INTRODUCTION

To actualize the organizational vision of providing “Trusted services to 100

million happy customers by 2011”. Acquiring and retaining high quality talent is

the key to an oragnization’s success. The recruitment strategy of Tata

Teleservices limited(TTSL) adopted for the same will mirror our corporate image

and enhance its brand value.

The recruitment process is the most visible and dynamic way of projecting an

organization’s objectives & image outside.

OBJECTIVE
 Systematically hire competent human resource inline with HR Strategies derived from

business goals, future growth plans & evolving roles and responsibilities of employees to

keep pace with the changing dynamics of the organization.

 Hire Human resource with values similar to those advocated by the organization to ensure

the right culture fit.

 Adopt a continuous and conscious practice of exploring newer channels for sourcing the

best talent in a cost effective manner.

 Provide opportunities to employees to apply for vacant positions in the company through

internal job-postings, with a view to enable career growth for them.

 Implement merit based hiring practices that provides equal opportunity to all.

 Hire “CRISP” talent with requisite competence, skill set, knowledge and attitude to

deliver business results today and tomorrow.

 This project has been undertaken to study the recruitment and selection process of Tata

Teleservices and the effectiveness of the same. It covers the overall process of

recruitment and selection of the company. Appointments made are for the eastern region

for the year 2013.

METHODOLOGY OF THE STUDY

Research in common parlance refers to a search for knowledge. The advanced learner’s

dictionary of current English lays down the meaning of research as “a careful investigation of

enquiry specially through search for new facts in any branch of knowledge.”

The systematic approach concerning generalization and the formulation of a theory is also

research. The purpose of research is to discover answers to questions through the application of

scientific procedures.

Research Design

“A research design is the arrangement of conditions for collection and analysis of

data in a manner that aims to combine relevance to the research purpose with

economy in procedure.”

- JOHN.W.BEST

Research may be defined as “any organized inquiry designed and carried out to provide

information for solving a problem

- EMORY

“Research is essentially an investigation, a recording and an analysis of evidence for the purpose

of gaining knowledge”.
Descriptive research design studies are those studies, which are concerned with describing the

character of a group.

The researcher makes a plan of the study his research work. That will enable the researcher to

save and resources such a plan of study or blue print or study is called a research design.

Data Collection

The study was based on questionnaire method. The study was about the Recruitment and

Selection System at Tata Teleservices Ltd. and find out the effectiveness of recruitment.

There are two types of data collection:

 Primary data

 Secondary data

Primary data

The primary data are those, which are collected a fresh and for the first time happen to be

original in character. It has been collected through a Questionnaire .

Secondary data

Secondary data are those which have already been collected by someone else and which have

already been passed through the stratified process. It has collected through the manuals, journals

& Internet.

Research Instrument

 Questionnaire containing both closed and open ended questions

 Tools for Analysis

Along with the usual statistical tools such as tables, percentages, bar charts, I have used

Recruiting Metrics for analyzing the efficiency of recruitment process and arriving at the

conclusion.

METHODS OF DATA ANALYSIS

Recruiting Metrics

Recruiting Metrics should be defined as: “A quantifiable measurement that can be compared to

established benchmarks AND encourages behaviors focused on candidate quality and client

experience.” Most often, metrics are designed to measure only the outcome or production of a

recruiter regardless of the manner in which those specific metrics are attained. In order to be

effective, metrics must measure the correct results and drive the right recruiting behaviors.

Metrics of Today

In Recruiting, the measurement of success is very analytical. The general metrics that need to be

focused while recruiting are: quantity, cost, time and quality.

I. Efficiency metrics

There is way by which we can measure the “Quality” of the results of the recruiting process

using three great Efficiency Metrics.

The efficiency measures in a recruitment process are carried out on the basis of the recruiters

work and the productivity of the entire recruitment process.

The Basic three metrics are as follows:

 Submittal efficiency

The submittal efficiency is measured on the basis of the candidates’ qualification

as per requirement of the job profile. It is measured by dividing the number of

applicants interviewed by the number of applicants who submitted their profiles.

This number is expected to be really high but it is relatively average.

If the efficiency seems to be below average, then there may appear be some poor

actions being conducted by the recruiters, perhaps spending a lot of time while

going through resumes or insufficient specification of the job profile. When the

efficiency reaches a very low percentage then ordered are delivered to certify the

problem areas.

 Interview efficiency

The interview efficiency is measured on basis of the hiring manager’s evaluating

process. It works by extracting the results by dividing the number of applicants

who are shortlisted and offered the position by the total interviewed number of

candidates. This sort of efficiency can measure up to near to and al little below

average as compared to the submittal efficiency. But the same determination

actions are applied if the efficiency results are very low.

 Offer efficiency
 The last of the three basic efficiencies is measured on the basis of the number of

candidates who accept your proposal and commence the position. It is evaluated

by dividing the number of candidates to accept the offer by the total number of

proposals. The same process of analyzing the efficiency is applied, if it is above

average then the job is being well done, if average or near to average then there

has to be certain actions taken to modify the process and if its below or very less

than average then it is certain that the recruit is doing poor job and negotiations

are then carried out to eradicate the offers.

II. Source of Hire – Data is driven by the percentage of new hires from each defined

candidate source. Data also driven by percentage of hires per source, with highest on the

job performance and tenure rates. Greater focus on Quality of Hire, Quality of Sourcing

Strategy, Cost-Per-Hire, and Time-to-Fill. This metric also helps recruiting managers see

sourcing channels in terms of outcomes, not just sheer numbers.

III. Referral Rates – Data is driven by the percentage of hires from employee referrals

generated by the recruiter. Greater focus on Quality of Hire, Cost-Per-Hire, and Time-to-

Fill.

Referral rate = No. of candidates hired from employee reference X 100

Total number of hires

FINDINGS FROM THE STUDY

i. Tata Teleservices Ltd. (TTSL) has a clearly stated Recruitment & Selection Policy.
 ii. The number of estimated new hires in recruitment 2013 is 25.

iii. TTSL prefer internal source of recruitment because employees in the organization get the

opportunity within the organization, it has better growth prospects.

iv. Effectiveness of recruitment process analyzed through Quality Metrics:

 Submittal efficiency of TTSL recruitment process is 83.33%. It seems that they

are doing well.

 Interview efficiency is 10%.

 The offer efficiencies is 100% i.e. all the selected people accept the offers.

v. Referral rate at TTSL is 76%.

vi. Sourcing efficiency analysis through Quality Metrics:

 8% of candidates hired from Internal Job postings

 12% from CV database

 4% from off role employees

 76% of candidates hired from employee referral. So employee referral scheme is

most prominent in this recruitment season.

vii. Effectiveness of Recruitment process analyzed through Cost Metrics:

 TTSL outsourced a company called Authbridge for verification/ reference check

of its new hires. It takes 1200 Rs. /candidate. Total expense for verification is

30,000 in 2013.

 Other cost associated with this recruitment 2013 is Referral amount paid to the

employees because 19 out of 25 new hires through employee referral.

viii. Management level based analysis:

  16% candidates hired at higher level management,

 4% candidates hired at lower level management,

 But 80% candidates hired at middle level management, it shows that higher

number of vacancies found at middle level in this recruitment season.

ix. If a candidate hired through employee referral scheme in return employee would get

some referral amount. The referral amount increases with the increase in the management

level at which employee gets selected.

x. Department based analysis:

 96 % employees are hired in sales department,

 Only 4% employees are hired in marketing department.

 There is no hiring in any other department.

xi. Gender based analysis:

 88% male candidates are selected in recruitment 2013.

 12 % female candidates are selected.

xii. To hire higher level management, they prefer advertisement and recruitment consultants.

xiii. The cost of recruitment consultants is approx. 8% of total CTC at M3 & below levels and

approx. 12% of total CTC at M3A & above level.

xiv. Top 3 recruiting challenges are as follows :-

 Quality recruitment

 Retention of newly hired candidates

 Hiring of senior level management employees.

xv. Provide travel entitlement for outstation candidates who are appearing for the interview.

xvi. Provide medical tests reimbursement to the employees.

 BIBLIOGRAPHY

BOOKS

 Human resource management, Eleventh Edition – Gary Dessler, Biju Varkkey.

 Essentials of HR Management and Industrial Relations, Fourth Edition – Subba rao