EXECUTIVE SUMMARY

Today, in every organisation personnel planning as an activity is necessary. It is an

important part of an organisation. Human Resource Planning is a vital ingredient for the
success of the organisation in the long run. There are certain ways that are to be
followed by every organisation, which ensures that it has right number and kind of
people, at the right place and right time, so that organisation can achieve its planned
objective.

For every organisation it is important to have a right person on a right job. Recruitment
and Selection plays a vital role in this situation. Shortage of skills and the use of new
technology are putting considerable pressure on how employers go about Recruiting
and Selecting staff. It is recommended to carry out a strategic analysis of Recruitment
and Selection procedure.

With reference to this context, this project is been prepared to put a light on Talent
Acquisition process. This project includes the processes used by Tata Consultancy
Services for recruitment, selection and talent integration.

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 INDUSTRY PROFILE

The Indian Software Industry is the uncrowned king in the outsourcing of software
services now. From very humble beginnings, the Indian IT Industry has grown at an
exponential rate over the past 10 years doing Rs.10000 crore of export, fetching for
India valuable foreign exchange, propping up the Indian Stock Market with its share
prices reaching dizzying heights before the scam, and employing over 2 lakh
professionals with this number poised to rise to around 20 lakh in another 3 years. India
missed the Agrarian, Industrial and the early Computer Revolutions but became a
global player in the IT revolution because of two main factors-opening up of the markets
and India's cheap and vast manpower with knowledge of English. Right from 1991 to
2000 Indian companies grew at a mind-boggling rate of 200-500% attracting lucrative
projects from companies all over the world, especially the US. The recession that we
saw was partly attributed to this phenomenal growth rate which to be maintained, was
always going to be a tough proposition. The initial spark that triggered the recession
was the slowdown in the American manufacturing industry , then aggravated by the
collapse of Dotcom companies and then the last nail in the coffin was the sudden
discovery that most companies did not have any more projects to hand out. In other
words, most companies did not need any major software development.

With the recession, most companies have drastically revised their organizational and
marketing strategies. The share of on site work has come down as most foreign
companies prefer to sustain as much of their own employees rather than outsiders.
Companies in India have now shifted gears doing off-shore development which is much
cheaper. They have started looking at the European and Japanese markets which have
not yet been affected by the slowdown. Other markets which they are tentatively eyeing
are the Australian, South American and Middle East markets. Most companies have
decided to tide over the problem of reduced profits by resorting to layoffs and cutting
down heavily on fresh recruitment. These are measures to bring down the numbers on
the bench which have been increasing for some time now. The focus on web centric
software development which used to be their prime revenue earner is a thing of the past
and these companies are concentrating now on the banking and the e governance

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sectors. Even the high flying companies are doing the low grade maintenance work for
their clients to create good relationships in the hope of getting a big project from them
sometime in the future.

Despite the bravado that most software companies still put up it remains to be seen how
many of the smaller ones can survive, now that the recession is over. Fly by night
operators who wanted to make a quick buck from the high ratings software companies
get in the stock market along with poor quality of support which Indian companies
provide are destroying the credibility of the industry. Moreover the Chinese and the
Russians have begun warming up to the act. Their governments are aggressively
promoting software training and Chinese professionals come cheaper at $3000-4000
per year compared to an Indian professional who earns on the average about $8000 per
year. Another challenge that Indian companies are facing is that most corporations
prefer to keep the most lucrative projects for their employees and leaving the crumbs for
the Indians to brush up.

But the future seems to be ours-that is if we are careful. Our companies are able to
provide the right training and have been able to continuously improve their knowledge
base. They have used the new technologies effectively winning customer satisfaction
and we have something the Chinese and Russians do not have-the experience in
dealing with foreign customers who are very quality conscious. The markets are looking
up. The hype of yore will be a distant memory. To be realistic the software industry is
going to stabilize at this point but opportunities will beckon soon.

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 COMPANY PROFILE

TATA CONSULTANCY SERVICES:

Type Public (BSE: 532540)

Subsidiary of Tata Group

Industry IT services
IT consulting

Founded 1968

Headquarters Mumbai, Maharashtra, India

Key people Ratan Tata (Chairman)

S Ramadorai (Vice Chairman)

N Chandrasekaran (CEO & MD)

Products TCS Bancs

Digital Certification Products

Healthcare Management Systems

Services Outsourcing
BPO
Software Products

Revenue ▲Rs 30,028.92 crore (US$ 6.4billion)

Operating income ▲Rs 8,305.73 crore (US$ 1.77 billion)

Profit ▲Rs 7,092.66 crore (US$ 1.51 billion)

Total assets ▲ $6.112 billion (2010)

Employees 160,429 (As on 31st March, 2010)

Parent Tata Group

Website www.tcs.com

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Services:

IT Services

IT Infrastructure Services

Enterprise Solutions

Consulting

Business Process Outsourcing

Platform BPO Solutions

Business Intelligence & Performance Management

Engineering & Industrial Services

Small and Medium Business

Software:

TCS BaNCS

TCS Technology Products

Other Products

Industries:

Banking & Financial Services

With a wealth of experience partnering the world's leading banks and financial
institutions, and a comprehensive range of services and solutions, TCS is the partner
that gets clients results: optimized investments, enhanced operational efficiencies,
minimized risk, and sustained cost leadership.

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Energy, Resources & Utilities

Government

The Government Practice at Tata Consultancy Services (TCS) brings a proven track
record of delivering complex IT solutions to meet government’s demanding business
needs. Additionally, we have deep and broad expertise in the areas of labor and
workforce, criminal justice, education, and taxes.

Healthcare & Life Sciences

With an experienced team of over 3,500 professionals including biomedical engineers,

computational chemists, biologists, pharmacologists, physicians, validation specialists,
IT architects and management consultants, TCS understands your business objectives
and helps you achieve and exceed them.

High Tech

TCS with its experience in engineering, innovation and IT solutions, a comprehensive

portfolio of services partners with High Tech enterprises to provide end-to-end solutions
to help them achieve product innovation, operational excellence and greater profitability
thereby attaining market leadership.

Insurance

Industry consolidation, regulatory pressures, shifting demographics and shrinking

margins have increased pressure on enterprises in the insurance industry today,
spotlighting innovative product development, streamlined processes and business
agility – precisely the strategies that TCS can help you implement.

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Manufacturing

Rapid globalization, diversification, and intense competition have resulted in the need to
increase agility and collaboration across geographies. TCS helps manufacturers adopt
the right technology-enabled solution to connect extended supply chains, reduce
product development time, improve product differentiation, provide real time business
insight, and lower operational costs.

Media & Information Services

Today Media and Information Services companies are responding to changes by cutting
costs and transforming business models in order to adapt to the digital age. By working
in partnership with us, you’ll be ready to take control of your digitization, and ensure
your own people focus on areas of strategic value.

Retail & Consumer Products

The Retail and Consumer Product industries operate in environments that are highly
dynamic, with new challenges and opportunities emerging constantly. TCS' fast-growing
Retail and Consumer Products Industry Services Unit offers a fully integrated
organization that embeds end-to-end capabilities to help you achieve success.

Telecom

TCS understands how to leverage convergent applications, networks and content to

transform your business, and can help you determine the best ways to provide single
connectivity and an integrated user experience in the face of constantly shifting
demands and technologies.

Travel, Transportation & Hospitality

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Some of the clients include

ABB ABN AMRO Agilent AGL

Technologies

Avis Group AVIVA BT Wholesale Chrysler

Cisco Electronic Arts Ferrari Scuderia ING Group

Motorola Microsoft National Insurance National Grid

Company

NXP Semi Philips Prudential Roche

conductors Semiconductors Pharmaceuticals

Sanyo Logistics Sony United Utilities Woolworths

Corporation

Hierarchy of employees

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MISSION

To help customers achieve their business objectives by providing innovative, best-in-

class consulting, IT solutions and services. To make it a joy for all stakeholders to work
with us.

VISION

To be one of the top 10 global companies by the year 2010.

VALUES

Leading change. Integrity. Respect for the individual. Excellence. Learning and sharing.

TAGLINE

“experience certainity”

“TCS' ability to deliver high-quality services and solutions is unmatched.TCS isthe

world’s first organization to achieve an enterprise-wide Maturity Level 5 on both CMMI®
and P-CMM®, using the most rigorous assessment methodology - SCAMPISM.
Additionally, TCS’ Integrated Quality Management System (iQMS™) integrates process,
people and technology maturity through various established frameworks and practices
including IEEE, ISO 9001:2000, CMMI, SW-CMM, P-CMM and 6-Sigma.

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TALENT ACQUISITION

Tracking applicants—from the beginning of the recruitment process to the time they
come on board—is not as simple as it used to be. Today, talent acquisition systems
encompass the entire pre-hire life cycle, from candidate acquisition and interview
management to contact management and company career site branding.

With recent consolidation and a new crop of providers entering today's talent acquisition
market, making the right decision around recruitment technology can be daunting.
Today's organizations are looking for more from their existing providers while trying to
leverage new innovation in areas such as social networking, video tools, job matching,
and search engine optimization.

Over the last year, the talent acquisition market has changed dramatically. During this
down economy, companies are taking the time to rethink their current talent strategies.
Solution providers have responded by increasing their partnerships and product
offerings. Changes include innovation aimed at replacing the resume, expansion by
solution providers into global markets, availability of free products and services in talent
acquisition, integration with social networking sites, and market consolidation.

Innovative solution providers have emerged over the last year to replace the resume.
Job-matching tools—often referred to as the e-Harmony of recruiting—are gaining
popularity as an effective way to find quality hires. Providers such as Jobfox, VisualCV,
Vipe Power, Realmatch, and MyPerfectGig offer solutions that replace the resume with
video tools, job matching, and employer branding services. In addition, talent acquisition
system providers such as ADP, Kenexa, Oracle, SilkRoad, and Softscape are
partnering with Jobfox to offer ResumePal, a standard job application, to their
customers. Other providers include an application builder in addition to the option of
uploading a resume.

Social media is becoming a strategic part of many organizations' outreach and branding

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strategies. According to a research, 41 percent of companies indicated social
networking is a "must-have" when considering advanced features they would like
included in their talent acquisition systems. In the past, traditional providers were slow
to respond to this demand, and most organizations surveyed were not satisfied with
their level of integration with social media. Leading providers now are beginning to offer
a Web 2.0 platform and full integration with social networking sites such as LinkedIn,
Facebook, and Twitter.

Organizations need to integrate their talent acquisition system with their existing human
resource management system (HRMS) and third-party recruitment providers—during
implementation. For a talent acquisition system investment to be effective, it needs to
be integrated with third-party solutions such as background check providers,
assessment providers, and job board distributors. Unfortunately, too many companies
make technology decisions on an ad hoc basis and fail to recognize the importance of
being able to share data among systems until it is too late. Many solution providers
partner with technology, consulting, and sourcing companies for a smoother transition.

Contact management needs to be a priority when considering talent acquisition

systems. Contact management should be a priority for any organization looking to build
a strong talent pipeline and establish long-term relationships with candidates. In a study,
41 percent of organizations stated that contact management is a must-have. In fact, 55
percent of organizations are using their talent acquisition providers for contact
management. These organizations are asking more from their providers and, in return,
providers are adding functionality or partnering with companies to provide contact
management.

Global support is more than just multilingual configuration. Many providers support
multilingual configuration for both the recruiter and candidate interface. But not every
provider supports other areas of a global system such as local regulations, currency,
and time-zone support. Organizations should plan for various scenarios during global
implementation and involve a representative from each region to participate in the
selection process. Organizations should conduct customer reference calls with other

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global organizations facing similar challenges. Solution providers such as StepStone,
MrTed, and Softscape are increasing their multilingual capabilities, as well as adding
enhanced time-zone management and support for key variables (such as currency and
local regulations). Providers such as Peopleclick and iCIMS are opening offices and
data centers around the world to increase customer support for new regions.

The talent acquisition systems market continues to experience growth. Organizations

recognize the opportunities to streamline the entire recruitment process and the benefits
of investing in new talent acquisition systems. More than ever, companies are looking to
prepare for the future—and the inevitable hiring surge that will occur—and are focused
on becoming leaner and smarter around their technology choices. Providers of talent
acquisition systems are responding with more complete solutions for identifying,
selecting, and onboarding candidates.

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13
PARTS OF TALENT ACQUISITION

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RECRUITMENT

Process of locating and encouraging potential applicants to apply for existing or

anticipated job openings.

A linking function, joining together those with jobs to fill and those seeking jobs.

It aims at

(i) Attracting a large number of qualified applicants who are ready to take up the job if
it’s offered and

(ii) Offering enough information for unqualified person to self-select themselves out.

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

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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Need for recruitment:

The need for recruitment may be due to the following reasons /

situation:

a) Vacancies due to promotions, transfer, retirement, termination,

permanent disability, death and labour turnover.

b) Creation of new vacancies due to the growth, expansion and diversification of

business activities of an enterprise. In addition, new vacancies are possible due to job
specification.

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 organization’s 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

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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.

Previously, the selection of candidates was influenced by

superstitions, beliefs, personal prejudices of managers looking after

the recruitment and selection of the staff.

The net result of such unscientific recruitment and selection are:
(a) Low productivity of labour
(b) High turnover
(c) Excessive wastage of raw materials
(d) More accidents and corresponding loss to the organization
(e) Inefficient working of the whole organization and finally

(f) Ineffective executive of training and management development programs

Scientific recruitment and selection

The importance of selection recruitment and selection of staff is now accepted in the
business world. Selection is important as it has its impact on work performance and
employee cost. As result scientific methods of recruitment and selection are extensively
for the selection of managers and the supervisory staff. The assistance of experts such
as industrial psychologist and management consultants are also taken for the purpose
of scientific selection. As a result, the objective of “right man for the right job” is

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achieved in many organizations. Moreover, “right job” is the basic principle in manpower
procurement.

Recruitment and selection are two of the most important functions of personnel
management. Recruitment precedes selection and helps in selecting a right candidate.

Recruitment is a process to discover the sources of manpower to meet the requirement

of the staffing schedule and to employ effective measures for attracting that manpower
in adequate numbers to facilitate effective selection of efficient personnel.

Staffing is one basic function of management. All managers have responsibility of

staffing function by selecting the chief executive and even the foremen and supervisors
have a staffing responsibility when they select the rank and file workers. However, the
personnel manager and his personnel department is mainly concerned with the staffing
function.

Every organisation needs to look after recruitment and selection in the initial period and
thereafter as and when additional manpower is required due to expansion and
development of business activities.

‘Right person for the right job’ is the basic principle in recruitment and selection. Ever
organization should give attention to the selection of its manpower, especially its
managers. The operative manpower is equally important and essential for the orderly
working of an enterprise. Every business organisation/unit needs manpower for carrying
different business activities smoothly and efficiently and for this recruitment and
selection of suitable candidates are essential. Human resource management in an
organisation will not be possible if unsuitable persons are selected and employment in a
business unit.

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SOURCES OF RECRUITMENT

Sources of recruitment

Internal Recruitment External Recruitment

Present employees Advertisements

-Promotions Fliers/Mailers
-Transfers Job Portals
-Job postings Consultants
Campus Recruitment
BYB(Employee Referrals) Walkins

• Internal Recruitment –

Internal recruitment seeks applicants for positions from within the company.

The various internal sources include:

• Promotions and Transfers –

Promotion is an effective means using job posting and personnel records. Job
posting requires notifying vacant positions by posting notices, circulating
publications or announcing at staff meetings and inviting employees to apply.
Personnel records help discover employees who are doing jobs below their
educational qualifications or skill levels. Promotions has many advantages like it
is good public relations, builds morale, encourages competent individuals who
are ambitious, improves the probability of good selection since information on the
individual’s performance is readily available, is cheaper than going outside to

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 recruit, those chosen internally are familiar with the organization thus reducing
the orientation time and energy and also acts as a training device for developing
middle-level and top-level managers. However, promotions restrict the field of
selection preventing fresh blood & ideas from entering the organization. It also
leads to inbreeding in the organization. Transfers are also important in providing
employees with a broad-based view of the organization, necessary for future
promotions

• Referrals/Bring Your Buddy

Employees can develop good prospects for their families and friends by
acquainting them with the advantages of a job with the company, furnishing them
with introduction and encouraging them to apply. This is a very effective means
as many qualified people can be reached at a very low cost to the company. The
other advantages are that the employees would bring only those referrals that
they feel would be able to fit in the organization based on their own experience.
The organization can be assured of the reliability and the character of the
referrals. In this way, the organization can also fulfill social obligations and create
goodwill.

• Internal notification (advertisement): -

Sometimes, management issues an internal notification for the benefit of existing

employees. Most employees know from their own experience about the
requirement of the job and what sort of person the company is looking for. Often
employees have friends or acquaintances who meet these requirements.
Suitable persons are appointed at the vacant post

• External Recruitment

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 External recruitment seeks applicants for positions from sources outside the
company. They have outnumbered the internal methods. The various external
sources include

• Professional or Trade Associations :-

Many associations provide placement service to its members. It consists of

compiling job seeker’s lists and providing access to members during regional or
national conventions. Also, the publications of these associations carry classified
advertisements from employers interested in recruiting their members. These are
particularly useful for attracting highly educated, experienced or skilled
personnel. Also, the recruiters can zero on in specific job seekers, especially for
hard-to-fill technical posts.

• Advertisements

It is a popular method of seeking recruits, as many recruiters prefer

advertisements because of their wide reach. Want ads describe the job benefits,
identify the employer and tell those interested how to apply. Newspaper is the
most common medium but for highly specialized recruits, advertisements may be
placed in professional or business journals.

Advertisements must contain proper information like the job content, working
conditions, location of job, compensation including fringe benefits, job
specifications, growth aspects, etc. The advertisement has to sell the idea that
the company and job are perfect for the candidate. Recruitment advertisements
can also serve as corporate advertisements to build company’ image. It also cost
effective

• Campus-

Colleges, universities, research laboratories, sports fields and institutes are fertile
ground for recruiters, particularly the institutes. Campus Recruitment is going
global with companies like HLL, Citibank, HCL-HP, ANZ Grindlays, L&T,
Motorola and Reliance looking for global markets. Some companies recruit a

21
 given number of candidates from these institutes every year. Campus
recruitment is so much sought after that each college; university department or
institute will have a placement officer to handle recruitment functions. However, it
is often an expensive process, even if recruiting process produces job offers and
acceptances eventually. A majority leave the organization within the first five
years of their employment. Yet, it is a major source of recruitment for prestigious
companies.

• Walk-ins, Write-ins and Talk-ins-

The most common and least expensive approach for candidates is direct
applications, in which job seekers submit unsolicited application letters or
resumes. Direct applications can also provide a pool of potential employees to
meet future needs. From employees’ viewpoint, walk-ins are preferable as they
are free from the hassles associated with other methods of recruitment. While
direct applications are particularly effective in filling entry-level and unskilled
vacancies, some organizations compile pools of potential employees from direct
applications for skilled positions.Wr i t e - i n s are those who send written
enquiries. These jobseekers are asked to complete application forms for further
processing.Ta l k - i n s involves the job aspirants meeting the recruiter (on an
appropriated date) for detailed talks.

• Consultants:-

They are in the profession for recruiting and selecting managerial and executive
personnel. They are useful as they have nationwide contacts and lend
professionalism to the hiring process. They also keep prospective employer and
employee anonymous. However, the cost can be a deterrent factor.

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RECRUITMENT PROCESS

Recruitment refers to the process of identifying and attracting job seekers so as to build
a pool of qualified job applicants. The process comprises five interrelated stages, viz,

1. Planning.
2. Strategy development.
3. Searching.
The ideal recruitment programme is the one that attracts a relatively larger number of
qualified applicants who will survive the screening process and accept positions with the
organisation, when offered. Recruitment programmes can miss the ideal in many ways
i.e. by failing to attract an adequate applicant pool, by under/over selling the
organisation or by inadequate screening applicants before they enter the selection
process. Thus, to approach the ideal, individuals responsible for the recruitment process
must know how many and what types of employees are needed, where and how to look
for the individuals with the appropriate qualifications and interests, what inducement to
use for various types of applicants groups, how to distinguish applicants who are
qualified from those who have a reasonable chance of success and how to evaluate
their work.

RECRUITMENT PROCESS

PLANNING

Numbers(Yield Ratio)
Type

SEARCHING
APPLICATION
Message POOL
Media

STRATEGY
DEVELOPMENT

Where
How
When

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SELECTION

Selection is defined as the process of differentiating between applicants in order to

identify (and hire) those with a greater likelihood of success in a job.

Selection is basically picking an applicant from (a pool of applicants) who has the
appropriate qualification and competency to do the job.

The difference between recruitment and selection:

Recruitment is identifying and encouraging prospective employees to

apply for a job and Selection is selecting the right candidate from the pool of

applicants.

SELECTION PROCESS AT TCS

INITIAL TECHNICAL MANAGEMENT

HR ROUND
SCREENING ROUND ROUND

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INITIAL SCREENING

The initial screening is done only to check the eligibility criteria.

The eligibility criteria is:

The candidate should have a consistent 50% in 10th, 12th and graduation.

The candidate should not have more than 2 yrs of gap during his/her education.

Experience – varies as per the skill and role.

TECHNICAL ROUND

A technical panel consisting of 2 people relevant to that technology and project take the
technical round. The members on the panel must be of ASE grade and above. The
candidate is tested on various criteria. If a person clears the management interview
he/she is known as an “Tech Select”

MANAGEMENT ROUND

Taken by a panel of ASC grade and above. Tests the managerial skills of a person. If a
person clears the management interview he/she is known as an “MR Select”

HR ROUND

It is taken by the recruiter of a particular ISU.

After a candidate passes all the rounds, an online offer letter is generated.

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 TECHNICAL EVALUATION SHEET

Name

Skill

Total Experience

Relevant Experience

Competency E1 E2 E3 E4 E1: knows basics

E2: well versed with the skill

E3: Indepth knowledge

E4: expert

Selected/Rejected

Other comments

Name of Interviewer Grade ISU

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 MANAGEMENT EVALUATION SHEET

Name

Skill

Total Experience

Relevant Experience

Managerial E1 E2 E3 E4 E1: knows basics

Competency E2: well versed with the skill

E3: Indepth knowledge

E4: expert

Selected/Rejected

Other comments

Name of Interviewer Grade ISU

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 HR EVALUATION SHEET

Name

Skill

Reason for change

Communication skills

Any other competency

Total Experience

Relevant Experience

Current ctc

Expected ctc

Notice period

Selected/Rejected

Other comments

Name of interviewer Grade ISU

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TALENT INTEGRATION

TALENT
INTEGRATION

BACKGROUND
FOLLOW UP INDUCTION
VERIFICATION

Background verification

In TCS, the background verification is done by a third party vendor. But the documents
are collected by the Talent Acquisition Team.

Documents needed are (2 sets)

Pancard/Driving licence/Voter’s id/Passport

10th,12th marksheets /leaving certificates

Graduation and postgraduation- all semester marksheets,passing certificate

Electricity bill/ration card-permanent address

Notarized leave and licence agreement/notarized self declaration on 100Rs stamp

paper.

Gap certificate (if any).

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All appointment and relieving letters/Experience certificates of past employments.

Last 3 months salary slips.

One set is sent to the vendor for background verification, and the other is retained by
the company.

Collect
documents

Inform the Verify all

joinee documents

Follow up

This is the process from the time a candidate accepts the offer letter and he /she
actually joins the company.

Importance :

To keep a track of the candidate.

To ensure the joining date is confirmed.

To collect the documents and initiate the BGC process.

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How is it done?

By calling the candidate personally atleast once a week. A follow up sheet is

maintained, and a person has been dedicated to do this work.

INDUCTION

The Induction at TCS is an exhaustive 2 day event. Induction is done every

Wednesday- Thursday for the new joinees.

Schedule

Wednesday Thursday

Film- “Keepers of the flame” Compensation and benefits

HR introduction Session on Ultimatix

Finance seminar Security

Joining formalities

Joining formalities include collecting documents, document verification, giving away the
appointment letter to an employee

After 3 months an employee is confirmed.

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TALENT ACQUISITION - FRESHERS

TCS recruits various kinds of freshers such as

• Management Graduates

• Engineers

• Msc/Mca students

• Bsc/Bcs/Bca graduates

• Diploma Students

CAMPUS RECRUITS

TCS recruits only from colleges which have registered with TCS and have been given a
grade. The company in most cases goes to the colleges, but sometimes may decide to
invite the students to the office.

DIRECT APPLICANTS

Students from colleges which have not yet registered, may also apply directly. They
need to upload their cv on www.careers.tcs.com.

As and when the need arises, students are called for the interview process.

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ELIGIBILITY CRITERIA

TCS is very particular about the kind of talent it takes in. So the eligibility criteria’s are
high and most students get eliminated here itself.

Eligibility Criteria for FRESHERS

Management students:

Students of Finance/Marketing/HR/ systems are considered.

Must have done graduation with Science background.

60% aggregate throughout in academic career.

Not more than 2 years gap in academics

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Engineering students

Students of Computers/IT/Extc/electronics/Instrumentation are considered.

60% aggregate throughout in academic career.

Not more than 2 years gap in academics

Msc/Mca students

Must have done graduation with Science background

60% aggregate throughout in academic career.

Not more than 2 years gap in academics

BSC/BCS/BCA students

60% aggregate throughout in academic career.

Not more than 2 years gap in academics

Diploma Students after (10th or 12th)

Students of Computers/IT/Extc/electronics are considered.

50% aggregate throughout in academic career.

Not more than 2 years gap in academics

Should have taken mathematics as a subject in 12th

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SELECTION

The aptitude test : It is a general aptitude test (which tests quantitative, logical and
verbal abilities of a candidate) supported by the ”TOUCHSTONE” s/w prepared by the
TCS team. It is an online test different for different graduates.

TECHNICAL ROUND

A technical panel consisting of 2 people relevant to that technology and project take the
technical round. The members on the panel must be of ASE grade and above. The
candidate is tested on various criteria. If a candidate clears this interview he/she is
known as an “Tech Select”

HR ROUND

Taken by the recruiter, dedicated for campus.

35
SWOT Analysis of the Talent Acquisition Process at Tata Consultancy Services
Strengths
Brand of TATA
Rigorous Pre-Hiring assessment tests
to understand aptitude and personality
of candidates.
Proper reference checks to ensure
that only bonafide candidates are
appointed.
Adequate number of channel partners
to generate footfalls for each location.
. documents is chaotic.
Opportunities
Develop exclusive contract with
channel partners to meet the
manpower requirements.
Make blue form brief and to the point.
Reduce turnaround time of making an
offer.
Weaknesses
Pre assessment tests for Engineers is
centralized.This slows down the
process.
Lengthy pre-offer formalities.
Huge employee turnover.
Duplication of work for the candidate
while filling the blue form.Online
application is enough.
Follow up process and collection of bgc
Threats
Increasing number of players in IT
sector creates ample choices, frequent
and easy mobility for employees.
Same channel partners are handling
all IT companies. This leads to same
pool of candidates being circulated to
all partners.
Increasing spill over as a candidate
has more than one offer at the time of
joining.
36
RECOMMENDATIONS & SUGGESTIONS

a) Compress the "white space" in your hiring process.

White Spaces are delays in hiring process that are unproductive, waste time, and
virtually assure you'll lose talented candidates. Often the longest delays occur between
critical selection events. For example, a recruiter may need several weeks to screen a
few hundred resumes from the Web job boards, or candidates who make it through
screening may wait weeks to interview with a hiring manager.

Here at TCS, the delays occur during the walk ins.

Candidates with different skill sets are made to sit together. This causes a lot of chaos
and confusion for the recruiters as well as for the candidates

The recruiters have to search the candidates again and again

The candidates see that there are too many people and have no clear picture as to how
long it will take.

37
 CURRENT SYSTEM

Candidates come Fill application Tagging for 1 common room

for walk in blank skill+ ISU of interviews

NEW SYSTEM

Room 1 skill x ISU a

Tagging for Room 2

Candidates come for
Fill application blank skill+ ISU Skill y
walk in
ISU B

Room 3
Skill z
ISU C

b) Tie up with more & more consultants from multiple segments

Since the limited placement agencies are sourcing candidates to all insurance
companies, there often comes the problem of duplication of data. Therefore it is
recommended that more and more consultants should be tied up from multiple
segments to attract large pool of new and fresh talent.

c) Know what you're looking for in candidates.

It is observed that the candidates sourced by placement agencies and send for further
rounds of interviews are not a perfect match. Therefore, in case there is need to utilize
the service of a placement agency, then it is recommended that these placement
agencies be given a well drafted job description and job specification. This can also be
circulated to internal employees under the employee referral scheme. This will help

38
people to get a clearer picture and provide for most suitable candidates. Thus making
efficient utilization of the existing resources.

d) Reduce the pre offer formalities:

During the interview process the candidate is required to fill a lengthy Blue form which
includes all personal, educational and professional details of candidate. There are 2
problems associated with this

• The candidate is not sure of the information and thus may fill up
wrong/misleading data.

• This is very time consuming and even after taking these details from candidate
its not sure that offer will be made or not. This also becomes frustrating for the
candidate sometimes.

So, it is recommended that unnecessary details should not be asked before we make
the final offer to the candidate. Blue form should be made consise.

e) One size doesn’t fit all

An effort must be made to study local condition, education levels. Since applying
common test for all candidates across entire country can overshadow a candidates
capabilities. This factor must be given importance since Indian society is divided on
various parameters such as education, language, infrastructure etc. A test with high
level of English and complicated sentence structure can be a hurdle in areas where
language itself is barrier. An option is to have different tests for different regions.

39
 f) Build and manage your candidate pool as a precious resource.

A "candidate pool" is a group of individuals who have shown interest in working

for your company and are qualified for and ready to fill certain positions, but
cannot join the company right now, because of a current project or location
constraint. If we keep a log of all such people who have been selected but
refused to join for such reasons, we can directly take them on board at some
later time.

g) Create winning impression even on those who are not selected

Its very important to create a favorable impression of your organization on all those who
come for interview. Those who are not selected in the first round of personal interview
should also carry this impression that they have missed the opportunity to work in a
great company. For this, there must a proper coordination of the interview of the
candidate and greater degree of professionalism. A candidate when invited for a
interview must be attended as soon as possible and should not be made to wait for
hours together. Interviews conducted on a scheduled time leave a good impression on
the candidate. Even if he is not selected, a good impression about the will make him
recommend the name to his people.

40
LEARNINGS AND ACHIEVEMENTS

Every endeavor undertaken to accomplish challenging goals, can only be successful

under the experienced and encouraging guidance. I am privileged to have undergone
training at Tata Consultancy Services. As learning never stops, my learning at TCS has
come from a lot of exposure, on the job training and close interaction with the corporate.
In brief my learning and achievements can be summarized as under:

Learnings

• Understanding of person and profile fit.

• Convince people about the job profile and to sell the job to the prospective
candidate

• Planning and Coordinating during the interview process.

• Scheduling the panelists for the interviews

• Took the HR interview with a recruiter.

• Following up with the candidates during the entire selection process

• Learned to convince candidates about the offer rolled out and making them
accept the offer through effective communication

• Learning about salary fitments

• Handling queries received from various quarters

• Reply to official mails

• Prioritize issues according to their importance

• Helped in Talent integration(collection and verification of BGC documents, Follow

up and induction).

41
Achievements

• Helped the TAG in dispatching the pending Appointment Letters.

• The joining date conformance for the Pune branch increased from 50% to a
consistent 80% over the 4 weeks that I handled it.

• Attended most of the walk ins and fresher’s drive.

• Was an active part of the Family day organizing committee organized under
“Maitree”.

42
 A PROJECT REPORT ON

“Study and Analysis of the Talent Acquisition Process”

In Partial Fulfillment of
Post Graduate Diploma in Business Management

Submitted to:

N L Dalmia Institute of Management Studies & Research

Submitted by:

Abha. N. Deshkar

PGDBM (HR)

N.L. DALMIA INSTITUTE OF MANAGEMENT STUDIES AND RESEARCH

UNIVERSITY OF MUMBAI

2009-2011
 ACKNOWLEDGEMENT

This project in itself is an acknowledgement to the inspiration, drive and

valuable guidance contributed to it by many individuals. This project would
have never seen the light of the day without the help and guidance that I
have received.

I would like to express my sincere thanks to my project guide,

Ms.Prajakta Patil (Assistant Manager) and Mr. Avinash Nazare(Manager)
, who devoted time from their busy schedule to guide and help me at all
times. It is under their valuable guidance, constant interest and
encouragement that I have been able to complete this project.

It has been a privilege to work as a part of Talent Acquisition Group. I also

take this opportunity to thank all my colleagues at TCS, especially Pradip,
Archana and Amit.

Finally I would like to express my gratitude to Prof.P.L.Arya (Director)

Prof.N.Rajan, (Faculty, Head HR) and Ms. Pooja Shah(Faculty- HR), N. L.
Dalmia Institute of Management Studies & Research (NLDIMSR) for their
encouragement.
 COLLEGE CERTIFICATE

TO WHOM SO EVER IT MAY CONCERN

We do hereby declare that this Summer Training report titled “Study and
analysis of Talent Acquisition Process” has been prepared and
submitted by Ms.Abha Deshkar during the period 2009-2011 in partial
fulfillment of the requirements of the Post Graduate Diploma in Business
Management from our institute, under the guidance of Ms.Prajakta Patil,
Assistant Manager, TalentAcquisition Group, TCS.

We take the responsibility regarding the authenticity of the information in

this report. The report will be kept confidential and will not be submitted to
any other organization.

(Prof. P. L. Arya) Date:

Director Place:

NLDIMSR
 DECLARATION

I, Abha Niranjan Deshkar, studying at N. L. Dalmia Institute of Management

Studies & Research, Mumbai, hereby state that this report which is

submitted in partial fulfillment of the requirement for the Post Graduate

Diploma in Business Management, is an original work carried out by

me under the guidance and supervision of Ms.Prajakta Patil, Assistant

Manager, Tata Consultancy Services, and that the project or any part

thereof has not been previously submitted for a degree/diploma of any

institute elsewhere.

(Abha Niranjan Deshkar) Date:

Place:
 TABLE OF CONTENTS

SR.NO NAME PAGE NO.

1. Executive summary 1

2. Industry profile 2

3. Company profile 4

4. Talent acquisition- Experienced Professionals 10

5. Talent acquisition cycle 13

6. Parts of Talent Acquisition 14

6.1. Recruitment 15

6.2. Selection 24

6.3. Talent Integration 29

7. Talent acquisition- Freshers 32

8. SWOT analysis of the Talent Acquisition 36

Process

9. Recommendations And Suggestions 37

10. Learnings And Achievements 41