CHAPTER-1 INTRODUCTION

TELECOM INDUSTRY
The telecom services have been recognized the world-over as an important tool for socioeconomic development for a nation. It is one of the prime support services needed for rapid growth and modernization of various sectors of the economy. Indian telecommunication sector has undergone a major process of transformation through significant policy reforms, particularly beginning with the announcement of NTP 1994 and was subsequently re-emphasized and carried forward under NTP 1999. Driven by various policy initiatives, the Indian telecom sector witnessed a complete transformation in the last decade. It has achieved a phenomenal growth during the last few years and is poised to take a big leap in the future also. The Indian Telecommunications network with 750 million connections (as on March 2012) is the third largest in the world. The sector is growing at a speed of 49% during the recent years. With this, the overall Tele-density in India reaches 57.10. This rapid growth is possible due to various proactive and positive decisions of the Government and contribution of both by the public and the private sectors. The rapid strides in the telecom sector have been facilitated by liberal policies of the Government that provides easy market access for telecom equipment and a fair regulatory framework for offering telecom services to the Indian consumers at affordable prices. Presently, all the telecom services have been opened for private participation. : Wireless Segment Wireless subscriber base increased to 684.32 Million in March-2012. Wireless Tele-density stands at 53.98. Wire line Segment Wire line subscriber base declined from 30.92 Million in Feb-2012 to 32.96 Million at the end of March-2012. BSNL/MTNL, two PSU operators hold 89.64% of the Wire line market share. Overall Wire line Tele density is 3.12.

TATA GROUP
Tata group believes in Leadership with Trust. Tata companies operate in seven business sectors: communications and information technology, engineering, materials, services, energy, consumer products and chemicals. They are, by and large, based in India and have significant international operations. The total revenue of Tata companies, taken together, was $70.8 billion (around Rs325, 334 crore) in 200809, with 64.7 per cent of this coming from business outside India and they employ around 357,000 people worldwide. The Tata name has been respected in India for 140 years for its adherence to strong values and business ethics. Every Tata company or enterprise operates independently. Each of these companies has its own board of directors and shareholders, to whom it is answerable. There are 28 publicly listed Tata enterprises and they have a combined market capitalization of some $60 billion, and a shareholder base of 3.5 million. The major Tata companies are Tata Steel, Tata Motors, Tata Consultancy Services (TCS), Tata Power, Tata Chemicals, Tata Tea, Indian Hotels and Tata Communications. Tata Steel became the sixth largest steel maker in the world after it acquired Corus. Tata Motors is among the top five commercial vehicle manufacturers in the world and has recently acquired Jaguar and Land Rover. TCS is a leading global software company, with delivery centers in the US, UK, Hungary, Brazil, Uruguay and China, besides India. Tata Tea Is the second largest branded tea company in the world, through its UK-based subsidiary Tetley. Tata Chemicals is the worlds second largest manufacturer of soda ash and Tata Communications is one of the worlds largest wholesale voice carriers. Founded by Jamsetji Tata in 1868, Tatas early years were inspired by the spirit of nationalism. Tata companies have always believed in returning wealth to the society they serve. Two-thirds of the equity of Tata Sons, the Tata promoter company, is held by philanthropic trusts that have created national institutions for science and technology, medical research, social studies and the performing arts. The trusts also provide aid and assistance to non-government organizations working in the areas of education, healthcare and livelihoods. Tata companies also extend social welfare activities to communities around their industrial units. The combined development3

related expenditure of the trusts and the companies amounts to around 4 per cent of the net profits of all the Tata companies taken together.

Introduction of Chairman - Ratan Tata

Ratan N Tata has been the Chairman of Tata Sons, the promoter company of the Tata group, since 1991. He is also the Chairman of the major Tata companies, including Tata Motors, Tata Steel, Tata Consultancy Services, Tata Power, Tata Tea, Tata Chemicals, Indian Hotels and Tata Teleservices. During his tenure, the groups revenues have grown nearly 13- fold. Mr. Tata also serves on the board of directors of Fiat SpA and Alcoa. He is also on the international advisory boards of Mitsubishi Corporation, the American International Group, JP Morgan Chase and Rolls Royce. Mr. Tata is associated with various organizations in India and overseas. He is the Chairman of two of the largest private sector- promoted philanthropic trusts in India. He is a member of the Prime Ministers Council on Trade and Industry, the National Hydrogen Energy Board, and the National Manufacturing Competitiveness Council. He is the president of the Court of the Indian Institute of Science and Chairman of the Council of management of the Tata Institute of Fundamental Research. He also serves on the UK Prime Ministers Business Council for Britain and the International Advisory Council of Singapores Economic Development Board. He is also a member of the Global Business Council on HIV / Aids and the Programme Board of the Bill and Melinda Gates Foundations India Aids initiative. Mr. Tata joined the Tata group in 1962. After serving in various companies, he was appointed director-in-charge of The National Radio and Electronics Company in 1971. In 1981 he was named Chairman of Tata Industries; the groups other promoter company. Mr. Tata received a BS degree in architecture from Cornell in 1962. He worked briefly with Jones and Emmons in Los Angeles before returning to India in late 1962. He completed the Advanced Management Program at Harvard Business School in 1975.

TATA TELESERVICES LTD

Tata Teleservices Limited spearheads the Tata Group's presence in the telecom sector. The Tata Group had revenues of around US $75 billion in financial year 20010-11, and includes over 90 companies, over 350,000 employees worldwide and more than 3.5 million shareholders. Incorporated in 1996, Tata Teleservices Limited is the pioneer of the CDMA 1x technology platform in India. It has embarked on a growth path since the acquisition of Hughes Tele.com (India) Ltd [renamed Tata Teleservices (Maharashtra) Limited] by the Tata Group in 2002. It launched mobile operations in January 2005 under the brand Tata Indicom and today enjoys a pan-India presence through existing operations in all of India's 22 telecom Circles. The company is also the market leader in the fixed wireless telephony market with its brand Walky. The company has earlier also introduced the brand Photon to provide a variety of options for wireless mobile broadband access. Recently Tata Telesevices ltd. Launched GSM Connection T-24. Tata Teleservices Limited also has a presence in the GSM space, through its joint venture with NTT DOCOMO of Japan, and offers differentiated products and services under the TATA DOCOMO brand name. TATA DOCOMO arises out of the Tata Group's strategic alliance with Japanese telecom major NTT DOCOMO in November 2008. TATA DOCOMO has received a pan-India license to operate GSM telecom services-and has also been allotted spectrum in 18 telecom Circles. The company has rolled out GSM services in 14 of India's 22 telecom Circles in a quick span of under six months. Today, Tata Teleservices Limited, along with Tata Teleservices (Maharashtra) Limited, serves over 58 million customers in more than 410,000 towns and villages across the country, with a bouquet of telephony services encompassing mobile services, wireless desktop phones, public booth telephony, wire line services and enterprise solutions. In December 2008, Tata Teleservices Limited announced a unique reverse equity swap strategic agreement between its telecom tower subsidiary, Wireless TT Info-Services Limited, and Quippo Telecom Infrastructure Limited-with the combined entity kicking off operations in early 2011 with 18,000 towers, thereby becoming the largest independent entity in this space and with the highest tenancy ratios in the industry.

Organization Structure of TTSL ( January2012)

N. SHRINATH Managing Director and CEO

Deepak Gulati Executive president, Mobility Business

A.G. Rao Executive President, Enterprise and Tech

S. Varadarajan Executive President, Human Resources

S.G Murali Executive President, Finance

Madhav Joshi
Executive President, Regulatory and legal

Rajeev Narayana Head Corporate Affairs

Koji ONO Chief Strategy officer

Sunil Tondon Head Non Voice Sandeep Singal Head Branded Reatil and Strategic Distribution Gurinder S. Sandhu Head marketing Elango Thambaih President mobility T.K. BalaKUmar Head mobility CSD

Akshay Pandey Head Network Sukanto Aich Head Enterprise Ashis Pachori CIO Katsuhiko Yamagata Chief Wireless Officer

Arun Padhi Madhusudan.M

Senior VicePresident HR President Corporate Finance

TATA DOCOMO

TATA DOCOMO is Tata Teleservices Limited's (TTSL) telecom service on the GSM platformarising out of the Tata Group's strategic alliance with Japanese telecom major NTT DOCOMO in November 2008. Tata Teleservices has received a pan-India license to operate GSM telecom services, under the brand TATA DOCOMO and has also been allotted spectrum in 18 telecom Circles. TTSL and has already rolled out its services in various circles. The launch of the TATA DOCOMO brand marks a significant milestone in the Indian telecom landscape, as it stands to redefine the very face of telecoms in India. Tokyo-based NTT DOCOMO is one of the world's leading mobile operators-in the Japanese market, the company is clearly the preferred mobile phone service provider in Japan with a 50 per cent market share. NTT DOCOMO has played a major role in the evolution of mobile telecommunications through its development of cutting edge technologies and services. Over the years, technologists at DOCOMO have defined industry benchmarks like 3G technologies, as also products and services like the i-modeTM, mobile payment and a plethora of lifestyle-enhancing applications. Today, while most of the rest of the industry is only beginning to talk of LTE technology and its possible applications, DOCOMO has already started conducting LTE trials in physical geographies, not just inside laboratories. DOCOMO is also a global leader in the VAS (Value-Added Services) space, both in terms of services and handset designs, particularly integrating services at the platform stage. The Tata Group-NTT DOCOMO partnership will see offerings such as these being introduced in the Indian market under the TATA DOCOMO brand. TATA DOCOMO has also set up a 'Business and Technology Cooperation Committee, comprising of senior personnel from both companies. The committee is responsible for the identification of key areas where the two companies will work together. DOCOMO, the world's leading mobile operator, will work closely with the Tata Teleservices Limited management and provide know-how on helping the company develop its GSM business. Despite being a late entrant, Tata Indicom, TTSL's CDMA brand, has already established its presence and is the fastest-growing pan-India operator. Incorporated in 1996, Tata Teleservices

Limited is the pioneer of the CDMA 1x technology platform in India. Today, Tata Teleservices Limited, along with Tata Teleservices (Maharashtra) Ltd, serves over 37 million customers in more than 320,000 towns and villages across the country offering a wide range of telephony services including Mobile Services, Wireless Desktop Phones, Public Booth Telephony and Wire-line Services.

RECRUITMENT PROCESS
This project report is all about to study the effectiveness of Recruitment process of Tata DOCOMO (Tata Teleservices Ltd)

1.1 RECRUITMENT

Recruitment means to estimate the available vacancies and to make suitable arrangements for their selection and appointment. Recruitment is understood as the process of searching for and obtaining applicants for the jobs, from among whom the right people can be selected. A formal definition states, It is the process of finding and attracting capable applicants for the employment. The process begins when new recruits are sought and ends when their applicants are submitted. The result is a pool of applicants from which new employees are selected. In this, the available vacancies are given wide publicity and suitable candidates are encouraged to submit applications so as to have a pool of eligible candidates for scientific selection. In recruitment, information is collected from interested candidates. For this different source such as newspaper advertisement, employment exchanges, internal promotion, etc. are used. In the recruitment, a pool of eligible and interested candidates is created for selection of most suitable candidates. Recruitment represents the first contact that a company makes with potential employees.

1.1.1 Definition: According to EDWIN FLIPPO, Recruitment is the process of searching for prospective employees and stimulating them to apply for jobs in the organization.

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1.1.2 Purpose and importance of Recruitment: 1. Determine the present and future requirements of the organization on conjunction with its personnel-planning and job analysis activities. 2. Increase the pool of job candidates at minimum cost. 3. Help increase the success rate of the selection process by reducing the number of visibly under qualified or overqualified job applicants. 4. Help reduce the probability that job applicants, once recruited and selected, will leave the organization only after a short period of time. 5. Meet the organizations legal and social obligations regarding the composition of its work force. 6. Begin identifying and preparing potential job applicants who will be appropriate candidates. 7. Increase organizational and individual effectiveness in the short term and long term. 8. Evaluate the effectiveness of various recruiting techniques and sources for all types of job applicants. Recruitment is a positive function in which publicity is given to the jobs available in the organization and interested candidates are encouraged to submit applications for the purpose of selection. Recruitment represents the first contact that a company makes with potential employees. It is through recruitment that many individuals will come to know a company, and eventually decided whether they wish to work for it. A well-planned and well-managed recruiting effort will result in high quality applicants, whereas, a haphazard and piecemeal efforts will result in mediocre ones.

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1.1.3 Recruitment Process: Manpower planning: Manpower planning which is also called as Human Resource. Planning consists of putting right number of people, right kind of people at the right place, right time, doing the right things for which they are suited for the achievement of goals of the organization. Human Resource Planning has got an important place in the arena of industrialization. Human Resource Planning has to be a systems approach and is carried out in a set procedure. The procedure is as follows:

Analyzing the current manpower inventory Making future manpower forecasts Developing employment programs Design training programs a) Analyzing the current manpower inventory: Before a manager makes forecast of future manpower, the current manpower status has to be analyzed. For this the following things have to be noted1. Type of organization 2. Number of departments 3. Number and quantity of such departments 4. Employees in these work units Once these factors are registered by a manager, he goes for the future forecasting. b) Making future manpower forecasts: Once the factors affecting the future manpower forecasts are known, planning can be done for the future manpower requirements in several work units. The Manpower forecasting techniques commonly employed by the organizations are as follows: . Expert Forecasts: This includes informal decisions, formal expert surveys and Delphi technique. . Trend Analysis: Manpower needs can be projected through extrapolation (Projecting past trends), indexation (using base year as basis), and statistical analysis (central tendency measure).
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Work Load Analysis: It is dependent upon the nature of work load in a department, in a branch or in a division. Work Force Analysis: Whenever production and time period has to be analyzed, due allowances have to be made for getting net manpower requirements. Other methods: Several Mathematical models, with the aid of computers are used to forecast manpower needs, like budget and planning analysis, regression, and new venture analysis.

c) Developing employment programs- Once the current inventory is compared with future forecasts, the employment programs can be framed and developed accordingly, which will include recruitment, selection procedures and placement plans. d) Design training programs- These will be based upon extent of diversification, expansion plans, development programs, etc. Training programs depend upon the extent of improvement in technology and advancement to take place. It is also done to improve upon the skills, capabilities, knowledge of the workers.

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1.1.4 SOURCES OF MANPOWER SUPPLY An organization can fill up its vacancies either through promotion of people available in the organization or through the selection of people from outside. Thus, there can be two sources of manpower external and internal. For all recruitment, a preliminary question of policy considers the extent to which it will emphasize external and internal sources. Vacancies through internal sources can be filled up either through promotion or transfer; recruiters tend to focus their attention on outside sources. Therefore, the first problem is to identify outside sources. Normally, following outside sources are utilized for different positions. 1). Advertisement -: Advertisement is the most effective means to search potential employees from outside the organization. Employment advertisement in journals, newspaper, bulletins, etc, is quite common in our country. An advertisement contains brief statement of the nature of jobs, the type of people required, and procedure for applying for these jobs. 2). Employment Agencies -: Many organizations get the information about the prospective candidates through employment agencies. In our country, two types of agencies are operating: public employment agencies and private employment agencies. Public Employment Agencies: There are employment exchanges run by the government almost in all districts. The employment seekers get themselves registered with these agencies. Normally, such exchanges provide candidates for lower position like semi-skilled and skilled workers, and lower-level operations like clerks, junior supervisors, etc. Private Employment Agencies: There are many consultancy and employment agencies like ABC consultants, Personnel and productivity services, etc., which provide employment services particularly for selecting higher level and middle level executives. These agencies also undertake total functions personnel on behalf of various organizations. They charge fees for this purpose. 3). on campus Recruitment -: Many organizations conduct preliminary search of prospective employees by conducting interviews at the campuses of various institutes, universities and colleges. This source is quite useful for selecting people to the posts of management trainees, technical supervisor, scientist, and technicians. The organizations hold preliminary interviews on

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the campus on the predetermined date and candidates found suitable are called for further interviews at specified. 4). Employee recommendations -: Employee recommendation can be considered to the lower levels. The idea behind employee recommendations as a source of potential applicants is that the present employees may have specific knowledge of the individuals who may be their friends, relatives, or acquaintances. If the present employees are reasonably satisfied with their jobs, they communicate these feelings to many persons in their communities. 5). E Hiring -: Many organizations conduct preliminary search of prospective employees through the internet service. There are many job portals available on internet like Naukri.com, Monster.com etc. Candidates register their cvs on the different job portals which are searched by the recruiters who are looking for the candidates. The candidates whose profiles match with the recruiters requirement are contacted through email or by telephone for further interview process. 6). Gate Hiring -: The concept of gate hiring is to select people who approach on their own for employment in the organization. Gate hiring is quite useful and convenient method at the initial stage of the organization when large number of such people may be required by the organization. It can be made effective by prompt disposal of applications, by providing information about the organizations policy and procedures regarding such hiring and providing facilities to +such gate callers. It is not necessary that a particular organization will utilize all sources to employ people of all types. Some of the sources are more useful for a particular category of employees.

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RECRUITMENT PROCESS AT TATA DOCOMO (TATA TELESERVICES)

3.1 RECRUITMENT POLICY 3.1.1 To actualize the organizational vision of providing Trusted services to 100 million happy customers by 2011. Acquiring and retaining high quality talent is the key to an oragnizations success. The recruitment strategy of Tata Teleservices limited (TTSL) adopted for the same will mirror our corporate image and enhance its brand value.

3.1.2 The recruitment process is the most visible and dynamic way of projecting an organizations objectives & image outside.

3.2 RECRUITMENT OBJECTIVE - Systematically hire competent human resource in line with HR Strategies derived from business goals, future growth plans & evolving roles and responsibilities of employees to keep pace with the changing dynamics of the organization. - Hire Human resource with values similar to those advocated by the organization to ensure the right culture fit. - Adopt a continuous and conscious practice of exploring newer channels for sourcing the best talent in a cost effective manner. - Provide opportunities to employees to apply for vacant positions in the company through internal job-postings, with a view to enable career growth for them. - Implement merit based hiring practices that provides equal opportunity to all. - Hire CRISP talent with requisite competence, skill set, knowledge and attitude to deliver business results today and tomorrow.

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3.3 RECRUITMENT STRATEGY

3.3.1 While hiring a TTSLite, they look for the following attributes:C - Customer Focus R - Result Orientation I - Initiative and Speed S - Self Confidence P - Passion for achievement

3.3.2 Sourcing Strategy The following sources will be used for identifying the potential Human Resources for TTSL: Recruitment consultants, Employee Referrals, Job portals, Internal Resume Database, Direct Recruitment- Walk Ins, News Paper Ads, Campus Recruitment, Data bank, Voluntary application, Referral from Tata ecosystem, Voluntary referrals from professional Agencies, NGOs facilitation, etc.

3.4 INITIATION OF RECRUITMENT 3.4.1 Manpower Budget The organizations business plans for the fiscal year originates from the long term business objectives of TTSL. Each function defines its manpower requirements based on the strategic objectives set down for achieving the annual business objectives for the function. The finance function analyses the cost incurred in the hiring of manpower. Corporate HR with circle HR discusses the manpower requirement with the heads of each function to rationalize the manpower to control additions and cost. Hiring Plan Following this, the hiring plan for entire year is charted out. This plan lays down the Number of employees to be hired on a monthly basis at each level, location and function. The manpower budget is reviewed if any revision in business plan takes palace.

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There is no carry forward of budgeted manpower from one year to another year. Thus, there may be a change in the manpower needs projected initially, and the same gets changed on changes in business plans during the course of the year. 3.4.2 Drivers of Recruitment In addition to the budgeted requirement for manpower, there may be some other drivers of recruitment i.e. Reorganization/Restructuring which arises from merger, acquisition or expansion can stimulate a need for recruitment. 3.4.3 Job Descriptions A key input for recruitment is an inventory of all skill sets and competency levels for existing positions in all functions. These prerequisites for a position are translated into job descriptions (for format see annexure 1). Job Descriptions (JDs) describe the work performed, responsibilities involved, experience profile, skill. JDs give an understanding of the tasks performed and the type of qualification required to perform them.

3.5 RECRUITMENT SOURCES Once the requirement for hiring is justified and manpower requisition is approved, applications for specific positions are generated through various sources. Following sources are used for recruitment:

3.5.1 Internal Sources 3.5.1.i Internal Job Postings/External Job Postings (TATA WORLD) This method is used for identifying qualified internal candidates. It has the advantage of redeploying people already acquainted with the companys business processes and culture and hence, job training can be reduced. It provides opportunity for promotion and employee development.

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This procedure applies to all budgeted vacancies as well as vacancies created due to replacement requirements in levels M4 to M8.

Input

Approved manpower requisition/job description(JD)

SLA

Post the vacancy on the Intranet, within 1 day of receiving a requisition. Receive CVs from internal candidates within 7 days of job posting.

Activities

The manpower requisition should be signed & forwarded by the function head and mailed to the GM HR corporate. Check JDs for level & location and post it to the intranet Collect the applications received from the hiring manager on the 7th day of job posting. Applicants have been in the current assignment for a min. of 6 months period & are confirmed employees. If candidate selected make offer. If offer is accepted update personal file, Update SAP, inform Finance, inform reporting manager about Candidates date of joining. If candidate is not selected; File CV and Interview Assessment sheet in rejected candidates folder Begin sourcing Activity

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3.5.1.i CV databank The internal databank of CVs is an important source of profiles, specifically with regard to local candidates. After the applications are received, they are screened and short-listed for further processing. Input CVs received from various sources

SLA

Ongoing activity

Activities

Segregate CVs received through email, post, walk-in candidates, employee referrals Classify CVs as per function and date of receipt File CVs in a function wise manner

3.5.1.i Employee Referral Scheme Bring buddy Employee referral is an efficient and cost effective way of attracting qualified candidates. Employees not only get the referral fee but also they play a role in shaping the companys future. Any employee who wants to refer an individual can forward to the HR function either through email or by submitting a hard copy. Inputs CVs from employees Input CVs from employees

SLA

Ongoing activity

Activities

All CVs received are to be placed in the databank Maintain record of the name of the employee and date of receipt of CV If the CV is short-listed, organize interview/if rejected tell referee Informed the employee about the outcome if refer candidate attends interview Update personal file Update recruitment Tracker
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3.5.1.iv Off- roll employees Hiring an outsourced employee simplifies the induction process as the employee is acquainted with the job complexities and the organization culture. The term off role employees refers to the employees working on the rolls of an agency providing results and services to TTSL. These employees are on the payroll of an external agency. Appointment on TTSL rolls It is based purely on the availability of a vacancy and suitability of the outsourced employee as an applicant. Criteria The applications are for entry level positions only (M8 M7) The applicant has served for a minimum period of 12 months continuously with an agency providing services to TTSL. The application is screened by dept. head

3.5.1External sources 3.5.2.i Recruitment through Consultants Recruitment consultants are used to assist in the hiring of qualified candidates. They help in identifying job seekers and are a good and efficient source for obtaining pre screened candidates. TTSL employs Recruitment Consultants on a contingency basis implying that they are paid a fee only when a position is closed through them.

Selection of RCs The list of consultants along with the applicable terms and conditions is finalized by Corporate HR at the beginning of each year. Each RC is required to sign a contract with Corporate HR before commencing work with TTSL.

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Evaluation of RCs The list of consultants is revised only at the beginning of each financial year, on the basis of relative performance of the consultants.

Input

Recruitment MIS & CV databank

Timeline

In the beginning of financial year

Activities

Quantitative & qualitative assessment undertaken Evaluation done by recruitment dept. in each circle Prepare list of consultants to be retained for the year and those that need to be terminated Head HR approve the above list

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3.5.2.i Advertisements Placing advertisements in the newspaper is a method of recruiting external applicants, to be used in specific cases such as walk ins, special positions etc. Since potential candidates are first introduced to the company through advertisements, this helps in building a positive image. Either TTSL or the vendor can release an advertisement for vacancies.

When TTSL releases the advertisement This source is used for hiring for M5 & above levels. For this an advertisement copy should be prepared jointly and been approved by both the hiring function and HR. All advertisements to be approved and ratified by Corporate HR & Corporate MARCOM prior to release. The advertisement should: a. Meet the criteria set by the company for release in the print media. b. Be brief, precise and consistent with job specifications and the selection criteria. It must specify the e-mail address/fax number/address where applicants can send their CVs. c. Attract the interest of potential and suitable applicants. d. Have the following details: Summary of TTSLs business Level/Title and location of position Position code for each job Job specifications in terms of skills, experience and qualifications required Closing date of applications

3.5.1Job Portals Leading job portals like Naukri, Times job, Monster etc. Should be used to get CVs for closing positions at the level of M2 to M8. corp TATA will maintain an annual matrix of usage of these portals by circle & will also circulate usage on a quarterly basis.
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3.5.2TTSL Website Open positions up to M2 level should be put on the TTSL website for seeking profile from interested applicants from external world. All open positions which are to be put on TTSL website will be done so on approval of Corporate TATA head.

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CHAPTER-2 RESEARCH METHODOLOGY

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RESEARCH METHODOLOGY

Definition Research in common parlance refers to a search for knowledge. The advanced learners dictionary of current English lays down the meaning of research as a careful investigation of enquiry especially through search for new facts in any branch of knowledge. The systematic approach concerning generalization and the formulation of a theory is also research. The purpose of research is to discover answers to questions through the application of scientific procedures.

OBJECTIVE OF THE STUDY

How does right recruitment process helps in creating overall efficiency, cost reduction, on time delivery. To understand the complete Recruitment process at Tata DOCOMO (Teleservices Ltd). To Study and analyze the recruitment for the season 2011. To highlight the area where recruitment programs needs improvement. To know which Department require maximum number of hire.

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RESEARCH DESIGN
A research design is the arrangement of conditions for collection and analysis of data in a manner that aims to combine relevance to the research purpose with economy in procedure. - JOHN.W.BEST Research may be defined as any organized inquiry designed and carried out to provide information for solving a problem. - EMORY Research is essentially an investigation, a recording and an analysis of evidence for the purpose of gaining knowledge. - ROBERT ROSS Descriptive Research Design

Descriptive research design studies are those studies, which are concerned with describing the character of a group. The researcher makes a plan of the study his research work. That will enable the researcher to save and resources such a plan of study or blue print or study is called a research design.

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SCOPE OF THE STUDY

To help the company to determine how they make their recruitment and selection programs more effective. Help to find out the efficiencies of recruitment sources. To determine various parameters to collect information through questionnaire of employer. To help to collect the findings, information & analyze to draw conclusion of recruitment & selection process. To explain the documentation used at the various stages of the recruitment & Selection process.

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DATA COLLECTION
The study was based on questionnaire method. The study was about the Recruitment and Selection System at Tata Teleservices Ltd. And find out the effectiveness of recruitment and selection. There are two types of data collection: Primary data Secondary data

Primary data The primary data are those, which are collected a fresh and for the first time happen to be original in character. It has been collected through a Questionnaire and personal interview by HR Manager.

Secondary data Secondary data are those which have already been collected by someone else and which have already been passed through the stratified process. It has collected through the manuals, journals & Internet. Research Instrument Questionnaire containing both closed and open ended questions Tools for Analysis Along with the usual statistical tools such as tables, percentages, charts, I have used Recruiting & Selection Metrics for analyzing the efficiency of recruitment process and arriving at the conclusion.

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Recruiting Metrics Recruiting Metrics should be defined as: A quantifiable measurement that can be compared to established benchmarks AND encourages behaviors focused on candidate quality and client experience. Most often, metrics are designed to measure only the outcome or production of a recruiter regardless of the manner in which those specific metrics are attained. In order to be effective, metrics must measure the correct results and drive the right recruiting behaviors.

-Metrics of Today In Recruiting, the measurement of success is very analytical. The general metrics that need to be focused while recruiting are: quantity, cost, time and quality.

I. Efficiency metrics There is way by which we can measure the Quality of the results of the recruiting process using three great Efficiency Metrics. The efficiency measures in a recruitment process are carried out on the basis of the recruiters work and the productivity of the entire recruitment process. The Basic three metrics are as follows: Submittal efficiency The submittal efficiency is measured on the basis of the candidates qualification as per requirement of the job profile. It is measured by dividing the number of applicants interviewed by the number of applicants who submitted their profiles. This number is expected to be really high but it is relatively average. If the efficiency seems to be below average, then there may appear be some poor actions being conducted by the recruiters, perhaps spending a lot of time while going through resumes or insufficient specification of the job profile. When the efficiency reaches a very low percentage then ordered are delivered to certify the problem areas. Interview efficiency The interview efficiency is measured on basis of the hiring managers evaluating process. It works by extracting the results by dividing the number of applicants who are shortlisted and offered the position by the total interviewed number of candidates. This sort of efficiency can
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measure up to near to and al little below average as compared to the submittal efficiency. But the same determination actions are applied if the efficiency results are very low. Offer efficiency The last of the three basic efficiencies is measured on the basis of the number of candidates who accept your proposal and commence the position. It is evaluated by dividing the number of candidates to accept the offer by the total number of proposals. The same process of analyzing the efficiency is applied, if it is above average then the job is being well done, if average or near to average then there has to be certain actions taken to modify the process and if its below or very less than average then it is certain that the recruit is doing poor job and negotiations are then carried out to eradicate the offers. Joining efficiency Joining efficiency refers to number of candidates join the job after getting the offer by company. This efficiency is directly affected to companys selection process. I. Source of Hire Data is driven by the percentage of new hires from each defined candidate source. Data also drove by percentage of hires per source, with highest on the job performance and tenure rates. Greater focus on Quality of Hire, Quality of Sourcing Strategy, Cost-Per-Hire, and Time-to-Fill. This metric also helps recruiting managers see sourcing channels in terms of outcomes, not just sheer numbers. II. Referral Rates (Sample) Data is driven by the percentage of hires from employee referrals generated by the recruiter. Greater focus on Quality of Hire, Cost-Per-Hire, and Time-to-Fill. Referral rate = No. of candidates hired from employee reference 100 Total number of hires

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LIMITATIONS OF THE STUDY

Complete and latest data was not available due to company privacy and secrecy. There is not accurate information provided by the management. Training time is too short that is why we not able to collect huge information by different sources. Study is containing by primary and secondary data both, so that there is some chances for inaccuracy. Information is not sufficient for study which is given by the company.

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CHAPTER-3 DATA ANALYSIS & INTERPRETATION

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DATA ANALYSIS & INTERPRETATION

1.) According to the survey company have clearly stated Recruitment Policy.

2.)

According to the survey number of estimated new hires in recruitment season 2011 is 25.

3.)

DETAILS FOR THE RECRUITMENT SEASON 2011.

easuring the effectiveness of recruitment process through metrics: (Quality Metrics) Details of candidates Number of candidates

Number of candidates submitted their Resumes Number of candidates being interviewed Number of candidates received offers Number of candidates accepted offers Number of candidates join the organization

300

150 25 25 18

From the above data various efficiencies of recruitment can be calculated, which are written below: Submittal Efficiency = No. of candidates interviewed Total no. of candidates submitted x 100

Interview Efficiency = No. of candidates receives offers

x 100

No. of candidate interviewed

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 Offer Efficiency =

No. of candidate accepting offer x 100 Total no. of offers

Joining Efficiency =

No. of candidate Join Total no. of Accepted offer

x 100

Result With the use of above formulas, the following results are found:

Submittal Efficiency = 50% Conditions When Submittal efficiency is 100 % it means recruiters missing good candidates because they are not pushing edges to the requisition specifications. W hen it is too low that means recruiters spend too much time interviewing resumes. But Submittal efficiency of TTSL recruitment process is 50%. It seems that they are doing well.

Interview Efficiency = 16.67% Conditions This would be expected to lower than the submittal efficiency since most people want to interview several candidates for one offer. The goal is to shoot 30% efficiency but less than this is not good which means your organization is making offers to one out of every three to four interviewed candidates. If less than one in six candidates interviewed actually receives an offer (16% efficiency), it should be an indicator that it is time to investigate again.

Offer Efficiency = 100% Conditions If the process yields 80% offer efficiency, or four out of five offers are accepted, you are doing well.

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Conversely, if less than three in five offers are accepted (60% efficiency), then something in your recruiting processes will need to be modified or addressed. Low offer efficiencies could mean the recruiter is doing a poor job of pre-closing the candidate or negating counteroffers. The offer efficiencies percentage can be too high. If 100% of people accept your offers, perhaps you are offering too much money for the job. Joining Efficiency = 72% There is no every candidates are join the job who get the offer by company.

Recruitment and selection efficiency

120% 100% 80% 60% 100% 40% 20% 0% Submittal Efficiency Interview Efficiency Offer Efficiency Joining Efficiency 50% 16.67% 72%

4.)

TTSL prefer internal source of recruitment because employees in the organization get the opportunity within the organization, it has better growth prospects.

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5.)

NUMBER

OF

SELECTED

CANDIDATES

THROUGH

VARIOUS

RECRUITMENT SOURCES fficiency analysis through chart & calculation of referral rate (Quality Metrics)

Recruitment sources

Number of Employees Percentage of no. Hired of employees Hired

Internal Job postings CV database Employee referral scheme Off role employees Recruitment consultants Job Portals Advertisements Walk Ins
Total

2 3 19 1 25

8% 12% 76% 4% 100%

80% 70% 60% 50% 40% 30% 20% 10% 0% 8%

Recruitment Sources
76%

12% 4% 0% 0% 0% 0%

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Referral Rate = No. of hires from employee reference X 100 Total Number of Hires Result: Referral Rate = 76% Inference: 8% of candidates hired from Internal Job postings, 12% from CV database, 4% from off role employees 76% of candidates hired from employee. So employee referral scheme is most prominent in this recruitment season.

6.) 2011.

Number of candidates hired at different management levels in recruitment

Management levels

Number of candidates Percentage of no. of hired Candidates 4 20 1 25 16% 80% 4% 100%

Higher level Management Middle level Management Lower level management Total

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Management Hire level

90% 80% 70% 60% 50% 40% 30% 20% 10% 0% Higher level 16% 4% Lower Level Middle Level 80%

Inference:16% candidates hired at higher level management, 4% candidates hired at lower level management, But 80% candidates hired at middle level management, it shows that higher number of vacancies found at middle level in this recruitment season.

7.)

To hire higher level management, they prefer recruitment consultants, because, this source of recruitment reduce the company performance.

8.)

Maximum method used for Recruitment. %age of use by management 38% 15% 25% 15% 08% 100%
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Recruitment method Structured Unstructured Problem questions Case study questions Other Total

Recruitment method
40% 35% 30% 25% 20% 15% 25% 10% 15% 5% 0% Structured Unstructured Problem questions Case study questions Other 15% 8% 38%

Inference:The company maximum use structured method for recruitment, 15% unstructured, 25% problem question and 15% case study Questions method are used. But some time company also choose other method as per the requirement, other percentage is just 08%.

9.)

MINIMUM WORK EXPERIENCE REQUIRED FOR DIFFERENT

MANAGEMENT LEVELS. Management level Higher level ( M3 & above) Middle level ( M6 to M4) Lower level ( M7 & M8) Work experience 9 15 years 3 8 years 1-3 years

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Inference TTSL preferred those people at the higher level management who have high work experience i.e. 9 to 15 years. 3 to 8 years of experience is required at middle level of management. Minimum work is required at lower level because they have fewer responsibilities than higher and middle level management people.

10.)

TTSL gives top priority retaining current employees.

11.)

Referral fee under employee referral scheme.

Management level M7/M8 M5/M6 M3/M4 M2 & Above Inference

Referral fee 5000 10,000 15000 20,000

If a candidate hired through employee referral scheme in return employee would get some referral amount. The referral amount increases with the increase in the management level at which employee gets selected.

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12.)

Gender based analysis.

Gender based analyses

100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% Male Female 12% 88%

Inference 88% male candidates are selected in recruitment 2011. 12 % female candidates are selected.

13.)Number of candidates hired in various departments in 2011.

Analysis by departments Department Marketing Sales HR Finance Technology CSD Total Number of candidates hired 1 24 25
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Percentage of hired candidates 4% 96% 100%

%age of hired candidate

120% 100% 80% 60% 96% 40% 20% 0% 4% 0% 0% 0% 0%

Inference In this recruitment 96 % employees are hired in sales department. Only 4% employees are hired in marketing department. There is no hiring in any other department.

14.) Department Marketing Sales HR Finance Technology CSD Total

Department wise required hire. Number of required candidates 1 2 3 6

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Required candidate

3.5 3 2.5 2 1.5 1 0.5 0 1 0 0 0 2 3

Inference Company require 1 candidate in marketing, 2 in Hr and 3 candidates in technology Department in future. There is no requirement in any other department. Company require maximum number of hire in technology, that is 3 candidates

15.)

TTSL provide medical tests reimbursement to the employees.

16.)

TTSL provide travel entitlement for outstation candidates who are appearing for the interview.

17.)

According to TTSLs policy physical examination is most important after final interviews. Because employee should be mentally and physically strong.

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18.)

Selection procedure wise analyses.

120% 100% 80% 60% 100% 40% 20% 0% 0 0 0 0

Inference The Hr manager is agree with the statement Procedure adopted for selection of employee enable to give the right person at right at right job

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19.) Inference -

Top 3 recruiting challenges are as follows.

Quality recruitment Retention of newly hired candidates Hiring of senior level management employees.

Quality recruitment

Retention of newly hired candidates Hiring of senior level management employees.

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CHAPTER-4 FINDINGS, CONCLUSION & SUGGESTIONS.

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FINDINGS

A. Tata Teleservices Ltd. (TTSL) has a clearly stated Recruitment Policy. B. The number of estimated new hires in recruitment 2011 is 25. C. Effectiveness of recruitment process analyzed through Quality Metrics: a. Submittal efficiency of TTSL recruitment process is 83.33%. It seems that they are doing well. b. The goal is to shoot 30% interview efficiency but actual interview efficiency is 16.67%, which is less than this is not good which means your organization is making offers to one out of every three to four interviewed candidates. c. The offer efficiencies is 100% i.e. all the selected people accept the offers, which show all selected people interested in the company. d. Joining efficiency is 72%. This is good efficiency for the company; it shows companys recruitment policy is satisfactory. D. TTSL prefer internal source of recruitment because employees in the organization get the opportunity within the organization, it has better growth prospects. And reduce the cost. E. Sourcing efficiency analysis through Quality Metrics: a. 8% of candidates hired from Internal Job postings b. 12% from CV database c. 4% from off role employees d. 76% of candidates hired from employee referral. So employee referral scheme is most prominent in this recruitment season. F. 16% candidates hired at higher level management, 4% from lower level management, and 80% candidates hired at middle level management, it shows that higher number of vacancies found at middle level in this recruitment season. G. To hire higher level management, they prefer recruitment consultants. The cost of recruitment consultants is approx. 8% of total CTC at M3 & below levels and approx. 12% of total CTC at M3A & above level.
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H. Company maximum use structural method for recruitment. This method makes the recruitment process easiest. I. TTSL preferred those people at the higher level management who have high work experience i.e. 9 to 15 years. 3 to 8 years of experience is required at middle level of management and Minimum work is required at lower level because they have fewer responsibilities than higher and middle level management people. J. TTSL prefer current employee for recruiting, it is beneficial for the company because the existing employee will be more familiar with the working environment. K. If a candidate hired through employee referral scheme in return employee would get some referral amount. The referral amount increases with the increase in the management level at which employee gets selected L. Gender based analysis: a. 88% male candidates are selected in recruitment 2011. b. 12 % female candidates are selected, This shows that the company prefer males more, because of late timing (8 AM to 7 PM) of the work and male people can easily do marketing and have lesser issues regarding travel. . That is why only 12% people selected are female. M. Department based analysis: a. 96 % employees are hired in sales department, b. Only 4% employees are hired in marketing department.

c. There is no hiring in any other department. N. Company require 5 number of hire in future, the maximum number of candidates require in technology that is 3.

O. Effectiveness of Recruitment process analyzed through Cost Metrics: a. TTSL outsourced a company called Authbridge for verification/ reference check of its new hires. It takes 1200 Rs. /candidate. Total expense for verification is 30,000 in 2011. b. Other cost associated with this recruitment 2010 is Referral amount paid to the employees because 19 out of 25 new hire through employee referral.
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P. Top 3 recruiting challenges for company are Quality recruitment, Retention of newly hired candidates, and Hiring of senior level management employee as said by the HR manager.

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CONCLUSION
The Recruitment Process is one of the basic HR processes. Recruitment is very sensitive as many managers have a need to hire a new employee and this process is always under a strict monitoring from their side. Tata DOCOMO uses two sources of recruitment internal and external source. But they prefer internal source because it gives opportunity to employees within the organization. After recruitment Selection process takes place. This entails establishing the best fit between job requirements and the candidates profile. In future company have three challenges that is Quality recruitment, Retention of newly hired candidates, and Hiring of senior level management employees. Overall company have good recruitment and selection policy, it is effective for growth of the company.

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SUGGESTIONS
The interview efficiency of TTSLs Recruitment & Selection Process is 10%, which is less than the optimum (16%, selecting 1 out of 6 candidates) interview efficiency so they should investigate their process. It may be possible that recruiters are overly selective. So take care about this efficiency. The offer efficiency is 100%, it can be too high but 100% means perhaps you are giving too much salary to the new hires or any other factor is associated with it so new hires dont deny your offer. Even though you hires from the external source, the main source of recruitment is internal but you should have look towards the external world to hire new pool of talent. So that candidates from external world can also work with you. TTSL should also give equal priority to hire new ones. Company should also use advertising source for recruiting employees.

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BIBLIOGRAPHY
Reference from Books Human resource management, Eleventh Edition Gary Dessler, Biju Varkkey. Essentials of HR Management and Industrial Relations, Fourth Edition Subba rao Internet Sources-

-http://www.prokerala.com/automobile/tata/dealers/in-mohali.html -http://www.screen.com/doc/34642632/Recruitment-Selection-Process-at-Tata-Teleservices-LtdTata-DOCOMO -http://www.slideshare.net/vallari_05/recruitment-amp-selection-process-at-tata-teleservices-amp -http://www.tatadocomo.com/ -http://timesofindia.indiatimes.com/topic/tata-docomo -http://www.tata.com/doc/66064045/16/TATA-DOCOMO -http://www.humanact.com/doc/66064045/34642632-Recruitment-Selection-Process-at-TataTeleservices-Ltd-Tata-DOCOMO#

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ANNEXURES
ANNEXURE- 1 JOB DESCRIPTION

Date: Position Title: Grade: Reports to: Function BU: Corporate/Circle: Contacts of this position: Internal:

Version:

Sub Function: Location:

External:

For managers & above only No. of direct reportees: Budget of area of responsibility (in lacs Rs.): Job code: Organ gram: Job Purpose: No. of indirect reportees:

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Job responsibilities Activity code: Responsibilities % time spend Responsibility level Responsibility 1 Activity 1 Activity 2 Responsibility 2 Activity 1 Activity 2
Competencies: Professional knowledge 1 2 3 Skills 1 2 3 Personal attributes

Measurement Criteria

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ANNEXURE- 2

APPOINTMENT LETTER (SAMPLE)

(Date) Mr. /Ms. (name) Address Dear Mr. Please refer to the interview and discussion s you had with us recently. We are pleased to offer you the position of _______ (Designation) in the __________ (Function) on the following terms & conditions: 1. You will receive a Basic salary of Rs._____ per month. All other allowances and benefits as applicable to you are detailed as applicable to you are detailed in Annexure A.

2. Your place of posting will be _____ (Location) till the company intimates you otherwise.

3. You will be governed by and agree to abide by the General Terms & Conditions of Service of the Company, as enclosed at Annexure B.

4. You will be governed by an agree to abide by the provisions of the Tata code of Conduct, a copy of which is enclosed with this letter.

5. Your appointment is subject to your behind certified medically fit by a medical practitioner reorganized by us, and on receipt of satisfactory references.

6. You will be on probation for a period of six month from date of your joining the company, subject to the conditions detailed in the General terms & conditions of service.

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7. You will furnish to us copies of all relevant certificates, including relieving certificate from your present employer at the time of joining. You will also submit to us 4 copies of your recent passport sized and 1 stamp sized photographs on red colour background at the time of joining.

Within 3 days of receipt of this letter, you are requested to sign and return the duplicate copy of this letter in token of your acceptance of the terms of appointment, including the general terms & conditions of Service and the provisions contained in the Tata Code of conduct.

You are requested to join the services of the company not later than _________(Date) failing which please consider the offer to be withdrawn, unless an extension to the date of joining has been mutually agreed in writing.

We take this opportunity to thank you for the interest you have shown in our organization and look forward to welcoming you on board.

Yours faithfully, For Tata Teleservices Limited ________ (name) ________ (Designation)

I accept the offer of Appointment

__________________ (Signature)

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ANNEXURE- 3

INVESTIGATION FOR PRE-EMPLOYMENT MEDICAL CHECK UP

Sr. no. 1 2 3 4 5 6 7 8 9 10 11 12 13 14 DESCRIPTION CBP SRL ransam or ESR Fasting Blood Sugar UREA CREATININE SGPT X-RAY Chest PA view ECG Blood Group & RH Blood HIV (ELISA) Vision Sight Color Blindness Complete Urine Exam Physicians Consultation

TOTAL

Max Limit up to Rs. 1500/-

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ANNEXURE- 4 JOINING CHECKLIST Pre joining Post joining

1 2

Curriculum vitae Interview assessment sheet

1 2

Curriculum vitae Certificatesage of proof

Highest education qualification 3 Salary Fitment 3 Salary certificate/pay slip for last employer 4 Comparator 4 Relieving/acceptance of resignation from last employer 5 6 Job Description Preletter 7 Appointment letter Acceptance 8 Medical report 8 Code of Conduct declaration 7 Conflict of interest Declaration 9 Reference check Letter 10 Any other 10 Payroll information data 9 Welcome on board notice/ 7 P.F. Declaration & Nomination Form joining communication 5 6 Photographs Gratuity nomination form

organization announcement

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ANNEXURE- 5

QUESTIONNAIRE
Dear Sir I am conducting a research on Effectiveness of Recruitment Process at Tata DOCOMO (TATA TELESERVICES LTD.), So, Please spare some valuable time of yours to fill it correctly to make my study complete. Name and Designation- . 1.) Do you have a clearly stated Recruitment Policy? Yes No

2.) What is the number of estimated new hires in the year 2011? .

3.) Give the following details for the recruitment season 2011?

er of candidates join the organization

[59]

4.) Which source of recruitment do you prefer and Why?

, why? ................................................

5.) What is the number of selected new hires from different recruitment sources in this recruitment season?

6.) What are the number of candidates hired at different management levels in recruitment 2011?

7.) Which is the best recruitment source for hiring higher level management people and why?

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8.) Which method maximum used for recruitment?

9.) What the minimum work experience is required for the following management levels? management____________________________ management____________________________ ____________________________

10.) What will be your top priority?

11.) What is the referral fee under employee referral scheme?

________________________________

12.) How many male and female candidate have you hired in recruitment 2011.

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13.) Number of candidates hired in various departments.

14.) Which Department would require maximum number of hires in future?

15.) Do you provide medical test reimbursement?

16.) Do you provide any travel entitlement for outstation candidates coming for the interview?

17.) Is the physical examination is necessary after the final interview?

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18.) Does the procedure adopted for selection of employee enable to give the right person at right job?

19.) What are the top three recruiting challenges for company? 1.) . 2.) . 3.) .

Thank you.

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