ASIAN BUSINESS SCHOOL

Project Report for the subject of Human Resource Development in partial fulfilment of Masters in Business Administration (2011 2013

Presented by: Remya Mohan ______________ (Signature of the student)

____________________ Survey Advisor Signature Ms. V. Lalitha

Submitted On:

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ACKNOWLEDGEMENT

The completion of any project is not complete without thanking the people behind the venture & this project is no exception. Racing against the time & fast approaching deadlines, the fact that I am able to successfully complete the project just in time would not have been possible without the help and support of many people. Their constant guidance & encouragement coupled with my commitment were the cornerstones for the successful completion of the project. It gives me immense pleasure to acknowledge the teachers whose help gave the needed confidence, enthusiasm, and perseverance. I express my gratitude to Ms. V. Lalitha for providing me the excellent guidance and Opportunities to complete this project.

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Executive Summary
The researcher in this project has made an effort to study the employees training and development in Comviva. The informal questionnaire method was used by researcher to get the desired results. The researcher visited Comviva in Delhi NCR region for understanding the recruitment and selection process and also the training and development procedures undertaken in this organization. A value-added service (VAS) is popular as a telecommunications industry term for non-core services, or in short, all services beyond standard voice calls and fax transmissions. However, it can be used in any service industry, for services available at little or no cost, to promote their primary business. In the telecommunication industry, on a conceptual level, value-added services add value to the standard service offering, spurring the subscriber to use their phone more and allowing the operator to drive up their ARPU. For mobile phones, while technologies like SMS, MMS and data access were historically usually considered valueadded services, but in recent years SMS, MMS and data access have more and more become core services, and VAS therefore has beginning to exclude those services. A distinction may also be made between standard (peer-to-peer) content and premiumcharged content. These are called mobile value-added services (MVAS) which are often simply referred as VAS. Value-added services are supplied either in-house by the mobile network operator themselves or by a third-party value-added service provider (VASP), also known as a content provider (CP) such as All Headline News or Reuters.

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VASPs typically connect to the operator using protocols like Short message peer-to-peer protocol (SMPP), connecting either directly to the short message service centre (SMSC) or, increasingly, to a messaging gateway that gives the operator better control of the content. Comviva is the global leader in providing mobile solutions beyond VAS.Its extensive portfolio of solutions help mobile service providers rationalise costs, accelerate revenue growth and enhance customer value. Spanning applications, delivery platforms and VAS infrastructure. Comvivas solutions are deployed by service providers in over 90 countries and power services to more than 850 million mobile subscribers globally. In India it has its offices in Gurgaon, Bengaluru and Mumbai. It also has its offices in Sri Lanka and Bangladesh in South Asia, USA and UK in Europe and America, Kenya and South Africa in Africa, Dubai. It has its regional offices in Gurgaon, Burkina Faso, Chad, Congo B, DRC, France, Gabon, Ghana, Madagascar, Malawi, Niger, Nigeria, Singapore, Sierra Leone, Seychelles, Tanzania, Uganda, Zambia. The HR department of comviva comprises of 30 40 employees who are on both off roll and on roll. For off roll employees some of the vendors are Comtel Technologies, Xecute HR, Magna InfoTech. The HR department is segregated into many departments such as Talent Acquisition, Recruitment and Selection, Learning and Development, Organization Development, Hr service Desk.

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Chapter1.0: INTRODUCTION AND OVERVIEW

1.1 Introduction: Company

Comviva Technologies Ltd is one of Indias largest providers of value-added services for mobile operators and one of the top 3 providers of "integrated value added solutions" and "mobile financial solutions" for mobile operators in rapidly growing markets. Comviva has customers in over 90 countries, predominantly in Asia, the Middle East, LATAM and Africa and offers an "integrated portfolio of services" including messaging, mobile Internet, content, mobile commerce, prepaid and "business support solutions". Headquartered and with its main R&D and network operation centre in Gurgaon , Haryana, Comviva also has offices in Bangalore and Mumbai. Comviva has international offices in South Africa, Dubai, Singapore, Thailand, the UK and the USA.

Products and services

Comviva sells a broad range of stuff for mobile operators. These include mobile apps, such as Caller Ring Back Tone (cRBT), voice & video apps, web apps and self-care apps ; platforms and ecosystem enablement solutions such as integrated messaging solutions, which include SMS, MMS, USSD, Messaging Service delivery Platform and mobile Internet solutions; AVAN (Aggregated Voice Applications Network); mobile commerce solutions based on Comvivas award-winning mobiquity mCommerce platform; the widely deployed PreTUPS electronic recharge solution; business support solutions for provisioning, customer care and loyalty management; mobile device solutions for provisioning and messaging. Comviva is a leading player in the managed services space having won major deals with India's largest
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mobile operator, Airtel to manage over 2000 VAS nodes and with Airtel Sri Lanka to manage the operator's entire VAS portfolio. Managed services include hosted and non-hosted solutions, including Hub solutions, an award-winning solution.

Industry Founded Headquarters Number of locations

Telecommunications New Delhi, India (July 1999) Gurgaon , India UAE, UK, South Africa, Singapore, USA Area served Worldwide

Key people

Manoranjan Mohapatra (CEO)

Rakesh Bharti Mittal (Chairman)

Products

cRBT , SMSC, USSD, Roaming, messaging, MMS, Mobile Internet, mobile commerce, business support, mobile apps

Services Employees

Managed Value-added services, deck management 2000

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Comvivas Core Purpose Comviva strives to enrich peoples lives with a broad portfolio of mobile solutions that go beyond VAS. It is this core purpose that motivates Comvivians to develop new products and create solutions that can have a major impact on peoples lives across the globe. Comvivas Intent Comviva is an ambitious company that aims to be the leader in its chosen markets. Comviva will achieve this by creating customer value - focusing on innovation, excellence and partnerships. Comvivas Credos Comviva is driven by its credos. Above all, Comviva values customer centricity, people focus, responsiveness, integrity and excellence. 1.2 Research Statement The researcher in this project has interviewed the HR personnel whose job profile comprises of following functions:
Internal Recruitment through job portals, LinkedIn , references.

Employee Engagement (regarding the salary, appraisal, grievance handling etc) Coordination Retention and Attrition Management Talent Management

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 Involve in HR operations (Joining and Exit Process, Time Attendance, Reimbursement Claims, Employee Salary Account opened, Full and Final settlement etc) Maintaining the leave records and also keep track on accessories like Laptop & Mobile Bills for our employees. Maintain all personnel files in a complete and accurate manner from hire to termination. Taking care of orientation part of new hires as well. Handling the performance appraisal system and work with management for deciding the increment amount & Identify training need. Resolution of employees issues regarding compensation, joining and exit formalities. Lead Employee Communication Meetings (viz. Roundtable Meetings, Open Houses, etc) to proactively address employee issues and grievances. Plans and Policy Creation Performance Management Account Management 1.3 Research Objectives The objective of researchers study about employees training and development is to improve the current process of employees training and development at Comviva through suggestions at the end of this research.

1.4 Scope of the study

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This research provides the researcher with an opportunity to explore in the field of Human Resource functions of Comviva, but limited to this one project on managed services for South Africa and India for VAS.

1.5 Limitations of study

This study is limited to VAS for South Africa and India as this in itself is a huge project and hence has limited the researchers resources in terms of reach.The information collection was carried out through the HR department of this particular project and hence is limited.

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Chapter 2.0 Review of Related Literature Industry Perspective Recent Trends in Recruitment Telecom Industry
The following trends are being seen in recruitment OUTSOURCING In India, the HR processes are being outsourced from more than a decade now. A company may draw required personnel from outsourcing firms. The outsourcing firms help the organisation by the initial screening of the candidates according to the needs of the organisation and creating a suitable pool of talent for the final selection by the organisation. Outsourcing firms develop their human resource pool by employing people for them and make available personnel to various companies as per their needs. In turn, the outsourcing firms or the intermediaries charge the organisations for their services. Advantages of outsourcing are: 1. Company need not plan for human resources much in advance. 2. Value creation, operational flexibility and competitive advantage
3. Turning the management's focus to strategic level processes of HRM

4. Company is free from salary negotiations, weeding the unsuitable resumes/candidates.

5. Company can save a lot of its resources and time.

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POACHING/RAIDING Buying talent (rather than developing it) is the latest mantra being followed by the organisations today. Poaching means employing a competent and experienced person already working with another reputed company in the same or different industry; the organisation might be a competitor in the industry. A company can attract talent from another firm by offering attractive pay packages and other terms and conditions, better than the current employer of the candidate. But it is seen as an unethical practice and not openly talked about. Indian software and the retail sector are the sectors facing the most severe brunt of poaching today. It has become a challenge for human resource managers to face and tackle poaching, as it weakens the competitive strength of the firm.

E-RECRUITMENT Many big organizations use Internet as a source of recruitment. E- Recruitment is the use of technology to assist the recruitment process. They advertise job vacancies through worldwide web. The job seekers send their applications or curriculum vitae i.e. CV through e mail using the Internet. Alternatively job seekers place their CVs in worldwide web, which can be drawn by prospective employees depending upon their requirements. Advantages of recruitment are:
o o o o

Low cost. No intermediaries Reduction in time for recruitment. Recruitment of right type of people.

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Related studies

a) Training & Development procedures undertaken at Eco Auto Components Ltd.

The researcher in this project has tried to find out the Training & Development procedures undertaken at ECO AUTO COMPONENTS LTD. From the research the researcher found out that the Training and Development in an organization plays a vital role because every organization needs to have well trained and experienced people to perform the activities for better running of an organization. The study at ECO AUTO COMPONENTS LTD. also revealed that the employees of the organization are satisfied with the training and development programs provided to them but also want that the quantity of training should be increased. Through the response of the employees, it seems that the employees are aware of the various Training and Development programs provided to them by the organization. The mean score of the respondents have showed that they are aware of the policies & schemes adopted by the company. This is the reason for maximum employee retention. And in the end I just want to say that, an organization with maximum employee retention and healthy working environment enhances the image of company so it is very necessary in an organization.
b) Detailed study of Human Resource Department of Artemis Hospital

The researcher in this project tried to carry out a detailed study of Human Resource Department of Artemis Hospital. The researcher found out that there were some barriers to a timely discharge and those barriers are Paperwork barrier, Clinical barrier and some other barriers like late faculty and resident rounds leading to delayed discharge decision, discharge planning starting only on postoperative day 3-4, inadequate arrangement of transportation and
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lack of awareness of the patient, family and team of the anticipated date and time of discharge are three categories of barriers. The researcher suggests that a comprehensive change in the discharge process addressing all these barriers should be implemented. Discharge from hospital is a process and not an isolated event. It should involve the development and implementation of a plan to facilitate the transfer of an individual from hospital to an appropriate setting. Planning for hospital discharge is part of an ongoing process that should start prior to admission for planned admissions, and as soon as possible for all other admissions. This involves building on, or adding to, any assessments undertaken prior to admission. Another approach is to attempt to move the time of discharge for all patients to an earlier time in the day .Hospitals recognize that moving discharge times toward the earlier hours of the day can pay large dividends in patient flow throughout the hospital. The patient who leaves a medical-surgical bed allows transfer of a patient out of the intensive care unit (ICU), which allows the operating room (OR) to place the complex case in the ICU.Establishing a realistic time for discharge for each patientan appointment for discharge. All relevant services and the family are aware of this appointment and efforts are focused on making the appointment. If the patient is scheduled for a 9:00 a.m. discharge, then physical therapy would make every effort to slot that patient for an early appointment and give the patient with a discharge appointment of 11:00 a.m. a later session

The patient's family must be in the loop and committed to make the appointment. Transportation is usually the biggest issue here. Unit nursing staff must know the overall discharge schedule for the unit and have a commitment to make it happen. Ancillary departments must have implemented the kinds of scheduling practices previously mentioned. Rounds must be performed on a schedule that supports discharge appointments. This can be accomplished through a variety of strategies, including discharge mini-rounds and physician extenders.

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1. Discharge lounges: These are comfortable, staffed areas where patients can wait for

transport home once they no longer require the level of nursing care offered on an inpatient ward. Patients can be collected from these areas by family members or transport services to take them home. Meals, drinks and basic nursing care are all available. Ideally, they are located in an area of the hospital where there is easy transport access for ambulances. Some provide beds for patients to wait in but the majority provide chairs only. The advantages of discharge lounges are: Pressure on wards is decreased and capacity increased. Patients waiting for relatives, friends or transport services to take them home are not occupying a hospital bed. Delays in waiting for discharge medication can be avoided

Chapter 3.0 Research Design and methods 3.1 Research Design

A research design is the arrangement of conditions for collection and analysis of
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Data in a manner that aims to combine relevance to the research purpose with economy in procedure. (CR Kothari, 2009)

Different type of Research designs

Exploratory research Exploratory research is the type of research in which the research is conducted for the problem that has not been clearly defined. This type of study is conducted for formulating a problem for more precise investigation. As the hypothesis is clearly defined, this method is not applicable. Descriptive research

Descriptive research includes surveys and fact finding enquiries of different kinds. The major purpose of descriptive research is description of the state of affairs as it exists at present. The main characteristic of this method is that the researcher has no control over the variables, he can only report what has happened or what is happening. (C R Kothari, 2009.This method is applicable.

3.2

Data Collection methods

Collection of data is the most prominent part of any survey. As soon as the research question is created the data collection begins. There are two methods of collecting data i.e. Primary data and secondary data.

3.2 a) Primary data The primary data are those which are collected afresh and for the first time, and thus happen to be original in character. (C. R. Kothari, 2009)

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The following are the methods of collecting primary data Questionnaire Method A questionnaire consists of a number of questions printed or typed in a definite order on a form or set of forms.(C.R.Kothari,2009). Interview Method The interview method of collecting data involves presentation of oral-verbal stimuli and reply in terms of oral-verbal responses. (C.R.Kothari,2009) The researchers in this project has surveyed through Interview method. Interview questions were designed in such a manner that could help arrive at a conclusion as to what all methods are used for Training and Development for employees and also to understand the Recruitment and selection process. 3.2 b) Secondary data The secondary data, on the other hand, are those which have already been collected by someone else and which have already been passed through the statistical process. (C.R.Kothari,2009). Review literature uses secondary data in this study

3.3 SAMPLE DESIGN A sample design is a definite plan for obtaining a sample from a given population. It refers to the technique or the procedure the researcher would adopt in selecting items for the sample. (C.R.Kothari, 2009)
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3.3 a) Types of Sample design

Non-probability sampling Non-probability sampling is that sampling procedure which does not afford any basis for estimating the probability that each item in the population has of being included in the sample. (C.R.Kothari, 2009) Types of Non Probability Sampling Purposive Sampling or Judgemental sampling Snowball Sampling Quota Sampling Dimensional Sampling Convenient sampling

Accidental, Haphazard or Convenience Sampling In this type of sampling the sampling units that are convenient to the researchers are contacted. The researchers have used this type of sampling method. The researchers have contacted only 1 HR person of Comviva and all thedata has been collected through interview method.

Chapter 4.0 : DATA ANALYSIS AND PRESENTATION

RECRUITMENT

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Recruitment is the process of attracting individuals on a timely basis in sufficient numbers and with appropriate qualification, to apply for jobs with an organization. The process of searching prospective employees with multidimensional skills and experience that suits organization strategies in fundamental to the growth of the organization, this demands more comprehensive strategic perspective recruitment. Organizations require the services of large number of personnel, these personnel occupies the various positions created to the process of organization. Each position of the organization has certain specific contributions to achieve the organizational objectives. The recruitment process of the organizational has to be strong enough to attract and select the potential candidates with right job specification. The recruitment process begins with human resource planning and concludes with the selection of required number of candidates, both HR staff and operating managers have responsibilities in the process.
Recruitment is the process of identifying the prospective employees, stimulating and encouraging them to apply for a particular job or jobs in an organization. The objective of the recruitment process is to obtain the number and quality of employees that can be selected in order to help the organization to achieve its goals and objectives. With the same objective, recruitment helps to create a pool of prospective employees for the organization so that the management can select the right candidate for the right job from this pool. Recruitment of candidates is the function preceding the selection, which helps create a pool of prospective employees for the organization so that the management can select the right candidate for the right job from this pool. The main objective of the recruitment process is to expedite the selection process. It is a continuous process whereby the firm attempts to develop a pool of qualified applicants for the future human resources needs even though specific vacancies do not exist. Usually, the recruitment process starts when a manger initiates an employee requisition for a specific vacancy or an anticipated vacancy. Compiled by: Remya Mohan, Scholar, ABS, Noida Page 18

Comvivas Recruitment and selection procedures OBJECTIVE

To predict which applicant would be the most successful if selected for the job. To sell the organization and the job to right person

Procedure:
Its the shared responsibility of HR and concerned departments to recruit the best candidate, at minimum cost. Functional head drives the recruitment process, while the HR department will act as facilitator to identify and select the right candidate

I.Recruitment is done against the vacancy arising out of Resignation Termination Retirement Demise of employee Or against a new vacancy

Candidate profile and job description are made for each position to be recruited and HR consults the concerned functional head

II.HR department initiates the recruitment process through following steps There are many ways to find potential candidates which should be used in the order of cost effectiveness. Some of these resources include:
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a)

Internal Sources

i.Employee Referral Scheme

In Comviva employees are encouraged to become part of the recruitment process by referring prospective candidate to HR. In case an employee refers a candidate against search vacancy and that candidate gets selected, employee would be eligible for a certain amount of incentive.

ii.Internal Data Bank Comviva maintains candidate data bank for future use as per organizational requirement iii.Job Portals Comviva have agreements with job portals like Naukri , Times job etc to source candidates from portals and also to post existing vacancies
b) External Sources: i. Placement agencies:

Placement agencies work on mutually agreed terms. They are responsible for:

Briefing the candidate about job description Preliminary interview of candidate either telephonic or in person.

ii. Ads in leading newspaper

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iii. Campus Recruitment- visit to various institute for recruitment at different levels depending on requirement HR will shortlist candidates from the resumes received through
placement agencies or ads and call for preliminary interview.

Induction and orientation

Process of induction for new employees will be done to familiarize him/her with the culture, policies and various functional inter linkages of organization for smooth integration into the new environment Training department will conduct an orientation programs which would be of 4days duration for new employees. After induction program new employee would be required to undergo final induction which would be given by functional head. The researcher found out that in Comviva the Orientation is a full-fledged process. In this the employees whether new or promoted to a new profile are made familiar with the company profile and also the vision and mission of the organization, the targets that each employee have to achieve and also the new job profile and the job description.

Recruitment Process

Recruitment process involves a systematic procedure from sourcing the candidates to arranging and conducting the interviews and requires many resources and time. A general recruitment process is as follows:

Identifying the vacancy: The recruitment process begins with the human

resource department receiving requisitions for recruitment from any department of the company. These contain:

Preparing the job description and person specification. Page 21

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Locating and developing the sources of required number and type of employees

(Advertising etc).

Short-listing and identifying the prospective employee with required characteristics. Arranging the interviews with the selected candidates. Conducting the interview and decision making

The recruitment process is immediately followed by the selection process i.e. the final interviews and the decision making, conveying the decision and the appointment formalities.

In sourcing:
Companies recruit the candidates and, employ them, train and develop them and utilize the human resources of these candidates. This strategy is called In-sourcing. Companies formulate and implement this strategy when the corporate strategy is stable.

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Out sourcing:
Some service companies depend for their human resources on such external organization whose core business is to provide human resources. This strategy is called Out-sourcing. Outsourcing strategy is more suitable for both the fast growing and diversifying companies. To search for talent globally and not just within the company. To design entry pay that competes on quality but not on quantum. To anticipate and final people for positions that do not exists yet.

Recruitment Strategies

Recruitment is of the most crucial roles of the human resource professionals. Organizations have developed and follow recruitment strategies to hire the best talent for their organization and to utilize their resources optimally. A successful recruitment strategy should be well planned and practical to attract more and good talent to apply in the organization. For formulating an effective and successful recruitment strategy, the strategy should cover the following elements: Identifying and prioritizing jobs Recruitment keeps arising at various levels in every organization; it is almost a never-ending process. It is impossible to fill all the positions immediately. Therefore, there is a need to identify the positions requiring immediate attention and action. To maintain the quality of the recruitment activities, it is useful to prioritize the vacancies whether to focus on all vacancies equally or focusing on key jobs first.

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Candidates to target The recruitment process can be effective only if the organization completely understands the requirements of the type of candidates that are required and will be beneficial for the organization. This covers the following parameters as well:

Performance level required: Different strategies are required for focusing on hiring high performers and average performers. Experience level required: The strategy should be clear as to what is the experience level required by the organization. The candidates experience can range from being a fresher to experienced senior professionals. Category of the candidate: The strategy should clearly define the target candidate. He/she can be from the same industry, different industry, unemployed, top performers of the industry etc.

Sources of Recruitment
Every organization has the option of choosing the candidates for its recruitment processes from two kinds of sources: internal and external sources. The sources within the organization itself (like transfer of employees from one department to other, promotions) to fill a position are known as the internal sources of recruitment. Recruitment candidates from all the other sources (like outsourcing agencies etc.) are known as the external sources of the recruitment. Compiled by: Remya Mohan, Scholar, ABS, Noida Page 24

Recruitment Techniques In Comviva:

Recruitment techniques are the means or media by which the management contacts prospective employees or provides necessary information or exchange of ideas order to stimulate them to apply for jobs.

Steps In Recruitment Process

Step 1: Whenever there is a vacancy in the company first it will be known by the project manager. The project manager informs about the vacancy to the general manager. Step 2: Once the general manager comes to know about vacancy in the company he will inform it to the chairman to get the approval of recruitment. Step 3: After getting the recruitment approval the process will be carried by the HR manager. Moreover the recruitment of the company internally, that is the existing employee will be given first priority.

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Sources of Recruitment

There are two sources of recruitment

Internal source External source

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RECRUITMENT

Internal Sources

External Sources

Employee Referral Scheme

Internal Data Bank

Placem ent Agencie s

Ads

Job Portals

Campus recruitmen t

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SELECTION

Selection is a process by which an organization chooses from a list of applicants the person or persons who best meet the selection criteria for the position available, considering current environmental conditions. All selection programs attempt to identify the applicants who have the highest chance of meeting or exceeding the organizations standards of performance.

STEPS OF SELECTION PROCESS

Initial screening or preliminary interview

This is a sorting process in which prospective applicants are given the necessary information about the nature of the job and also, necessary information is elicited from the candidate about their education, experience ,skill, salary expected etc. If the candidate is found to be suitable, he/she is selected for further process and ,if not, he/she is eliminated.

Application form
When a candidate is found suitable, an application form is given to him/her to fill in and submit. The applicant is asked to give details about age, marital status, educational qualifications, work experience and references.

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Selection tests
A test is a sample of an aspect of an individuals behaviour, performance or attitude. It can also be a systematic procedure for comparing the behaviour of two or more persons. Purpose of test: the basic assumption underlying the use of test in personnel selection is that individuals are different in their job-related abilities and skills and that these skills can be adequately and accurately measured. Test seek to eliminate the possibility of prejudice on the part of the interviewer .other advantage is that the tests may uncover qualifications and talents that would not be detected by interviews or by listing of education and job experience.

Final Interview
An interview serves three purposes:

Obtaining information Giving information And motivation

It should provide an appraisal of personality by obtaining relevant information about the prospective employees background, training work history, education and interests. The candidate should be given information about the company, the specific job and the personnel policies.

Interview rating

Important aspects of personality can be categorized under the following seven main headings:

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Physical make up: health, physique, age, appearance, bearing, speech Attainments: education, occupational training and experience Intelligence: basic and effective Special aptitude: written and oral fluency of expression, numeracy,

organizational ability, administrator skill

Interest: intellectual, practical, physically active, social, artistic Disposition: self-reliance, nature, motivation, acceptability Circumstances: domestic, social background and experience, future

prospects.
The importance of each of these points will vary from organization to organization and fro job to job. On the basis of information gathered through an interview, each candidate should be rated in respect of each point given above as

Outstanding Good Above average Below average Unsatisfactory

Physical examination

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Selected candidate are sent for a physical examination either to organizational physician or to a medical officer approved for the purpose

Purpose:

A physical examination serves the following purposes: It gives an indication regarding fitness of a candidate for the job concerned It discovers existing disabilities and obtains a record thereof, which may be

helpful later in deciding the companys responsibility in the event of compensation claim

It helps in preventing employment of those suffering from some type of

contagious diseases

It helps in placing those who are otherwise employable but whose physical

handicaps may necessitate assignment only to specified jobs.

Reference checks and final decision

The applicant is asked to mention in his/her application the names and addresses of, usually .three such persons who know him/her well. These may be pervious employers, friends or professional colleagues. They are approached by mail or telephone and requested to furnish their frank opinion, without incurring any liability, about the candidate either on specified points or in general Applicants who cross all the hurdles are finally considered.

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COMVIVAs SELECTION PROCESS TECHNICAL INTERVIEW The test refers here is technical test. Comviva conducts test for the qualified candidates after they are screened on the basis of the application blanks so as measure the candidates ability in technical side. PANEL INTERVIEW This is a interview where the selection members will interview the candidate, here the real capacity of the applicant will be revealed. Because a series of question will be asked as quickly as possible and the applicant has to satisfy the panel members through his answers. The panel interview will be an unstructured one. DIRECT INTERVIEW This is the final round of the entire selection process. In this round the personal details of the candidates, his expectation towards the company will be known and according to the applicants attitude towards the job the applicant will be selected. PURPOSE OF THE TEST The purpose of this test is to know the technical ability of the candidate. OBJECTIVE OF THE INTERVIEW To know the information about the candidates.
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 To provide the candidates with the facts of the job and the organization. To judge the suitability of candidates to the job. To see the inner self and feelings of the candidates.

Types of Interviews That Are Adopted During Selection Process In Comviva:

Members Involved In The External Selection Process: Tests Technical interview Panel interview Direct interview Technical engineers HR manager and senior technical persons. HR managers, HR persons, project Manager Project Manager.

For test, and technical interview the questions will be designed of Comviva.The selection process will be done externally by the company only when there are no suitable candidates in the company. Budget Allocated For Recruitment and Selection process In Comviva: The budget for the recruitment and selection process for company will be allotted every year. Around 25% of the profit is been allotted for the recruitment and selection process as a whole in a year for the company. Since candidates will be recruited every year for other designations also.

Induction
It is an introduction of an employee to the job and the organization. Good induction ensures new starters are retained, and then settled in quickly and happily to a productive role.

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An employee has to work with fellow employees and his/her supervisor. For this he/she must know them well, the way they work and also the policies and practices of the organization so that he/she may integrate themselves with the enterprise.

Induction programme
A good induction programme should cover the following The company, its history and products, process of production and major

operation involved in his /her job The significance of the job with all important information about it including

job training and job hazards Structure of the organization and the functions of various departments Employees own department and job, and how he/she fits in to the organization Personnel policies and source of information Company policies, practices, objectives and regulations rules and regulations

governing hours of work and overtime, safety and accident [prevention, holidays and vacations, methods of reporting etc Grievances procedure and discipline handling

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Induction and orientation

Process of induction for new employees will be done to familiarize him/her with the culture, policies and various functional inter linkages of organization for smooth integration into the new environment. Training department will conduct an orientation programs which would be of 4days duration for new employees. After induction program new employee would be required to undergo final induction which would be given by functional head

Probation period:

All new employees (except trainees and contractual employment) on joining shall be on probation for initial period of 6months from date of joining In case performance of employees during probation period has not been satisfactory, either the probation period will be extended for another three months or his/her services will be terminated. During probation period, if employee decides to resign he/she can do so without giving any notice.

COMPONENTS OF COMPENSATION

Job Analysis

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Job analysis is a systematic approach to defining the job role, description, requirements, responsibilities, evaluation, etc. It helps in finding out required level of education, skills, knowledge, training, etc for the job position. It also depicts the job worth i.e. measurable effectiveness of the job and contribution of job to the organization. Thus, it effectively contributes to setting up the compensation package for the job position. Job analysis helps in analyzing the resources and establishing the strategies to accomplish the business goals and strategic objectives. It forms the basis for demand-supply analysis, recruitments, compensation management, and training need assessment and performance appraisal.

Components of Job Analysis Job analysis is a systematic procedure to analyze the requirements for the job role and job profile. Job analysis can be further categorized into following sub components.

Job Position
Job position refers to the designation of the job and employee in the organization. Job position forms an important part of the compensation strategy as it determines the level of the Compiled by: Remya Mohan, Scholar, ABS, Noida Page 36

job in the organization. For example management level employees receive greater pay scale than non-managerial employees. The non-monetary benefits offered to two different levels in the organization also vary.

Job Description
Job description refers the requirements an organization looks for a particular job position. It states the key skill requirements, the level of experience needed, level of education required, etc. It also describes the roles and responsibilities attached with the job position. The roles and responsibilities are key determinant factor in estimating the level of experience, education, skill, etc required for the job. It also helps in benchmarking the performance standards.

Job Worth
Job Worth refers to estimating the job worthiness i.e. how much the job contributes to the organization. It is also known as job evaluation. Job description is used to analyze the job worthiness. It is also known as job evaluation. Roles and responsibilities helps in determining the outcome from the job profile. Once it is determined that how much the job is worth, it becomes easy to define the compensation strategy for the position. Therefore, job analysis forms an integral part in the formulation of compensation strategy of an organization. Organizations should conduct the job analysis in a systematic at regular intervals. Job analysis can be used for setting up the compensation packages, for reviewing employees performance with the standard level of performance, determining the training needs for employees who are lacking certain skills.

Pay-Structures
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Once job analysis has been done organizations need to decide upon the pay structures. Pay structure refers to the process of setting up the pay for a job in an organization. The process deals with internal and external analysis to estimate the compensation package for a job profile. Internal equity, External equity and Individual equity are the most popular pay structures. Pay structures are the strong determinant of employees value in the organization. It helps in analyzing the employees role and status in the organization. It provides for fair treatment to all employees. Pay structures also include the estimation of incentives.

Internal Equity
The internal equity method undertakes the job position in the organizational hierarchy. The process aims at balancing the compensation provided to a job profile in comparison to the compensation provided to its senior and junior level in the hierarchy. The fairness is ensured using job ranking, job classification, level of management, level of status and factor comparison.

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External Equity
Here the market pricing analysis is done. Organizations formulate their compensation strategies by assessing the competitors or industry standards. Organizations set the compensation packages of their employees aligned with the prevailing compensation packages in the market. This entails

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for fair treatment to the employees. At times organizations offer higher compensation packages to attract and retain the best talent in their organizations.

Salary-Surveys
Organizations have to bridge the gap between the industry standards and Compiled by: Remya Mohan, Scholar, ABS, Noida Page 40

their salary packages. They cannot provide compensation packages that are either less than the industry standards or are very higher then the market rates. For the purpose they undertake the salary survey. The Salary survey is the research done to analyze the industry standards to set up the compensation strategy for the organization. Organizations can either conduct the survey themselves or they can purchase the survey reports from a reputed research organization. These reports constitute the last 2-5 years or more compensation figures for the various positions held by the organizations. The analysis is done on the basis of certain factors defined in the objectives of the research.

Objectives of Salary Survey

To gather information regarding the industry standards To know more about the market rate i.e. compensation offered by the competitors To design a fair compensation system To design and implement most competitive reward strategies To benchmark the compensation strategies

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Types of Compensation Surveys

There are two types of compensation surveys undertaken by the organizations.

Standard Surveys
Standard surveys are undertaken by organizations on a regular basis. These surveys are conducted annually based on the organizational objectives. These surveys attempt to cover the same companies every year and provide the same time of analysis. The reports are published annually by the research organizations. The organizations willing to formulate their compensations strategies based on the surveys purchase the reports from the research organization.

Custom Surveys

At times, a few organizations need to know some specific information. The surveys which cater this need are known as custom surveys. The organizations either higher research organizations to conduct theses surveys for them or they themselves conduct the survey by sampling few of the competitors on their own. These surveys do not have any time interval. They are undertaken as the need arises. They focus on important issues usually one or two. Compiled by: Remya Mohan, Scholar, ABS, Noida Page 42

Survey Reports

The survey reports consist of the analysis and conclusion drawn from the evaluative data based on the objectives of the study. The reports also include the data, facts and figures to support the analysis and conclusion. The supportive data and annexure provided in the report form the basis for the un-biased conclusion and validation of the analysis.

TYPES OF COMPENSATION:

Direct Compensation
Direct compensation refers to monetary benefits offered and provided to employees in return of the services they provide to the organization. The monetary benefits include basic salary, house rent allowance, conveyance, leave travel allowance, medical reimbursements, special allowances, bonus, Pf/Gratuity, etc. They are given at a regular interval at a definite time.

Basic Salary Salary is the amount received by the employee in lieu of the work done by him/her for a certain period say a day, a week, a month, etc. It is the money an employee receives from his/her employer by rendering his/her services.

House Rent Allowance

Organizations either provide accommodations to its employees who are from different state or country or they provide house rent allowances to its employees. This is done to provide them social security and motivate them to work. Compiled by: Remya Mohan, Scholar, ABS, Noida Page 43

Conveyance
Organizations provide for cab facilities to their employees. Few organizations also provide vehicles and petrol allowances to their employees to motivate them.

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Leave Travel Allowance

These allowances are provided to retain the best talent in the organization. The employees are given allowances to visit any place they wish with their families. The allowances are scaled as per the position of employee in the organization.

Medical Reimbursement
Organizations also look after the health conditions of their employees. The employees are provided with medi-claims for them and their family members. These medi-claims include health-insurances and treatment bills reimbursements. Bonus Bonus is paid to the employees during festive seasons to motivate them and provide them the social security. The bonus amount usually amounts to one months salary of the employee.

Special Allowance
Special allowance such as overtime, mobile allowances, meals, commissions, travel expenses, reduced interest loans; insurance, club memberships, etc are provided to employees to provide them social security and motivate them which improve the organizational productivity.

Indirect Compensation
Indirect compensation refers to non-monetary benefits offered and provided to employees in lieu of the services provided by them to the organization. They include Leave Policy, Overtime Policy, Car policy, Hospitalization, Insurance, Leave travel Assistance Limits, Retirement Benefits, Holiday Homes.

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Leave Policy
It is the right of employee to get adequate number of leave while working with the organization. The organizations provide for paid leaves such as, casual leaves, medical leaves (sick leave), and maternity leaves, statutory pay, etc.

Overtime Policy
Employees should be provided with the adequate allowances and facilities during their overtime, if they happened to do so, such as transport facilities, overtime pay, etc.

Hospitalization
The employees should be provided allowances to get their regular check-ups, say at an interval of one year. Even their dependents should be eligible for the medi-claims that provide them emotional and social security.

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Insurance
Organizations also provide for accidental insurance and life insurance for employees. This gives them the emotional security and they feel themselves valued in the organization

Leave Travel
The employees are provided with leaves and travel allowances to go for holiday with their families. Some organizations arrange for a tour for the employees of the organization. This is usually done to make the employees stress free.

Retirement Benefits
Organizations provide for pension plans and other benefits for their employees which benefits them after they retire from the organization at the prescribed age.

Holiday Homes
Organizations provide for holiday homes and guest house for their employees at different locations. These holiday homes are usually located in hill station and other most wanted holiday spots. The Compiled by: Remya Mohan, Scholar, ABS, Noida Page 47

organizations make sure that the employees do not face any kind of difficulties during their stay in the guest house.

Flexible Timings
Organizations provide for flexible timings to the employees who cannot come to work during normal shifts due to their personal problems and valid reasons.

PAYROLL MANAGEMENT:

Components of Payroll:
Payroll refers to the administration of employees' salaries, wages, bonuses, net pay, and deductions. It consist of the employee ID, employee name, date of joining, daily attendance record, basic salary, allowances, overtime pay, bonus, commissions, incentives, pay for holidays, vacations and sickness, value of meals and lodging etc. There are some deductions such as PF, taxes, loan instalments or advances taken by employee. Payroll is administered on monthly basis and annual basis. While administrating the monthly payroll basic salary, HRA, conveyance, and other special allowances such mobile, etc are considered. There are some deductions which are provident fund (12%) of the salary, taxes and other deductions

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Figure: Components of Monthly Payroll

Deductions such as tax and loan/advances taken by the employee from organizations are deducted only where applicable. Dearness Allowance and House rent allowance is provided at a fixed rate stated by the employment law. Provident fund is deducted from the gross salary of employee on the monthly basis as per the employment law, which is provided later to the employee. Organizations also contribute the same amount to the provident fund of the employee. Annual payroll consists of leave travel allowances, incentives, annual bonuses, meal vouchers/reimbursements, and medical reimbursements.

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Figure: Components of Annual Payroll

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Allowances, incentives, bonuses and reimbursements are based on organizational policies. Some organizations provided the allowances on a fixed rate say 10% or 12% of the basic salary. Some organizations go for performance based incentives.

Payroll Management Processes

Calculation of gross salaries and deductible amounts is a tedious task which involves risk. Some of the organizations use the traditional manual method of payroll processing and some go for the advanced payroll processing software. An organization opts for any of the following payroll processing methods available: Manual System Manual payroll system is the traditional payroll system which involves pen and ink, adding machine, spreadsheet, etc instead of computers, software and other computerized aids. The process was very popular when there were no computerized means for payroll processing. Now-a-days it is only few small scale organizations in the remote areas that use the manual payroll. Sometimes the construction industry and manufacturing industry also use the manual payroll systems for the contractual labour, as theses contracts are on daily/weekly basis. There is full control in the hands of owner. But the process is tedious, time consuming and risky as it is more prone to errors.

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Figure: Various Payroll Processes

Accountant Accountant is a professional having a degree/diploma course in finance/accountancy. He/she is Compiled by: Remya Mohan, Scholar, ABS, Noida Page 52

responsible for all the activities related to payroll accounting. He/she has the sound knowledge of accounting principles and globally accepted standards. The process adds costs to the organization. It involves paying someone who is responsible for calculating the salaries of others. The financial control regarding salary goes in the hand of accountant.

Payroll Software In todays computerized environment, payroll system has also developed itself into automated software that performs every action needed by the payroll process. It helps in calculating the payable amounts and deductions very easily. It also helps in generating the pay slips in lesser time. Automated calculations result in no errors. Data is validated automatically by the software. Payroll Outsourcing Payroll outsourcing involves a third party (an outsourcing company) in the calculations of salaries and deductions. The outsourcing organization is responsible for all the activities of the payroll accounting. It saves time and cost for the organization. If there is more number of employees (say more than 9001000) in the organization, payroll outsourcing would be very much beneficial The data is provided to the consultants/outsourcing firms. The various payroll functions undertaken by the outsourcing organizations are as follows:

Analysis of Payroll records, payroll taxes

Medical claim processing

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Employee Insurance & Provident fund processing

Quality Audit procedures & planning

PAYROLL OUTSOURCING:

Significance Of Payroll Outsourcing

Outsourcing industry is growing at a higher rate. HR outsourcing helps the HR professionals free themselves from the daily routine work and take part in the strategic level processes. Organizations really do not take HR as a strategic function; it is merely treated as paper work division. Therefore they want to reduce the cost being spent on HR activities. In India payroll outsourcing is one of the HR processes and is being outsourced since 1997. Payroll outsourcing involves an external organization performing all the activities related to payroll management. HR Consultancies such as Ma Foi and many other firms have come up with payroll outsourcing. Outsourcing organizations strive for providing cost saving benefits to their clients. The organizations use its marketing division thoroughly to acquire more number of clients and retain them. Payroll outsourcing does not provide much cost reduction but it yield in high quality. Since compensation outsourcing requires lot of market survey and industry knowledge, it is not easy for an organization to carry the tasks with its operational business activities.

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Figure: Benefits of Payroll Outsourcing

Outsourcing has benefited not only the service providers but also organizations and economy of the country. It enables the management to focus on the core competencies and strategic planning. It maintains the confidentiality of the pay package offered to employees as it is an external body

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administrating. Organizations do not have to keep the track of law related to salaries and compensation; it is the outsourcing firm which has to look after it. It offers qualitative results. It is very much time saving and cost effective. It also offers legal protection as the outsourcing firm is responsible for all the legal matters Outsourcing firms enjoys the revenue benefits as the services are being offered to MNCs. Service exports have caused the economic system to develop more and contribute to GDP growth.

Why Payroll Outsourcing

In todays global competitive environment organizations need to focus on cost-cutting strategies and high qualitative results. Organizations has to deal with tax filling, they have to adhere to the sate employment law. These complexities have force the organizations to outsource their payroll processes. Outsourcing helps an organization to stay focused on the business operations. It results in cost-effectiveness and time saving. The organizations are relieved from law regulations and tax formalities Cost-Effective Payroll outsourcing results in cost effective benefits. A market study has revealed that outsourcing payroll process is cheaper than administrating the process internally.

Organizations have to set an additional department for the purpose resulting in the salaries of those responsible for performing the activities of payroll process. It also includes the cost associated with payroll checks, bank accounts and other charges, record maintenance, computerized aids such as payroll software, etc.

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Figure: Reasons for Outsourcing Payroll Time Saving

Payroll outsourcing saves a lot of time for management. Time spent on activities associated with payroll process can now be utilized for more strategic roles. The organizations can focus on their strategic decisions and business operations.

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Less Legal Adherence Organizations are not bound for any legal formalities. Outsourcing companies are responsible for following rules, regulations and filing the tax returns. They look after changes in the tax slabs and state jurisdictions. This provides management a great relief and enables them to focus on business operations. Profit Generation

Organizations can make use of new opportunities and utilize the time and money on new business ventures and generate more profits.

Error Free

Payroll outsourcing results in error free reports. Internal payroll process is more prone to errors, but the service providers recruit professionals and they make sure there are no mistakes.
Qualitative Results

The expertise and technological advancements results in qualitative results. There are no delays and no errors.

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Figure: Reasons for Payroll Outsourcing (as reported by Society for Human Resource Management www.shrm.org )

The survey also reported that 53% of the participant organizations outsource their payroll processes and from those who outsourced 25% believes that it results in more focused strategic decisions. Most of the organizations agreed that it is cot-effective measure.

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