Recruitment Process at Levis

Automation of Recruitment Process at Levi & Strauss & Co.
AUTOMATION OF RECRUITMENT
PROCESS AT
Levi Strauss & Co.
Submitted to
Bangalore University
In partial fulfillment of
The requirements for the award
Of the degree of
Masters in Business Administration
Under the guidance of
Prof. P Srinivasan
Submitted by
Deepa G
(Reg no:04XQCM6022)
M. P. Birla Institute of Management,

Associate Bharatiya Vidya Bhavan,
No 53, Race Course Road,
Bangalore 560001.
-1- M.P.B.I.M, MBA 2005-2006

Principal’s Certificate
I hereby certify that the project titled, “AUTOMATION OF

RECRUITMENT PROCESS at Levi Strauss & Co.” has been
prepared by Ms. Deepa .G, bearing register number 04XQCM6022,
under the guidance of Prof. P Srinivasan, M.P.Birla institute of
Management, Bangalore. The project was undertaken between March
2006 and June 2006.
Place: Bangalore
Date:
(Dr. Nagesh S Malavalli)
-2- M.P.B.I.M, MBA 2005-2006

Guide’s Certificate
I hereby certify that this project titled “AUTOMATION OF

RECRUITMENT PROCESS at Levi Strauss & Co.” has been
prepared by Ms. Deepa .G bearing register number 04XQCM6022,
under my guidance and supervision.
Place: Bangalore
Date:
(Prof. P Srinivasan)
-3- M.P.B.I.M, MBA 2005-2006

Certificate
This is to certify that Ms. Deepa G, Final Year MBA student

of M. P. Birla Institute of Management, associate Bhartiya Vidhya
Bhavan, Bangalore, has completed the project titled
“AUTOMATION OF RECRUITMENT PROCESS at Levi
Strauss & Co”, Bangalore for a period of three months. We wish her
all the best in all her future endeavourers.
Shobha Wilson Simon

Head of Human Resource
Levi Strauss & Co
-4- M.P.B.I.M, MBA 2005-2006

DECLARATION
I hereby declare, that this dissertation titled, “AUTOMATION

OF RECRUITMENT PROCESS at Levi Strauss & Co.” is a
bonafide study, completed under the guidance and supervision of
Prof. P Srinivasan, M.P.Birla Institute of Management, Bangalore.
I further declare that this dissertation is the result of my own

efforts and that it has not been submitted to any other university or
institute for the award of a degree or diploma or any degree or other
similar title of recognition.
Place: Bangalore Deepa. G

Date: 4th
semester, MBA
(Batch
2004-06)
M.P.B.I.M
-5- M.P.B.I.M, MBA 2005-2006

Executive Summary
The internet is revolutionizing the recruitment process,

allowing companies to bypass traditional situations vacant
advertising and agency commissions by integrating careers sub-
sections into their websites. Prospective employees can either apply
directly to available jobs, or simply register their interest in working
for a brand. Companies have effectively become their own agencies,
inviting 'passive' job seekers into a database for future consideration
when roles become available. Companies with high-turnover
divisions such as call centers have been first to recognize the cost
benefits of having a pool of available, pre-screened talent at their
disposal.
Company career sites usually provide a facility for job seekers

to create a personal account with an email address and password,
which they can revisit and update. Job seekers provide information
about themselves via an online application form, and are able to view
a list of job openings. Targeted questions related to job roles are
replacing standard 'Attach CV' functionality, to capture exactly the
required information, and allow for quicker and unbiased
comparisons by employers.
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Big job board players now provide links from their job adverts
to external career sites, allowing for direct entry of candidate
information into a company's talent pool database. This represents a
huge step forward for employers, who can now avoid being
bombarded with masses of emails from candidates with differently
formatted CVs and irrelevant information.
ACKNOWLEDGEMENT
A practical study can never be a reality without the help of

others. I take this opportunity to express my sincere and grateful
thanks to the Directors, the Principal, Dr. Nagesh Malavalli,
students and the entire staff of M P Birla Institute of Management for
the constant encouragement extended to me.
My Special and heartfelt thanks to Prof. P. Srinivasan, my

Guide and guardian for being an inspiring force behind my
achievement all along. His guidance has helped me in successfully
completing my assignment.
I express my sincere and heartfelt gratitude to Ms. Shobha

Wilson Simon, HR head, LEVI Strauss @ CO, BANGALORE for
the support extended by him all through the Project. Her guidance
and mentoring has been the prime ingredient in my success.
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Deepa G
CONTENTS
CHAPTER 1
1.1 COMPANY PROFILE

1
1.1.1 About Levi Strauss & Co
1
1.1.2 LS-India: the story so far
6
1.1.3 Who is Who
10
1.1.4 Vision Statement
11
CHAPTER 2
2.1 AREA OF STUDY

12
2.1.1 e-Recruiting the next generation
12
2.1.2 Need for change
14
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CHAPTER 3
3.1 HISTORY OF THE PROBLEM

16
3.1.1 e-Recruitment as a solution to other industries
16
3.1.2 Companies thinking outside the Square
21
3.1.3 Evaluating impact
22
CHAPTER 4
4.1 HYPOTHESIS
24
4.2 RESEARCH OBJECTIVES
25
CHAPTER 5
5.1 RESEARCH METHODOLOGY

26
5.2 RESEARCH ANALYSIS ON
TRADITIONAL RECRUITMENT
27
5.3 RESEARCH FINDINGS
31
5.4 RESEARCH INFERENCE
32
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CHAPTER 6
6.1 STEPS TOWARDS THE SOLUTION

33
6.1.1 The primary drivers to pursue e-Recruitment
33
6.1.2 Assessing the organization’s e-Recruitment
strategy 34
6.1.3 Interaction with software solution providers
35
CHAPTER 7
7.1 OVERVIEW OF THE PROJECT

36
7.2 USERS & ROLES
38
7.3 THE DETAILED E-RECRUITMENT PROGRAM
SPECIFICATION
48
7.3.1 The screening of resume based on the job specifications
48
7.3.2 The HR Interview and its related competency mapping
51
7.3.3 Role of Placement Consultants
56
CHAPTER 8
8.1 SYSTEM FLOW DIAGRAMS
57
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8.2 TECHNOLOGY
61
8.2.1 Design Constraints
61
8.2.2 User Interfaces
61
8.3 Design Methodology
62
CHAPTER 9
9.1 PROJECT MANAGEMENT

68
9.1.1 Change control mechanism
68
9.1.2 Communication
69
9.1.3 Schedules
69
9.1.4 Escalation
70
9.1.5 Customer Responsibilities
70
9.1.6 Acceptance Criteria
71
9.1.7 Warranty
71
9.2 LIMITATIONS OF THE PROJECT

72
9.2.1 Implementation challenges
73
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CHAPTER 10
10.1 CONCLUSION
74
ANNEXURE-I
75
ANNEXURE-II
76
ANNEXURE-III
77
ANNEXURE-IV
78
BIBLIOGRAPHY
79
CHAPTER 1
1.1 COMPANY PROFILE
1.1.1 About Levi Strauss & Co
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Founded in 1853 by Bavarian immigrant Levi Strauss, Levi

Strauss & Co. (LS&CO.) is one of the world's largest brand-name
apparel marketers with sales in more than 100 countries. Our market-
leading apparel products are sold under the Levi's® and Dockers®
brands.
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In 1873, Levi Strauss and Nevada tailor Jacob Davis patented

the process of putting rivets in pants for strength, and the world's first
jeans — Levi's® jeans were born. Today, the Levi's® trademark is
one of the most recognized in the world and is registered in more
than160 countries.
The company is privately held by descendants of the family of

Levi Strauss. Shares of company stock are not publicly traded.
Levi Strauss & Co. is a worldwide corporation organized into

three geographic divisions, Americas, Europe-Middle East-Africa &
Asia-Pacific, and employs a staff of approximately 12,400 people
worldwide.
Other Brands
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Invented in 1873, Levi's® jeans are the original, authentic

jeans. They are the most successful, widely recognized and often
imitated clothing products in the history of apparel. Levi's® jeans
have captured the attention, imagination and loyalty of generations of
diverse individuals.
With an attitude of youthful self-expression, the Levi's® brand

continues to offer a range of products from quintessential classics,
such as the famous Levi's® 501® jeans to innovative fashion looks.
Launched in 1986, Dockers® brand products and marketing

played a major role in the creation of a new apparel category for
men's khaki pants and the shift to casual clothing in the workplace.
Dockers® Khakis quickly became the No. 1 khaki pant brand in the
U.S. and still holds that leadership status today.
Today, the Dockers® brand has expanded to more than 40

countries with a wide range of products available in every region of
the world. The brand continues to offer a variety of classic khakis and
innovative, khaki-inspired products — including tops, jackets and
accessories — for a broad range of consumers.
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The Business Model is quasi-licensing. LSIL will retain

control over Marketing | Quality | Product development which are the
key drivers to the business and are core LSIL
competencies.Production, Logistics and Sales operations will be the
responsibility of the Franchisee.
In favour of a regional franchisee so as to get further focus into

smaller markets (which will be a key driver of this business). In
favour of taking a staged approach to this business rather than going
national at launch. Leverage the poor Retail and Customer service
from Competition by excelling on these counts.
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1.1.2 LS-India: the story so far
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1995
Levi’s® launched in India, in Bangalore. The retail network
expands to six key cities by year end.
1996
The Levi’s® mega-campaign, Clayman, probably the first fully
integrated campaign (television, outdoor, instore) launched by any
apparel major in India, captivates the hearts of the Indian youth and
young hearted alike.
The “Hip Hugger” campaign for women starts off a raging

demand for this style of garments.
Levi’s® Orange Tab jeans launched, to cater to the more value

conscious consumer.
1997
The “Straight” campaign re-asserts Levi’s® claim as the brand
that sets trends.
1998
The “Easy to Get In” campaign, aimed at changing public
perceptions about Levi’s® pricing, works wonders. The brand is now
seen as more “approachable”, “something for me too” by a much
larger consumer base.
1999
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The non-denim wave is in, with Levi’s® Cargos. One of the

biggest success stories of recent times, the “Cargos” campaign lets
loose frenzied buying into the category. Other brands follow suit, by
introducing “cargo” products, thus acknowledging Levi’s® status as
the leader in the creation of fashion trends.
The festival months see the launch of the first television

commercial for Levi’s®, specifically aimed at India. Conceptualised
and executed entirely by local talent, the commercial launches
“Loose Fits”, which, as in the past, sets the pace for product
innovation and styling.
2000
The new “Detachables” product line for Levi’s®, and the
support campaign takes up from where “Cargos” left off.
“Detachables” become the order of the day, and sees “me too”
products emerging soon from competitor’s stables.
September 2000, and Levi’s® leads the denim revival, with a

stunning line of “Deep Blue Jeans”, and a campaign to match. The
message comes loud and clear, Denims are back with a bang. And
who else to bring this about but Levi’s.
Dockers® launched in Mumbai, followed by launches in

Bangalore, Pune, Hyderabad and Calcutta. Sales exceed all
expectations, and Dockers® continues the tradition set by Levi’s®,
of delighting its consumers through product quality and styling.
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Dockers® launches, within a few months of its introduction in

India, its own television commercial, aimed at the Indian market.
Again, the Indian team is behind the entire effort.
2002
Levi’s® brand performance shines through, with over-
achievement of targets.
The birth of Sykes, the bolder, younger side of Levi’s®

Dockers® product excitement through the launch of Mobile Pant™.
Overall, a tough year during which the team held fort.
2003
“Dangerously Low” captures the imagination of consumers.
Levi’s® low-rise is the story for summer.
“Low Rise Greys” – stunning grey washes in the Low rise fits
burn the competition in the cold winter months.
Red Loop jeans – the real time international jeanswear fashion

reaffirms Levi’s position as the leader in jeanswear fashion and takes
revenues up in the exclusive stores with great concepts like “nevada
Jeans”, “Aged & Wasted” and “Super Pressed Jeans”.
The Dockers® ‘Watch promo.’ keeps sales ticking.

Levi’s & Dockers Accessories launch in Sept 2003.
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2004
Dockers back in LS&Co fold (October).
Plans to bring Levi Strauss Signature™ in India firmed up.
Sykes crosses 175,000 units mark with year end.
Shumone takes over as CEO of LS&Co.
2005
Dockers® is Re-launched, Slates® (a Dockers® brand) to be
launched in Oct.
Levi Strauss Signature™ appoints its first Franchisee in South,

to be launched in Sept.
Distributors appointed for launch of accessories - Licensee

agreement signed for footwear, eyewear, innerwear & kidswear.
First boutique store – Rivet opens up @ Leela Galleria.
Red Loop campaign to hit media in October.
1.1.3 Who is Who
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Suman
Chatterjee
Country
Mgr.
A TP Mohan .K Shyam. S Shobha V. Bhaskar TB H Ompraksh Nagendar

Ramani Log. & Brnd Sr. Mgr. Ramani National IT Mgr. Fin. Cntrlr Oprations
Mktg Dir. Frcstng- Mgr. HR Mktg Dir. Sales Mgr.
Signature Bus Dockers Levi’s Manager
Plng Mgr.
1.1.4 Vision Statement
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People love our clothes and trust our company.

We will market the most appealing and widely worn casual clothing
in the world.
We will clothe the world.
CHAPTER 2
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2.1 AREA OF STUDY
2.1.1 e-Recruiting the next generation
Human Resources, somewhat unfairly, are often required to be

the steady campaigner for its role in an organization’s livelihood and
performance. The division charged with managing an organization’s
biggest asset is often the first to face cost-cutting at budget time, and
be challenged to tighten operating expenditure year upon year.
Increasingly HR professionals are looking to technology to

make a positive impact on the more transactional aspects of their
division's workload. Visionary managers are seeking new ways of
returning savings to the business so that they can get on with
implementing more strategic HR practices.
The recruitment function has been one of the most recent

transaction-based components to undergo a review, in what appears
to be a complete turnaround from an inclination in the past decade of
outsourcing to agencies.
Some companies already choose a hybrid approach in their

recruitment process, electing to farm out separate components of the
process, such as advertising, reference checking or psychometric
testing, and manage the bulk of the administrative effort and
interviewing in-house.
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In the search for new ways the recruitment function can add
more value to the bottom line, the focus of late has been on putting it
online. It's no longer just the early technology adopters who are
taking the leap with recruitment software. It seems that the typical
gap between innovators and mainstream buyers is definitely closing,
as many organisations begin to reap significant rewards from a new,
more efficient recruiting model.
2.1.2 Need for change
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The changing recruitment landscape
Recruitment has evolved through several different operational

modes over the past two decades. Commission-based agency
solutions were welcomed in the 1980s as an alternative to managing a
predominantly paper-based and time consuming process. Job boards
looked like a threat to agencies in the 1990s, but were soon
recognized to be a useful ally in the game, offering an effective and
inexpensive way to reach a large audience of job seekers.
And indeed it was large. The trouble with recruiting via the Internet
in the 1990s was the tools to quickly and effectively screen masses of
candidates down to a quality shortlist simply didn't exist. Internet job
adverts attracted vastly more applications, from all over the globe,
but in many cases just made the job for the recruiter a bigger, more
difficult task.
The e-Recruitment wave of the 2000s has addressed this

volume issue, and is the reason we are seeing many companies shift
yet again to a new recruiting mode. With the tools to manage
recruitment drives simply and effectively, a growing number of
companies are choosing to carry out their own company and job-
specific targeted candidate filtering.
Recruitment agencies have evolved their offers along the way,

also taking their business online, and looking at ways of adding value,
either by personal touch, or jumping on the e-bandwagon and
- 26 - M.P.B.I.M, MBA 2005-2006

providing a quicker, smarter screening service for their candidates

and clients.
CHAPTER 3
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3.1 HISTORY OF THE PROBLEM
3.1.1 e-Recruitment as a solution to other industries
As recruitment carries the same costs, no matter how small or

well-funded an organization, the uptake for online solutions has
spanned across all company sizes and industries.
Manukau Sport uses online technology to invite people inside

or outside the district wanting to be involved in sport and leisure on
any level to register their interest and credentials, or apply directly
for a job. Craig Glendinning, Acting Operations Manager points out
that "All companies face competition when recruiting for the very
best people. The sport and leisure industry is no different". He says
that the company has saved a lot of time, money and paperwork in
recruitment, and even avoided advertising altogether by searching
their talent pool to fill a recent position.
In the not-for-profit sector, The Royal NZ Foundation for the

Blind reports significant cost savings in a job market where they
compete with highly-funded corporate for the same talent.
"Sophisticated online tools allow you to easily distinguish between
people with good skills fit and those with good cultural fit. That's not
something you can pick up from just a CV" points out Jeanette
Manson, Divisional Manager, Fundraising.
e-Recruitment works - here's the proof
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Like many organizations of its size (a national staff of 320),

The Royal New Zealand Foundation of the Blind's (RNZFB) strategy
is to minimize cost by managing recruitment in-house - with area
managers making most placements themselves. Traditional
employment agencies are rarely used.
Although the Foundation has low staff turnover by industry

standards, recruitment for some specialist skills requires a focus on
attracting talent from overseas, and fundraising manager Jeanette
Manson says the foundation needs to be seen by applicants as an
employer of choice. "When it comes to hiring staff," she says, "we're
vying for the same talent as highly-funded corporates and health
agencies - so we have to position ourselves competitively."
The Foundation is also keenly focused on building its talent

pool, says Manson, with graduates from physiotherapy, occupational
therapy, nursing and veterinary disciplines required for specialised
roles in the service areas of Orientation & Mobility (O&M) and
Techniques for Daily Living (TDL).
As the Foundation prides itself on being technologically

advanced (important in a sector where technology can be a great
enabler for the blind and vision-impaired), Manson says the StaffCV
online recruitment solution appeared to be a good fit for the
organisation - enabling it to continue managing recruitment in-house
while adding enormous value in admin cost-savings, data
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management and sharing, candidate short-listing and future-proofing

by building a valuable talent pool.
Speedy Deployment
The Foundation's recruitment site was designed by StaffCV

and ready to launch within two days. Complicated staff training was
not an issue says Manson, as a day in training had users competent on
the system.
"It's very intuitive," she says, "and because it's Windows based
it's very similar to most of the applications we're already using." The
first job posted online (an HR Officer) attracted 77 applicants.
Interestingly, only 41(53%) of these met the 'must have' criteria set
by the Foundation, and were returned automatically by screening
filters - saving valuable staff time from the get go.
In addition to staff time and efficiency, Manson estimates

using the new recruitment site saved the Foundation $14,000 in
employment agency fees for its first two placements. Savings have
also been accrued in advertising, communications (email versus
postage, phone calls), time involved in opening and responding to
applications, the automatic preparation of required written
correspondence, and most significantly, the time saving in actually
comparing applicants to achieve an unbiased, quality shortlist.
Faster short-listing
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Manson says the HR team was impressed with the standard of

applicants returned in the search and the ease at which a quality
shortlist was found. Shortlisted candidates were emailed a request to
complete an online 'More Information' form that asked targeted
questions such as salary expectation and degree of previous HR
experience. This information was used to further shortlist, identifying
the most suitably qualified candidates. Ultimately, the whole process
of hiring a new HR officer took just two weeks.
Applicants Feel Valued
The Foundation was keen to know how job seekers felt about
applying online. "In order that our recruitment process was a good fit
with the expectations of our applicants," Manson says, "we asked all
short-listed candidates what they thought of the website and
application process." The responses were unanimously positive.
Candidates reported that the process was a fun, easy and enjoyable
way of applying for a job. What appealed to them most, she says, was
the "equal opportunity" aspect of knowing they were providing the
Foundation with exactly the information required, rather than putting
a CV together and "hoping it was what they were after".
Psychometric Profiling Made Easy
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Early in the process, candidates were also invited to complete

an online psychometric work-preferences based profile. A known
'star performer' within the Foundation was also invited to complete a
profile, so that a measure of the degree (via a simple percentage
result) to which shortlisted candidates aligned to the 'Star's' profile
could be calculated.
Candidates were also ranked according to the essential job

goals of a 'Human Resources Assistant' as provided by StaffCV's
integrated O*Net data (a comprehensive database of 950 jobs and
associated job goals). Each candidate was scored by their 'fit' to the
HR role with a percentage result. The insight gained from work
preferences profiling has been invaluable, says Manson. "We can
now easily distinguish between people with a good skills fit and those
with good cultural fit. That's not something you can easily pick up
just from a CV".
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3.1.2 Companies thinking outside the Square
While the Foundation was assessing the recruiting solution for

its job placement needs, another exciting application for the software
came to light. Manson says Staff CV also offered a perfect match for
the needs of the fundraising division to better manage volunteer and
collector data. The division will soon be able to collect information
from people wishing to be volunteers and collectors, such as name,
contact details, preferred dates/times/streets/areas for collecting and
friend/family referrals. Manson says the system is a very cost
effective way to reach and secure new collectors for appeals.
The benefits to the Foundation of collecting this information in

an online interactive environment include the ability to create
geographic search filters for national collections, and communicate
with large groups of people very inexpensively via email or SMS
(mobile phone) texting, before, during and after these important
fundraising events. Having all the data in one place for future use is a
key advantage.
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3.1.3 Evaluating impact
The emergence of fundamentally new e-enabled recruiting

processes not only increases the opportunities, but also reduces the
risks associated with the resourcing process. Hence, evaluation of
those risks and benefits becomes more important. It is claimed that
current measures of impact in this area focus on efficiency (input and
output measures), as opposed to measures of effectiveness and
quality of output.
Working with a small number of the case study organizations, a

framework was developed and used as a mechanism for exploring the
availability, and validity, of the data each organization held on their
staffing processes. The intention was to determine the usefulness of a
supply-chain approach to measurement in making optimal investment
decisions in e-recruitment systems, and in measuring the value of e-
recruitment. The categories of measurement explored with the
participating co evaluation companies were:
 cost of recruitment and selection activities

 time taken to fill
 volume/yield
 diversity and legal compliance
 candidate and employer satisfaction
 quality/value of the recruit.
This leads to the conclusion that better information about the

end-to-end process should lead to better decisions about any
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investment in e-recruitment. An approach linked to the staffing

process, as ‘value chain’, is the way forward if organizations are
going to truly understand the value of e-recruitment.
The survey done out of the 50 organizations report that:
 67 percent were using online application forms.

 Only 4 percent were using psychometric tests online.
In terms of applicant tracking and workflow systems, of the 50

organizations surveyed:
 78 percent received CVs and application forms online.

 49 percent used email response letters.
 39 percent used progress-tracking systems.
 9 percent provided status reports to hiring managers.
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CHAPTER 4
4.1 HYPOTHESIS
Since this research investigation is company-specific, the

company has asked us to identify the developmental aspects of e-
Recruitment. Hence the issue of hypothesis formulation, we feel, is
redundant.
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4.2 RESEARCH OBJECTIVES
 To examine the current usage pattern of recruitment in the

company.
 To identify the developmental aspects of e recruitment.
 To make recommendations and to implement e recruitment.
 To validate the platform and software on which the tool works.
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CHAPTER 5
5.1 RESEARCH METHODOLOGY
The Levi HR crew realized that the slow recruitment is costing the
company both time and money. To validate this, the research project
was undertaken. The methodology involved:
 Data collection: The previous year’s recruitment statement.

 Logical analysis: the analysis was made based on
communication with the HR team members and the HR Head.
 Statistical analysis: To validate the cost effectiveness and lag
time involved in recruitment a statistical analysis was done to
give the exact figure.
 Comparative study: the study was conducted to compare the
recruitment cost and time involved in traditional recruitment
and e recruitment.
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5.2 RESEARCH ANALYSIS ON TRADITIONAL

RECRUITMENT
Recruitment status report on candidates selected and the time

involved for the process.
Status report for the year 2005, 30th may

Worked on candidates 82
posts 63
In process of offer being offered 6
In process of Interviewing 13
On Co. rolls 49
On Contract 33
Without MPR 46
Offers rejected/Candidature
withdrawn 20
Offers revoked /Candidature
dropped post reference checks 3
Recruitment and Selection Cycle
Time 43 Days
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Levi’s Sources of Hire
The below gives the status of hire for the first Quarter of 2005
Source of Hire
Source No. of Hires. Percentage
Consultant 24 50
Employee Referal 10 21
HRP/Regularisation 1 2
Direct Applicants 3 6
Advertisements 1 2
campus recruitment 9 19
Total 48 100
Consultants:
The company is associated with few of the consultants to

source the employees. This is basically done to avoid the time
involved in grouping the applicant’s resume and screening them for
the job profile. Employment agencies are typically used by
employers to assist in the recruitment of qualified candidates and are
paid a fee for their services. It is possible to store the costs of using
agencies (as well as storing the costs for any other recruitment
instrument used) and compare these costs to other advertising means
and the number of responses received. This allows the company to
not only monitor how much money is spent on advertising but also to
identify the most effective way of attracting applicants.
- 40 - M.P.B.I.M, MBA 2005-2006

Employee referrals:
Levi Strauss & co encourages “Emp ref” .This motivates and

encourages the internal employees to help in hiring the candidate for
the particular job vacancy. This practice is a Win-Win situation for
both the company and the employee. As compensation a percentage
of money is offered for each candidate selected and placed to the
employee. The other advantage is that the internal employee who
refers is aware of the candidate personally and he analysis whether
the referred candidate will suite the company culture and the job
specification. Were in the first applicant tracking is done by the
referrer itself. This minimizes the cost and the time involved.
Employees are valuable resources for filling job opening and can be
an effective and cost efficient way of attracting qualified candidates.
When logging applicant data, which have been provided through a
referral, it is possible to log who referred the applicant for future
reference.
Direct applicant:
These are applicants who directly drop their resumes based on

the job openings heard by word of mouth. Levi Strauss & co does not
usually call for jobs by media advertisements. Therefore direct
applicants and advertisement based recruitment are less in no.
Campus recruitment:
Levi Strauss & co visits few campuses in India in Cities like

Chennai, Delhi and Bombay for recruitments. They source fresh
- 41 - M.P.B.I.M, MBA 2005-2006

aspirants for the particular job profile. The campus recruitment

involves high cost. The below table gives the cost incurred for the
travel on campus recruitments.
Travel Expenditure during first Quarter 2005 for campus recruitment.

Cost
for the no of
Type of entire candidates
Location Reason Expense Person Description Rate trip selected
Travel To & Fro 5000 10,000
Food 2 days 500 2,000
Campus Accommodation 2 nights 3000 6,000
Mumbai 1 9
recruitment To campuses
and back,2
Local Travel days 500 2,000
20,000
Food 2 days 500 2,000
Campus Accommodation 2 nights 3000 6,000
Delhi 1 9
recruitment To campuses
and back,2
Local Travel days 500 2,000
26,000
Travel To & Fro 3500 84000
Food 1 12 days 100 2400
Local Travel 12 days 100 2400
Campus
Chennai Food 1 12 days 100 2,400 15
recruitment
Local Travel 12 days 100 2,400
Food 1 12 days 100 2,400
Local Travel 12 days 100 2,400
266400
Total 312,400 33
- 42 - M.P.B.I.M, MBA 2005-2006

5.3 RESEARCH FINDINGS
1) From Q1 till date HR has been involved in Hiring close to 70

positions.
2) 54 Positions have been filled.
3) The average Lead time for LSIL positions has been a 41 day
Cycle.
4) The average Lead time for ASO positions has been a 43 day
Cycle.
5) A joining bonus amounting to 5.3 Lakhs has been made to 4
hires.
6) 7offers were declined on grounds of Compensation.
7) Typically it takes more than four months to fill an executive
vacancy.
8) On an average for the campus recruitment total cost involved is
Rs 312,400.
- 43 - M.P.B.I.M, MBA 2005-2006

5.4 RESEARCH INFERENCE
In order to improve recruitment efficiency and the cost related

deficit, a key advancement in the online recruitment model has to be
introduction of integrated psychometric profiling capability and
competency based screening and selection of candidates. It's become
a necessary partner of skills-based assessment, in order to effectively
filter increased numbers of applicants from the Internet.
Psychometric profiling adds a valuable extra 'lens' after initial

targeted screening, that allows for one-to-one comparisons to
benchmarked employees who are considered 'star performers'. This
type of profiling can even be used to measure candidate job
suitability, in other words, how well a candidate is matched to a
given role type and its key job goals.
- 44 - M.P.B.I.M, MBA 2005-2006

CHAPTER 6
6.1 STEPS TOWARDS THE SOLUTION
6.1.1 The primary drivers to pursue e-Recruitment
 Improve corporate image and profile.

 Reduce recruitment costs.
 Reduce administrative burden.
 Employ better tools for the recruitment team.
 The is growing evidence of usage of Internet technology and
the World Wide Web as a platform for recruiting and testing
candidates.
- 45 - M.P.B.I.M, MBA 2005-2006

6.1.2 Assessing the organization’s e-Recruitment strategy
The experiences of Research Network members underline the

complexity of considerations and possibilities of e-recruitment. The
report also offers a series of self-assessment questions, which, if
answered specific to your organization and its HR function, provide
the basis for an e-recruitment agenda.
- 46 - M.P.B.I.M, MBA 2005-2006

6.1.3 Interaction with software solution providers
The vendor involved in designing and implementing the e-

recruitment software should be answerable to the following
 Can you build and customize it to suit your own business

and processes?
 Can you control application content provided by candidates,
and ensure the relevance and validity of this information?
 Can you build a talent pool even when you're not
recruiting?
 Can it be used for both internal and external recruitment?
 Is there a method for people without Internet access to still
be able to apply to you?
 How long does training take, and what does it cost?
 Does the system have job description, job goals, minimum
requirements builders and wizards?
 Are there additional screening components, such as
psychometric testing?
 Does it provide for data export to HRIS or Microsoft
applications?
 Are all communications and actions maintained in a history
log for legal purposes?
 Is it scaleable, and are there different cost options for the
size of our business and the amount of recruiting the
company does?
- 47 - M.P.B.I.M, MBA 2005-2006

CHAPTER 7
7.1 OVERVIEW OF THE PROJECT
This project involves the creation of a website for personal and

career development for Levi Strassus & co. The project is an
automated system to help the recruitment process. The project is
aimed at providing an easy solution for job listing, job management,
candidate sorting and management and recruitment process
management. It helps in keeping the recruitment process clear and
transparent between the applicant and the HR managers.
Online solution works
The e-recruitment landscape
- 48 - M.P.B.I.M, MBA 2005-2006

The trend is for companies to integrate careers sub-sections

into their websites, so that prospective employees can either apply
directly to available jobs, or simply register their interest in working
for a brand. Companies have effectively become their own agencies,
inviting 'passive' job seekers into a database for future consideration
when roles become available.
The Company career sites needs to provide a facility for job

seekers to create a personal account with an email address and
password, which they can revisit and update. Job seekers provide
information about them via an online application form, and are able
to view a list of job openings.
Targeted questions related to job specs or roles are replacing

standard 'Attach CV' functionality, to capture exactly the required
information, and allow for quicker and unbiased comparisons by
employers.
- 49 - M.P.B.I.M, MBA 2005-2006

7.2 USERS & ROLES
The website will have the following types of users:
1. Visitor
2. Candidate / Seeker
3. Employee
4. Employer / Recruiter / Hiring Manager
5. Placement Consultants
6. Administrator
Visitor
A Visitor is any person who visits the website. A visitor will be able
to do the following:
1. View Home Page
2. View Static Pages
 About Us
 Privacy Policy
 Terms & Conditions
3. Contact Us
4. Search Job Listings (Quick Search & Advanced Search)
5. View Job Listing Details
6. View Hot Jobs
- 50 - M.P.B.I.M, MBA 2005-2006

7. Register as Candidate
Candidate
An job seeker is a visitor who has registered and has logged in. An
job seeker can do everything that a visitor can as well as the
following:
1. Login
2. Logout
3. Retrieve Lost Password
4. Change Password
5. My Home
6. Search Job Listings (Quick Search & Advanced Search)
7. View/Edit Registration (personal profile) Details
 The registration info would be the same as what is now

collected in the booking form
8. View/Edit Resume Builder

The Resume builder is divided into eight sub divisions.
 Intoduction.
 Experience summary.
 Why Hire me?
 Experience Details.
 Education/ Tranning/ Certification.
- 51 - M.P.B.I.M, MBA 2005-2006

 Skills.
 Upload resume and pic.
 General details.
(Details of the above are given in section )
9. Apply for jobs
 A registered and logged in seeker may not only view list

of jobs and urgent vaccancyes but also apply for the
same.
 There is no limit as such to apply for jobs, but if a job is

offered and accepted he/she is not allowled to apply any
more jobs.
 Similarly if rejected for any job he/she will not be

allowled for any more jobs for a limited period of six
months.
10.Job manager.
 Here a seeker can create his/her cover letter
 View a the list of jobs he/she applied and the status of

the same.
 View previous and next interview details.
11.My Calander.
- 52 - M.P.B.I.M, MBA 2005-2006

 Here a seeker may add his/her free time best for the HR
to contact him or shedule an interview for.
 Seeker is also shown if any appointments has been fixed

by whom and where.
 Seeker may edit or delete any free time added if its not
booked by the HR.
12.My Web page
 This section gives the link to the seekers online profile.
 The online profile is a all the details of the seeker

collected in the various section above put together.
13.Receive Email updates.
14.Activate / Deactivate resume
15.Mange muntiple Cover Letters
16.Check status of jobs applied and view interview schedule.
17.Reveice Interview scheduled via email.
18.Accept / Reject Offer notification.
19.My Favorite Jobs
 Set jobs as favorites
 List all favorite Jobs
 Apply for jobs from favorites
- 53 - M.P.B.I.M, MBA 2005-2006

Employee
1. All the features the cadidate has (listed above)
2. View Internal Job Postings
3. Apply for Internal Job Postings
4. Track status of IJP applications
5. Employee Referrals - against positions
6. Employee Referrals - Database
7. Track Status of Referrals
8. The benefits to job seekers of using the Internet are significant.
 Surfing is less expensive than purchasing print media.
 Job seekers find at least four times as many jobs

advertised than in print, and with greatly detailed job
descriptions.
 Searching is a lot more targeted and faster online than

sifting through newspapers.
Employer
An Employer in this site has complete power. An employer here can
also be called as the administrator of the website. The employer or
the HR of a company has to his disposal the following
modules/functions.
1. Login
- 54 - M.P.B.I.M, MBA 2005-2006

2. Logout
3. Retrieve Lost Password
4. Change Password
5. Edit Registration Details The registration info would be the

same as what is now collected in the booking form.
6. View/Edit Company and Contact details
7. View/Edit Company logo picture.
8. Manage Jobs (View/Edit/Delete) Current List of jobs
 Displays a list of all the Jobs added by the HR.
 Has links edit and add job pages.
 Set expiry dates for jobs posted
 Flag Jobs as Hot jobs
 Activate / Deactivate Job postings
 Set Jobs are internal Jobs
 Send job posting details to all / group of employee’s for

referral programs
 Send job posting details to all / group of concultants
 Post job posting details on Job portals
i. Monster
ii. Naukri
9. Resume Search
- 55 - M.P.B.I.M, MBA 2005-2006

 A search page which lists from the availabe resumes, a

list of resumes acording to the search criteria. Search
criteria being:
I. Skills
II. Employement type.
III. Salary
IV. Willing to Relocate.
 Filter Job search results based on columns
10.Application recieved
 Lists all the applications of candidates who have applied

for various jobs.
 The listing id done based on the filter criteria. Search

criteria being :
i. Job code
ii. Name
iii. E-mail address
iv. Interview Stage No.
11.Mange applicants reffered by employees
12.Mange applicats reffered by consultants
13.Filter applicants reffered by employees by employee groups
14.Filter applicants reffered by employees by consultant groups
- 56 - M.P.B.I.M, MBA 2005-2006

15.Shortlist Candidates and Schedule / tracking interviews for

candidates
16.Recruiting Process (Post Recruitment Process)
 Stage Zero - Screening and scheduling
 Stage One - HR Interview and its related competency

mapping
 Stage Two - Process linked Interview and its related

competency mapping
 Stage Three - Final Interview (offer – acceptance /

reject)
 Stage Four - Joining
17.View Interview Schedules
18.Mail templates
 Lists and Lets the user view/edit/add/ delete the mail

templates.
19.Manage Manpower Request
 Create Man Power Request
 Set job category and expiray dates for colsing

manapower request
 Set Manapower request as
i. Replacement
ii. New
- 57 - M.P.B.I.M, MBA 2005-2006

iii. Contract
 Set Hire Justification
 Assign Job request code
 Choose list of recommenders to authnticate Manapower

request
 Choose list of approvers to validate and approve/reject

Manapower request
 View recommeders commetns on manapower request
 View approver comments on manapower request
 View status of manapower request.
20.My calaender
 Lists all the apointments booked by the HR.
21.Reports / MIS
 MIS Reports - Rejection Analysis
 MIS Reports - Skill wise analysis
 MIS Reports - Contractor Status
 MIS Reports - Open Position Analysis
 MIS Reports - Open Position Ageing Analysis
 MIS Reports - Recruitment Analysis
 MIS - Head Count Reports
- 58 - M.P.B.I.M, MBA 2005-2006

Administration
1. Manage Staff
 List/View/Add/Edit/Delete Admin staff
2. Set System Parameters
3. Role based security
4. Manage Master data
 Manage Approvers
 Manage Recommenders
 Manage Interview Panel
 Mange Category of Jobs
 Manage Employee Groups
 Manage Vendor Groups
5. Adhoc Reports
6. Audit Trial
System
 Send matches to candidates based on saved search
Send matches to candidates based on their profile.
- 59 - M.P.B.I.M, MBA 2005-2006

7.3 THE DETAILED E-RECRUITMENT PROGRAM

SPECIFICATION
7.3.1 The screening of resume based on the job specifications
The company has different job specs spread across various sectors
of the organization. The following table lists the 4 digit code
assign to each sob specs.
Few job specifications in Levi Strauss & co

Job SPECS 4 digit code
Accounts Assistant-Payables XXXX
Accounts Asst XXXX
Accounts Asst XXXX
AR XXXX
ASM,TSM East XXXX
ASM-Chandigarh XXXX
ASM-Dockers XXXX
Brand manager-Signature XXXX
Category Manager XXXX
Category Manager-Dockers Womens XXXX
Competencies for Merc Manager XXXX
Design Head JD -Search XXXX
Fabric Engineer-ASO XXXX
Finance Secretary XXXX
Financial Controller-Spec XXXX
HR Manager XXXX
Infrastructure Spec 1 XXXX
infrastructure spec XXXX
JD-FC XXXX
JD-Head - IT XXXX
Legal Counsel XXXX
- 60 - M.P.B.I.M, MBA 2005-2006

Management Accountant XXXX

Manager Technical Support XXXX
Manager-Tops Sourcing XXXX
Channel Specialist-Dockers XXXX
Product Execkers XXXX
Merchandiser-Dockers Men's XXXX
Merchandiser-Dockers Womens XXXX
Operations Executive XXXX
Ops team-Production Coordinator XXXX
planning-South XXXX
Product Head-Dockers XXXX
quality auditor-Wovens XXXX
Quality Head XXXX
quality spec XXXX
Regional Business Development Manager XXXX
Retail Coordinator XXXX
Retail hardware designer XXXX
Sales Analyst XXXX
Sales Manager-South XXXX
Sampling Coordinator XXXX
SME XXXX
Sourcing Head XXXX
Store Operations Manager XXXX
VM Implementor-Exclusives XXXX
Store Operations Manager-Kolkata XXXX
Warehouse Manager XXXX
- 61 - M.P.B.I.M, MBA 2005-2006

The below are gives the role and key deliverables of a particular job
specification:
Role : To handle the vendor Requirements

reconciliations and bill processing  Around 2 -4 years
Accounts experience in any
Assistant - industry ,
Payables Key Deliverables:  Should have worked in
function  To process CMT vendor invoices and the Receivables or
reports and maintain stock records at Payables function
Bangalore various contractors, involving a large number
 reconcile the stock statements as per of customers / suppliers.
Company’s records and vendor  Familiar with Excel and
records, having worked on any
 co-ordinate with the vendors for the accounting package
reports reaching on time  Mature enough to
 , interact with operations department interact with vendors and
to ensure the issues identified are operations team
resolved on a timely manner and
ensure account balances with vendors
are reconciled and matched.
 Update records of stock at all vendor
locations, quantity and values
 Reconcile accounts with no disputes

with all the vendors.
The rest are placed at the annexure…….
- 62 - M.P.B.I.M, MBA 2005-2006

7.3.2 The HR Interview and its related competency mapping
At Levi Strauss & co., competencies are defined as a set of

behaviors, including knowledge, skills, and attitudes, that result in
superior performance. These behaviors are observable, measurable,
and can be improved through coaching and other development
opportunities.
There are two types of competencies used at Levi Strauss & co:
Foundational. These articulate the skills, knowledge and

behaviors that are critical to success as an employee at the
company, regardless of job function. Examples include
“Shape Strategy” and “Collaborate”.
Functional. These are specific, functionally-related skills,

knowledge and behaviors that are unique to a business area or
position. Examples include “Drive Sales and Profitable Sell-
Through” (Sales) or “Risk Management” (Supply Chain).
These competencies may be grouped by function or sometimes
sub-divided into departments for focus and specialization.
Only the Foundational competencies have been changed. They

were revised to be more relevant to our current business context and
to be easier to use as an assessment and development tool.
- 63 - M.P.B.I.M, MBA 2005-2006

The definition of each competency should be understood as the

“headlines” for that competency. For example, “Shaping Strategy”
can mean many things at many organizations, but the definition tells
that at LS&CO. “Shaping Strategy” means executives and leaders
need to:
 Create, influence, translate corporate and business unit

strategies based on insight, data and constant planning.
 Anticipate business/industry needs and drive strategies to

intercept profitable opportunities in the marketplace
These competency mapping enables the managers to:
 Rate the candidate across the various skills and attitude.

 Identify and assess existing talent to ensure the company
has the “people” capability needed to deliver results.
 pinpoint critical development needs, including for the “next
role”
 develop learning and development curriculum/opportunities
that are linked to results
 promote more effective and consistent hiring practices

(ensuring we truly select the right candidates)
- 64 - M.P.B.I.M, MBA 2005-2006

Rating Scale
1. “Effective”: The word “effective” means the individual has

demonstrated the ability to use the specified behavior towards
getting achieving results.
2. “Not Demonstrated to Developing”: When the individual

demonstrates that he/she is able to apply some of the behaviors
associated with this competency but is clearly still learning
many of the behaviors. Managers can not yet say this
competency reflects the individual’s way of working and
developmental support is required to continue strengthening
effectiveness.
3. “Developing to Competent”: When the candidate shows that

he has the capability to consistently demonstrate effectiveness
at the majority of relevant behaviors in this competency.
Based on experience, his/her manager feels confident that this
competency reflects the individual’s way of working, but
demonstrating this competency may still require conscious
effort. Managers begin to hold up these individuals as
examples of how to demonstrate 1 or 2 of the specific
behaviors within a competency, but there may still be 1 or 2
behaviors that need developmental support.
4. “Competent to Strength”: This competency represents the

candidate’s way of working and development can be focused
- 65 - M.P.B.I.M, MBA 2005-2006

on "even better if". These individuals are insightful about how

to leverage this competency toward success on the job, and can
guide others on "how to".
5. “Strength to Role Model”– When the candidate exhibits the

capability to acts a model of all behaviors that comprise this
competency and can be relied upon by the organization to
teach others. This person is sought out by others as an expert in
application of this competency.
The ratings 1-5 are to guide employer or the HR manager towards

analyzing the employee’s capability.
- 66 - M.P.B.I.M, MBA 2005-2006

Competency Rating Scale
Ratings represent where individuals are on a developmental continuum:
Ratings:
Not Developing Competent Strength Role Model
Guidelines Demonstrated*
For Rating
Self and Has not had Has Consistently Consistently Consistently
Others: the opportunity to demonstrated demonstrates demonstrates demonstrates
demonstrate or is effectiveness effectiveness at effectiveness effectiveness
ineffective in the at some the majority, in all relevant in all relevant
demonstration of approximately approximately behaviors behaviors
the majority of one-third, of two-thirds, of associated associated
these behaviors the behaviors behaviors with this with this
and Can not yet associated associated with competency competency
be expected to with this this competency And Could And Teaches
work this way competency And Can be teach others others and is
And Is still expected to many of the sought out as
learning many work this way behaviors an expert on
of these all behaviors
Behaviors And Provides
inspiration in
these
behaviors.
- 67 - M.P.B.I.M, MBA 2005-2006

7.3.3 Role of Placement Consultants
Every job positions list of different consultants and their

corresponding 2 digit code:
consultants Name 2 digit code

5M 01
Alfredo Borges 02
ASA Consultants 03
Avatar Consultants 04
Clark & Kent 05
Classic 06
Credence 07
Executive Tracks 08
GN Consultants 09
Human Capital 10
Mafoi Staffing 11
Manpower Sevices 12
Manpower Staffing 13
Matrix Consultants 14
Naukri 15
Peyote Morgan 16
Quadrangle 17
R& M 18
Reach 19
Tab Consultants 20
Unison 21
If a candidate is selected from particular consultancy then the resume gets

locked against the code of the consultancy, this does not allow further access of
the resume through different consultant. This helps in associating one candidate
with a particular consultancy and the redundancy in the database.
- 68 - M.P.B.I.M, MBA 2005-2006

CHAPTER 8
8.1 SYSTEM FLOW DIAGRAMS
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- 72 - M.P.B.I.M, MBA 2005-2006

8.2 TECHNOLOGY
1. We propose to develop the website using ASP.NET on a

Windows 2000/2003 Server. For the database, we will use
Microsoft SQL Server 2000. We recommend that the application
be hosted on a dedicated server to ensure scalability and security
of information.
2. We will separate the user interface code from the business logic
and database layers. All data access code will be in the form of
stored procedures within the database for which there will be
wrappers in the data access layer.
8.2.1 Design Constraints
The Website is being built on the Microsoft NET Platform

using ASP.NET and C#. The database server will be Microsoft SQL
Server 2000.
8.2.2 User Interfaces
The user interface of the Website will be HTML 4.01 and will
be viewable in browsers – Microsoft Internet Explorer 6.0 +
- 73 - M.P.B.I.M, MBA 2005-2006

8.3 Design Methodology
The process oriented development methodology is designed to

minimize project risks and development time. It focuses on business
solutions that fulfill business goals, instead of merely providing
technical solutions. All the applications are built on the basis of this
philosophy.
The approach that is adopted is the Spiral Iterative

Methodology, where the project goes through one or more iterations
Req Definition Project Planning
Deployment &
Design
Acceptance
Integration &
Development
Testing
of all project stages. The following diagram gives a brief overview of

the process.
- 74 - M.P.B.I.M, MBA 2005-2006

The processes are defined for requirements capture, design,

development and testing. To generate UML diagrams representing
the Use Case Model, Analysis Model, Design Model, Implementation
Model and Test Model.
The sequence of activities with a project is as follows:
Project Acquisition and Planning
Business / Development
Application Approach
Goals
Project
Planning
Software Software High Level Req

Configuration Quality Specification
Management Assurance Plan
Plan
This is the first stage of the project execution and overlaps

with the project acquisition stage. It includes the following.
a. Business Analysis, Requirements gathering, understanding,

feature list and estimation.
b. Contract Signoff & Project kickoff.
c. A Project Leader takes over and the team is formed.
- 75 - M.P.B.I.M, MBA 2005-2006

Requirement Definition
High Level
Req
Specification
Req
Definition
Requirements Updated Use Cases Req

Document Project Plan Traceability
and Schedule Matrix
In this stage, client requirements are gathered. This is done on

the basis of information provided by the client in the form of
documents, existing systems and process specs, on-site analysis
interviews with end-users, market research and competitor analysis.
This stage has the following steps:
a. Requirements Analysis,
b. Creation of Use Cases and generating the Use Case Model.
c. Validation of the Scope and estimates against the contract and

revisions made if necessary.
- 76 - M.P.B.I.M, MBA 2005-2006

Design
Requirements Use Cases

Document
Design
Dataflow design High Level and User Interface Task level WBS
Low level Design
Design
In this stage, the application design is developed on the basis

of the requirements, scope and use cases agreed upon in the
Requirement Definition stage.
a. User Interface - The Prototype is developed and validated

against the requirements and
b. Presented to the Client for approval.
c. The Use Cases elaborated in the Analysis Model are

represented using Collaboration Diagrams.
d. Design Model elaborations are made from the Analysis Model.

Validation of the Scope and estimates against the contract and
revisions are made if necessary.
- 77 - M.P.B.I.M, MBA 2005-2006

e. The Implementation Model is generated from Design.
f. The Test Model is generated from Use Cases.
Development, Integration and Testing
Design
Documents
Development
Completed n- Test Plan Deployment

tier Solution Map
In this stage, the actual code based on the design is created and
tested against requirements and test cases.
a. The Development of code base proceeds as per

Implementation and Design Models.
b. The Code is tested according to the Test cases and Test plan.
c. Integration and Quality Testing is carried out resulting in Test

Reports.
d. Client Acceptance Tests carried out.
e. Client feedback and debugging.
f. Client acceptance.
- 78 - M.P.B.I.M, MBA 2005-2006

Integration, Testing and Deployment
Software Test Plan Deployment User

Developed Map acceptance
criteria
Integration
& Testing
Integrated Acceptance Deployment

Software Report Plan
In this stage, the developed application is deployed on the live

server.
a. Implementation on Client Premises or Hosting Server.
b. Implementation Signoff by Client.
The steps above are iterated through until the final deliverable is
completed.
The project schedule will clearly indicate the responsibility of the

client and the developer and indicate the dates by which each person
will submit their deliverables.
- 79 - M.P.B.I.M, MBA 2005-2006

CHAPTER 9
9.1 PROJECT MANAGEMENT
We believe that vendor involvement and participation is key to

the success of any project and relationship. We therefore strongly
emphasize a partnership approach through the entire lifecycle of the
project.
9.1.1 Change control mechanism
The Change Management process at ensures that each change

introduced to the project environment is appropriately defined,
evaluated and approved prior to implementation.
Change management is introduced in projects through the

implementation of five key formal processes. They include
submission & receipt of change requests, review & logging of change
requests, determination of feasibility of change requests, approval
and finally implementation & closure of change requests.
Levi make sure that we define change roles and responsibilities

for all resources (both within and external to the project) involved
with the initiation, review and implementation of changes within the
project.
- 80 - M.P.B.I.M, MBA 2005-2006

9.1.2 Communication
The system is proposed for an Offsite-model. However based

on the project or customer requirements, our team members would be
available for onsite visits where appropriate. The expenses for the
visit would be borne by the customer.
During the project development life cycle, Stylus team would

coordinate with the client by email, chat and by telephone where
required.
The point of contact for the client from Stylus Systems will
identify a Project Manager who will serve as the single point of
contact for the client through the lifecycle of the project. The client
would similarly identify a single contact point for all project related
interactions with Stylus.
9.1.3 Schedules
Before the commencement of the project, vendor will provide

timelines and milestones for the project, which would be mutually
agreed upon. Changes in the scope or deviations from the pre-defined
feedback timelines could affect the cost and schedule of work.
- 81 - M.P.B.I.M, MBA 2005-2006

9.1.4 Escalation
Before the commencement of the project Stylus will establish

and provide details of escalation points and procedures for the project.
9.1.5 Customer Responsibilities
In addition to the points specified under the assumptions, the

client would provide timely inputs where required. The client would
provide feedback and comments on the graphics, modules submitted
within a maximum timeframe of 2 working days.
- 82 - M.P.B.I.M, MBA 2005-2006

9.1.6 Acceptance Criteria
The project would be deemed completed on completion and

submission of the solution as specified in the specification document
mutually agreed upon. The project would be deemed accepted on
communication from the client to that effect or 15 working days from
the date of the receipt of the last feedback, whichever is earlier.
9.1.7 Warranty
Any defects or bugs brought to the attention of tool vendor for

a period of 30 days from the date of completion of the project would
be attended to at no additional cost to the client.
- 83 - M.P.B.I.M, MBA 2005-2006

9.2 LIMITATIONS OF THE PROJECT
The key limiting factors to e-recruitment most frequently

reported were:
 The cultural approach of the organization towards recruitment

 The lack of knowledge of e-recruitment within the HR
community
 Internet usage by target candidates
 Commitment of senior management.
Issues raised as causing concern with e-recruitment included

the quantity and quality of candidates applying using web-based tools
(e.g. organizations being inundated with CVs attached by email,
many of whom were not suitable for the post), the relevance of short
listing criteria (e.g. the validity and legality of searching by
keywords), confidentiality and data protection, and ensuring diversity
of applicants.
The trends in e-recruitment use suggest a changing landscape

whereby in future the candidate is connected to the central system
and there is involvement of the line manager in the process (see
figure). In addition to the reported benefits such as cost efficiencies,
the role of HR in this model is viewed as more of a facilitative role,
in theory allowing time for recruiters to become involved in the
strategic issues within resourcing.
- 84 - M.P.B.I.M, MBA 2005-2006

9.2.1 Implementation challenges
The findings from the survey indicated that key

implementation challenges were the cultural approach of the
organization towards e-recruitment, and the lack of knowledge within
the HR community. This has implications for training within HR to
develop the capability to deliver e-recruitment, and also elsewhere
within the organization (eg at line manager level). Further
implications of e-recruitment are that it may allow a more strategic
role for HR. A compelling argument why online recruitment should
be integrated sooner rather than later, is that it will serve to move the
recruiter up the value chain, allowing them to be far more strategic.
Finally, cultural and behavioral change was reported as the
significant challenge in ensuring that e-recruitment delivers.
- 85 - M.P.B.I.M, MBA 2005-2006

CHAPTER 10
10.1 CONCLUSION
What are the key messages from our research? In examining

the findings, the key message for recruiters is to acknowledge that the
adoption of e-recruitment is about more than just technology. It is
about the recruitment system being able to attract the right candidate,
the selection process being based on sound and credible criteria, and
the tracking process being able to integrate with existing systems.
Perhaps most significantly, e-recruitment is about cultural and
behavioral change, both within HR and at line management level.
From our evidence, we suggest that for e-recruitment to deliver, it is
about developing the capability of HR to facilitate the system and to
view the staffing process as an end-to-end process, similar to that of a
supply-chain.
- 86 - M.P.B.I.M, MBA 2005-2006

ANNEXURE-I
Accounts Around 2 years experience in any industry , having handled

Assistant - the Receivables or Payables function involving a large Requirements/Qualifications
Receivables number of customers / suppliers.
function B Com
Key Deliverables
To directly handle all aspects of Receivables for one 2 Years
Position is on channel – reconciliations, verification of claims, setting
contract collection targets, co ordination with sales team for Familiar with Excel and having
collections, providing information to the channel head, inter worked on any accounting
acting with the Retailer on accounting issues. package.
To reconcile the Receivables sub ledger with the General Mature enough to interact with
Ledger. customers and sales team
Directly handle channel accounts 95 %
Reconcile Receivables sub ledger with General ledger 5 %
Reconciled accounts with no disputes about collection

targets.
Accurate monthly collection targets
Smooth operation of automated credit control
Up to date retailer documentation

Prompt settlement of retailer claims
- 87 - M.P.B.I.M, MBA 2005-2006

ANNEXURE-II
Role : Consistent achievement of sales targets for 1. Graduate / MBA

the Signature brand in the franchisee on an 2. 26-28 years of age
ongoing basis,through effective 3. with 3-5 years of experience in retail
leadership,direction,training and review of all sales , distribution management and key
Area Sales elements of the sales and distribution. relationship management
Manager- 4. Should have exposure to working in the
Territory : This position will be based at south Market and be familiar with the
Chennai
Chennai and responsible for south States territory.
5. Male candidates only
6. Apparel/FMCG industry / retail trades
(preferably good MNC or good Indian
Key Deliverables: FMCG organisations)
 Achievement of primary and secondary sales
targets at the franchise level Competencies
 Distributor appointments,store appointments 7. Financial acumen-clarity on
and start ups quality ROI,inventory turns,collection,returns
 Sales performance and management per sq. feet,investment in
 Distribtor and store expansion targets store ,distributor expenses
 State-wise development and implementation 8. Commercial
of sales plans understanding ,taxes ,excise,margin
 State wise market shares calculations,impact on tax.
 Coordination with marketing and 9. Relationship management-effectively
manufacturing manage distributor and sales reps.
 Field marketing execution 10. Influence and negotiate discussions ,sell
 Promotions execution quality ins,store expenses etc.
 Training of sales officers and distributors 11. manage planning & replenishment of
 Service quality to trade merchandise
 Regional competition mapping/tracking 12. number savvy to make decisions
 13. drive store profitability,understand store
factors (walk-ins,conversions)and thus
manage actors for effectiveness of
stores,recommend store actions .
14. stock/ inventory /merchandise planning
etc
15. understanding of visual merchandising
16. ability to identify and expand new
distribution network
- 88 - M.P.B.I.M, MBA 2005-2006

ANNEXURE-III
Candidate Reference Check
1. Introduction
Introduce yourself and clearly state this is a reference check. Ask 15 minutes
of the reference giver's time and state the name of the referee. Explain briefly
the position this person applies for.
Candidate
Position applying for
Referee name
Referee title
Date
2. Questions
 Verify place and dates of working together.

 What was your relationship to the candidate?
 What was the candidate's role (job title)?
 Describe them candidate's particular strengths?
 Describe where development or improvement is needed.
 In your opinion, what is the candidate's suitability for the role of… in our
organization?
 May we ask for the reason of the candidate's reason of departure in your
organization?
 What, if any, has been the candidate's main contribution during the time he/she
was working with you?
 On a scale from 1-5, 1 being the worst and 5 representing the very best, how
would you rate the candidate on the following attributes + why?
 Depending on the key competencies as described in the hire brief, mention
maximum 5 competencies.
Competencies 1-5 Reason
- 89 - M.P.B.I.M, MBA 2005-2006

ANNEXURE-IV
- 90 - M.P.B.I.M, MBA 2005-2006

BIBLIOGRAPHY
Books:
1) e-HR by Brian Hopkins and James Markham, published by

Gower Publishing, 2003.
2) Enterprise System Architectures: Building Client Server and

Web Based Systems by Mark Goodyear, published by
Auerbach Publications, 1999.
3) Web-Based Human Resources by Alfred J. Walker, published

by McGraw-Hill, 2001.
4) Administering SAP R/3: HR-Human Resource Module by

Asap World Consultancy, Jonathan Blain & Bernard Dodd,
published by Prentice-Hall of India Pvt. Ltd., 1999.
Websites:
1) www.levistrauss.com
2) www.levi.com
- 91 - M.P.B.I.M, MBA 2005-2006

Recruitment Process at Levis

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Automation of Recruitment Process at Levi & Strauss & Co.

M. P. Birla Institute of Management,

-1- M.P.B.I.M, MBA 2005-2006

I hereby certify that the project titled, “AUTOMATION OF

(Dr. Nagesh S Malavalli)

-2- M.P.B.I.M, MBA 2005-2006

I hereby certify that this project titled “AUTOMATION OF

-3- M.P.B.I.M, MBA 2005-2006

This is to certify that Ms. Deepa G, Final Year MBA student

Shobha Wilson Simon

-4- M.P.B.I.M, MBA 2005-2006

I hereby declare, that this dissertation titled, “AUTOMATION

I further declare that this dissertation is the result of my own

Place: Bangalore Deepa. G

-5- M.P.B.I.M, MBA 2005-2006

The internet is revolutionizing the recruitment process,

Company career sites usually provide a facility for job seekers

-6- M.P.B.I.M, MBA 2005-2006

A practical study can never be a reality without the help of

My Special and heartfelt thanks to Prof. P. Srinivasan, my

I express my sincere and heartfelt gratitude to Ms. Shobha

-7- M.P.B.I.M, MBA 2005-2006

1.1 COMPANY PROFILE

2.1 AREA OF STUDY

-8- M.P.B.I.M, MBA 2005-2006

3.1 HISTORY OF THE PROBLEM

5.1 RESEARCH METHODOLOGY

-9- M.P.B.I.M, MBA 2005-2006

6.1 STEPS TOWARDS THE SOLUTION

7.1 OVERVIEW OF THE PROJECT

- 10 - M.P.B.I.M, MBA 2005-2006

9.1 PROJECT MANAGEMENT

9.2 LIMITATIONS OF THE PROJECT

- 11 - M.P.B.I.M, MBA 2005-2006

1.1 COMPANY PROFILE

1.1.1 About Levi Strauss & Co

- 12 - M.P.B.I.M, MBA 2005-2006

Founded in 1853 by Bavarian immigrant Levi Strauss, Levi

- 13 - M.P.B.I.M, MBA 2005-2006

In 1873, Levi Strauss and Nevada tailor Jacob Davis patented

The company is privately held by descendants of the family of

Levi Strauss & Co. is a worldwide corporation organized into

- 14 - M.P.B.I.M, MBA 2005-2006

Invented in 1873, Levi's® jeans are the original, authentic

With an attitude of youthful self-expression, the Levi's® brand

Launched in 1986, Dockers® brand products and marketing

Today, the Dockers® brand has expanded to more than 40

- 15 - M.P.B.I.M, MBA 2005-2006

The Business Model is quasi-licensing. LSIL will retain

In favour of a regional franchisee so as to get further focus into

- 16 - M.P.B.I.M, MBA 2005-2006

1.1.2 LS-India: the story so far

- 17 - M.P.B.I.M, MBA 2005-2006

The “Hip Hugger” campaign for women starts off a raging

Levi’s® Orange Tab jeans launched, to cater to the more value

- 18 - M.P.B.I.M, MBA 2005-2006

The non-denim wave is in, with Levi’s® Cargos. One of the

The festival months see the launch of the first television

September 2000, and Levi’s® leads the denim revival, with a

Dockers® launched in Mumbai, followed by launches in

- 19 - M.P.B.I.M, MBA 2005-2006

Dockers® launches, within a few months of its introduction in

The birth of Sykes, the bolder, younger side of Levi’s®