Summer Internship Report

On
New Hire Analysis

Submitted By Amrsha Ghildiyal

Enrollment No A0500109058
MBA BIOTECH Class of 2009 -2011

In Partial Fullfilment of Award of Masters

Degree
In Business Administration
To
Amity Institute Of Biotechnology

Amity University Uttar Pradesh

AMITY UNIVERSITY UTTAR PRADESH

AMITY BUSINESS SCHOOL

DECLARATION

I Parijat Sinha, student Masters of Business Administration from

Amity Business School, Amity University Uttar Pradesh hereby
declare that I have completed my Summer Internship on New
Hire Analysis as a part of my course requirement.

I further declare that the information presented in this project is

true and original to the best of our knowledge.

Date 28th June

Name Amrsha

Ghildiyal

Place Selaqui

Course MBA

BIOTECH 2009-11

AMITY UNIVERSITY UTTAR PRADESH

AMITY INSTITUTE OF BIOTECHNOLOGY

CERTIFICATE

I, Dr. Chandranshu Sinha hereby certify that Parijat Sinha,

student of Masters of Business Administration at Amity Business
School, Amity University Uttar Pradesh has completed Summer
Internship on New Hire Analysis under my guidance.

Date 15th July, 2010

ACKNOWLEDGEMENT

This report on New Hire Analysis is entirely based on the

systems and processes at Dell Services at Noida. I have
prepared this report after a thorough analysis of the New Hiring
Process and the complete Life Cycle of a New Hire.
I would like to extend word of thanks to Ms. Ashish Kumar
(Industry Guide) who has continuous helped me to prepare this
report. She has been very flexible and has valued my efforts
and also guided me in the right direction. She has provided me
her valuable experience and the insights to the company.
I am also thankful to all the members of the SYNCOM
HEALTHCARE FAMILY who have helped in our project directly
or indirectly. They have proved to be very essential for us and
their help, support and guidance is highly value.

Amrsha Ghildiyal
MBA Biotech Class of 20092011
A0500109058

Table of Contents
S: No

Topic

Page No.

Time Frame

About Syncom Healthcare

2

Introduction

8-10

About the Industry

5

Pharma Industry

11-13

About the Topic

8

Literature Review

14-16

Human Capital Management

17-20

10

HCM Suite

20

11

Talent Acquisition

21

12

New Hire Analysis

22

About the Study

13

Abstract and Problem Statement

23

14

Objectives and Parameters

24

15

Parameters Re-defined

25-27

16

Family Tree

28

Research Methodology 17

Research Design

18

Sampling Technique

19

Research Technique

20

Research Instrument

21

Scaling Technique

22

Pilot Study

23

Data Collection

24

Data Analysis

25

Interpretation

26

Analysis Report

27

Questionnaire Mapping

28

Research Design
Data Collection -

29

Data Collection Methodology

30

Step 2 - Online Survey

6

31

Data Representation

32

Step 2 - Direct Interview

33

Data Representation

34

Step 3 - Focus Group Discussion

35

Data Representation
Data Analysis -

36

Using SPSS

37

Analysis and Interpretation

38

Findings of the Study

39

Data Interpretation

40

Conclusion

41

Recommendations

42

References

43

Appendix

Time Frame

A Road Map of the Study

Stage

Duration

3rd May - 7th May

II

10th May - 14th May

III

17th May - 21st May

IV

24th May - 29th May

Task
Analysing the last year's report on
New Joiner Analysis
Deciding on Abstract, Problem
Statement
Deciding on Aims/ Objectives and
Parameters
Research Methodology - Sample
Size, Technique, Scaling and

Research Instrument
Data Collection - Telephonic

31st May - 4th June

VI

7th June - 11th June

VII

14th June - 18th June

VIII

21st June - 25th June

Data Representation and Analysis

IX

28th June - 2nd July

Report Preparation and Presentation

Interview
Data Collection - Telephonic
Interview
Data Collection - Focus Group
Discussion

INTRODUCTION

Syncom healthcare limited is a pharmaceutical company which

markets

and

manufactures

its

own

products

and

also

undertakes contract manufacturing for various multinationals.

The products of the company are sold in OTC, GENERIC and
ETHICAL segments of domestic formulations market. The
Company is selling its formulations under its own brand name
through a nationwide marketing network spread over 26 states
8

through a chain of 50 distributors who in turn sell the goods to

400 appointed stockists and 2,50,000 retailers with help of a
field force of over 400 medical representatives.
With a built up area of more than 28000 Sq.ft it also includes
training cum conference room and recreation zone for the staff
members.

SYNCOM HEALTHCARE LTD. (Indore Office)

Vision & Aspirations

To achieve our Purpose and Mission, we affirm our values of
Integrity, Respect for People, Customer Focus, Community,
Innovation, Teamwork, Performance, Leadership, and Quality.

We demand of ourselves and others the highest ethical standards,

and our products and processes will be of the highest quality.
We recognize that people are the cornerstone of Syncom
Healthcare's success, we value our diversity as a source of
strength, and we are proud of Syncom Healthcare's history of
treating people with respect and dignity.
We are deeply committed to meeting the needs of our customers,
and we constantly focus on customer satisfaction.
We play an active role in making every country and community in
which we operate a better place to live and work, knowing that
the ongoing vitality of our host nations and local communities has
a direct impact on the long-term health of our business.
Innovation is the key to improving health and sustaining Syncom
Healthcare's growth and profitability.
We know that to be a successful company we must work together,
frequently

transcending

organizational

and

geographical

boundaries to meet the changing needs of our customers.

We strive for continuous improvement in our performance,
measuring results carefully, and ensuring that integrity and
respect for people are never compromised.
We believe that leaders empower those around them by sharing
knowledge and rewarding outstanding individual effort. Leaders
are those who step forward to achieve difficult goals, envisioning
what needs to happen and motivating others.

Social Commitments
Syncom Healthcare is involved in various projects at local level
and works with NGOs towards developmental activities. We also

10

actively participate in sponsoring education for children and

donate medicines and medical supplies at regular intervals.

Quality Policy
Syncom Healthcare Limited is in the business of Healthcare
since 45 years with the prime objective to mitigate human
ailments. Our relentless quest towards quality, commitment,
excellence and pride is never ending & our success has
continued unabated. All the products manufactured by us are of
highest

quality,

safe,

effective

and

the

manufacturing

operations comply with cGMP standards. The in-built quality of

the products is achieved.
Standard BMR
Best Resources
Effective cGMP
Efficient and trained Personnel
Excellent Product Design
Training Programs
Continuous Improvement
With all these factors, our commitment to quality strengthens
our conviction to provide the very best to mankind. Our march
towards perfection is continuous with the tradition of excellence
in manufacturing different formulations.
We strongly believe that the key factor for success is QUALITY
and we are committed for the same.

11

Pharma Industry
The Indian pharmaceutical industry is a success story providing
employment for millions and ensuring that essential drugs at
affordable prices are available to the vast population of this subcontinent.

Richard Gerster

Pharma industry today is in the front rank of Indias sciencebased industries with wide ranging capabilities in the complex
field of drug manufacture and technology. A highly organized
sector, the Indian Pharma Industry is estimated to be worth $
4.5 billion, growing at about 8 to 9 percent annually. It ranks
very high in the third world, in terms of technology, quality and
range of medicines manufactured. From simple headache pills
to sophisticated antibiotics and complex cardiac compounds,
almost every type of medicine is made indigenously.

Playing a key role in promoting and sustaining development in

the vital field of medicines, Indian Pharma Industry boasts of
quality producers and many units approved by regulatory
authorities in USA and UK. International companies associated
with this sector have stimulated, assisted and spearheaded this
dynamic development in the past 53 years and helped to put
India on the pharmaceutical map of the world

The Indian Pharmaceutical sector is highly fragmented with

more than 20,000 registered units. It has expanded drastically
in the last two decades. The leading 250 pharmaceutical

12

companies control 70% of the market with market leader

holding nearly 7% of the market share. It is an extremely
fragmented

market

with

severe

price

competition

and

government price control.

The pharmaceutical industry in India meets around 70% of the
country's

demand

for

bulk

drugs,

drug

intermediates,

pharmaceutical formulations, chemicals, tablets, capsules, orals

and injectibles. There are about 250 large units and about 8000
Small Scale Units, which form the core of the pharmaceutical
industry

in

India

Advantage India
Competent workforce: India has a pool of personnel with high
managerial and technical competence as also skilled workforce.
It has an educated work force and English is commonly used.
Professional services are easily available.

Cost-effective

chemical synthesis: Its track record of

development, particularly in the area of improved costbeneficial chemical synthesis for various drug molecules is
excellent. It provides a wide variety of bulk drugs and exports
sophisticated

bulk

drugs.

Legal & Financial Framework: India has a 53 year old

democracy and hence has a solid legal framework and strong
financial

markets.

There

is

already

an

established

international.Industry and business community

Information & Technology: It has a good network of worldclass educational institutions and established strengths in

13

Information Technology.
Globalisation: The country is committed to a free market
economy and globalization. Above all, it has a 70 million middle
class market, which is continuously growing.
Consolidation: For the first time in many years, the
international pharmaceutical industry is finding great
opportunities in India. The process of consolidation, which has
become a generalized phenomenon in the world pharmaceutical
industry, has started taking place in India.
THE GROWTH SCENARIO
India's US$ 3.1 billion pharmaceutical industry is growing at the
rate of 14 percent per year. It is one of the largest and most
advanced among the developing countries.
Over 20,000 registered pharmaceutical manufacturers exist in
the country. The domestic pharmaceuticals industry output is
expected to exceed Rs260 billion in the financial year 2002,
which accounts for merely 1.3% of the global pharmaceutical
sector. Of this, bulk drugs will account for Rs 54 bn (21%) and
formulations, the remaining Rs 210 bn (79%). In financial year
2001, imports were Rs 20 bn while exports were Rs87 bn.

STEPS TO STRENGTHEN THE INDUSTRY

Indian companies need to attain the right product-mix for
sustained future growth. Core competencies will play an
important role in determining the future of many Indian
pharmaceutical companies in the post product-patent regime

14

after 2005. Indian companies, in an effort to consolidate their

position, will have to increasingly look at merger and acquisition
options of either companies or products. This would help them
to offset loss of new product options, improve their R&D efforts
and improve distribution to penetrate markets.
Research and development has always taken the back seat
amongst Indian pharmaceutical companies. In order to stay
competitive in the future, Indian companies will have to refocus
and invest heavily in R&D.

Literature Review

15

literature review is a body of text that aims to

review the critical points of current knowledge and
or methodological approaches on a particular topic.
Literature reviews are secondary sources, and as

such, do not report any new or original experimental work.

Most often associated with academic-oriented literature, such

as theses, a literature review usually precedes a research
proposal and results section. Its ultimate goal is to bring the
reader up to date with current literature on a topic and forms
the basis for another goal, such as future research that may be
needed in the area.

A well-structured literature review is characterized by a logical

flow of ideas; current and relevant references with consistent,
appropriate referencing style; proper use of terminology; and
an unbiased and comprehensive view of the previous research
on the topic.

Literature review discusses published information in a particular

subject area, and sometimes information in a particular subject
area within a certain time period.
A literature review can be just a simple summary of the
sources, but it usually has an organizational pattern and
combines both summary and synthesis. A summary is a recap
of the important information of the source, but a synthesis is a
re-organization, or a reshuffling, of that information. It might
give a new interpretation of old material or combine new with
old interpretations. Or it might trace the intellectual progression
of the field, including major debates. And depending on the

16

situation, the literature review may evaluate the sources and

advise the reader on the most pertinent or relevant.

Whereas in this study we are trying to identify, map and

measure the variables that affect the organization development
favourably or adversely. The researches conducted prior to
this were focused on recession and hence through this study we
want to compare the cause and effects of various parameters
During Recession
Post Recession
During recession each of these defined parameters has a
different impact. People were opting for a job if they were given
job security rather than compensation and profile. All they
wanted is a job, be it in any sector, any profile. Whereas we can
see that post recession people have become more selective in
terms of job. Now they look for compensation, profile and
employee growth. Priorities have changed over the period of
time. People have got flexibility and huge range of choices, this
is because of the large number of offers that they have in hand.
Hence in this study we shall be trying to cover up the aspects
that were not covered in the previous study or they have
changed over the period of time. This would help us to get a
clear and recent picture of the scenario and also tell us the
market trend keeping in mind the expectation of a new hire. The
following aspects will be included in the comparative study
1. Current IT scenario and the market trend.
2. Number of people finally on board.
3. Various drivers within an organization
Attraction

17

 Engagement
Retention
4. Impact and influence of the following variable on the
hiring process
Job Security
Compensation
Job Profile
Employee Growth and Development
Personal Reasons
Brand
5. Further sub division of these parameters.
6. The impact of each of these variables on the efficiency of
the organization.
7. Data collection done in three stages so as to verify the
responses and prepare concrete analysis.
Therefore our aim is to conduct this research with the focus
of re-evaluating these parameters in the post recession
scenario. Also to do an in depth analysis on these pre-defined
parameters. This would give us a better and clear picture.
This will help the organization to build strategies for effective
hiring.

18

Human Capital Management

Organizations that fail to invest in their Human Capital and the
next generation work place environment will face erosion of
products and services as well as diminished capacity to
compete globally as a result of growing employee malaise.
Global 2000 Organizations are now focusing more on optimal
resource utilization and productivity. A comprehensive Human
Capital

Management

organizations

need

to

(HCM)
measure

strategy

addresses

accurately

measure

the
and

improve

19

Human Capital planning is a systematic process for identifying

the resource pool and its capabilities to meet organization goals
and developing the strategies to meet the requirements to
fulfil

those

goals.

Organization

Structure

Planning

is

continuous process that ensures that an organization has the

right Human Capital in the right Jobs at the right time and in the
right way.
HCM Planning involves Systematic process that is integrated, methodical, and
ongoing
Determine the numbers and skills of needed workers and
where and when they
will be needed
Identify the actions to be taken to attract and retain the
number and types of
workers that the organization needs
Organizational collaboration
Educating the staff on the behaviour and attitude towards the
customer
Human capital refers to the stock of competences, knowledge
and personality attributes embodied in the ability to perform
labor so as to produce economic value. Many early economic
theories refer to it simply as workforce, one of three factors of
production, and consider it to be a fungible resource -homogeneous and easily interchangeable. Other conceptions of
labor dispense with these assumptions.

20

HCM helps enterprising companies by

Improve productivity and reduce transaction costs
Provide secure, anywhere-anytime access to workforce
information
Accommodate multiple organizations, jobs, positions, and
calendars
Ensure an accurate, timely payroll while meeting tax
compliance and reporting requirements.

Human

capital

management

system

provides

the

core

capabilities global organizations need to manage their human

resources according to industry best practices and gain visibility
into workforce performance.
HCM includes
Human

Resourcessecure

role-based

and

web-based

workforce management, from hiring to retirement.

Benefits Administrationeverything you need to manage
multiple progressive benefit plans while ensuring the security
and privacy of health data.
Flexible Spending Accountscomplete in-house tracking and
administration of flexible benefits programs.
Compensationtools for formulating and driving corporate
pay policies.
Payrollcomprehensive payroll and taxation administration
capabilities.
21

Managing Talent One of the major problems faced by many companies in todays
fast paced market is how to grasp and retain labour that is of
the

best

caliber.

environment,

In

the

highly

competitive

business

the best talent quickly gets swept up by

employers eager to strengthen the quality and efficacy of their

workers. Thats why it is important for a company to stay on
track by utilizing the best talent management programs
available.
Indeed, a successful venture will place a high priority on the
organization of labour pools and the effective regulation of
human capital resources. Not only will the company pick up the
right people to work for it, but also it will engender a sense of
loyalt among its employee.
The Costs of Human Resources ManagementIn a company with thousands of employees, it is easy to lose
track of the processing costs for, say, a single time off request.
But losing track doesnt mean the cost just goes away, and
many business leaders would be appalled to find out how much
money is chipped off their bottom line every time a simple
employee transaction like a request for time off goes
through. Even worse yet is that this type of cost (averaging
nearly a hundred dollars per request in large corporate settings)
is practically a negligible sum when all of the other human
resources related costs are added up.

22

How

to

integrate

HR

Technology

within

an

HCM

environment
Increasingly today, businesses are seeing the benefits of
automating their systems of human capital management. By
rethinking their HR software, they are finding their Human
Capital Management systems are already light years beyond
what they were in the decades prior to the Internet. Yet there
continues to be many companies lost in the archaic and
mistake-prone system of maintaining HR processes that are lack
automation.
The days when a company can get by without integrating HCM
technology are long past. Due to competition generated by the
increased efficiencies of the companies plugged into HCM
technology, those who are not yet on-line find that their
revenues are being eaten up by the same costs that their
competitors are reinvesting to achieve an edge on their
particular markets. Find out how your company can integrate
HR management software for increased productivity in the
workforce.

Maximizing Human Resource Management

In a corporate world wrought with scandal and threatened on all
sides by an often times uncertain economy, employers are
compelled more than ever to make sure that they are getting all
that they can from their workforce. Adding to the urgency of the
problem is the fact that the optimization of a workforce is a far
from simple procedure.

Human Capital Management Suite

23

24

Talent Acquisition
People are not your most valuable asset ... the RIGHT
people are
AND
To attract the RIGHT people we need to offer them a
unique Employee Value Proposition
In

the

talent

management

universe,

the

new

employee

orientation and mainstreaming process is known as employee

onboarding. Keeping in mind that you never get a second
chance to make a first impression, your business should make
absolutely sure that new hires feel welcomed, valued, and
prepared for what lies ahead during your new employee
orientation or onboarding process.
The new onboarding process consisted of a series of learning
and on-the-job training activities delivered over a four month

25

period. The activities break down into the following major

categories:
Manager-facilitated Training
Instructor-led Training
Self-Study
Job Shadowing
Manager Coaching
Talent is considered one of the most critical aspect for any
resource. As it is well said that, organizations dont hire people,
they hire talent. An effeient resource will always have the below
set of soft skills
A Attitude
S Skill
K Knowledge
Therefore any organization would ensure that they acquire the
best among best.

New Hire Analysis

This is a field of research where we would be analyzing the most
significant part of - Life Cycle of an Employee. We would
be focussing our research on the New Hire Process. This would
give us great insights about the process and also identify the

26

most critical factors based on which a person joins a particular

organization.
The new hire analysis is a subset of Human Capital Management
and is one of the most critical to organizations these days. The
hiring process is very exhaustive and aims to pick out the most
desired candidate among the lot. Companies are doing a lot of
research on how to invite deserving candidates. Such resources
can turn out to be critical for the business. Hence the primary
objective of the entire hiring process is to Find the Right
Person for the Right Job.
The highly trained and specialised resources of the organization
are collectively known as the Talent Pool and companies are
ready to walk to extra mile to retain such people in business.
Hence we can see that its very important to hire the right
person on the job and in our study we would be analyzing the
factors which
1. People look for, in a Company.
2. Company looks for, in a Candidate.
Human
Capital
Manageme
nt

Talent
Acquisition

Talent
Developmen
t

Talent
Management

Talent
Retention

ABSTRACT
27

Acquiring skilled and competent talent has always been the key
role of the Talent Acquisition team in any organization. This
aspect is a very minute function under the umbrella of Human
Capital Management. This can be explained as below
1. Human Capital Management
2. Talent Acquisition
3. New Hire On boarding
The onboarding process is a very complex and critical process
as this is the first stage when the new hire is stepping into the
organization. Every workplace comes with its own set of rules
and regulations, benefits and bonuses, nuances and traditions.
Hence it is very important for an organization to quantify the
impact of people who join and who dont join. The latter could
become a matter of concern if it goes unchecked. In this study
we would be identifying the key factors which influence a
person to join an organization, quantify its impact and then
relate it to the Organization Enhancement.

PROBLEM STATEMENT
To acquire competent and skilled workforce quickly
and efficiently
With the growing need to hiring skilled and trained workforce,
companies are facing a lot of financial crisis. They invest a huge
amount of money into selecting, short listing, interviewing,
training and making them ready for proficiency. Therefore it
becomes very critical for an organization to adopt a cost
effective hiring methodology.

28

This study would focus on streamlining the process, critically

analyse the process and help improve employee onboarding
process across the enterprise and unleash the potential for
higher profits. A cost effective process would not only ensure
higher profits but also acquiring the best of talent pool at
reasonable cost.

Aim and Objective of the Study

1. To analyse the complete hiring process adopted at Dell.

2. To identify key factors that people look for in an organization
before they join.
3. To quantify the impact of these factors on the Organizational
Development.
4. To find out the factors why people quit organizations,
mapping these factors into
reasons why people join organization.
5. To compare the hiring scenario, pre and post acquisition
process at Dell.

Parameters for our Research

Dependent Variable
Number of people on board

Independent Variable

29

 Job Security
Employee Growth and Development
Job Profile
Brand
Compensation
Personal Reasons

Parameters Re-defined

1. Job Security - Assurance an employee has about the

continuity of gainful employment for his or her work life. Job
security usually arises from the terms of the contract of
employment,

collective

bargaining

agreement,

or

labour

legislation that prevents arbitrary termination, layoffs, and

lockouts. Job security is the probability that an individual will
keep his or her job; a job with a high level of job security is such
that a person with the job would have a small chance of
becoming unemployed.
Factors affecting Job Security
Financial Stability
Future Certainity

30

2. Employee Growth and Development This could

be explained in terms of opportunities provided to an employee
for his expansion in personal and professional front. Growth
opportunity is defined as the opportunity to invest in profitable
projects. Opportunities for growth and development help
employees expand their knowledge, skills and abilities, and
apply the competencies they have gained to new situations. The
opportunity to gain new skills and experiences can increase
employee motivation and job satisfaction and help workers
more effectively manage job stress. By providing opportunities
for growth and development, organizations can improve the
quality of their employees work experience and realize the
benefits of developing workers to their full potential.
Factors affecting Employee Growth and Development
Training and Development
Equal Employment Opportunities
Career Development
Advancement Opportunities

3. Job Profile - Job profile is the gist of information about the

job for which there is a vacancy. The skills and competencies
required

for

carrying

out

that

job,

the

challenges

and

deliverables of the job and Key Performance Indicators

thereto will be mentioned in the job profile. A job description is a
list of the general tasks, or functions, and responsibilities of a
position.
Typically, it also includes to whom the position reports,
specifications such as the qualifications needed by the person in

31

the job, salary range for the position, etc. The analysis looks at
the areas of knowledge and skills needed by the job. Note that a
role is the set of responsibilities or expected results associated
with a job. A job usually includes several roles. The job
description might be broadened to form a person specification.
Factors Affecting Job Profile
Tasks
Duties
Responsibilities

4. Brand - Brand management is the application of marketing

techniques to a specific product, product line, or brand. It seeks
to increase a product's perceived value to the customer and
thereby increase brand franchise and brand equity. Corporate
branding can result in significant economies of scope since one
advertising campaign can be used for several products. It also
facilitates new product acceptance because potential buyers are
already familiar with the name.
Companies devote huge budgets to brand products and services
externally

however;

the

value

of

internal

branding

with

employees and other internal constituents is a huge factor in

businees.
Company branding is key to reputation management and
building a brand begins on the inside, boosting employee
satisfaction and productivity with internal communications.
Factors affecting Brand

32

 Internal/ in house Branding Employee Satisfaction,

Engagement, Loyalty
External

Branding

Customer

Perception,

Loyalty,

Awareness

5. Compensation - Remuneration, such as a wage or salary

to pay people for their work. Compensation is a systematic
approach

to

providing

monetary

value

to

employees

in

exchange for work performed. Compensation provided to

employees can direct in the form of monetary benefits and/or
indirect in the form of non-monetary benefits known as perks,
time off, etc.
Compensation does not include only salary but it is the sum
total of all rewards and allowances provided to the employees in
return for their services. If the compensation offered is
effectively managed, it contributes to high organizational
productivity. Compensation is a key factor in attracting and
keeping the best employees and ensuring that organization has
the competitive edge in an increasingly competitive world.
Factors affecting Compensation
Salary and Wages
Benefits
Allowances

6. Personal Reasons These could be defined as the

reasons that vary with individuals and an organization can not
cater to individual needs and preferences. Company adopts a
policy that is in sync with the organizational development
keeping in mind the consensus.

Personal reasons are the

33

factors that are beyond the control limits of the organization.

Such reasons generally relate to the personal life of an
employee. Hence we can see that personal reasons are private
issues and concerns of a person which affect his joining an
organization.
Factors affecting Personal Reasons are
Location Distance and Commutation
Family

FAMILY TREE

34

Number of People
on Board
Job Security

Financial Stability

Future Certainity

Employee Growth and Development

Training and
Development

Career
Development

On Site
Opportunities

Job Profile

Task

Responsibilities

Duties
Brand

External

Internal

Compensation

Salary and Wages

Benefits

Allowances

Personal Reasons

Location

Family

Research Methodology

35

Research can be termed as a voyage of discovery, movement

from unknown to known. An attitude, an experience, a method
of critical thinking. Its an art of scientific thinking, moreover its a
systematic approach to define a problem and reach to a
problem solving state. An effective research has following
components

1. Research Design Design is the structure of any

scientific work. It gives direction and approach to research. We
can have either Quantitative or Qualitative Research. Here we
would be conducting a Quantitative Research.

36

2. Sampling Technique Refers to selection of an

unbiased or random subset of individual observations within the
population. Sampling technique could be Probability or Non
Probability Sampling. Under Probability Sampling Technique we
would deploy Stratified Sampling as we would be targeting
people from different levels in an organization.

37

3. Research Technique Research technique is defined

as the framework which will be adopted in order to carry out the
research. There are two types of techniques available
Exploratory and Conclusive. Here we would be adopting the
Conclusive Research Technique as the problem has been
identified and now we would be concluding its impact on the
Organization Development.

38

4. Research Instrument Instrument is referred as the

process indicator which would measure our objectives. Here we
would be using a set of questionnaire which would comprise of a
set of 10 questions.

5.

Scaling

transforming

Technique Scaling is a method of

attributes

(qualitative)

into

variables

(quantitative). The various scales available are Comparative

and Non Comparative. We would be designing our instrument
39

in such a way that it has an effective mix and blend of both of

these scales.

6. Pilot Study Testing the study before Launching. It is the

preliminary analysis before we conduct the complete and
exhaustive research. Pilot study is conducted to check the
feasibility of the study and identify the potential flaws that
might be encountered during the research. It can reveal
deficiencies in the design and technique which might be crucial
in the implementation stage. Hence it is called a preventive
measure which might identify major loop holes in our study.

7.

Data

Collection This technique allows us to

systematically collect information about our subjects of study.

Data can we collected via Primary Data and Secondary
Data Collection methods. Here in our study we would be
collecting data directly from the respondents as well as the data

40

collected previously. Therefore the method would be Primary

and Secondary.

8. Data Analysis It is the process of Inspecting,

Cleaning, Transforming and Modelling data with the goal of
highlighting useful information, suggesting conclusions and
eventually support decision making. Here we would be using the
analytical software SPSS, which would help us to analyse the
data in terms of Correlation, Regression, Reliability and
Validity.

41

9. Interpretation of Results This step would help us to

relate the data analysis scores to our study. This step would
help us to interpret the statistical finding to our research. Its a
stage where our research objectives are mapped to the
research findings.

42

10. Analysis Report This is the final stage in a research

study

which

summarises

the

finding

and

also

provides

recommendations in terms of making the process more

effective and efficient. This report would provide a more
concrete judgement and provide a better and clear picture of
the research topic, explain in quantifiable terms and provide a
final outcome.

Questionnaire Mapping
S:No

Question
Important

Parameter
reasons

for

joining

Syncom Services Job Security

Reasons
for
Growth and Development
Job Profile
Choosing Syncom
Brand
Compensation
Personal Reasons
According to me, Job Security is
related with
Consistent return in terms

of money
Assurity

in

terms

employment
Both of them
None, please specify
By
employee
Growth

of

Job Security

and Employee Growth

Development , I mean
Learning and Development
Career Growth
Onsite Opportunities

and Development

43

 All of them
Other, please specify
My decision to join Syncom
healthcare is influenced by The
feedback
from
employees
4

within

the
Brand

organization
Companys image

in

the

market
Both
Others, please specify
Provided with equally good offers,
I
5

would

take

the

decision
Personal Reasons

considering Family Constraint

Location Constraint

None
Other, please specify
The Channel I have been hired

through
Referral
Consultancy
Walk In
Web Portal
Other, please specify

Source

Please rate the following reasons, Reasons

for

leaving

your

for

previous Leaving

organization 44

 Excessive Work Pressure

Lack
of
Rewards

&

Recognition
Poor Work Culture
Immediate
Manager/
Leadership
Compensation
Growth Stagnation
Offers in hand at the time of

10

leaving the previous organization.

0
No of offers
1
2
3
More than 3
Did you receive counter offer
from the previous organization?
Counter Offer
Yes
No
In what terms is the present offer
at Dell Services is better than the Comparison
counter

offer

from

of

previous Offers

organization

45

Research Design
This research study understands the mind set of the people who
want to join an organization. This study aims to identify and
measure concrete parameters for a new hire.
This the most important aspect of the research where in we
have collected the primary data from the respondents through

Step 1 - Online Survey

Step 2 - Direct Interview
Step 3 - Focus Group Discussion
A descriptive research design was adopted in this study to
analyze the perception of the new hire in an organization. The
research went under a systematic process of finding out the
potential positive factors that support new hire analysis in these
organizations.
By analyzing the responses achieved through questionnaires.

Sampling Technique Non Probability Sampling

Sample Size 250 Employees

46

Research Tools and Techniques The research tool

taken

into

consideration

for

this

study

is

structured

questionnaire that has been designed carefully to minimise the

ambiguity and generate the responses from the executives and
technical labour employees. This questionnaire aims at studying
the

factors

contributing

to

the

new

hire

analysis.This

questionnaire contains the following dimensions

1. Job Security
2. Job Profile
3. Compensation
4. Employee Growth and Development
5. Brand
6. Personal Reasons

Scaling Technique A Likert and Ranking scale is used in

this study have been used to give us a much clear picture. In
likert scale, the respondents are required to indicate a degree of
agreement or

disagreement

with

each of

the

series

of

statements about the factors undertaken. Whereas in the

Ranking Scale the respondents are asked to rate the variables
of the study in the order of their preference.
Data collection has been primary and all the information
thereby collected has been analyzed using Non Parametric
Tests.

47

Data Collection
Data collection is considered the most important aspect of
Research.
Step 1 Online Survey
Step 2 Direct Interview/ Telephonic Round
Step 3 Focus Group Discussion

Step 1 Survey Questionnaire

Online Survey - Is a set of 10 questions which are designed
online using the application Google Docs. These questions were
a combination of Ranking and Likert scale questions. The online
survey is designed and sent across to all the respondents and
the survey was available for 2 weeks. This survey would help us

48

to form a much bigger picture on why people switch over

organizations. The questions were designed in such a way that
it would broadly categorize the parameters and gives us an
insight about the psychology of a new hire.

Data Collection
Phase I

Online Survey

Overview of the
Parameters as
understood by the
new Hire

Outcome of Phase I Employee Growth and

Development is the main reason
for joining an organization.
Job Profile is the second most
important criteria.
Brand is the Scaling Technique
A Likert and Ranking scale is used in
this study have been used to give us a
much clear picture. In likert scale, the

Output of
Phase I

Step 2 Direct Interview

Direct Interview Is the second phase of data collection
where we wanted to gather some in depth information about
why people chose the parameters from our research. This was
done over the phone and we interviewed them at a suitable
time where in they gave us some more insights about their
viewpoints. This step proved to be very crucial because
1. The information gathered here was very exhaustive
2. Response rate was 250 out of 317 i.e. 80%
3. Got information that was not covered in the Online Survey
49

Direct interview was a phone call of approx 5 min where the

interviewer asked certain predefined questions and wanted to
seek information as to why they chose a particular parameter.
Also this Output
step was helpful in collating the general feedback/
from

concerns Phase
of a new
hire.
I

Data Collection

Outcome of Phase II -

Phase II

AS Vertical (87%) has the majority of

the new hires in the company.
Majority of the new hires (51%) are
from 2 4 years of experience.

Direct Interview

Majority of the sample size (58%) are

from the Bangalore site

Further in-depth
analysis of why a
person chose
those
parameters

Output of
Phase II

Step 3 Focus Group Discussion

Focus Group Discussion Is the third and final step in data
collection. Here we have collected the information from the
respondents

and

have

formed

groups

based

on

their

preferences. People from Noida and Bangalore location were

short listed for focus group discussion. People with the same
preferences were clubbed together so as they can give us some

50

more insight about the parameters. The same parameter might

mean different things to different individuals and hence the sole
motive of conducting the Focus Group Discussion was to reach
to consensus among the group.
Groups were formed from various strata of the company i.e. we
had people from various levels and various locations. This would
help

us

to

incorporate

more

detailed

picture

of

the

parameters. We played role of the moderators and consolidated

the inputs from the people within the group. After the discussion
we formed the Tipping Point of the discussion and established
Output the results from Phase I, II and III.
the link between
from
Phase II

Data Collection
Phase III

Focus Group
Discussion
Consensus of the
People with similar
preferences

Outcome of Phase III Adaptation of the effective training

programs could lead to better
Employee Growth.
Job Rotation and more on site
opportunities are important for better
Profile.
Internal and External image of the
company would lead to better brand
building.

Consolidate
d outcome
of Phase I,
II& III

Establishing Links Between Phase I, II & III

51

Results from
Online
Interview

Online Interview
Phase I

Direct Interview

Results from
Direct
Interview

Phase II

Focus Group
Discussion

Results from
Focus Group
Discussion

Phase III

Linking all these results

to get a concrete
inference which would
help us to quantify the
variables of the study

Relevance of Three Phases of Data Collection

52

In this step we can correlate the results from Phase I, II and III.
Through these steps of data collection we have measured
various levels of the parameters of the study. Below are the key
finding of these steps
Step I Online Questionnaire
Employee Growth and Development is the main reason for
joining an organization.
Job Profile is the second most important criteria.
Brand is the third most important criteria for joining an
organization.
Step II Direct Interview
AS Vertical (87%) has the majority of the new hires in the
company.
Majority of the new hires (51%) are from 2 4 years of
experience.
Majority of the sample size (58%) are from the Bangalore
site.
Step III Focus Group Discussion
Adaptation of the effective training programs could lead to
better Employee Growth.
Job Rotation and more on site opportunities are
important for better Profile.
Internal and External image of the company would lead to
better brand building.

53

This means that overall the majority of the new hires are having
the experience of 2 -4 years and for them Employee Growth
and Development is the most important factor. Among the two
verticals at Dell Services, AS Vertical employes majority of the
new hires. The company should ensure that regular trainings
and development programs are provided to the employees.
Frequent rotation of jobs and job re engineering would help to
add new dimensions to the current jon and thereby increasing
the motivation of the employees.

Step 1 Survey Questionnaire

The second stage of the data collection was through the survey
questionnaire. This survey was designed in such a way that it
gives

short

and

precise

feedback

of

the

employee.

Questionnaire has the following features

Web based questionnaire
Easy to interpret and easy to understand
Followed KISS Keep It Short & Simple
Set of 10 questions, objective in nature
Combination of Likert and Nominal Scaling Techniques

Following

are

the

guidelines

for

an

effective

questionnaire
1. A good questionnaire should engage the respondent from the
start. Technically, the quality of data depends entirely on
respondent engagement and interest in the subject matter.
Boredom, irrelevance, and questioning that are outside their
frame of reference are likely to lead to poor data.

54

2. In addition, justice should be done to the knowledge and

agenda of the respondent. Researchers should consider how the
respondent would feel not only at the start of the interview, but
during it, and when they have finished. How will they react - will
they be willing to help - the next time they are asked to take
part in a research project?
3. There are occasions on which the research design requires
the precise purpose of the research to be disguised. In such
cases, the introduction need not explain the precise objectives
of the research, but must honestly explain the broad subject
matter.
4. The subject of the interview should be described as precisely
as possible and be compatible with the objectives of the study.
If any sensitive data is to be collected this must be made clear
to the respondent at the time when co-operation is sought.

5. The objectives of a research project do not give the

researcher a right to intrude on
privacy or abandon normal respect for an individuals values.
This

means

that

sensitive

questioning/subjects

must

be

particularly carefully handled. These could be those that are

Sensitive to everyone because of the subject matter
Sensitive to a particular individual because of that
individuals past history, although it could be
difficult to know this in advance.

55

6. Four major issues are known to impact negatively on both

quality of data collected and respondents attitude towards
research. These are
Excessively lengthy questionnaires
Repetitive questioning.
Insufficient opportunity for respondents to have their say

7. Lengthy interviews can impact on response rates and hence

representation

of

the

sample.

Repetitive

questions

can

negatively affect the respondents willingness to be interviewed

in the future and hence adversely affect future response rates.
8. Respondents should feel that justice has been done to their
knowledge within the
confines of the questionnaire or subject matter. This may
involve compromise on the
part of the researcher.
9. It should also be acknowledged that for the majority of
respondents some subjects (holidays or cars for example) are
likely to be of more interest than others (household appliances
or financial services for example). Researchers should take
account of this and make particular efforts when dealing with
more problematic topics.
10. A questionnaire designed for one interview methodology
may need to be amended to be effective in another channel.
However, researchers should be aware that it may also lead to
different answers across channels if adequate care is not taken.

56

Online Survey Results

1.

Important

reasons

for

joining

Syncom

healthcare - Job Security

Options
Strongly

No
18

%
21

45

%
52

20

%
23

2
1

%
2%
1%

Agree
Agree
Neutral
Disagree
Strongly
Disagree

2.

Important

reasons

for

joining

Syncom

healthcare - Growth and Development

Options
Strongly

No
37

%
43%

Agree
Agree
Neutral
Disagree
Strongly

43
6
0
0

49%
7%
0%
0%

Disagree
57

3.

Important

reasons

for

joining

Syncom

Options
Strongly

No
28

%
32

46

%
53

12

%
14

0
0

%
0%
0%

healthcare - Job Profile

Agree
Agree
Neutral
Disagree
Strongly
Disagree

4.

Important

reasons

for

joining Syncom healthcare - Brand

Options
Strongly

No %
43 49

Agree

5.

Important

reasons

for

joining Syncom healthcare

Agree
Neutral
Disagree
Strongly

38

%
44

4
0
1

%
5%
0%
1%

Disagree

Compensation

58

Options
Strongly

No
13

%
15

52

%
60

18

%
21

3
0

%
3%
0%

Agree
Agree
Neutral
Disagree
Strongly
Disagree

6.

Important

reasons

for

joining

Syncom

healthcare - Personal Reasons

59

Options
Strongly

No
11

%
13

28

%
33

24

%
28

18

%
21

%
6%

Agree
Agree
Neutral
Disagree
Strongly
Disagree

7. According to me, job security is concerned

with

60

Options
Consistent

No

1%

return

in

terms

of

money
Assurity

in

terms

of 22

employment
Both
of
them
Others

25%

62

71%

2%

8. By employee growth and development I mean

Options
Learning
and
Developmen

No

9%

t
Career
Developmen 15

9.

Important

leaving

reasons

your

organization

Work Pressure

for

previous
Excessive

17%

t
Onsite
Opportunitie 1

1%

s
All of them
Other

72%
0%

62
0

61

Options
Most

No
1

%
1%

Important
Important
13
Don't Know
10
Not
so 36

15%
11%
41%

Important
Not at all 26

30%

Important

10. Important reasons for leaving your previous

organization - Lack of recognition

62

Options
Most

No
9

%
10%

Important
Important
19
Don't Know
12
Not
so 23

22%
14%
26%

Important
Not at all 23

26%

Important

11. Important reasons for leaving your previous

organization - Poor work culture

63

Options
Most

No
8

%
9%

Important
Important
22
Don't Know
10
Not
so 23

25%
11%
26%

Important
Not at all 23

26%

Important

12. Important reasons for leaving your previous

organization - Immediate Manager/ Leadership

64

Options
Most

No
8

%
9%

Important
Important
22
Don't Know
10
Not
so 23

25%
11%
26%

Important
Not at all 23

26%

Important

13. Important reasons for leaving your previous

organization Compensation

65

Options
Most

No
18

%
21%

Important
Important
49
Don't Know
3
Not
so 7

56%
3%
8%

Important
Not at all 9

10%

Important

14. Important reasons for leaving your previous

organization - Growth Stagnation

66

Options
Most

No
33

%
38%

Important
Important
46
Don't Know
1
Not
so 2

53%
1%
2%

Important
Not at all 4

5%

Important

15. My decision to join Syncom healthcare

is

influenced by
Options
The

No

33

38%

feedback
from
employees
within

the

organization
Companys

53%

image in the 46
market
Both
Them
Other

67

of 1

1%

2%

16. Provided with equally good offers, I would

take the decision considering

Options
Family

No
15

%
17%

Constraint
Location

17

20%

Constraint
Both
of 49

56%

Them
Other

7%

68

17. I have come through

Options
Referral
Consultancy
Walk-In
Web Portal
Others

No
29
14
12
23
9

%
33%
16%
14%
26%
10%

18. Offers received from other organizations, while

leaving the previous organization

Options
0
1
2
3
>3

No
9
24
30
9
15

%
10%
28%
34%
10%
17%

69

19. Did you receive counter offer from the

previous organization?

Options
Yes
No

No
47
40

%
54%
46%

20. Gender Distribution

70

Options
Male
Female

No
71
16

%
82%
18%

21. Number of daily responses

Start

May

Date
End

22nd
June

Date

13th

71

Step 2 Direct Interview

The first stage involved interviewing all the new recruits in the
company. These interviews were conducted either by calling the
respondent directly and seeking information. If the respondent
was not available at that time, we took an appointment and
called them at the time suitable for them. Such round of
telephonic conversation was aimed at seeking an insight about
the organization. This interaction would give us a detailed
feedback about the people and processes within the system.
Since questionnaire can not be very elaborate, we used direct
interview as a primary mode of collecting data. Talking to the
respondent directly we can gather a lot of information that can
not be collected otherwise. While interviewing people, we had
prepared an outline on what kind of questions we shall ask.
Moreover other questions were dependent on the response of
the interviewee.
Interviews are particularly useful for getting the story behind a
participants experience. The interviewer can pursue in-depth
information about the topic. They are far more personal form of
research

than

questionnaires.

In

personal

interview,

the

interviewer works directly with the respondent unlike the mail

surveys, the interviewer has the opportunity to probe or ask in
depth questions.

72

We got a database of 474 new hires from Jan 2010 May

2010. We divided this database into two parts
Information that we had
Information that we had to collect

Data We Had
Name
Ecode
Date of Offer
Date of Joining
Present Location
Permanent Location
Vertical
Project Name
Skill
Band
T. Exp
Exp. Required
Email Address

Data We Wanted to Collect

Domain Expertise
H/RH
Previous Organization
Duration
Reasons for Choosing Dell
% Hike
Source
Referral Name
Rate the Parameters
Reasons for Leaving an Org
Other Comments

Contact
Apart from this, the main focus of our study was to understand
Why people leave organization
Why people choose Dell Services

Guidelines for conducting an Interview

73

 Choose a setting with little distraction. Avoid loud lights or

noises, ensure the interviewee is comfortable.

Explain the purpose of the interview.
Address terms of confidentiality.
Explain the format of the interview.

Explain the type of interview you are conducting and its

nature.
Indicate how long the interview usually takes.

Tell them how to get in touch with you later if they want
to.
Ask them if they have any questions before you both get

started with the interview.

Don't count on your memory to recall their answers. Ask

for permission to record the interview or take notes.

Types of Topics in Questions

During an interview we can ask six kinds of questions. One can
ask questions about 1. Behaviours - about what a person has done or is doing
2. Opinions/values - about what a person thinks about a

topic
3. Feelings - note that respondents sometimes respond with

"I think ..." so be careful to note that you're looking for

feelings
4. Knowledge - to get facts about a topic
5. Sensory - about what people have seen, touched, heard,

tasted or smelled
6. Background/demographics

standard

background

questions, such as age, education, etc.

74

Sequence of Questions 1. Get the respondents involved in the interview as soon as

possible.
2. Before

asking about controversial matters (such as

feelings and conclusions), first ask about some facts. With

this approach, respondents can more easily engage in the
interview before warming up to more personal matters.
3. Intersperse fact-based questions throughout the interview

to avoid long lists of fact-based questions, which tends to

leave respondents disengaged.
4. Ask questions about the present before questions about

the past or future. It's usually easier for them to talk about
the present and then work into the past or future.
5. The last questions might be to allow respondents to

provide any other information they prefer to add and their

impressions of the interview.

Wording of Questions
1. Wording should be open-ended. Respondents should be

able to choose their own terms when answering questions.

2. Questions should be as neutral as possible. Avoid wording

that might influence answers, e.g., evocative, judgmental

wording.
3. Questions should be asked one at a time.
4. Questions should be worded clearly. This includes knowing

any terms particular to the program or the respondents'

culture.
5. Be careful asking "why" questions. This type of question

infers a cause-effect relationship that may not truly exist.

These questions may also cause respondents to feel
defensive, e.g., that they have to justify their response,
75

which may inhibit their responses to this and future

questions.

Conducting Interview 1. Occasionally verify the tape recorder (if used) is working.
2. Ask one question at a time.
3. Attempt to remain as neutral as possible. That is, don't

show strong emotional reactions to their responses.

4. Encourage responses with occasional nods of the head,

"uh huh"s, etc.

5. Be careful about the appearance when note taking. That

is, if you jump to take a note, it may appear as if you're

surprised or very pleased about an answer, which may
influence answers to future questions.
6. Provide transition between major topics, e.g., "we've been

talking about (some topic) and now I'd like to move on to

(another topic)."
7. Don't lose control of the interview. This can occur when

respondents stray to another topic, take so long to answer

a question that times begins to run out, or even begin
asking questions to the interviewer.

Interview Questions
Direct Interview was conducted post the online survey. This
interview

was

scheduled

to

gather

the

ranking

of

the

parameters. Apart from the other information gathered, below

are the list of questions that were asked to the respondents
Rank the following parameters in the order of their preference
on a scale of 1 6 (1 being the most important and 6 being
least important).

76

1. Job Security
2. Employee Growth and Development
3. Compensation
4. Brand
5. Job Profile
6. Personal Reasons

Following is the break up of the sample size

used in our study

Telephonic Interview
Total Population

474

Not Interested

42

Number does not exist

37

Switched Off

44

People who Quit

Actual Sample Size

34
317

Total Sample Size

317

Total People Responded

250

Not Responded

67

No Response

43

Off Site
Total

24
67

77

Graphical Representation of the Sample

Bar Diagram

PIE CHARTS
78

Vertical Wise Distribution

Bar Diagram
Pie Chart

79

TOTAL EXPERIENCE WISE

DISTRIBUTION

Bar Diagram

Pie Chart

80

Feedback or concern
Bar Diagram

Pie Chart

81

82

Step 3 Focus Group Discussion

A focus group is a form of qualitative research in which a group
of people are asked about their perceptions, opinions, beliefs
and

attitudes

towards

product,

service,

concept,

advertisement, idea, or packaging. Questions are asked in an

interactive group setting where participants are free to talk with
other group members.
The purpose of focus group discussions is to gain knowledge
about a particular topic or need by interviewing a group of
people directly affected by the issue. Focus group data can be
used to collect information for many purposes, such as
conducting a needs assessment or evaluating a program.
In a focus group discussion, people from similar backgrounds or
experiences are brought together to discuss a specific topic of
interest to the investigator.
Homogeneous samples are preferred because mixing age/
gender groups may inhibit some people, especially women,
from expressing their views.
Procedure Identify suitable discussion participants and invite a small
group to a meeting at an agreed place and time. The ideal
number of participants is six to eight.
83

 Be mentally prepared for the session; you will need to

remain alert to be able to observe, listen, and keep the
discussion on track for a period of one to two hours.
Make sure you arrive at the agreed place before the
participants, and be ready to greet them.
Maintain a neutral attitude and appearance, and do not
start talking about the topic of interest before the official
opening of the group discussion.
Begin by introducing yourself and your team and ask
participants to introduce themselves.
Explain clearly that the purpose of the discussion is to find
out what people think about the practices or activities
depicted by the pictures. Tell them that you are not
looking for any right or wrong answer but that you want to
learn what each participant's views are. It must be made
clear to all participants that their views will be valued.
Bring the discussion to a close when you feel the topic has
been exhausted, and do not let the group discussion
degenerate into smaller discussions.
Be sincere in expressing your thanks to the participants
for their contributions.
Purpose To get in depth information on the parameters of the
study.
To explore meanings of survey findings that cannot be
explained statistically.
To understand the common psyche of people regarding a
specific parameter.
To understand the needs and expectations of the people
as a customer.

84

 To reach to a common consensus to a variable that they

chose.

Approach Followed
We had 117 new associates that we had selected for Focus
Group Discussion. All of these employees were covered by the
Telephonic Interview Round and Survey Questionnaire. This was
the concluding part of the Data Collection where we would be
taking

some

inputs

from

the

employee

regarding

his

preferences.
We formed 6 groups according to the six parameters of our
research and clubbed these 117 employees under these groups.
The main idea behind conducting Focus Group Discussion was
to get the responses from whole of the group on a common
topic of concern. Also this GD aims at concluding a concrete
point which will be agreed by the whole group.
This discussion was arranged so that we can cover up certain
points that could not be covered through Telephonic Interview
and Online Survey.

Following are the Group Details and their

Inputs
85

Group 1 Brand

Date
Venue
Sample Size
Time

15th June 2010

Selaqui, tower 1
5
11 - 11:30 am

Participants

Band

% Hike

Location

Ashish Sanwal

C1

40

Selaqui

Harish Moyal

B2

50

Selaqui

Medha Gupta

B2

60

Selaqui

N. Akbar Basha

C1

60

Selaqui

Niranjan Das

C1

50

Selaqui

Transcriptions For them Brand means - Image of the company.

Couple of them did not have choice of offers and thats

why they joined Syncom.

Considering offers from the equally good companies, they
would select on the basis of Profile.
In terms of conflict between internal and external
branding - most of them agreed to take their own decision
based on their opinion even if their friends dont agree to
it.
Group also raised the concern regarding Transport and
Cafeteria as they play an important role in creating a
brand image.
Most of them got 30% hike in their salary, but despite of

the same %hike, they chose Syncom over other org.

because of the brand.
According to them, brand is formed by awareness at the
local and international level.

86

 All of them had this perception that if its a good brand, it

would pay substantially.
Theme For this group, Brand is the most decisive factor keeping
other things constant.
Internal and External Branding play an important role in
establishing the Image of the Product.

87

Group 2 Compensation
Date

17th June 2010

Tele

Venue
Sample Size
Time

Conference
8
2:30 - 3 pm

Participants
Bhaskar Sati C
Deepak Newar
Jyoti Kalesh Thakur
Nippun Punj
Gargi Singh
Kavita Sikka
Manohar
Ronda

Location
Selaqui
Selaqui
Selaqui
Selaqui
Selaqui
Selaqui

Band
B2
C1
C1
B1
B2
B2

% Hike
100
50
35
40
50
30

Reddy
Sreejith Moothedath

Selaqui
Selaqui

B2
B2

45
25

Transcriptions For them Compensation means - The percentage of take

home and other fringe benefits like Food Coupons.
Compensation is the most vital among all the reasons that
motivate a person to join an organization.
Most of them agreed compensation clubbed with location
affects the joining decision.
They expect the organization to be fair and transparent in
terms of appraisal.

88

 However all of them agreed that the compensation they

got at Syncom is at par with the industry standards.

Various

allowances

and

benefits

provided

by

the

organization help an employee to save tax as well.

Insurance policies and other saving schemes make the
compensation a 'complete and attractive' package.
Reimbursements as per the band level is also satisfactory.

Theme For this group, compensation primarily means take

home, although the other additional benefits help save
tax.

more

attractive

pay

package

and

better

components of the Compensation can attract more

employees.

89

Group

Employee

Growth

&

Development
Date
Venue
Sample Size
Time
Participants
Atul Srivastava
Biswa Prakash Rath
Dhiraj Kumar Mishra
Geetika Gandhi
Krishna M Agarwal
Suresh Konka

Band
B2
B2
C1
B2
B2
B2

15th June 2010

Tower 1, LH3
6
2:30 - 3 pm
% Hike
40
20
45
30
30
30

Location
Selaqui
Selaqui
Selaqui
Selaqui
Selaqui
Selaqui

Transcriptions For them EGD means - Training programs, specialized

domain activities and technological advancements.

90

 Brand does not matter provided good growth and

development opportunities.
Incase of budget constraint, companies can provide in
house trainings.
Career advancement can be related to DAP - Degree
Assistance Program.
Trainings provided by the SME can be more effective.
Most of them link onsite opportunities to EGD.
Recreation and Work Life Balance plays an important role
in the employee growth.

Theme For this group, EGD can be achieved through deploying

more effective training programs and adaptation to the
latest technological advancement. Adaptation of the new
trends

in

the

market

will

give

the

company

Competitive Advantage.

91

Group 4 Job Profile

Date

16th June 2010

Selaqui, tower

Venue
Sample Size
Time

1
6
11 - 11:30 am

Participants
Pramod Dutt Pant
Salil Goel
Saurabh Kaushik
Saurabh Rohilla

Band
D1
B1
C1
B1

% Hike
35
30
22
15 20

Location
Selaqui
Selaqui
Selaqui
Selaqui

92

Umair

Ahmed

Farooqui
Vijay Mahawar

C1
B2

15 - 20
40

Selaqui
Selaqui

Transcriptions For them Job Profile means - good projects as per their
specialization.
Most of them agreed that profile has a direct impact on
employee satisfaction.
Along with the productive tasks, support of team mates

enhances the performance. This group believes that

duties

pertain

to

accomplishment

of

certain

tasks,

meeting deadlines and following norms.

Responsibilities for them means, fulfilling the expectation.
Job profile is important for employee engagement as well
and shape their career path in long run.
Working on the same profile for too long leads to
stagnation.

Theme For this group, Profile means day to day processing and
is very critical aspect for employee satisfaction and
retention.

Providing

frequent

opportunities

for

Job

Change and picking up projects of your choice would

induce

more

motivation

for

person

to

join

the

organization.

93

Group 5 Job Security

Date
Venue
Sample Size

17th June 2010

Tele Conference
11

94

Time

3:30 - 4 pm

Participants
Anupam Srivastava
Deependra Mishra
Kuldeep Singh
Mrinal Saxena
Harsha
Venkatarama

Location
Selaqui
Selaqui
Selaqui
Selaqui

Band
B1
B2
B1
B2

% Hike
30
25
40
27

Hedge
Kalyan Kumar Reddy P
Krishnaiah Gothala
Riyas Ibrahimkutty AK
Sam Deepak AL
Venkatesh G.S.
Vikram Sahadev Ram

Selaqui
Selaqui
Selaqui
Selaqui
Selaqui
Selaqui
Selaqui

B2
B1
C1
B2
B2
C1
B2

38
45
10
30
60
100
50

Transcriptions For them Job Security means - Consistent rate of return in

terms of money and employement opportunities.
Job security refers to the stability in the employment and
place within an organization.
This group beleieves that job security is dependent on
economy.
In times of recesssion a person would compromise on all
other factors as he just needs a job.
In times of expansion and growth, people have more
offers in hand and thereby they feel more secure.
Security

can

have

direct

impact

on

employee

satisfaction and retention.

Jobs in PSU's are considered secure than the private
sectors, although we need to take risk for growth and
development.

Theme -

95

For this group, secure jobs would directly influence the

employee's well being. An employee would prefer to
settle down for less compensation if the employer
provides him Job Security.

Group 6 Personal Reasons

96

16th

June

Date

2010
Selaqui,

Venue
Sample Size
Time

tower 1
6
2:30 - 3 PM

Participants
Band
Dhirendra Kumar
B1
Kapil
Mohan

% Hike
60

Location
Selaqui

Gupta
Mansi Nanchahal
Seemaa Singh
Surjeet Thakur
Vimlesh Kumar

65
45
40
0
37

Selaqui
Selaqui
Selaqui
Selaqui
Selaqui

B2
B1
B1
D1
C1

Transcriptions For them Personal Reasons means - Distance and Family

issues.
Relocating from different states is a little difficult due to
the change in culture and habits.
Some of them left their previous organization due to long
commutation time.
For women work life balance after marriage was more
important as compared to men.
Few members of the group also mentioned that the work
environment can have effects to the health of an
employee.

Theme For this group, commutation time should be less as it

impacts the personal space of an employee. Family has

97

been a major concern for working women. Companies

which provide accomodation of transportation service is
preferred by a new hire.

Analysis

on

the

parameters

of

our

Research
Distribution of total respondents based on Job
Security
Job Security
Order

of Frequen

Preference

cy

1
2
3
4
Valid 5
6
Tota

40
54
44
50
54
8
250

Cumulati
Percent
16.0
21.6
17.6
20.0
21.6
3.2
100.0

ve
Percent
16.0
37.6
55.2
75.2
96.8
100.0

98

Inference
The frequency table gives the distribution of our total sample
size based on the parameter Job Security. This specifies how
the respondents would rate Job Security in their order of
preference (1 6). The graph depicts the total number of
respondents and their percentage alongwith their preference.

Distribution

of

total

respondents

based

on

Employee Growth and Development -

Employee Growth Development

Order
of Freque
Perce
Preference
1
2
3
4
Valid 5
6
Tota

ncy
72
61
42
37
32
6
250

nt
28.8
24.4
16.8
14.8
12.8
2.4
100.0

Cumulativ
e Percent
28.8
53.2
70.0
84.8
97.6
100.0

99

Inference
The frequency table gives the distribution of our total sample
size based on the parameter Employee Growth and
Development. This specifies how the respondents would rate
Employee Growth and Development in their order of preference
(1 6). The graph depicts the total number of respondents and
their percentage alongwith their preference.

Distribution of total respondents based on Job

profile

Job Profile
Order

of Frequen

Preference

Valid

1
2
3
4
5
6
Total

Percen

cy

50
59
47
52
33
9
250

20.0
23.6
18.8
20.8
13.2
3.6
100.0

Cumulati
ve
Percent
20.0
43.6
62.4
83.2
96.4
100.0

100

Inference
The frequency table gives the distribution of our total sample
size based on the parameter Job Profile. This specifies how
the respondents would rate Job Profile in their order of
preference (1 6). The graph depicts the total number of
respondents and their percentage alongwith their preference.

Distribution of total respondents based on Brand

Brand
Order

of Frequenc

Preference
1
2
3
Valid 4
5
6
Total

y
42
46
58
64
36
4
250

Percen

Cumulativ

t
16.8
18.4
23.2
25.6
14.4
1.6
100.0

e Percent
16.8
35.2
58.4
84.0
98.4
100.0

101

Inference
The frequency table gives the distribution of our total sample
size based on the parameter Brand. This specifies how the
respondents would rate Brand in their order of preference (1
6). The graph depicts the total number of respondents and their
percentage alongwith their preference.

Distribution

of

total

respondents

based

on

Compensation -

Compensation

Vali
d

1
2
3
4
5
6
Tota

Freque

Perce

ncy

nt

11
40
68
53
67
11
250

4.4
16.0
27.2
21.2
26.8
4.4
100.0

Cumulati
ve
Percent
4.4
20.4
47.6
68.8
95.6
100.0

102

Inference
The frequency table gives the distribution of our total sample
size based on the parameter Compensation. This specifies
how the respondents would rate Compensation in their order of
preference (1 6). The graph depicts the total number of
respondents and their percentage alongwith their preference.

Distribution

of

total

respondents

based

on

Personal Reasons -

Personal Reasons

Valid

1
6
Total

Freque

Perce

ncy

nt

38
212
250

15.2
84.8
100.0

Cumulati
ve
Percent
15.2
100.0

103

Inference
The frequency table gives the distribution of our total sample
size based on the parameter Personal Reasons. This
specifies how the respondents would rate Personal Reasons in
their order of preference (1 6). The graph depicts the total
number of respondents and their percentage alongwith their
preference.

Distribution of total respondents based on Total

Experience -

Total Experience
Frequen
Group
%
cy
Valid 2 - 4
127
50.8

Cumulative %
50.8
104

4-6
6-8
8 - 10
Above

75
26
12
10

30.0
10.4
4.8
4.0

10
Total

250

100.0

80.8
91.2
96.0
100.0

Inference
This frequency table gives the distribution of our total sample
size based on the Total Experience. This table shows the
number of people within the pre-defined groups. The chart
below depicts the percentage of people along with their
frequency.

Comparison

of

Parameters

based

on

Total

Experience

105

Total Exp Wise Mean

Job

Employ

Job

Securi

ee

Profi

ty

Growth

le

2-4
4-6
6-8
8 - 10
Above

3.12
3.06
3.07
2.58

5.37
5.33
3.69
4.16

10

3.5

Age
Group

Perso
Bran Compensa

nal

tion

Reaso

3.1
3.62
5.23
4.33

3.63
3.18
3.26
3.33

3.07
2.93
2.96
3.58

ns
2.51
2.69
2.46
2.58

4.2

2.8

2.8

Exp : 2 4 Years

Inference
In this chart we have distributed the entire sample size under
groups based on their experience. In the graph we have
compared the mean for all the six parameters for the group : 2
4 years of experience.

106

Exp : 4 6 Years

Inference
In this chart we have distributed the entire sample size under
groups based on their experience. In the graph we have
compared the mean for all the six parameters for the group : 4
6 years of experience.

Exp : 6 8 Years

107

Inference
In this chart we have distributed the entire sample size under
groups based on their experience. In the graph we have
compared the mean for all the six parameters for the group : 6
8 years of experience.

Exp : 8 10 Years

Inference
In this chart we have distributed the entire sample size under
groups based on their experience. In the graph we have
compared the mean for all the six parameters for the group : 8
10 years of experience.

Exp : Above 10 Years

108

Inference In this chart we have distributed the entire sample

size under groups based on their experience. In the graph we
have compared the mean for all the six parameters for the
group : Above 10 years of experience.
Comparison of Parameters based on Acquisition -

Mean Wise Comparison

Parameters
Employee Growth
Job Profile
Brand
Compensation

Pre-Acquisition
1.6
3.55
3.25
3.18

Post-Acquisition
5.24
3.53
4.08
3.04

Personal Reasons

2.25

2.69

Mean Values of Pre Acquistion were gathered from the

last years Study
Mean Values of Post Acquistion have been computed in
this years study.

109

Inference
In this graph we have compared the mean values of all the six
parameters based on the time strap Pre and Post Acquisition.

Findings of the Study

After the exhaustive research, we can club our findings under
the following heads
People Quit Organizations because of
1. Excessive Work Pressure
2. Lack of Reward and Recognition
3. Lack of Authority and Responsibility
4. Re-Organization
5. Poor Work Culture
6. Favoritism

110

7. Autocratic Leadership
8. Reporting Manager
9. For Greener Grass
10. Brand Name
11. Compensation
12. Limited Growth Opportunity
13. Location
Engagement Drivers
1. Belief in the Organization
2. Desire to work and make things better
3. Understanding of Business Context
4. Willingness to Expand and work in a Competitive Environment
5. Skill Enhancement
6. Growth and Advancement Opportunities
7. Interpersonal Relationship

Attraction Drivers
1. Job Security
2. Stability
3. Growth Opportunities
4. Competitive Retirement Benefits
5. Profits
6. Salary Hike/ Base Pay

111

Conclusion/ Summary
The most significant part of Life Cycle of an Employee is hiring
which includes finding the right person for the right job. The new
hire analysis study focusses on streamlining the hiring process,
crtically analyzing the talent acquisition process and help
improve the employee onboarding process across the enterprise
and unleash the potential for higher profits. A cost effective
process would not only ensure higher profits but also acquiring
the best of talent pool at reasonable cost.
112

The primary objective of the study is to explore the attraction

drivers for Dell Services. Also how the post recession period has
changed the market situations contributing the attraction
drivers to take a shift as per different age group, different skills
and career levels.
On the basis of various researches like Towers Perrin and
Watson Towers , we have set our parameters based on the six
variables namely
1. Job Security
2. Employee Growth and Development
3. Job Profile
4. Brand
5. Compensation
6. Personal Reasons
Also the reasons which made the employees leave their
previous organization have been considered like
1. Growth Stagnation
2. Poor Work Culture
3. Work Pressure
4. Immediate Manager/ Leadership
5. Compensation
6. Lack of Recognition
Data has been collected through Online Survey (Google Docs),
Telephonic Interview and Focus Group Study for the validation
of the reasearch variables.
In the literature being discussed above, we can conclude that companies are
increasingly recognizing the importance of the good match between the

113

organization and the candidates they would like to hire. Most companies follow
the conventional process of
(a) Defining the job and
(b) Establishing the required qualifications for the job
(c) Job-matching process to ensure that the candidate would succeed within
the organization

That is why Job Demand

Analysis

(JDA) now utilizes

additional tools to include behavioural and cognition demand

aspects of the job.
It is recommended that organizations should continue to
monitor

and

measure

the

effectiveness

of

their

hiring

assessment instrument for new hires. Although they have

experienced very positive results in the past 3 years, the true
validation comes from the resulting performance of their new
hires using this assessment tool in the long run. It is important
to implement a standardized performance tracking system that
enables them to gain quantifiable feedback regarding the
degree of success they have attained from using their job
matching process and hiring
According to Aberdeen

Group, Best-in-Class companies

report a variety of planned enhancements to the functionality of

their HR systems: it is important that these enhancements
actually provide value, and arent just whiz-bang additions.
While robust capabilities and enablers can add a great deal of
value, make sure that they are part of the mission of the
organization, not just a new offering.
The rich functionality of HR applications is of great valueand the
framework itself offers more than meets the eye. The following
essentials are included in Syncom

healthcare

Management

114

framework: self-service, portals, user content, knowledge-based

content

from the

HR helpdesk,

single

sign-on,

always-current

organizational structures driving workflows, event triggering, data and

business process integration with core HR, and much more. A niche
vendor does not have such a holistic offering.

Recommendations
Based on the study conducted on New Hire Analysis, it can be
suggested that there is a direct relation between Joining and
Leaving reasons being the growth perspective.

Also the

acquisition of Perot Systems by Dell Services has been a major

attraction driver because of the increased Brand Value.
Based on these observations, we recommend the following
1. Since 80% of the sample size is having the experience of 2
6 years, their main concern is Employee Growth and
Development opportunities. Therefore it is suggested to
provide more onsite opportunities and customized IDP to attract
young talent.
2. The remaining 20% of the sample size is having the
experience of 6 years and above. Their main concern is Job
Profile. Hence we suggest that in order to attract/ retain such
talent the company needs to provide better/multi dimensional
roles to showcase their talent and a better platform to grow
within the organization.
3. Training and Development could be improvised further in
order to accomodate Need Based Training and various
other trainings which would enhance the productivity of the
person as a whole.

115

4. As we can see here that Growth Stagnation is the topmost

reason for an employee to leave an organization, it is suggested
that the company should have various dynamic policies to cater
to the growth requirements of an individual. Frequent rotation
of roles and expansion of projects would develop/ retain the
interest of the employee in the process.
5. Post acquisition Brand Value has certainly increased and a
common

perception

that

post

acquisition

the

growth

opportunities will increase and its good to flow with the

progressive organization has helped in attracting the potential
talent pool. This image can be enhanced and maintained to
act as most important attraction driver.

References
The following material was referred for our Study and I highly
appreciate the knowledge and information that has been
induced by these articles in my study
1. The importance of Cost per Hire http://findarticles.com/p/articles/mi_m0FXS/is_1_80/ai_69
294704/
2. The New Hire Cost Benefit analysis
http://www.ncbi.nlm.nih.gov/pubmed/15761311
3. Improving New Hire Turnover

116

http://www.cluteinstituteonlinejournals.com/PDFs/1300.pdf
4. Talent Drives Performance
http://www.taleo.com/research/protected/pdf/35_Social_
Networks_Taleo_Research
5. Human Capital Management
http://www.myadrenalin.com/india/Downloads/news/HCM
-Data.pdf

Appendix

Cover Letter for the Survey

Sample Questionnaire

117