observation Forms will be used to evaluate the
candidate’s performance during the interview. Panel composition for the interview will be as per suggested Selection criteria for Students.

• It is imperative to not only recruit those students who do well academically but also those who possess a winning attitude but may not have done as well
academically. The following selection criteria can be used as a guide:

1. Academics – Focus on students who have consistently done exceptionally well

2. Extra and Co-curricular activities – Focus on Leadership, Initiative
3. Personality and Attitude – Focus on Communication, Presentation and Teamwork

• Offer Letters:
• Offer Letters will be sent to the selected candidates within 7 days of the selection process at the Campus. Candidates have to indicate his/her acceptance
by signing and returning the copy of the letter to HR not more than15 days after receipt of the letter. Where required blank offer letters will be carried
to the Campus and given at the time of placement itself.
PERFORMANCE EVALUATION AND PLACEMENT
• Upon completion of the training period, all trainees will undergo a performance evaluation. The
Process of the performance evaluation will be as follows:-
• Trainees will be required to present a report of the projects they have undertaken to the
Department Head at the end of the training period.
• HR will schedule a performance interview for every management trainee. The panel for
interview will consist of one cross – functional head, Department head and HR Manager.
• The trainee will be assessed on the projects completed and a number of parameters listed in the
“Trainee Evaluation Form”.
• The Performance Evaluation Panel will then either recommend a confirmation or separation as
per the trainee’s performance. Upon receiving the evaluation and recommendation, HR will
issue a confirmation letter to the trainee confirming him/her at executive level.
• The separation process will be initiated for trainees whose performance is not found to be
satisfactory.
 EXECUTIVE TRAINEES:
Sourcing of trainees.
• Campus rating through Publications: HR will refer to the campus ratings published in the Business Magazines of the
country and arrive at average campus ratings. For the current year the company should try to rank between 25 th and 50th rank.
It is further recommended that the company should try to rank between 30th and 40th rank
• Campus Relationship: The Company will develop close relationship with the targeted campuses by hiring large number,
conducting events, taking summer trainees, sending senior managers for lectures etc.
Positioning of trainees
• Fresh Graduates: Student with a Masters in Business Administration/Chartered Accountants will be placed at the
Management Trainee grades and will get confirmed in executive level after successful completion of the training period.
• Experience: Student with relevant work experience of 1 – 3 years will be given weightage but will be taken as Management
Trainee.
• Any candidate with more than three years of work experience will be considered a lateral recruit and appropriate fitment will
be done.
• TRAVEL
• Executive trainees will be provided with fare from their Institute/ home to the company. Conveyance expenses such as travel (Taxi) from the
Airport/ Railway station to the place of posting etc. will be paid.
• ACCOMMODATION
• Outstation Trainees will be provided twin sharing Accommodation for one month free of cost. Any cost for further requirement will be deducted
from the trainee stipend.
• TRAINING PROGRAM
• The Training program for both trainees will last for one year. The program has already been mentioned earlier in the recruitment process.
 SOURCES OF RECRUITMENT:
Recruiting is more likely to achieve its objectives if recruiting sources reflect the type of
position to be filled. The company should first make a thorough study about the nature of the
job and the source should be identified based on that.

The company should also consider the past experiences and should use that data for the present.
Certain recruiting sources are more effective than others for filling certain types of jobs. For
jobs like that of a senior executive and higher grade jobs advertisement in leading newspapers
and professional journals is advised.

There are two main sources of recruitment as under:

1) Internal Sources
2) External Sources.
 ANALYSIS OF THE STUDY:
Analysis of the study is done by the evaluation of the internal recruitment and external recruitment as
these are the main sources of recruiting employees which have merits as well as demerits. After that
evaluation of the whole recruiting process is done.

INTERNAL RECRUITMENT:

Merits of internal recruitment:

• It is cheaper.
• Candidates are already oriented towards organization.
• Organizations have better knowledge about internal candidates.
• Enhancement of employee morale and motivation.
• Good performance is rewarded.
 INTERNAL SOURCES:

• Recruiting may bring to mind employment agencies and classified ads, but current employees are often the best source of
candidates. Filling open positions with inside candidates has many benefits. First, there’s really no substitute for knowing candidate’s
strengths and weaknesses.
• It is often therefore safer to promote employees from within since there is a clearer picture about the person’s skill and his
behavior. Inside candidates may also be committed to the company. Morale may rise, to the extent that employees see promotion as
rewards for loyalty and competence.
• Many large organizations will attempt to develop their own employees for positions beyond the lowest level. These can occur
through an internal search of current employees, who have either bid for job, been identified through the organizations human
resource management system or even been referred by a fellow employee. The advantages of such searches are:
1. It is good public relations
2. Builds morale
3. It encourages good individuals who are ambitious.
4. It improves the probability of a good selection, since information on the individual’s performance is readily available.
5. It is less costly than going outside to recruit
6. Those chosen internally already know the organization.
7. When carefully planned, promoting from within can also act as a training device for developing middle-and top level
management.
Employee referral recommendations:
• One of the best sources for individuals who will perform effectively on the job is a
recommendation from a current employee.
• This is so because employees rarely recommend someone unless they believe that the
individual can perform adequately.
• Such a recommendation reflects on the recommender and when someone’s reputation is
at stake.
• Employee referrals also may have acquired more accurate information about their
potential jobs.
• The recommender often gives the applicant more realistic information about the job that
could be conveyed through employment agencies or newspaper advertisements.
• This information reduces unrealistic expectations and increases job survival.
Previous applicants:
• Although not truly internal, those who have previously applied for the jobs can be
contacted by mail, a quick and inexpensive way to fill an unexpected opening.
Although walk-ins are likely to be more suitable for filing unskilled and semi-
skilled jobs, some professional openings can be filled by applicants to the previous
jobs
Former employees:
• Former employees are also an internal source of applicants. Some retired
employees may be willing to come back to work on a part time basis or may
recommend who would be interested in working for the company.
 EXTERNAL SOURCES
• In addition to looking for candidates, it is customary for the organizations to open up recruiting efforts to the
external community. These efforts include advertisements, employment agencies, schools, colleges and universities,
professional organizations and unsolicited applicants.
• Professional or Trade Associations: Many associations provide placement services for their members. These
services may consist of compiling job seekers’ lists and providing access to members during regional or national
conventions. Many associations publish or sponsor trade journals or magazines for their members. Professionals or
trade associations are particularly useful for attracting highly educated, experienced or skilled personnel.

• Advertisements:When an organization wishes to communicate to the public that it has vacancy, advertisement is
one of the most popular methods used. However, the type of the job often determines where the advertisement is
placed. The higher the position in the organization, the more the specialized the skills, or the shorter the supply of
that resource in the labor force, the more widely dispersed the advertisement is likely to be.

• Employee agencies: These agencies are also of three types: public or state agencies, private employment
agencies and management consulting firms. The major difference between these sources is the type of clientele
served. All states provide public employment service. The main function of these agencies is closely tied to
unemployment benefits, since benefit in some states are given only to individuals who are registered with their states
employment agency.
• Campus recruitment: Colleges, universities, research laboratories and institutes are fertile ground for recruiters,
particularly the institutes. IIMs’ and IITs’ are on the top list of avenues for recruiters.

• Walk-ins, write-ins, talk-ins: The most common and least expensive approach for candidates is direct applications, in
which job seekers submit unsolicited application letters or resumes. Direct applications also provide a pool of potential
employees to meet future needs. Direct applications are particularly effective in filling entry level and unskilled vacancies,
some organizations pools of potential employees from direct applications for skilled positions.
• Contractors: Contractors are used to recruit casual workers. The names of the workers are not entered in the company
records and to this extent difficulties experienced in maintaining permanent workers are avoided.

• Displaced persons: Sitting and implementation of a project in an area would result in displacement of several hundred
inhabitants. Rehabilitating the displaced people in a social responsibility of business. Such people are a source of
recruitment.

• Mergers and acquisitions: Another method of staffing organizations is the result of merger or acquisition process.
When combine into one, organizations have to handle a large pool of employees some of whom may no longer be
necessary in the new organization. Consequently, the new organization has, in effect, a pool of qualified job applicants.

• Competitors: Rival firms can be a source of recruitment. Popularly called ‘poaching’ or ‘raiding’, this method involves
identifying the right people in rival companies, offering them better terms and luring them away.
 DEMERITS OF INTERNAL RECRUITMENT:

• It perpetuates the old concepts of doing things.

• It abets raiding.
• Candidate’s current work may be affected.
• Politics play greater role.
• Morale problem for those not promoted.
 EXTERNAL RECRUITMENT:
Merits of external recruitment:

 The organization will have the benefit of new skills, new talents and new experiences, if people are
hired from external sources.

 The management will be able to fulfill reservation requirements in favor of the disadvantaged
sections of the society.

 Scope of resentment, heartburn and jealousy can be avoided by recruiting from outside.
 DEMERITS OF EXTERNAL RECRUITMENT:

• Better motivation and increased morale associated with promoting own employees
are lost to the organization.

• It is costly as compared to internal source of recruitment.

• If recruitment and selection processes are not properly carried out, chances of
right candidates being rejected and wrong applicants being selected occur.
 Company Background

• Dan's Energy Limited is the first PCMM Level 5 and SEI CMM Level 5 certified global IT Services Company.
Dan's Energy is one of the largest product engineering and support service providers worldwide. Dan's Energy
provides comprehensive research and development services, IT solutions and services, including systems
integration, Information Systems outsourcing, package implementation, software application development and
maintenance services to corporations globally.
• In the Indian marketman Energy is a leader in providing IT solutions and services for the corporate segment in
India offering system integration, network integration, software solutions and IT services. IMSI INDIA PVT LTD
also has profitable presence in niche market segments of consumer products and lighting.
• In the Asia Pacific and Middle East markets, IMSI INDIA PVT LTD provides IT solutions and services for global
corporations. IMSI INDIA PVT LTD’s ADRs are listed on the New York Stock Exchange,and its equity shares are
listed in India on the Stock Exchange - Mumbai, and the National Stock Exchange.
• In 2005-06, the IMSI INDIA PVT LTD Group recorded revenues of US$ 2.41 billion. As on 31 March,2006 the
company had 53,000+ employees.
 IMSI INDIA PVT LTD Technologies in the UK
IMSI INDIA PVT LTD Technologies,UK started its operations in the year 1995.IMSI INDIA PVT LTD Technologies,UK
recorded revenues of US$ 0.6 million in 2004-05.
IMSI INDIA PVT LTD Technologies,UK recorded revenues of US$ 0.6 million in 2004-05.The company offers services in the
following segments:
• IT Services
• Product Engineering Services
• Technology Infrastructure Services
• Consulting Services
• BPO Services
With more than 25 years of experience in IT and process optimisation, IMSI INDIA PVT LTD offer a wide range of business
services that integrate best-in-breed business, technology and process solutions.
The company services include systems integration, package implementation,product engineering, software custom application
development & maintenance,transaction processing,knowledge process outsourcing,and customer contact solutions for Global 2000
customers on a Global Services Delivery platform.
IMSI INDIA PVT LTD offers solutions across industries like retail, consumer products and distribution,health & life
sciences,energy & utilities,financial services, manufacturing,telecom and technology products.
 ESSENTIAL FRAMEWORK
• IMSI (INDIA) PVT Ltd will work towards designing and institutionalizing the following essential frameworks/process
to ensure the effective deployment of this policy:
• 1. Productivity and Staffing norms: The Company will undertake a process of setting these norms through internal
benchmarking across different locations
• 2. Competency Framework: The Company will invest in defining a competency framework which will consist of the
following: Managerial and Technical competencies for all functions Proficiency scale and competency benchmarks for
each unique position, which would define the expected level of proficiency for each competency.
• 3. Job Evaluations: A job evaluation/classification exercise will be conducted to understand the value of each job so
that each job is attached a value or a corresponding grade. A mismatch between the grades and the appropriate grade for
the position will be eliminated over a period of time.
• 4. Interviewer Training: A process to certify internal interviewers in selection skills will facilitate in standardization of
the process, thereby ensuring the quality of recruitment.
• 5. Internal Database: An automated database consisting of potential candidates (walk-ins, unsolicited applications,
advertisement responses) will scientifically strengthen the recruitment function with the Company.
• 6. Grade Structure: The main objective is to rationalize and simplify the existing grade structure so as improve
efficiency in HR processes and to flatten the organizational structure, thereby improving performance effectiveness.
MANPOWER PLANNING
Manpower planning is a key input to the recruitment process. The objective of manpower planning is to determine the
human resource needs of the organization and secure qualified people to meet those requirements both through internal and
external recruitment. Manpower productivity and staffing norms will form the basis of manpower planning process, since
these will help set standards while forecasting manpower requirements.

• Manpower Forecasting: The overall annual business plan for the Company will be broken down into plans and targets
for each individual department. Each department will calculate their grade wise manpower requirements based on the
staffing norms, and provide quarterly and monthly manpower requirements to corporate HR.

• Manpower Inventory: HR will prepare the current manpower status of each department, including an analysis of the
current manpower at each location, grade and skill summary.

• Identifying Manpower Gaps: The existing number of employees and their skill levels will be compared with the
forecasted requirements to identify qualitative and quantitative gaps

• Manpower Plans: On the basis of the identified gaps, HR will prepare an overall manpower plan which provides
adequate lead time for transfers, retaining, promotions and external hiring. The plan will also contain details on
Department wise numbers for transfers, retaining and promotions. Department wise numbers for external recruitment.
The final manpower plan will be prepared. Once completed, it will be put up for approval by all department heads and the
Managing Director.
 FINDINGS OF RECRUITMENT PROCESS OF SALES EXECUTIVES AT IMSI (INDIA) PVT LTD. (FOCUS
ON INFORMATION TO BE CAPTURED FOR SALES EXECUTIVES)

The various steps during the recruitment process of sales executives are:
1. The recruitment process of sales executives starts with the downloading of resumes from various database/sources like
www.naukri.com,www.times job.com, etc.
2. Firstly the short listing of the candidates is done according to the job description and job subscription and the eligibility for
sales executive is that the candidate should be either B.Tech /diploma in mechanical / automobile / technical and should have
at least 1-4 years of work experience.
3. Short listed candidates are to be detected on various constraints like communication skill, technical knowledge, last employment,
etc.
4. After that it is to be detected that whether the candidates is within the limitations of the organization. In personal profile (PP
FORM) he has to give all the details regarding themselves, which the company required .The Predictive Index form is an
analysis in which candidate tells about themselves according to himself on the first page and defined by others on the second
page, through which company can examine whether the person is a right choice to intact particular crystal for which the
candidate is applying. Then again short listing is done the basis of this Predictive Index analysis.
5. Those candidates who are short listed after this Predictive Index test have to go for further processing i.e. Interview PART A
in which one technical Person will take interview.
6. The last round that is held is the HR interview (PART B), here the focus is on whether the candidate can adjust to the high-
pressure work situation, and job demands. In this process of interview each round is elimination round of unworthy candidates
7. After this final interview short listed candidates or finally selected candidates have to move for further processing i.e. joining of
finally selected candidates.
 Joining of finally selected candidates:
• The various steps are:
• checking of all the academic/professional documents which the candidates mentioned in the PP Form (Annexure I)
• Offer letter (Annexure V)
• Medical formalities (Annexure IV)
• Joining –cum-checklist (Annexure V)
• Induction
• Joining in their specified areas.

Positioning of trainees Selected trainees will be positioned at the following grades:

Fresh Graduates: Student with a Masters in Business Administration/Chartered Accountants will be placed at the
Management Trainee grades and will get confirmed in executive level. After successful completion of the training period.
Experience: Student with relevant work experience of 1 – 3 years will be given weight age but will be taken as
Management Trainee.
 IMSI INDIA PVT LTD RECRUITMENT PROCESS
IMSI INDIA PVT LTD recruitment process consists of three rounds
Round 1: Written test consists three sections (50 Minutes)
1. Verbal: This section will have 15 questions related to synonyms, antonyms, Analogies, SC, Prepositions and reading comprehension.
2. Aptitude: This sections will have 15 questions related to aptitude topics like Time & Work, Time & Distance, Blood Relations, Series
Completion, Puzzles, Calendars, Clocks, Percentages, Ratio proportions, Ages, Pipes and Cisterns etc.,
3. Technical: This section will have 20 questions related to basic technical concepts from C, C++, Java, Linux, UNIX, DBMS, SQL,
Programming fundamentals, Hardware, Software Engineering, Micro Processors etc.,
Candidates are informed to brush up their technical skills which were covered in their regular academic curriculum.

Round 2: Technical Interview

This is a major elimination round. Candidates should be thorough with their basic technical skills to clear this round. Candidates are
here by informed to be prepared with their core subjects.

Round 3: HR Interview
Candidates were gone through basic HR interview questions like Tell me about yourself, Why should I hire you, Why only IMSI
(INDIA) PVT LTD , What is SIX sigma level. Candidates were also tested in their communication and vocabulary during technical
and HR interviews
 HR INTERVIEW
Few questions asked in HR interview are given below:-
01.Tell about your family background?
02. Why do you like to join in IMSI (India) Pvt Ltd ?
03.What do you know about IMSI (India) Pvt Ltd ?
04. Why should I hire you?
05.What are your achievements?
06.Do you have any question to ask?
07.How would you manage stress at job?
08.Where do you see yourself after three years?
09.Why you are applying for this post? or What qualities do you have for applying for this job?
Q10.As you are a Non-IT student why are you preferring IT field only?
 Few interview tips suggested for the candidate to keep in mind before entering the HR interview

• Prior to the entering the door, attire should be adjusted properly

• Before entering it should be enquired by saying, “May I come in sir/madam”.
• To Face the panel and confidently say ‘Good day sir/madam’ on entering.
• If the members of the interview board want to shake hands, then a firm grip should be given by
candidate by first maintaining eye contact and a smile.
• Permission should be taken to sit down. If the interviewers are standing, wait for them to sit
down first before sitting.
• An alert interviewee would diffuse the tense situation with light-hearted humor and immediately
set rapport with the interviewers.
 Few things candidate should be mentally prepared before the interview
• Enthusiasm: The interviewer normally pays more attention if candidate display an enthusiasm in whatever is said.
This enthusiasm come across in the energetic way in which the candidate put forward your ideas. Candidate should
maintain a cheerful disposition throughout the interview, i.e. a pleasant countenance holds the interviewers interest.

• Humor: A little humor or wit thrown in the discussion occasionally enables the interviewers to look at the pleasant
side of the candidate personality. If it does not come naturally do not contrive it. By injecting humor in the
situation doesn’t mean that the candidate should keep telling jokes. It means to make a passing comment that,
perhaps, makes the interviewer smile.

• Eye contact: The candidate must maintain eye contact with the panel, right through the interview. This shows your
self-confidence and honesty. Many interviewees while answering, tend to look away. This conveys you are
concealing your own anxiety, fear and lack of confidence. Maintaining an eye contact is a difficult process. As the
circumstances in an interview are different, the value of eye contact is tremendous in making a personal impact.

• To be natural: Many interviewees adopt a stance which is not their natural self. It is amusing for interviewers when
a candidate launches into an accent which he or she cannot sustain consistently through the interview or adopt
mannerisms that are inconsistent with his/her personality. Interviewers appreciate a natural person rather than an
actor. It is best for the candidate to talk in natural manner because then you appear genuine.
 Few questions candidate can ask to HR:
Given below are the few question a candidate can ask the HR after a successful HR interview:-
1. What kind of assignments might I expect the first six months on the job?
2. How often are performance reviews given?
3. Please describe the duties of the job for me.
4. What products (or services) are in the development stage now?
5. What are your growth projections for next year?
6. Does your company encourage further education?
7. Do you offer flextime?
8. What is the usual promotional time frame?
9. Does your company offer either single or dual career-track programs?
10. What do you like best about your job/company?
11. Do you fill positions from the outside or promote from within first?
12. Is this a new position or am I replacing someone?
13. May I talk with the last person who held this position?
14. What qualities are you looking for in the candidate who fills this position?
15. What skills are especially important for someone in this position?
 CONCLUSION

• Founded in 1945 by M.H Hasham Premji, Western India Vegetable Products (IMSI (INDIA) PVT LTD ) was inherited by his son Azim Premji at
the age of 21, on the death of his father in 1966. From its business focus at that time as a manufacturer of food products, Azim Premji led its
diversification into the technology domain, first in personal computers, and then in software from 1984 onwards.
• The company also moved to Bangalore, where it is still headquartered. IMSI (India) Pvt Ltd also operated out of a number of other Indian cities,
and had also increased its global presence over the years.
• In Europe, it had offices in France, Germany, Switzerland, Finland, Sweden, and The Netherlands, with a regional headquarters in the UK. Its Asia
Pacific offices were in Japan, Australia, China, Malaysia, and Singapore. In North America, it operated out of the West, Midwest, North East, and
Eastern regions, and in Ontario, Canada. IMSI (India) Pvt Ltd ’s revenue had increased from in $ 75 million in 1995 to $ 1870 million in 2005

• Mr. Premji owned over 80% of the shares of IMSI (India) Pvt Ltd Ltd. (IMSI (India) Pvt Ltd parent company), valued at over 21bn,making him
the richest man in India and one of the richest in Asia. As one of Asia’s leading business leaders, he had been awarded many accolades for his
leadership of IMSI (India) Pvt Ltd , including Business Man of the Year 2000 by Business India, and Business Leader of the Year 2004 by the
Economic Times.
• He was also the prime mover behind IMSI (India) Pvt Ltd’s achievement of advanced Six Sigma, CMM, and PCMM status.Today, IMSI (India) Pvt
Ltd Limited was among the first PCMM Level 5 and SEI CMM Level 5 certified IT Services Company globally.
• Despite his fame and fortune, Mr. Premji was known for his low-key personal management style, which focused mainly on professional values,
integrity of character, and extremely high performance standards.
• He maintained a grueling work schedule, and had inspired many generations of technology leaders in his company and the wider IT industry in
India. IMSI (India) Pvt Ltd across all walks of the organization were equally proud of their intellectual integrity and professional work ethics, and
many referred to themselves as “baby-Premji’s”.
 Recent Achievements
• Over its recent history, IMSI (India) Pvt Ltd had exhibited an impressive growth rate through the
delivery of established services. These in turn served as a solid foundation for its continued focus on
innovation, new services and value creation, and future investments in human resources, business
efficiencies, and achieving best practices in multiple areas.
• One of IMSI (India) Pvt Ltd’s key strategies was to expand into related business areas, either through
internal expansion, or acquisition. IMSI (India) Pvt Ltd was one of the first large Indian external
service providers (ESPs) to foray into business process outsourcing (BPO) as it acquired Spectra mind
in July 2002. IMSI (India) Pvt Ltd continued to add to its industry depth and expertise through a
series of strategic acquisitions.
• In December 2005, IMSI (India) Pvt Ltd closed a deal with New Logic in the Product Engineering
Services space and man Power in the Banking space.
• In February 2006, the company acquired cMango Inc., a Sunnyvale,California, US-headquartered
company in an all cash deal., buying not just credibility but a 120-member strong team and deep
domain expertise in Business Service Management.
• In addition to their key growth areas, IMSI (India) Pvt Ltd had also been able to leverage one of the
fastest-growing industry areas viz the semi-conductor industry and create a market for testing
everything from circuits in development to final products .
 REFERENCES
• www.IMSI(India)PvtLtd.com
• www.freshersworld.com
• www.greekinterview.com
• www.chetanas.com