RECRUITMENT AND SELECTION PROCESS AT INFOSYS AND LEARNING MATE"

Summer Training Project

(Summer training project Submitted in partial fulfillment of the requirements for the award of degree of bachelor of business administration) (2011-2014)

Submitted To: Ms.

Submitted By

DELHI INSTITUTE OF RURAL DEVELOPMENT (NANGLIPOONA)

(AFFILIATED TO G.G.S.I.P. UNIVERSITY)

DECLARATION

I hereby declare that the project report titled RECRUITMENT AND SELECTION PROCESS AT INFOSYS AND LEARNING MATE is my own work and has been carried out under the able guidance of Mr. Abhishek Mishra(marketing manager) of Ginfomatics. All care has been taken to keep this report error free and I sincerely regret for any unintended discrepancies that might have crept into this report. I shall be highly obliged if errors (if any) are brought to my attention.

Thank You. IMRAN KHAN

GUIDE CERTIFICATE
This is to certify that the project entitled RECRUITMENT AND SELECTION PROCESS AT INFOSYS AND LEARNING MATE is the bonfide work carried out by IMRAN KHAN student of BBA(GEN.),DIRD NANGLI POONA in partial fulfillment of the requirements for the award of the Degree of BBA.

MS. (Project Guide)

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ACKNOWLEDGEMENT

Acknowledgement is an art, one can write glib stanzas without meaning a word, on the other hand one can make a simple expression of gratitude I take the opportunity to express my gratitude to all of the who in some or other way helped me to accomplish this challenging project in G-Informatics Rohini sector 3. I am extremely thankful and pay my gratitude to our Director sir Narender Mohan and my faculty guide Ms. for their valuable guidance and support on

completion of this project in its presently.I am very thankful Abhishek Mishra (Marketing Manager) for their everlasting support and guidance on the ground of which I have acquired a new field of knowledge. A special appreciative Thank you in accorded to all staff of GInformatics for their positive support. I also acknowledge with a deep sense of reverence, my gratitude towards my parents and member of my family, who has always supported me morally as well as economically. At last but not least gratitude goes to all of my friends who directly or indirectly helped me to complete this project report.

BBA(GEN.)

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EXECUTIVE SUMMARY
Today, in every organisation personnel planning as an activity is necessary. It is an important part of an organisation. Human Resource Planning is a vital ingredient for the success of the organisation in the long run. There are certain ways that are to be followed by every organisation, which ensures that it has right number and kind of people, at the right place and right time, so that organisation can achieve its planned objective. The objectives of Human Resource Department are Human Resource Planning, Recruitment and Selection, Training and Development, Career planning, Transfer and Promotion, Risk Management, Performance Appraisal and so on. Each objective needs special attention and proper planning and implementation. For every organisation it is important to have a right person on a right job. Recruitment and Selection plays a vital role in this situation. Shortage of skills and the use of new technology are putting considerable pressure on how employers go about Recruiting and Selecting staff. It is recommended to carry out a strategic analysis of Recruitment and Selection procedure. With reference to this context, this project is been prepared to put a light on Recruitment and Selection process at Infosys.

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INDEX TABLE OF CONTENT

S.NO. TOPICS
Declaration

PG NO.

SIGN.
i

1 2 3 4 5 6 7 8 9
Acknowledgement

Executive Summary

Chapter 1: Introduction

1 9 26 49 52 63

Chapter 2: Company Profile

Chapter 3 : Background Information

Chapter 4: Research Objective and Methodology

Chapter 5: Data Analysis and Interpretation Chapter 6: Findings and Conclusion

10

Chapter 7: Recommendations

66

11 12 9

Bibliography Annexure Questionnaire

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68 70 71

CHAPTER 1 INTRODUCTION

OVERVIEW OF THE INDUSTRY

What drives the Indian IT market? As is the case with most nations in the early stages of the IT maturity curve, the Indian market is prima. The hardware sector currently accounts for around 56 percent of total IT spending and is growing faster than other sectors of this industry. Looking at the frenzy in the PCs marketplace, its fairly obvious that PCs are fuelling growth hardware market. Perhaps the single largest contributor to this impressive growth is the burgeoning home segment. Today, more than a third of all PCs shipped in a year make their way to the home segment; and the way things are moving, this share will improve in future. This obviously means that no vendor can afford to neglect this segment. The winners of the future will be the ones who have in place a focused consumer strategy to address the home segment IDCs "Millennium Home" study reveals that the most important reason for purchasing a home PC revolve around enhancing the familys computer skills. In an era where people have realized the importance of being IT literate, this finding springs no major surprises. Another important finding is that while the chief wage earner of a household is the primary decision-maker in so far as PC purchase is concerned, family and friends play an important role in influencing the decision. The survey also reveals that average home PC user is around 28 years old however; IDC believes that as computer education in schools becomes More widespread and more children start using PCs at home, the average home PC user of the future might be younger. The vision of Information Technology (IT) policy is to use IT as a tool for raising the living standards of the common man and enriching their lives. Though, urban India has a high internet density, the government also wants PC and Internet penetration in the rural India. In Information technology (IT), India has built up valuable brand equity in the global markets. In IT-enabled services (ITES), India has emerged as the most preferred destination for business process outsourcing (BPO), a key driver of growth for the software industry and the services sector. India's most prized resource in today's knowledge economy is its readily available technical work force. India has the second largest English-speaking scientific professionals in the world, second only to the U.S. According the data from ministry of communication and information technology, the ITES-BPO industry has grown by about 54 per cent with export earnings of US$ 3.6
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billion during 2005-06. Output of the Indian electronics and IT industry is estimated to have grown by 18.2 per cent to Rs. 1,14,650crore in 2006-07. The share of hardware and non-software services in the IT sector has declined consistently every year in the recent past. The share of software services in electronics and IT sector has gone up from 38.7 per cent in 1998-99 to 61.8 percent in 2005-06. However, there has been some welcome acceleration in the hardware sector with a sharp deceleration in the rate of decline of hardware's share in electronics and IT industry. Output of computers in value terms, for example, increased by 36.0, 19.7 and 57.6 per cent in 2003-04, 2004-05, and 2005-06, respectively. All the sub-sectors of the non-software component of electronic and IT industry grew at over 8 per cent in 2005-06, but this was far below the rate of growth of software services. Overall, after declining precipitously from 61.4 per cent in 1998-99 to 40.9 percent in 2001-02, the share of hardware in this important industry declined only marginally to 38.2 percent in the subsequent years. Export markets continue to dominate the domestic segment. The size of the domestic market in software relative to the export markets for Indian software, which was 45.2 percent in 2002-03, after declining rapidly to 29.8 percent in 2003-04, fell only to 29.1 percent and 27.7 per cent in the two subsequent years. Value of software and services export is estimated to have increased by 30 percent to US$12.5 billion in 2005-06. The Software Technology Parks of India have reported software exports of Rs. 31,578 crore (US$ 6,947 million) during April - December 200506 as against Rs. 22,678 crore (US$ 4,913) during the corresponding period last year. The annual growth rate of India's software exports has been consistently over 50 percent since 1991. No other Indian industry has performed so well against the global competition. According to a NASSCOM-McKinsey report, annual revenue projections for Indias IT industry in 2008 are US $ 87 billion and market openings are emerging across four broad sectors, IT services, software products, IT enabled services, and e-businesses thus creating a number of opportunities for Indian companies. In addition to the export market, all of these segments have a domestic market component as well.

The IT-enabled service industry in India began to evolve in the early nineties when companies such as American Express, British Airways, GE and Swissair set up their offshore operations in India.

Today a large number of foreign affiliates operate IT-enabled services in India. The different service lines of IT enabled services off shored to India include customer care, finance, human resources, billing and payment services, administration and content development

MAJOR STEPS TAKEN FOR PROMOTION OF IT INDUSTRY With the formation of a ministry for IT, Government of India has taken a major step towards promoting the domestic industry and achieving the full potential of the Indian IT entrepreneurs. Constraints have been comprehensively identified and steps taken to overcome them and also to provide incentives. In order to broaden the internet base, the Department of Information technology has also announced a programme to establish State Wide Area Network (SWAN) up to the block level to provide connectivity for e-governance. The Department has also set up Community Information Centres (CICs) in hilly, far-flung areas of the North-East and Jammu and Kashmir to facilitate the spread of benefit of information and communication technology. It is also proposed to set up CICs in other hilly, far-flung areas of the country like Uttaranchal, Andaman & Nicobar and Lakshadweep. A number of steps have been taken to meet the challenge of zero duty regime in 2005-06 under the Information Technology Agreement (ITA-1). Tariffs on raw materials, parts, other inputs and capital goods have been rationalized to make domestic manufacturing viable and competitive. In order to broaden the internet base, the Department of Information technology has also announced a programme to establish State Wide Area Network (SWAN) up to the block level to provide connectivity for e-governance. The Department has also set up Community Information Centres (CICs) in hilly, far-flung areas of the North-East and Jammu and Kashmir to facilitate the spread of benefit of information and communication technology. It is also proposed to set up CICs in other hilly, far-flung areas of the country like Uttaranchal, Andaman & Nicobar and Lakshadweep.

A number of steps have been taken to meet the challenge of zero duty regime in 2005-06 under the Information Technology Agreement (ITA-1). Tariffs on raw materials, parts, other inputs and capital goods have been rationalized to make domestic manufacturing viable and competitive.

INDIAN HARDWARE PIPE DREAM OR GOLD RUSH? For the beleaguered Indian hardware industry, survival is often more important than growth. Yet, a recent MAIT-Ernst & Young study said that this very industry could zoom to revenues of $62 billion by 2010. IT hardware manufacturing in India is a classic case of the chicken and egg syndrome. Should we wait for the market to grow to high volumes that justify creating a manufacturing base in India, or should we just kick-start manufacturing so that prices then come down and thereby create volumes? The debate has raged on long enough and no consensus seems to be emerging. Rather, things took a turn for the worse with recent years witnessing a perceptible decline in manufacturing activity. Therefore, when a recent MAIT study, conducted jointly with Big Five firm Ernst & Young, concluded that the Indian hardware industry had the potential to reach a size of $62 billion by 2010, it not only raised many an eyebrow, but derisive laughter from sceptics. Sample some salient conclusions of the study which paint a rosy future for India Hardware Inc: By 2010, the Indian hardware industry has the potential to grow to twelve times its existing market size, with the domestic market accounting for $37 billion and exports accounting for another $37 billion. The study has identified major export opportunities in the areas of innovative new devices, contract manufacturing and design services. The study says that component exports offers an opportunity worth $5 billion, while that of design and related services in embedded systems and wireless telecommunication services can bring in another $7 billion by 2010. Further, ambitious projections have been made in the area of contract manufacturing, which represents a $11 billion opportunity if India succeeds in capturing a share of only 2.2 percent of the global pie by 2010. Though the rosy projections look good on paper, is this growth really possible? Sceptics deride the study as an attempt by the hardware industry to copy its software counterpart, which has been tom-tommingNasscom and McKinseys projection of $87 billion in
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software revenues by 2008. MAIT officials are however quite upbeat. Says VinayDeshpande, president of MAIT, There are four key steps which we need to take to make India a manufacturing-friendly country. Firstly, market India as a hardware destination and build a brand akin to software. Making India manufacturing-friendly through improvements in infrastructure and logistics should follow this. We should also emphasise on design and innovation through the development of Indian solutions for Indian needs. All these initiatives need to be backed up by the government with adequate funds. The bright side For a country whose economy is so heavily dependent on agriculture, a vibrant hardware industry has the potential to generate three million jobs, especially for Indians who come from economically underprivileged sections, who arent very highly educated. So, in the words of Deshpande, the hardware industry can be some sort of a panacea for Indias unemployment problem. Also, with the size of the contract manufacturing industry expected to be over $500 billion by the year 2010, Indian firms could grab a significant chunk of the pie in a manner pretty similar to Indias emergence as a key player in the global BPO stakes. And, with a potentially huge market in embedded systems emerging, Indian firms with the right mix of hardware and software can be big players here. For the record, of all the highend processors produced in the world, only 6 percent are used in PCs and the remaining 94 percent are used in entertainment electronics, non-PC devices, communication products and embedded electronics. 1. The hardware revolution is also essential for the continued high growth of the software industry. As Vinnie Mehta, director of MAIT, puts it: India ca n lose out on the software advantage it has already built up, and the future potential, if 2. it does not concentrate on the hardware front. For example, the estimated domestic hardware requirement by 2008 to meet the software target of $87 billion is $160 million. And now the problems But before India Inc. can go into ballistic mode on the hardware front, there are lots of serious issues that need to be addressed. Issues like lack of local availability of input raw material, ever changing government policies, inconsistent sales tax structures in different
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states, high interest rates, customs duties on capital goods, poor infrastructure, inordinately long and variable transit times all add to uncertainty, delays and increased costs. Something that hardware manufacturers dread.Explains Manoj Churra, country manager-manufacturing, IBM India, Everyone in India cribs about duty, but even China has a similar duty structure. The main reason why companies prefer to locate their manufacturing operations in China is because customs processing in China is much faster. Here, even after a manufacturers raw material arrives at a port it might take another month or so before the goods reach his factory. In the fast changing world of technology, thats virtually suicidal for companies into hardware manufacturing. Besides, labour laws in China are also very flexible. In India, laments Raj Saraf, chairman and managing director of Zenith Computers, there are a lot of restrictions for the hardware industry. The software industry has grown in leaps and bounds simply because there have been no restrictions. On the other hand, even if I do manufacture in an SEZ in India, I cannot sell my products in the domestic market. The government says everything should be exported. But it should realise that the industry will always flock to an area where there are least restrictions. The government can also take a cue from the fact that if the industry is allowed to grow to three times the size it currently is today, it can earn more tax from its revenues. The manufacturing industry in India also suffers from a lack of proper environmental standards. With environmental concerns mainly ignored or casually overlooked by Indian corporates, MNCs desist from setting up manufacturing bases here since there is no compliance with ISO 14000 standards, which deal with environmental issues. On the design front too, there are lots of opportunities left to be explored. Design exports are a $7 billion opportunity in areas like embedded systems and wireless telecommunications. While Indian firms do some work on hardware design exports, many unfortunately show this as software exports to avoid tax. Fact is, some experts say a robust design sector could play a huge role in bringing down PC prices too a significant reason why PC penetration remains low in India. For example, on a CPU that costs $150, the material cost is not even $4. Adds Deshpande, If we can get a design, like say a PII, made either by ourselves or if we can get the government to buy out a design and start manufacturing here, this would bring costs down substantially in PCs.

The silver lining The Indian hardware industry could learn a thing or two from the Taiwanese hardware industry, where companies started off as component assemblers some years ago. Today, the same firms are world leaders, and in fact outsource their manufacturing designs to other countries. A majority of Taiwanese firms are now original manufacturers of chipsets. Another instance that could inspire companies to set up local manufacturing bases is the example of D-Link. D-Link is one of the very few hardware companies in India that does local manufacturing. Recently, the company tied up with Taiwan-based Gigabyte Technology to manufacture and market motherboards locally. D-Link will manufacture approximately 30,000 motherboards per month. Besides giving D-link a key advantage in terms of technology, it also means utilisation of D-Links manufacturing facilities. The cost savings per motherboard when manufactured here works out to be approximately $5. Hence, if volumes are huge, it does makes sense to outsource contract manufacturing to India. And for sceptics who doubt the quality of Indian products, Ram Agarwal, managing director, Wipro ePeripherals has a ready answer, Doubting Thomass who keep on questioning the quality of Indian products should know that Legend computers, the largest maker of PCs in China, buys network interface cards from India. Going forward, if the government and the hardware industry proactively decide to work together and solve issues rather than have one hand clamouring for duty concessions, and the other avoiding issues, the Indian hardware industry could definitely go the software way-as MAIT and Ernst & Young have said. The only question to ask is whether the government and the industry are up to it.

CHAPTER 2 COMPANY PROFILE

COMPANY PROFILE INTRODUCTION AND COMPANY HISTORY

Infosys Technologies Ltd. (NASDAQ: INFY) was started in 1981 by seven people with US$ 250. Today, it is a global leader in the "next generation" of IT and consulting with revenues of over US$ 4 billion. Infosys defines, designs and delivers technology-enabled business solutions that help Global 2000 companies win in a Flat World. Infosys also provides a complete range of services by leveraging our domain and business expertise and strategic alliances with leading technology providers. Infosys' service offerings span business and technology consulting, application services, systems integration, product engineering, custom software development, maintenance, reengineering, independent testing and validation services, IT infrastructure services and business process outsourcing. Infosys pioneered the Global Delivery Model (GDM), which emerged as a disruptive force in the industry leading to the rise of offshore outsourcing. The GDM is based on the principle of taking work to the location where the best talent is available, where it makes the best economic sense, with the least amount of acceptable risk. Infosys has a global footprint with over 50 offices and development centers in India, China, Australia, the Czech Republic, Poland, the UK, Canada and Japan. Infosys has over 103,000 employees. Infosys takes pride in building strategic long-term client relationships. Over 97% of our revenues come from existing customers.

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The primary purpose of corporate leadership is to create wealth legally and ethically. This translates to bringing a high level of satisfaction to five constituencies - customers, employees, investors, vendors and the society-at-large. The raison d'tre of every corporate body is to ensure predictability, sustainability and profitability of revenues year after year. - N. R. Narayana Murthy Chairman of the Board and Chief Mentor Employees: 113,800 Employee growth: 8.5% Infosys emphasizes every aspect of IT. One of India's leading technology services firms, Infosys Technologies provides software development and engineering to corporate clients through a network of development centers in Asia, Europe, and North America. It also provides data management, systems integration, project management, support, and maintenance services. Subsidiary Infosys BPO offers business process outsourcing (BPO) services, and US-based Infosys Consulting provides strategic consulting. Infosys gets effectively all of its sales from international markets, with North America accounting for twothirds of the total. Clients come mainly from the financial services, manufacturing, telecom, and retail industries. Key numbers for fiscal year ending March, 2010: Sales: $4,804.0M One year growth: 3.0% Net income: $1,313.0M
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Income growth: 2.5% Officers: CEO, Managing Director, and Head, Executive Council: S. (Kris) Gopalakrishnan COO and Director: S. D. Shibulal SVP and CFO: V. Balakrishnan Competitors: Satyam Tata Consultancy Wipro Technologies Service Offerings Services Infosys BPO's services practice is focused on Hospitality, Real Estate, Professional Services, and Transportation and Logistics. We have a Center of Excellence (CoE) for each sector to develop industry-specific solutions and identify nuances of enterprise transactional processes. In addition, the CoE designs training modules to train and certify our professionals before client operations.

Hospitality

The IT landscape is challenged by multiple, fragmented systems which do not interface with each other and decentralized processes that are highly dependent on paper and manual approvals leading to lower operating profits and earnings per share

Inability to reduce costs proportionate with fall in revenues due to the lack of proper process mechanisms

The economic downturn has resulted in reduced Revenue Per Available Room (RevPar) and lower Return On Investment that may lead to asset liquidation

Our offerings for the Hospitality industry include:

Customer Service and Sales Support: Central reservation system, frequent guest program management and global preferred account hotline
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Hotel Accounting: Invoice processing, sales and use tax calculation, vendor statements review, new vendor set up, re-bills, AP Aging run, accruals and reconciliations

Fixed Asset Procurement: Budgeting, purchase order/ contract generation, expediting, tracking of budget and global LCC sourcing

Human Resources: HR strategy and performance management, payroll and benefits, HR administration and flex-staffing

Knowledge Services: MIS, quantitative research, market risk assessment, decision support, analysis and reporting

Global Distribution Systems Managing and uploading data to GDS systems

Infosys has a strategic alliance with HVS International to provide offshoring solutions for the global hospitality industry. Founded in 1980 by Stephen Rushmore, HVS International is a global consulting and services organization focused on the hotel, restaurant, timeshare, gaming and leisure industries. Infosys BPO combines the outsourcing capabilities of Infosys with the consulting expertise of HVS to design solutions for the Hospitality and Leisure industry. Real Estate

Companies face liquidity issues due to high debt servicing and low operational revenues

Lack of funding opportunities and working capital delay completion of ongoing projects

The challenging environment makes it difficult to retain quality talent and retrench redundant staff

Our offerings for the Real Estate industry include:

Property Data Management Tenant Data Management Management Fees Calculation

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Recovery Schedule Processing Reprojection of Rent Human Resources Offerings Finance & Accounting Offerings

Human Resources Outsourcing The Infosys BPO Human Resources Outsourcing (HRO) practice combines global sourcing and delivery capabilities to offer flexible and cost-efficient solutions for acquiring, administering and developing talent. Our componentized HRO offerings enable customers to embark on the HRO journey easily and realize benefits promptly. Through our transformational expertise, our customers save up to 40% on operational costs and enhance productivity by up to 30%. Our suite of innovative tools measure and improve HR/ business metrics. We serve clients from our global delivery centers in India, China, Philippines, Mexico, Brazil, Poland, and the Czech Republic.

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Offerings Infosys Business Platform for HRO Infosys platform-based solutions help customers migrate to a pay-as-you-use, transactional model with best-in-class technology and processes. The Infosys Business platform for HRO realizes value without huge investments in technology. HRO Service Packs Our HRO service packs are short-term projects that deliver tangible value within a specified period. They have pre-built solutions and transitions that realize Return on Investment promptly. The sample packs solve common HR issues by leveraging industry best practices, with minimal time and effort from stakeholders. A Snapshot of Success Stories Infosys BPO Approach

Client

Challenge

Outcome

A leading technology services

Decentralized and complex processes

Streamlined processes Introduced metrics Launched a shared

Improved customer satisfaction scores from 98.96 % to 99.50%

company having more than 105,000

Absence of process metrics

Multiple touch points

service center for HR services

Reduced cost per hire by more than 20%

employees in 27 with no visibility countries

Non-standardized hiring practices

Eliminated redundant activities

Decreased offer generation time by more than 60%

Substantial administrative overheads

Centralized hiring administration

through a web-based process

Reduced cycle time by 35% Reduced 7-day shifts to 5 days

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A global bank having more than 27,000 employees

Absence of process metrics Low visibility Limited control over performance

Moved payroll, workforce data

Increased customer satisfaction scores consistently Achieved productivity gain of more than 6%

management and HR support to a single delivery center Set up Tier-1 and Tier-2 helpdesks for query resolution

Reduced 5 FullTime Employee (FTE) workload within a year, saving over US$ .55 million

Automated processes

Reduced pay run by 3 hours

Enabled crossskilling of process executives

An oil and gas major having more than 96,000 employees in 26

Complex processes and high contract and

Deployed a platform Aggregated sourcing based solution for

administrative costs to hiring hire contract workers Non-standardized hiring practices

Improved contract compliance

Centralized sourcing,

countries

screening, scheduling, interviewing, compensation, and contract management

Saved 15% on spend through improved contract negotiations

Multiple partners

Offshored the hiring organization

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Professional Services The industry is characterized by:

A distributed business model across geographies with small branches operating in multiple languages

Non standardized processes across practices and branches High people- and paper-dependent processes reducing the scope of IT Individual resources handling multiple processes High dependency on clients/ partners Our offerings for Professional Services include:

Point solution in F&A Platform-based HRO solution

Source To Pay Quote To Cash Record To Report Compliance Vertical Specific Accounting Functions

Management Profiles Swami Swaminathan Chief Executive Officer and Managing Director, Infosys BPO Swami has over 30 years of experience in management, finance and accounting, sales and marketing, international trading, and human resources management. He has performed multiple roles in marketing and operations and has been associated with manufacturing and infrastructure projects in

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India and abroad. Swami joined Infosys BPO in 2004 and took over as the Chief Executive Officer and Managing Director in January 2010. He is a key member of the Executive Council. Prior to this, Swami was Senior Vice President and Head of Global Delivery and Horizontal Practices. He provided leadership in building some of the key industry verticals, international centers, horizontal practices, and managing corporate functions such as business transition, quality and risk, thereby contributing significantly to the growth of Infosys BPO. Swami is a great believer in processes and metrics and has made operations excellence a key strength of the organization. Under his leadership, Infosys BPO has won several key awards for partnerships with clients, such as the Shared Services Excellence Awards for Best New Outsourced Services Delivery and the Breakthrough Award at the Global Supplier Awards. Infosys BPO has also won awards for people practices, such as The Stars of the Industry Award for BPO Organization of the Year and RASBIC Awards for Recruiting and Staffing Programs. Swami is a qualified chartered accountant. Ritesh Idnani Chief Operating Officer, Infosys BPO Ritesh has been with Infosys BPO since November 2005. In his current role as Chief Operating Officer, he is responsible for helping the unit meet its financial, operational and revenue goals. He is focused on managing global operations, sales and client relationships, driving best practices, cost efficiency and end-to-end solutions. Prior to assuming his current role in 2010, he was the global head of sales and marketing and the business head for financial services, healthcare and emerging markets. He successfully helped scale the BPO business from USD 43 million in 2005 to USD 316 million in 2009. He was also acknowledged by FAO Today as a superstar instrumental in scaling the BPO business for Infosys in 2008. Ritesh joined Infosys in 1999 and was the sales head at Infosys Technologies Banking and Capital Markets unit till 2005. Ritesh has approximately 15 years of experience in assisting C-level executives in global corporations determine their sourcing strategies, implement

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governance models and drive the performance of their outsourcing relationships. He is one of the few leaders globally who has had experience across all facets of the outsourcing business. Ritesh has been invited to speak at various international forums. He has been recognized as a thought leader within the BPO industry and is frequently sought after by industry analysts, members of the investment community and has been quoted by domestic and international media. Ritesh has a bachelors degree in economics and accounting and an MBA in Finan ce and Marketing. Abraham Mathews Head, Finance, Infosys BPO Abraham Mathews has been instrumental in ensuring that Infosys BPO has consistently delivered on key financial and operational metrics, making it one of the most profitable companies operating in this space. Abraham contributes significantly towards achieving BPO's key strategies revolving around profitable growth and value enhancement to clients Abraham comes with 22 years of industry experience and has been with Infosys for the last six years. Abraham is a sought-after speaker at various financial forums. He is certified by various institutes including American Institute of Certified Public Accountants (AICPA), Institute of Management Accountants, U.S. (IMA), Institute of Cost and Works Accountants of India (ICWAI), Institute of Chartered Accountants of India (ICAI), Certified Public Accountant (CPA), Certified Management Accountant (CMA), Associate Chartered Accountant (ACA), and Associate Cost and Works Accountant (ACWA). Raghavendra K Vice President and Head, Human Resources, Infosys BPO Raghavendra joined Infosys BPO in August 2008 and currently heads the HRD operations. In his various stints, Raghavendra has anchored numerous initiatives to support the development of strategic HR. His focus is on aligning the HR functional role to dovetail business plans. Raghavendra is passionate about the development
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of HR competencies, managing cultural diversity and change management, especially in the context of mergers and acquisitions. Raghavendra has worked towards ensuring a strong connect between performance management systems and employee development platforms, enabling a readily available and competent internal pool to meet the challenges in business. He has worked closely with many universities and educational institutions to ensure that theoretical concepts are backed with practical application. Simultaneously, Raghavendra has ensured that corporations imbibe concepts and management thoughts when discharging their responsibilities. He is passionate about the concept 'learn while you earn' and constantly works towards making it a reality. Raghavendra is a frequent speaker in HR thought leadership sessions and seminars held at campuses. Raghavendra is a commerce graduate and holds a post-graduate diploma in project management and international relations from the Madras School of Social Work. He has also undergone one-year AMP from IIM-B. Anantha Radhakrishnan Vice President and Head, Business Transformation and Technology Services, Infosys BPO Radha is a member of the Infosys BPO Executive Council. He brings with him two decades of global industry experience working at local, regional and corporate levels. Radha also heads a core team focused on leveraging technology as a key differentiator. Radha is the Infosys representative and associate member of the National Retail Federation (NRF) and Grocery Manufacturers Association (GMA), US industry bodies in the CPG and Retail space. He has also been on speaker panels at the India Sourcing Summit and FAO Today conferences and spoken about the value of technology-led differentiation in BPO and the next generation BPO. Radha participated in a CNBC panel discussion on Optimizing Business Processes and was also a panelist at the Reuters Investment Summit. He received his bachelor's in engineering and master's in management from the Indian Institute of Management, Lucknow.
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Vaitheeswaran S Vice President and IBU Head, Manufacturing Business Unit and India Business, Infosys BPO Seetharaman Vaitheeswaran (Vaithee) heads the largest vertical in Infosys BPO, generating revenues in excess of US$ 130 million with a work force of over 5,000. His unit services clients in the hi-tech manufacturing and resources space from across Infosys BPO's Global Delivery Centers. Vaithee also heads Infosys BPO's India Business. Vaithee heads the Operations Excellence Council, and in the last two years has successfully established high delivery predictability to operations and rigor on domain certifications. With extensive experience in the core manufacturing sector he drives value delivery to clients in the vertical. He is involved in strategy formulation and implementation, as part of the Executive Council of the company. Vaithee also heads the Training Council at Infosys BPO. Vaithee brings 29 years of experience in Sales and Marketing, Supply Chain Management, Operations, and Global Marketing. He is an active member of several industry associations such as the export council CII. He is also on the Executive Council of the Tractor Manufacturing Association of India (TMA) and he is a corporate member of the Automotive Components Manufacturers Association (ACMA). He has written several white papers on the outsourcing industry and manufacturing excellence. Vaithee holds a post-graduate diploma in Materials Management and a bachelor's degree in Engineering from the University of Madras. Gautam Thakkar Vice President and Head - Finance and Accounting, Sales & Fulfillment, Human Resource Outsourcing, Infosys BPO Gautam joined Infosys Technologies in 2000 as a Senior Principal with the Consulting business. He was one of the founding members of Infosys BPO which was started in 2002. Currently, Gautam heads the Finance and Accounting, Sales and Fulfillment, and Human Resource Outsourcing operations.
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Prior to this, he was the head of Infosys BPO in Europe. Based out of London, Gautam was primarily responsible for growing the business from US$ 28 million to US$ 116 million in two years. During his tenure in Europe, he led the acquisition of Philips' three Global Shared Service Centers in Poland, Thailand, and India. Gautam played a key role in integrating these centers with Infosys BPO. It was one of the largest Finance and Accounting Outsourcing (FAO) deals in 2007. A member of Infosys BPO's Executive Council, Gautam's wide range of expertise include business development, transition and running of global operations. He has helped define business processes and transition methodologies for BPO services, built value propositions and driven transformation programs for global clients. Gautam is responsible for driving Infosys BPO's International Center Strategy. It includes developing new models for global delivery from international centers and driving international center-specific initiatives. He has over 20 years of global experience in outsourcing, operations, technology consulting, and new business development across various industry verticals in North America, Europe and Asia. Gautam has a bachelor's degree in Industrial Engineering from Purdue University. Gopal Devanahalli Vice President and IBU Head, Communications, Media and Entertainment Business Unit, Infosys BPO Gopal brings over 18 years of industry experience. Since March 1999, he is working with Infosys and with Infosys BPO, from August 2007. In his current role he heads the Communications, Media and Entertainment Unit as well as the Customer Service Practice. Gopal is also responsible for Infosys BPO's M&A activities. Prior to his current role, Gopal was part of the corporate planning group and was leading strategy planning at Infosys Technologies for a year. He has spent seven years in business development in the U.S. and was the Head of Sales for Retail and CPG Business Unit based out of Dallas, Texas.

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Gopal is invited to speak at key industry forums including NASSCOM. He is the CoChairman of the Bangalore Chapter of the International Association of Outsourcing Professionals (IAOP). Gopal received his post-graduate diploma in management from the Indian Institute of Management, Calcutta and holds a master's degree in computer science from BITS, Pilani. AWARDS Infosys is India's most admired company: The Wall Street Journal The Flat World is not only rapidly transforming the business landscape, but also compelling global companies to seek reliable partners for sustainable growth. Infosys is showing how an ecosystem of innovation and sound corporate governance can deliver predictable results despite the odds. On the cusp of the 30th anniversary, Infosys continues to inspire trust and confidence among customers, investors and other constituents. The company was ranked India's 'Most Admired Company' in The Wall Street Journal Asia 200, a listing of Asia's leading companies in 2010. Infosys has achieved this distinction for nine years in a row. In the online survey of readers and online subscribers of The Wall Street Journal, Infosys topped the rankings for corporate reputation and vision. Established in 1981 with capital of US$ 250, Infosys has grown to a US$ 4.6 billion IT services and consulting company by living the values of the founders: 'When in doubt, disclose' Infosys has always shared relevant information with stakeholders. We have gone a step further by disclosing information that is not required by law. In fiscal 1994, we provided a comparison of actual performance vis--vis projections made in the prospectus. After setting the precedent, such disclosure became mandatory in India. 'Lead by example' Infosys pioneered the Global Delivery Model, which distributes work and integrates components across global locations to provide maximum value. We took outsourcing to the next level - modular global sourcing enabled by technology, driven by a global talent pool and spurred by new business models to accelerate innovation.
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'Exceed expectations, consistently' Infosys has always set the highest standards for employees and the industry. This pursuit of excellence drives more than 100,000 employees to improve themselves both at the individual and professional levels. It manifests as new benchmarks in sustainable business solutions and corporate governance. The Wall Street Journal reports that Infosys' ability to increase its global footprint and diversify into new areas, such as healthcare, pharmaceuticals and life sciences, enabled the company to emerge as India's most admired corporation Infosys Tops India's Most-Admired Companies:WALL STREET JOURNAL The combination of global recession and rising anti-outsourcing sentiment in the U.S. can't be good for a company that relies on the U.S. and Europe for nearly 87% of its revenue, but Infosys Technologies Ltd. managed to emerge as India's most-admired corporation in The Wall Street Journal's Asia 200 survey. Infosys software professionals walk at the Infosys campus, at company headquarters in Bangalore on 13 July 2010.

India's Top 10 Ranked by average score 1. Infosys Technologies 2. Tata Consultancy Services 3. Tata Steel 4. Larsen & Toubro 5. Hindustan Unilever
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6. Maruti Suzuki India 7. Tata Motors 8. Housing Development Finance 9. Bharti Airtel 10. Wipro India's information-technology sector was hit hard by the slowdown. For Infosys, revenue in the 2010 financial year, which ended March 31, was up just 4.8% from a year earlier, compared with 30% growth the previous year. Growth in after-tax profit slipped to 3.8% from 29%. And then there was the U.S. government's decision to increase visa fees for IT workers. Infosys didn't lobby against the change, but has become more proactive since, said Ashok Vemuri, a senior vice president at the companytrying to "put forth our views of how we can keep the services markets open in a global market." Meanwhile, the company looks to diversify geographically, and to push beyond its established fieldsfinancial services, retail and energy and utilitiesinto health care, pharmaceuticals and life sciences. The first quarter of the current financial year showed improved revenue growth, to 13%, but a 2% drop in net profit. Things seemed to be clicking in the second quarter, with revenue up 24% and net up 13%

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CHAPTER 3 BACKGROUND INFORMATION

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RECRUITMENT
Recruitment refers to the process of attracting, screening, and selecting qualified people for a job. For some components of the recruitment process, mid- and large-size organizations often retain professional recruiters or outsource some of the process to recruitment agencies. Recruitment could be done by following methods: employment agencies, recruitment websites and job search engines, "headhunters" for executive and professional recruitment, and niche agencies which specialize in a particular area of staffing. Some organizations use employer branding strategy and in-house recruitment instead of agencies. Recruitment-related functions are generally carried out by an organization's human resources staff. The stages in recruitment include sourcing candidates by advertising or other methods, screening potential candidates using tests and/or interviews, selecting candidates based on the results of the tests and/or interviews, and on-boarding to ensure the candidate is able to fulfill their new role effectively EDWIN B Flippo defines: Recruitment as the process of searching for prospective employees and stimulating them to apply for the jobs in the organization

Objectives:
The main objective of recruitment is to increase the number of applications for the job available in the organization, to select the best applicant who is the best fitted to the job.

Need for recruitment:

It makes possible to choose the right person in the right time at the right place. It also makes it possible to acquire the number and type of people necessary to ensure the continued operation of the organization. Planned needs:- Such needs arise from changes in the organization policies. Anticipated needs:- it refers to those movements in personnel which an organization can predict by studying trends in internal and external needs. Unexpected needs: - Such need arises due to illness, death and resignation.

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METHODS OF RECRUITMENT Direct method:The direct method includes sending of the recruiters to different educational and professional institutions, employees contact with public, and mannered exhibits. One of the widely used methods is sending the recruiters to different colleges and technical schools. This is mainly done with the cooperation of the placement office of the college. Sometimes, firms directly solicit information form the concerned professors about student with an outstanding records.

Other direct methods include sending recruiters to conventions and seminars, setting up exhibits at fairs, and using mobile offices to go the desired centers.

Indirect method:
Indirect method involves mainly advertising in newspapers, on the radios, in trade and professional journals, technical magazines and brochures. Advertisements in newspapers and or trade journals and magazines are the most frequently used methods. Senior post is largely filled with such methods. Advertising is a very useful for recruiting blue color and hourly worker, as well as scientific, professional, and technical employees. Local newspaper can be good sources of blue collar workers, clerical employees, and lower level administrative employees. The main point is that the higher the position in the organization the more dispersed advertisement is likely to be. The search for the top executive might include advertisement in a national periodical, whereas the advertisement of the blue color jobs usually confine to the daily newspaper. According to the Advertisement tactic and strategy in personnel Recruitment, three main points need to be borne in the mind before an advertisement in inserted. First, to visualize the type of applicants one is trying to recruit. Second, to write out a list of advantages the company offers, or why should the reader join the company. Third, to decide where to run the advertisement , not only in which area, but also in which newspaper having a local, state or a nation- wide circulation.
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THRID PARTY
These include the use of commercial or private employment agencies, state agencies, and placement offices of schools colleges and professional associations recruiting firms, management consulting firms, indoctrination seminars for college professors, and friends and relatives. Private employment agencies are the most widely used sources. They charge a small fee from the applicant. They specialize in specific occupation; general office help, salesmen, technical workers, accountant, computer staff, engineers and executives. State or public employment agencies are also known as the employment or labour exchanges, are the main agencies for the public employment. Employers inform them of their personnel requirement, while job seekers get information for them about the type of job are referred by the employer. Schools and colleges offer opportunities for recruiting their student. They operate placement services where complete biodata and other particular of the student are available. Professional organization or recruiting firms maintain complete information records about employed executive. These firms maintain complete information records about employed executives. These firms are looked upon as the head hunters, raiders, and pirates by organization which lose their personnel through their efforts.

RECRUITMENT PROCESS
1. Identify vacancy. 2. Prepare job description and person specification. 3. Advertising the vacancy. 4. Short listing.

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SOURCES OF RECRUITMENT
Before an organisation begins recruiting applicants, it should consider the most likely source of the type of employee it needs. Every organisation has the option of choosing the candidates for its recruitment processes from two kinds of sources internal and external: INTERNAL Promotion Transfer Internal notification Retirement Recall EXTERNAL Campus recruitment Press advertisement Management training scheme Walk-ins Management consultancy services

SELECTION
Introduction
Selection is the process of picking individuals who have relevant qualifications to fill jobs in an organization. The basic purpose is to choose the individual who can most successfully perform the job from the pool of qualified candidates.

Purpose
The purpose of selection is to pick up the most suitable candidate who would meet there requirements of the job in an organization best, to find out which job applicant will be successful, if hired. To meet this goal, the company obtains and assesses information about the applicants in terms of age, qualifications, skills, experience, etc. The needs of the job are matched with the profile of candidates. The most suitable person is then picked up after eliminating the unsuitable applicants through successive stages of selection process. How well an employee is matched to a job is very important because it is directly affects the amount and quality of employees work. Any mismatched in this regard can cost an organization a great deal of money, time and trouble, especially, of training and operating costs. In course of time, the employee may find the job distasteful and leave in frustration. He may even circulate hot news and juicy bits of negative information about the company,

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causing incalculable harm to the company in the long run. Effective election, therefore, demands constant monitoring of the fit between people the job.

Steps in Selecting Process

Reception
A company is known by the people it employs. In order to attract people with talents, skills and experience a company has to create a favorable impression on the applicants right from the stage of reception. Whoever meets the applicant initially should be tactful and able to extend help in a friendly and courteous way. Employment possibilities must be presented honestly and clearly. If no jobs are available at that point of time, the applicant may be asked to call back the personnel department after some time.

Screening Interview
A preliminary interview is generally planned by large organizations to cut the cost of selection by allowing only eligible candidates to go through the further stages in selection. A junior executive from the Personnel Department may elicit responses from the applicants on important items determining the suitability of an applicant for a job such as age, education, experience, pay expectations, aptitude, location, choice etc. this courtesy interview as it is often called helps the Department screen out obvious misfits. If the department finds the candidate suitable, a prescribed application form is given to the applicants to fill and submit.

Application Blank
Application blank or form is one of the most common methods used to collect information on the various aspects of the applicants academic, social, demographic, work related background and references. It is a brief history sheet of employees background, usually containing the following things:

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-curricular activities

Selection Testing
In this section let examine the selection test or the employment test that attempts to asses intelligence, abilities, personality trait, performance simulation tests including work sampling and the tests administered at assessment centers- followed by a discussion about the polygraph test, Graphology and integrity test .A test is a standardized, objective measure of a persons behavior, Performance or attitude. It is standardized because the way the tests is carried out, the environment in which the test is administered and the way the individual scores are calculated- are uniformly applied. It is objective in that it tries to measure individual differences in a scientific way giving verylittleroom for individual bias andinterpretation. Over the years employment tests have not only gained importance but also a certain amount of inevitability in employment decisions. Since they try to objectively determine how well an applicant meets the job requirement, most companies do nothesitate to invest their time and money in selection testing in a big way. Some of the commonly used employment tests are:

Selection Interview:
Interview is the oral examination of candidates for employment. This is the most essentialstep in the selection process. In this step the interviewer matches the information obtainedabout the candidates through various means to the job requirements and to t h e information obtained through his own observations during the interview. Interview gives the recruiter an Opportunity To size up the candidate personally;
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To ask question that are not covered in the tests; To make judgments on candidates enthusiasm and intelligence; To assess subjective aspects of the candidate facial expressions,Appearance, nervousness and so forth; To give facts to the candidates regarding the company, its policies,etc. and promote goodwill towards the company.

Evaluation :
Evaluation is done on basis of answers and justification given by the applicant in theinterview.

Physical examination:
After the selection decision and before the job offer is made, the candidate is required toundergo a physical fitness test. A job offer is often contingent upon the candidate beingdeclared fit after the physical examination.

Medical examination:
Certain jobs require physical qualities like clear vision, perfect hearing, unusual stamina, tolerance of hard working conditions, clear tone, etc. Medical examination reveals whether or not a candidate possesses these qualities.

Reference check:
Once the interview and medical examination of the candidate is over, the personnel department will engage in checking references. Candidates are required to give the names of 2 or 3 references in their application forms. These references may be from the individuals who are familiar with the candidates academic achievements or from the applicants previous employer, who is well versed with the applicants job performance and sometimes from the co-workers. In case the reference check is from the previous employer, information in the following areas may be obtained. They are job title, job description, period of employment, pay and allowances, gross emoluments, benefits provided, rate of absence, willingness of previous employer to employ the candidate again, etc. Further, information regarding candidates regularity at work, character, progress, etc. can be obtained. Often a
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telephone call is much quicker. The method of mail query provides detailed information about the candidates performance, character and behavior. However, a personal visit is superior to the mail or telephone methods and is used where it is highly essential to get a detailed, first hand information which can also be secured by observation. Reference checks are taken as a matter of routine and treated casually or omitted entirely in many organizations. But a good reference check, when used sincerely, will fetch useful and reliable information to the organization.

Hiring decision:
The line manager has to make the final decision now whether to select or reject a candidate after soliciting the required information through different techniques discussed earlier. The line manager has to take adequate care in taking the final decision because of economic, behavioral and social implications of the selection decisions. A careless decision of rejecting acandidate would impair the morale of the people and they suspect the selection procedure and the very basis of selection in a particular organization. A true understanding between line managers and personnel managers should be established so as to facilitate good selection decisions. After taking the final decision, the organization has to intimate this decision to the successful as well as unsuccessful candidates. The organization sends the appointment order to the successful candidates either immediately or after sometime depending upon its time schedule.

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INFOSYS Work at Infosys: A feeling of energy and vitality, of freshness, of a place where people work in a campus like facility and culture, are unafraid to voice new ideas, of a place where there is minimal hierarchy. Robust people management practices enable Infosys to create this environment for its employees. This is what distinguishes Infosys among other technology companies, enabling Infoscions to excel and innovate in what they do for their clients and in what they stand for as a company. Continuous learning: The spirit of learnability among Infosys people and an organizational commitment to continuous personal and professional development keeps Infosys at the forefront in a fastchanging industry. Their framework for continuous learning at Infosys is built around a number of focused programs for their employees. These range from major initiatives such as the Infosys Leadership Institute to various ongoing management development and personal improvement programs. They complement a host of technology advancement and ongoing training options. Dedicated organizations or groups within Infosys lead these initiatives. Infosys investment in people and infrastructure to build a holistic learning framework demonstrates their commitment to continuous learning and building intellectual capital for their employees. This learning framework is continuously enhanced with new programs and the latest learning techniques - and close-knit coordination across these initiatives ensures that it meets the different learning needs of their employees in specific areas of technology, management, leadership, cultural and communication skills, and other soft skills. Apart from formal programs - a typical example of an informal employee-driven program is the Infosys Toastmasters Club, formed in 2000. The mission of this club is to provide a mutually supportive and positive learning environment to develop communication and leadership skills to foster self-confidence and personal growth. The club has been recognized by Toastmasters International and joins the roster of other recognized Corporate Clubs around the world (including those of Microsoft, Boeing, Citicorp and Sun Microsystems).
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Fun and culture: Life at Infosys is full of events - where employees can pursue their interests in areas as varied as arts, culture, or sports. The objective is to ensure that employees are not confined to their desks. Employees express their various skills and interests through forums that include an "Art Gallery" on campus dedicated to displaying the works of Infoscions, daily quiz competitions, and regular music meetings that keep the place abuzz with creativity. Inculcom is the base organization that hosts cultural programs for Infoscions. Each event emphasizes a specific area like music, dance, or quiz. These programs are generally not competitive, but a competitive element is sometimes added to enhance enthusiasm and to bring out the best in our people. Under Inculcom, there are sub groups like the IQ Circle (Quizzes), Shruthi (the classical music club), Dramatix (the drama club), and Vakchaturya (forum for self development). Insync: The key to employee involvement in organizations is the sharing of information about business performance, plans, goals, and strategies. What happens by a shout across the corridor in a smaller organization, calls for a more systematic process in a large organization like Infosys. InSync is Infosyss internal communication program focused on keeping the Infoscion abreast of latest corporate and business developments, and equipping him or her to be a "brand ambassador" for the company. This program combines a communication portal with workshops, monthly newsletters, articles, daily cartoons and brainteasers to synchronize each Infoscion with the organization. Infosys believes in an organization with less hierarchy and faster decision -making. In order to make that happen, every Infoscion needs to know how the organization works, how decision are made, and what drives Infosys. So it is important for Infosys to communicate this to everyone"

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S. Gopalakrishnan Co-founder & Member of Board Careers: Infosys has a vision of where they want to go, and it's really exciting With an annual compounded growth rate of around 60% in the last 5 years, and branches across the world, Infosys is forging ahead in the global market. To achieve their vision, they are always looking out for talented, learnable individuals who are ambitious, who love challenges and who have a passion to excel! Towards this objective, Infosys participates in campus hiring programs and also conducts a number of off-campus initiatives throughout the year at various locations. Apart from college hiring, they also hire experienced professionals from the industry at various mid-level and senior positions. Infosys grooming global talent: Last year, over 1.3 million people applied for a job at Infosys. Only 1% of them were hired. In comparison, Harvard College took in 9% of candidates. Infosys has always focused on inducting and educating the best and the brightest. With global hiring practices, coupled with ever-expanding university programs such as Campus Connect and development centers across the globe, Infosys is able to source and nurture talent while delivering lasting value to clients. Infosys, which trains over 15,000 new recruits every year, is well prepared to win the battle for top-notch talent. At the heart of this education program is a fully equipped $120 million facility in Mysore, about 90 miles from Bangalore. Infosys in the spotlight: In 2005, Computerworld magazine, while ranking Infosys among the 100 best places to work in IT, placed it at the very top of the list of best places for education and training.

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In its March 2006 issue, Fortune magazine stepped inside the gates of Infosys and emerged with the impression that gaining admission to the Taj Mahal of training centers is harder than getting into Harvard. 3.1 SOURCES ON MAN POWER SUPPLY: INTERNAL: Infosys upgrades from within only for managerial positions, but only to some extent. Because upgrading from within is considered better as the employee is already familiar with the organization, reduces training cost, helps in building morale and promotes loyalty. If no one capable for managerial position is found in its internal source, it looks out for external sources. It selects only the best employee for the organization TYPES: Former EmployeesThey ask the retired employees who are willing to work on a part-time basis, individuals who left work and are willing to come back for higher compensations. Even retrenched employees are taken up once again. Retirements: If its not able to find suitable candidates in place of the one who had retired, after meritorious service. Under the circumstances, management decides to call retired managers with new extension. Internal notification (advertisement): Most employees know from their own experience about the requirement of the job and what sort of person the company is looking for. Often employees have friends or acquaintances who meet these requirements. Suitable persons are appointed at the vacant posts. EXTERNAL: For the posts of technicians, engineers, floor managers etc, it looks out for external sources which include. Agencies: TAPL
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Institutions: Like B Schools, colleges, Management Institutes, etc. Websites: www.indiatimesjob.com www.monster.com www.naukri.com

Of the above three web sites given most widely used by the Infosys is the www.monster.com with the success rate of 80% followed by www.indiatimesjob.com at 60% and www.naukri.com at the success rate of 50%. External recruitment enables the company to get the best candidate. Infosys prefers external recruitment and mainly takes help from agencies and institutions as its a giant company and internal recruitment proves to be inadequate as its yearly targets are very high. Recruitment Targets for Infosys: Year 2001 2002 2003 2004 2005 2006 CAMPUS: Campus recruitment is so much sought after that each college; university department or institute will have a placement officer to handle recruitment functions. However, it is often an expensive process, even if recruiting process produces job offers and acceptances eventually. A majority leave the organization within the first five years of their employment. Yet, it is a major source of recruitment for prestigious companies. Infosys is the company of choice for campus recruitment programs in most major engineering institutes such as IITs, RECs etc. and at premier management institutes such as the IIMs. No. of employees (per year) 10000 11000 13000 15000 18000 25000

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Engineering Institutes: Campus hiring at engineering institutes typically starts in May and continues through September. Senior managers and officers from Infosys actively participate in this hiring, to bring on board the next generation of bright, young and talented leaders for the company. We encourage current students at the campuses we visit to use this opportunity to interact with the Infosys recruitment teams during the hiring process to understand the company and our people philosophy. We hire engineering graduates and post-graduates from all disciplines, and MCA students at the campuses. Management Institutes: Campus hiring at management institutes typically starts in December and continues through March. We hire management graduates from all disciplines, with or without prior work experience in software or other fields. All applications are pre-screened based on academic credentials. Short-listed candidates are usually invited for an interview as part of the selection process. OFF CAMPUS: It is the event for those candidates who do not get selected during campus recruitment. The process remains the same; it just aims at giving those candidates a chance that were not able to go through the process before. These candidates also go through the same two rounds, here only the scale and basis on which they are evaluated changes. JOB FAIRS: What is job fair? Job fair is where several companies come under one roof for seeking eligible candidates who can join their company, after going through certain recruitment process followed by them. PROCESS FOLLOWED BY INFOSYS: Initially they advertise about the job fair in the local newspapers of all the states specifying the venue and date of the job fair. On the specified date, Infosys banners are put up at the venue. They have around 3 to 4 counters. Initially these counters are used for registrations. Once the number
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of registrations is equal to the total capacity of all the counters, the registrations are stopped and the registered candidates fill the application forms at the counter. Next a logic test of 45 minutes is conducted and an English test of 15 minutes is conducted where in one is suppose to write an essay, to check their handwriting, vocabulary and sentence framing ability. Once the test is over, registrations for the next group start. At the same time the previous papers are evaluated and the candidates are selected for interview based on the cut-off marks. The candidates who are selected in the interview are informed then and there by displaying the list and are given the offer. The process is repeated for the next set of candidates. Job fair takes place for 3 to 4 days. ADVERTISEMENTS:It is a popular method of seeking recruits, as many recruiters prefer advertisements because of their wide reach. Infosys advertises in: NEWS PAPERS: Times of India The economic times Indian express Hindustan times The financial express Employment papers MAGAZINES: Business world
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 Business Today India Today capital market Business journals IT magazines Computer and technical journals WEB: www.infosys.com www.indiatimesjob.com www.monster.com www.naukri.com Advertisements contain proper information like the job content, working conditions, location of job, compensation including fringe benefits, job specifications, growth aspects, etc. The advertisement sells the idea that the company and job are perfect for the candidate. WALK-INS, WRITE-INS AND TALK-INS: Walk-ins are the most common and least expensive approach for candidates is direct applications, in which job seekers submit unsolicited application letters or resumes. Direct applications provide a pool of potential employees to meet future needs. Write-ins are those who send written enquiries. These jobseekers are asked to complete application forms for further processing. Talk-ins involves the job aspirants meeting the recruiter (on an appropriated date) for detailed talks. No application is required to be submitted to the recruiter. CONSULTANTS: Infosys also seeks the help of consultants who are in the profession for recruiting and selecting managerial and executive personnel. They are useful as they have nationwide
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contacts and lend professionalism to the hiring process. They also keep prospective employer and employee anonymous. INDUSTRIES: Infosys also hires experienced professionals from the industry at various mid-level and senior positions. THE SELECTION PROCESS OF INFOSYS: Steps: 1. Initial screening of interviews: Initial Screening is done on the basis of applicants and applications. A preliminary interview is conducted so as to select the suitable candidate who can go through further stages of interviews. Normally for the posts of engineers degree cutoff is decided like say 60% on an average. If the candidates do not meet the requirement they are rejected. And for higher posts applications and applicants both play a major role in the screening process. 2. Completion of application forms: Application form establishes the candidates general details like name, address, telephone number, education, job- related training, work-experience with dates, company names, and job details, professional or industrial involvement, hobbies and recreational pursuits. The company establishes as many hypotheses about the candidate from the details provided in the application form. It then decides what areas of information it needs to explore or investigate more specifically during the interview. Company sees to it that no judgment is passed about the candidate based only at this level. What drawn here is hypotheses and not conclusions. Application forms are such framed that, they provide the necessary details to the organisation without affecting the sentiments and feelings of the candidate.

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3. Employment tests: logical test English test Vocabulary Reasoning Essay writing VARIOUS TESTS: Mental or intelligence tests: They measure the overall intellectual ability of a person and enable to know whether the person has the mental ability to deal with certain problems. Mechanical aptitude tests: They measure the ability of a person to learn a particular type of mechanical work. These tests helps to measure specialized technical knowledge and problem solving abilities if the candidate. They are useful in selection of mechanics, engineers, etc. Intelligence test: This test helps to evaluate traits of intelligence. Mental ability, presence of mind (alertness), numerical ability, memory and such other aspects can be measured. It is taken to judge numerical, skills, reasoning, memory and such other abilities. Personality Test: It is conducted to judge maturity, social or interpersonal skills, behavior under stress and strain, etc. this test is very much essential on case of selection of sales force, public relation staff, etc. where personality plays an important role. Graphology Test: It is designed to analyse the handwriting of individual. It has been said that an individuals handwriting can suggest the degree of energy, inhibition and spontaneity, as well as disclose the idiosyncrasies and elements of balance and control. For example, big letters and emphasis
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on capital letters indicate a tendency towards domination and competitiveness. A slant to the right, moderate pressure and good legibility show leadership potential. Medical Test: It reveals physical fitness of a candidate. Medical servicing helps measure and monitor a candidates physical resilience upon exposure business hazards. 4.Interview: Formal Interview: Interviews are held in the employment office in a more formal atmosphere, with the help of well structured questions. Patterned Interview: A patterned interview is also a planned interview, but it is more carefully pre-planned to a high degree of accuracy, precision and exactitude. With the help of job and man specifications, a list of questions and areas are carefully prepared which will act as the interviewers guide. Non-directive Interview: Here the interviewee is allowed to speak his mind freely. The interviewer has no formal or directive questions, but his all attention is to the candidate. He encourages the candidate to talk by a little prodding whenever he is silent e.g. Mr. Ray, please tell us about yourself a fter youre graduated from high school. The idea is to give the candidate complete freedom to sell himself, without the encumbrances of the interviewers question. Depth Interview: It is designed to intensely examine the candidates background and thinking and to go into considerable detail on particular subjects of an important nature and of special interest to the candidates. For example, if the candidate says that he is interested in tennis, a series of questions may be asked to test the depth of understanding and interest of the candidate.

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Stress Interview: It is designed to test the candidate and his conduct and behavior by him under conditions of stress and strain. The interviewer may start with Mr. Joseph, we do not think your qualifications and experience are adequate for this position, and watch the r eaction of the candidates. A good candidates will not yield, on the contrary he may substantiate why he is qualified to handle the job. What INFOSYS practice is that if interview is planned at 5pm, it will start candidates interview at 6.30pm and watch the candidates behavior and stress level. Panel Interview: A panel or interviewing board or selection committee interviews the candidate, usually in the case of supervisory and managerial positions. Mixed Interview: In practice, the interviewer while interviewing the job seekers uses a blend of structured and structured and unstructured questions. This approach is called the Mixed interview. The structured questions provide a base of interview more conventional and permit greater insights into the unique differences between applicants. Second Interviews: Job seekers are invited back after they have passed the first initial interview. Middle or senior management generally conducts the second interview, together or separately. More in-depth questions are asked to the candidate and the employer expects a greater level of preparation on the part of the candidates. 5. Background Information: INFOSYS requests names, addresses, and telephone numbers of references for the purpose of verifying information and perhaps, gaining additional background information on an applicant. References are not usually checked until an applicant has successfully reached the fourth stage of a sequential selection process.

46

Previous employers are preferable because they are already aware of the applicants performance. It normally seeks letters of reference or telephone references. The latter is advantageous because of its accuracy and low cost. 6. Physical Examination: After the selection decision and before the job offer is made, the candidate is required to undergo a physical fitness test. A job offer is, often, depends upon the candidate being declared fit after the physical examination. The results of the medical fitness test are recorded in a statement and are preserved in the personnel records. There are several objectives behind a physical test: 1. One reason for a physical test is to detect if the individual carries any infectious disease. 2. Secondly, the test assists in determining whether an applicant is physically fit to perform the work. 3. Thirdly, the physical examination information can be used to determine if there are certain physical capabilities, which differentiate successful and less successful employees. 4. Fourth, medical check-up protects applicants with health defects from undertaking work that could be detrimental to them or might otherwise endanger the employers property. 5. Finally, such an examination will protect the employer from workers compensation claims that are not valid because the injuries or illness were present when the employee was hired. 7. Final Employment decision: It is a final step. In this step company makes a very important decision. After all these processes follow up is done i.e., the selected person is induced and placed at the right job. Training is provided on regular basis that is monthly, quarterly. These trainers

47

have the experience of about 15-20 yrs. In one batch there are 60 employees who are sent to Bangalore for training. Approach to Selection: Ethnocentric Selection: In this approach, staffing decisions are made at the organizations headquarters. Subsidiaries have limited autonomy, and the employees from the headquarters at home and abroad fill key jobs.

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CHAPTER 4 RESEARCH OBJECTIVE AND METHODOLOGY

49

RESEARCH OBJECTIVE AND METHODOLOGY

OBJECTIVES OF THE STUDY
1. To study the recruitment procedure followed in Infosys. 2. To study the various sources of recruitment followed in Infosys. 3. To learn what is the process of recruitment and selection that should be followed. 4. To learn how to search or headhunt people whose skill fits into the companys values.

RESEARCH METHODOLOGY Data Collection

Primary data was collected through questionnaire, which will be distributed to the present employees of Infosys. Secondary data was collected through website of Infosys, abscohost, citehr and etc.

Sample Design
A sample examine a portion of targeted population and the portion must be carefully selected to represent the population while censes refer to the data collection about every unit in a group or population. The reason for selecting the census over the population is censes time taken is longer to conduct as compare to a sample survey. And also it creates a response burden as information needs to be received from every member of the target population. In a sample survey, only part of sample population is approached for data collection.

Characteristics for selection of the sample group

For present employees who have worked in Infosys for more than a year.

Sample Size
25% employees were invited to participate, 22% of them responded.

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Research Tool and Questionnaire

Questionnaire includes set of questions, which are related to the study objective. Questionnaires are an inexpensive way to gather data, it facilitates in coding data and it leads to an overall reduction in the cost and time associate with data collection and processing. It took 15days in totality from time of collecting information to be considered to the final drafting of the questionnaire. The formulation of the questionnaire was a very mind-taxing task, as there were so many questions that had to be included in different parameters to make it all inclusive but yet at the same time keeping the number of the questions minimum.

LIMITATIONS
It was difficult to gather the current recruitment strategy applied by the company because it is a part of secret information of the company. It was also difficult to extract data regarding HR policies as these data are related to internal and are not disclose with trainees. I also find difficulty while distributing questionnaire to Infosys employees regarding my project recruitment and selection in office automation at Infosys. Many employees refused to fill the questionnaire. Some of them fill the questionnaire without reading questions which makes me difficult to analysis and to interpret them correctly.

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CHAPTER 5 ANALYSIS AND INTERPRETATION

Employees get to know about Infosys through the following

52

60

52.94 50

40

30 29.41

20

10

11.76

5.88 0 advertisement advertisement consultancies consultancies internet internet through friends through friends

From the above analysis it has been shown that most of the employees in Infosys came to know about the organisation through friends and advertisement and very less through rest of the modes.

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Employees are recruited through the following modes

Campus recruitment walk-ins employee referrals other

41

35

12

12

Campus recruitment

walk-ins

employee referrals

other

Through this analysis we are able to analyse that most of the employees are recruited through employee referrals, only 35%are recruited through walk-ins and very less are recruited through campus recruitment and other.

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Types of employment tests undertaken at Infosys

45

40 40

35

30 30

25

20 20

15

10 10

0 Intelligence test Aptitude test Aptitude test Psycometric test Psycometric test other other Intelligence test

This analysis shows that 40% of employees have undergone through intelligence test and 30% have given aptitude test and 20% have given psychometric test and so on. All these test plays an significant role in selection.
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Kinds of interview undertaken at Infosys at the time of recruitment

Categorpreliminary interviewy 1 stress interview discussion interview any other

50

30

14

Categorpreliminary interviewy 1

stress interview

discussion interview

any other

Through this analysis we are able to find out the most preferred interview undertaken at Infosys is discussion interview.
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Employees are recruited according to job specification or not

yes no

94

yes

no

This analysis shows that majority of the employees in Infosys are satisfied with their job profile, it means their job qualification are matched with their job specification. Only 6% of employees are not satisfied with this statement .If qualification are matched with job profile it leads to increase in productivity which ultimately provides benefits to organisation.

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Duration of probation for a new joinee

6 month 1 Year

60

40

6 month

1 Year

Responses shows that, 60% employees said that duration of probation period for new joinees in Infosys is 6 months and 40% said that it is 1 year. Earlier the probation period in Infosys was 6 month but now it is 1 year.

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Signing a bond before joining the organisation is compulsory or not

Yes No 94

Yes

No

Through this we are able to know that in Infosys it is not mandatory to sign a bond before joining the organisation. 94% employees said that it is not mandatory to sign a bond and 6% of employees are in favour to sign a bond before joining the Infosys.

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Satisfaction of emloyees towards the compensation provided to them

Dissatisfied Satisfied

65

35

Dissatisfied

Satisfied

This analysis shows that 65% employees are not satisfied with their salary package and 35% employees are satisfied with it. Through this we are able to find that it is the major obstacle for the satisfaction of employees.
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Attention paid by Infosys on medical examination before hiring personnels for the job
Yes No

82

18

Yes

No

This analysis shows that 82% of employees are in favour and 18% employees are against this statement that organisation pays attention on medical examination before offering the job.

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Is selection process lengthy or not

YES NO

89%

11%

YES

NO

From the analysis we can say that 89% of employees believe that the selection process of Infosys is not lengthy while 11% do not agree with it.

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CHAPTER 6 FINDINGS AND CONCLUSION

63

FINDINGS
Employees are the main source through which people came to know about Infosys. Employees referrals is the most common mode through which employees are recruited. Employees are satisfied with the recruitment procedure followed in Infosys. Due importance to job analysis is given while recruiting people for the job positions. The data banks are not properly maintained.

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CONCLUSION
The employees of any organization are its life blood, without doubt. Withthe dawn of this realization upon the present day business organizations,there appears to be a major shift towards human resource management.In fact, the employees of today are encouraged to participate in the majordecisions and thus play a vital role in the management of the firm. Theperformance of the organization depends on the efficiency that itsemployees exhibit. Hence it is of crucial importance that employees withthe most suitable qualifications be selected. This is where the processes ofrecruitment and selection come in. It is difficult to separate one from the other. These processes require a great deal of thought and advanced planning. In fact, it is not only the HR department that is involved. The finance department provides the budget for the processes and the manpower gap is determined by inputs from all the departments. Also the gruelling procedure through which the candidate goes through is, in itself, an indicator of the significance of these processes in the efficient functioning of the organization.

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CHAPTER 7 RECOMMENDATIONS

66

RECOMMENDATION
Infosys should not confined to employee referrals for recruiting the employees they have to take into consider the other aspects also i.e. campus recruitment, recall etc. Infosys should involve these activities in selection of candidate which helps in selecting the talented candidates i.e. assessment centre, business games, role play etc. There should be two way communication between superior and subordinates, So that they can feel motivated and feel to be proud as a part of the family of Infosys. The procedure of recruitment and selection should be more flexible. Infosys should provide high salary package to employees so that they become more satisfied and working effectively and efficiently. Infosys should provide incentives fairly to all employees on the basis of their performance not another aspects.

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BIBLIOGRAPHY

68

BIBLOGRAPHY
Books MAMORIA, C.B GUPTA, Personnel management, Himalaya publishing house Mumbai, 1982. T.N CHHABRA(2000), Principles & practices of management, Dhanpat Rai and co. (p) Ltd, Delhi. Websites http://www.infosys.com/pages/index.aspx http://articles.timesofindia.indiatimes.com/2013-11-27/softwareservices/44518892_1_delivery-model-onsite-effort-shibulal http://businesscasestudies.co.uk/business-theory/people/recruitment-andselection.html#axzz2m6TfuwL5

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ANNEXURE

70

QUESTIONNAIRE

Q1.

How do you come to know about Infosys, when you appeared for your interview at Infosys? Advertisement Consultancies Internet Through friends working in company

Q2.

Through which of the following modes were you recruited? Campus Placement Walk-ins Employee Referrals Consultancies

Q3.

Are these kind of employment tests are used in the organization for recruitment procedure?? Intelligence test Aptitude test Psychometric test Any other, please specify

Q4.

Which kind of interviews are used for recruitment at Infosys? Preliminary Interview Stress Interview Discussion Interview Any Other, Please specify

Q 5.

Does the qualification or knowledge or skills matches with job specification? a) Yes b) No

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Q 6.

What is the duration of probation for a new joinee at Infosys? 6 month 1 year 2 year

Q 7.

Is it mandatory to sign a bond before joining the organization? a) Yes b) No

Q8.

Are employees in HR department are satisfied with their salary package? a) Yes b) No

Q9.

Does the organization pays attention on medical examination before offering the job? a) Yes b) No

Q.10

Do you think that the selection process in the company is quite lengthy? a)Yes b)No

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