RECRUITMENT & SELECTION PROCESS

AT TATA TELESERVICES
(Tata DOCOMO)

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 EXECUTIVE SUMMARY

In every organisation Employment & Personnel Planning as an activity is necessary because

Personnel planning embrace all future positions in the organizations. Human Resource

Planning is a vital ingredient for the success of the organisation in the long run. There are

certain ways that are to be followed by every organisation, which ensures that it has right

number and kind of people, at the right place and right time, so that organisation can achieve

its planned objective.

Human Resource Management is a process of acquiring, training, appraising, training, and

compensating employees and of attending to their labour relations, health, and safety and

fairness concerns. Each objective needs special attention and proper planning and

implementation.

Employees should be a vital part of the efficient and effective functioning of your

business; therefore the aim of recruitment is to encourage applications from people

with the skills and qualifications necessary to meet the organisations needs. Shortage

of skills and the use of new technology are putting considerable pressure on how employers

go about recruiting and selecting staff. It is recommended to carry out a strategic analysis of

recruitment and selection procedure. With reference to this context, this project is been

prepared to put a light on Recruitment and Selection process of Tata Teleservices.

This report includes Meaning and Definition of Recruitment and Selection, Objectives and

need of Recruitment, Evaluation of Recruitment Process, sources of recruitment through

which an Organisation gets suitable application. Job Analysis, which gives an idea about the

requirement of the job through which job descriptions & job specifications is prepared. Next

is Selection process, which includes steps of Selection, Types of Test and Interviews.

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This project more emphasizes on Effectiveness of recruitment sources and whole process of

Recruitment and Selection at Tata Teleservices.

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 CHAPTER – 1

RECRUITMENT & SELECTION

THEORY

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1.1 RECRUITMENT

Recruitment means to estimate the available vacancies and to make suitable arrangements for

their selection and appointment.

Recruitment is understood as the process of searching for and obtaining applicants for the

jobs, from among whom the right people can be selected.

A formal definition states, “It is the process of finding and attracting capable applicants for the

employment. The process begins when new recruits are sought and ends when their applicants

are submitted. The result is a pool of applicants from which new employees are selected”. In

this, the available vacancies are given wide publicity and suitable candidates are encouraged

to submit applications so as to have a pool of eligible candidates for scientific selection.

In recruitment, information is collected from interested candidates. For this different source

such as newspaper advertisement, employment exchanges, internal promotion, etc. are used.

In the recruitment, a pool of eligible and interested candidates is created for selection of most

suitable candidates. Recruitment represents the first contact that a company makes with

potential employees.

1.1.1 Definition:

According to EDWIN FLIPPO, “Recruitment is the process of searching for prospective

employees and stimulating them to apply for jobs in the organization.”

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1.1.2 Purpose and importance of Recruitment:
1. Determine the present and future requirements of the organization on conjunction with

its personnel-planning and job analysis activities.

2. Increase the pool of job candidates at minimum cost.
3. Help increase the success rate of the selection process by reducing the number of

visibly under qualified or overqualified job applicants.

4. Help reduce the probability that job applicants, once recruited and selected, will leave

the organization only after a short period of time.

5. Meet the organization’s legal and social obligations regarding the composition of its

work force.
6. Begin identifying and preparing potential job applicants who will be appropriate

candidates.
7. Increase organizational and individual effectiveness in the short term and long term.
8. Evaluate the effectiveness of various recruiting techniques and sources for all types of

job applicants.

Recruitment is a positive function in which publicity is given to the jobs available in the

organization and interested candidates are encouraged to submit applications for the purpose

of selection.

Recruitment represents the first contact that a company makes with potential employees. It is

through recruitment that many individuals will come to know a company, and eventually

decided whether they wish to work for it. A well-planned and well-managed recruiting effort

will result in high quality applicants, whereas, a haphazard and piecemeal efforts will result in

mediocre ones.

1.1.3 Recruitment Process:

Manpower planning:

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Manpower Planning which is also called as Human Resource Planning consists of putting

right number of people, right kind of people at the right place, right time, doing the right

things for which they are suited for the achievement of goals of the organization. Human

Resource Planning has got an important place in the arena of industrialization. Human

Resource Planning has to be a systems approach and is carried out in a set procedure. The

procedure is as follows:

 Analyzing the current manpower inventory

 Making future manpower forecasts
 Developing employment programs
 Design training programs

Analyzing the current manpower inventory:

Before a manager makes forecast of future manpower, the current manpower status has to be

analyzed. For this the following things have to be noted-

1. Type of organization

2. Number of departments

3. Number and quantity of such departments

4. Employees in these work units

Once these factors are registered by a manager, he goes for the future forecasting.

Making future manpower forecasts:

Once the factors affecting the future manpower forecasts are known, planning can be done for

the future manpower requirements in several work units.

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The Manpower forecasting techniques commonly employed by the organizations are as

follows:

i. Expert Forecasts: This includes informal decisions, formal expert surveys and Delphi

technique.

ii. Trend Analysis: Manpower needs can be projected through extrapolation

(Projecting past trends), indexation (using base year as basis), and statistical analysis

(central tendency measure).

iii. Work Load Analysis: It is dependent upon the nature of work load in a department, in

a branch or in a division.

iv. Work Force Analysis: Whenever production and time period has to be analyzed, due

allowances have to be made for getting net manpower requirements.

v. Other methods: Several Mathematical models, with the aid of computers are used to

forecast manpower needs, like budget and planning analysis, regression, and new

venture analysis.

Developing employment programs- Once the current inventory is compared with future

forecasts, the employment programs can be framed and developed accordingly, which will

include recruitment, selection procedures and placement plans.

Design training programs- These will be based upon extent of diversification, expansion

plans, development programs, etc. Training programs depend upon the extent of improvement

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in technology and advancement to take place. It is also done to improve upon the skills,

capabilities, knowledge of the workers.

1.1.4 SOURCES OF MANPOWER SUPPLY

An organization can fill up its vacancies either through promotion of people available in the

organization or through the selection of people from outside.

Thus, there can be two sources of manpower – external and internal. For all recruitment, a

preliminary question of policy considers the extent to which it will emphasize external and

internal sources.

Vacancies through internal sources can be filled up either through promotion or transfer;

recruiters tend to focus their attention on outside sources. Therefore, the first problem is to

identify outside sources. Normally, following outside sources are utilized for different

positions.

1). Advertisement -: Advertisement is the most effective means to search potential

employees from outside the organization. Employment advertisement in journals,

newspaper, bulletins, etc, is quite common in our country. An advertisement contains

brief statement of the nature of jobs, the type of people required, and procedure for

applying for these jobs.

2) Employment Agencies -: Many organizations get the information about the prospective

candidates through employment agencies. In our country, two types of agencies are

operating: public employment agencies and private employment agencies.

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  Public Employment Agencies: There are employment exchanges run by the

government almost in all districts. The employment seekers get themselves registered

with these agencies. Normally, such exchanges provide candidates for lower position

like semi-skilled and skilled workers, and lower-level operations like clerks, junior

supervisors, etc.
 Private Employment Agencies : There are many consultancy and employment

agencies like ABC consultants, Personnel and productivity services, etc., which

provide employment services particularly for selecting higher level and middle level

executives. These agencies also undertake total functions personnel on behalf of

various organizations. They charge fees for this purpose.

3) On campus Recruitment -: Many organizations conduct preliminary search of

prospective employees by conducting interviews at the campuses of various institutes,

universities and colleges. This source is quite useful for selecting people to the posts of

management trainees, technical supervisor, scientist, and technicians. The

organizations hold preliminary interviews on the campus on the predetermined date

and candidates found suitable are called for further interviews at specified.

4) Employee recommendations -: Employee recommendation can be considered to the

lower levels. The idea behind employee recommendations as a source of potential

applicants is that the present employees may have specific knowledge of the

individuals who may be their friends, relatives, or acquaintances. If the present

employees are reasonably satisfied with their jobs, they communicate these feelings to

many persons in their communities.

5) E – Hiring -: Many organizations conduct preliminary search of prospective

employees through the internet service. There are many job portals available on

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 internet like Naukri.com, Monster.com etc. Candidates register their cvs on the

different job portals which are searched by the recruiters who are looking for the

candidates. The candidates whose profiles match with the recruiter’s requirement are

contacted through email or by telephone for further interview process.

6) Gate Hiring -: The concept of gate hiring is to select people who approach on their

own for employment in the organization. Gate hiring is quite useful and convenient

method at the initial stage of the organization when large number of such people may

be required by the organization. It can be made effective by prompt disposal of

applications, by providing information about the organization’s policy and procedures

regarding such hiring and providing facilities to +such gate callers. It is not necessary

that a particular organization will utilize all sources to employ people of all types.

Some of the sources are more useful for a particular category of employees.

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1.2 SELECTION

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

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

Selection is basically picking an applicant from (a pool of applicants) who has the appropriate

qualification and competency to do the job.

1.2.1 The difference between recruitment and selection:

Recruitment is identifying n encouraging prospective employees to apply for a job. And

Selection is selecting the right candidate from the pool of applicants.

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1.2.2 GOALS OF SELECTION
 To systematically collect information about to meet the requirements of the advertised

position.
 To select a candidate that will be successful in performing the tasks and meeting the

responsibilities of the position.

 To engage in hiring activities that will result in eliminating the under utilization of

women and minorities in particular departments.

 To emphasize active recruitment of traditionally under represented groups, i.e.

individuals with disabilities, minority group members, women, and veterans.

1.2.3 Selection process

A selection process involves a number of steps. The basic idea is to solicit maximum possible

information about the candidates to ascertain their suitability for employment. Since the type

of information required for various positions may vary, it is possible that selection process

may have different steps for various positions. For example, more information is required for

the selection of managerial personnel as compared to workers. A standard selection process

has the following steps:

1) Screening of Applications -: Prospective employees have to fill up some sort of

application forms. These forms have variety of information about the applicants like

their personal bio-data, achievements, experience, etc. Such information is used to

screen the applicants who are found to be qualified for the consideration of

employment. Based on the screening of applications, only those candidates are called

for further process of selection who are found to be meeting the job standards of the

organization.

2) Selection Tests -: Many organizations hold different kinds of selection tests to know

more about the candidates or to reject the candidates who cannot be called for

interview, etc. Selection tests normally supplement the information provided in the

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 application forms. Such forms may contain factual information about candidates.

Selection tests may give information about their aptitude, interest, personality, etc.,

which cannot be known by application forms. Types of selection tests areas follows:

Achievement test, Intelligence test, Personality test, Aptitude test, Interest test.

3) Interview -: Selection tests are normally followed by personnel interview of the

candidates. The basic idea here is to find out overall suitability of candidates for the

jobs. It also provides opportunity to give relevant information about the organization

to the candidates. In many cases, interview of preliminary nature can be conducted

before the selection the selection tests. For example, in the case of campus selection,

preliminary interview is held for short listing the candidate’s process of selection.

4) Checking of References -: Many organizations ask the candidate to provide the names

from whom more information about the candidates can be solicited. Such information

may be related to character, working, etc. The usual referees may be previous

employers, persons associated with the educational institutions from where the

candidates have received education, or other persons of prominence who may be

aware of the candidate’s behavior and ability.

5) Physical Examination -: Physical examination is carried out to ascertain the physical

standards and fitness of prospective employees. The practice of physical examination

varies a great deal both in terms of coverage and timings. Some organizations only

have general check up of applicants to find out the major physical problems which

may come in the way of effective discharge of duties. In the context of timings also,

some organizations locate the physical examination near the end of the selection

process, others place it relatively early in the process. This latter course is generally

followed when there is high demand for physical fitness.

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6) Approval by appropriate Authority -: On the basis of the above steps, suitable

candidates are recommended for selection by the selection committee or personnel

department. Organizations may designate the various authorities for approval of final

selection of candidates for different categories of candidates, Thus, for top level

managers, Board of directors may be approving authority; for lower levels, even

functional heads concerned may be approving authority. When the approval is

received, the candidates are informed about their selection and asked to report for duty

to specified persons.

7) Placement -: After all the formalities are completed, the candidates are placed on their

jobs initially on probation period may range from three months to two years. During

this period, they are observed keenly, and when they complete this period successfully,

they become the permanent employees of the organization.

1.3 INDUCTION

Introducing the new employee who is designated in a job, job location, surrounding,

organization, organizational surrounding, introducing him to his relevant group is the final

process in recruitment. Induction is the process of receiving and welcoming an employee

when he first joins the company and giving him basic information he needs to settle down

quickly and happily and stars work.

The significances of Induction are as follows: -

 To give new comer necessary information such as location of a café, rest period etc.
 To build new employee confidence in the organization.
 It helps in reducing labor turnover and absenteeism.
 It reduces confusion and develops healthy relations in the organization.
 To develop among the new comer a sense of belonging and loyalty to the organization.

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A formal induction programme should provide following information:

 Brief history and operations of the company.

 The company’s organization structure.
 Policies and procedure of the company.
 Products and services of the company.
 Location of department and employee facilities.
 Safety measures.
 Grievances procedures.
 Benefits and services of employee.
 Standing orders and disciplinary procedures.
 Opportunities for training, promotions, transfer etc.
 Suggestion schemes.
 Rules and regulation.

Merits of Induction:-

 Exposes new managers to all kinds of businesses

 Prevents inductees from being over-specialized
 Makes a recruit productive to the company quickly
 Familiarizes new entrants with corporate culture
 Imparts training on the job rather than theoretically

Demerits of Induction:-

 Throws trainees into the thick of action too soon

 Mistakes made by raw recruits can damage company

 Allows no time to gauge individual strength and weaknesses

 Daunts people who prefer structured work environment

 Small periods spent in each job can create wrong perceptions

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 CHAPTER – 2

COMPANY PROFILE

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2.1 Introduction of TATA group

Tata group believes in Leadership with Trust. Tata companies operate in seven business

sectors: communications and information technology, engineering, materials, services,

energy, consumer products and chemicals. They are, by and large, based in India and have

significant international operations. The total revenue of Tata companies, taken together, was

$70.8 billion (around Rs325,334 crore) in 2008-09, with 64.7 per cent of this coming from

business outside India, and they employ around 357,000 people worldwide. The Tata name

has been respected in India for 140 years for its adherence to strong values and business

ethics.

Every Tata company or enterprise operates independently. Each of these companies has its

own board of directors and shareholders, to whom it is answerable. There are 28 publicly

listed Tata enterprises and they have a combined market capitalization of some $60 billion,

and a shareholder base of 3.5 million. The major Tata companies are Tata Steel, Tata Motors,

Tata Consultancy Services (TCS), Tata Power, Tata Chemicals, Tata Tea, Indian Hotels and

Tata Communications.

Tata Steel became the sixth largest steel maker in the world after it acquired Corus. Tata

Motors is among the top five commercial vehicle manufacturers in the world and has recently

acquired Jaguar and Land Rover. TCS is a leading global software company, with delivery

centers in the US, UK, Hungary, Brazil, Uruguay and China, besides India. Tata Tea is the

second largest branded tea company in the world, through its UK-based subsidiary Tetley. Tata

Chemicals is the world’s second largest manufacturer of soda ash and Tata Communications is

one of the world’s largest wholesale voice carriers.

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Founded by Jamsetji Tata in 1868, Tata’s early years were inspired by the spirit of

nationalism. Tata companies have always believed in returning wealth to the society they

serve. Two-thirds of the equity of Tata Sons, the Tata promoter company, is held by

philanthropic trusts that have created national institutions for science and technology, medical

research, social studies and the performing arts. The trusts also provide aid and assistance to

non-government organizations working in the areas of education, healthcare and livelihoods.

Tata companies also extend social welfare activities to communities around their industrial

units. The combined development-related expenditure of the trusts and the companies

amounts to around 4 per cent of the net profits of all the Tata companies taken together.

2.2 Introduction of Chairman - Ratan Tata

Ratan N Tata has been the Chairman of Tata Sons, the promoter company of the Tata group,

since 1991. He is also the Chairman of the major Tata companies, including Tata Motors, Tata

Steel, Tata Consultancy Services, Tata Power, Tata Tea, Tata Chemicals, Indian Hotels and

Tata Teleservices. During his tenure, the group’s revenues have grown nearly 13-fold.

Mr. Tata also serves on the board of directors of Fiat SpA and Alcoa. He is also on the

international advisory boards of Mitsubishi Corporation, the American International Group, JP

Morgan Chase and Rolls Royce.

Mr. Tata is associated with various organizations in India and overseas. He is the Chairman of

two of the largest private-sector-promoted philanthropic trusts in India. He is a member of the

Prime Minister’s Council on Trade and Industry, the National Hydrogen Energy Board, and

the National Manufacturing Competitiveness Council. He is the president of the Court of the

Indian Institute of Science and Chairman of the Council of management of the Tata Institute

of Fundamental Research. He also serves on the UK Prime Minister’s Business Council for

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Britain and the International Advisory Council of Singapore’s Economic Development Board.

He is also a member of the Global Business Council on HIV / Aids and the Programme Board

of the Bill and Melinda Gates Foundation’s India Aids initiative.

Mr. Tata joined the Tata group in 1962. After serving in various companies, he was appointed

director-in-charge of The National Radio and Electronics Company in 1971. In 1981 he was

named Chairman of Tata Industries; the group’s other promoter company.

Mr. Tata received a BS degree in architecture from Cornell in 1962. He worked briefly with

Jones and Emmons in Los Angeles before returning to India in late 1962. He completed the

Advanced Management Program at Harvard Business School in 1975.

The Government of India honoured Mr Tata with its second-highest civilian award, the

Padma Vibhushan, in 2008. He has also received honorary doctorates from Ohio State

University, the Asian Institute of Technology, the University of Warwick and the Indian

Institutes of Technology of Kharagpur and Madras, and an honorary fellowship from the

London School of Economics.

2.3 TATA TELESERVICES LTD

Tata Teleservices Limited spearheads the Tata Group's presence in the telecom sector. The

Tata Group had revenues of around US $75 billion in financial year 2008-09, and includes

over 90 companies, over 350,000 employees worldwide and more than 3.5 million

shareholders.

Incorporated in 1996, Tata Teleservices Limited is the pioneer of the CDMA 1x technology

platform in India. It has embarked on a growth path since the acquisition of Hughes Tele.com

(India) Ltd [renamed Tata Teleservices (Maharashtra) Limited] by the Tata Group in 2002. It

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launched mobile operations in January 2005 under the brand Tata Indicom and today enjoys a

pan-India presence through existing operations in all of India's 22 telecom Circles. The

company is also the market leader in the fixed wireless telephony market with its brand

Walky. The company has recently introduced the brand Photon to provide a variety of options

for wireless mobile broadband access.

Tata Teleservices Limited now also has a presence in the GSM space, through its joint venture

with NTT DOCOMO of Japan, and offers differentiated products and services under the TATA

DOCOMO brand name. TATA DOCOMO arises out of the Tata Group's strategic alliance with

Japanese telecom major NTT DOCOMO in November 2008. TATA DOCOMO has received a

pan-India license to operate GSM telecom services-and has also been allotted spectrum in 18

telecom Circles. The company has rolled out GSM services in 14 of India's 22 telecom Circles

in a quick span of under six months. The company plans to launch pan-India operations by the

end of FY 2009-10.

Today, Tata Teleservices Limited, along with Tata Teleservices (Maharashtra) Limited, serves

over 58 million customers in more than 410,000 towns and villages across the country, with a

bouquet of telephony services encompassing mobile services, wireless desktop phones, public

booth telephony, wire line services and enterprise solutions.

In December 2008, Tata Teleservices Limited announced a unique reverse equity swap

strategic agreement between its telecom tower subsidiary, Wireless TT Info-Services Limited,

and Quippo Telecom Infrastructure Limited-with the combined entity kicking off operations in

early 2009 with 18,000 towers, thereby becoming the largest independent entity in this space-

and with the highest tenancy ratios in the industry. The WTTIL-Quippo combine is targeting

over 50,000 towers by the end of FY 2012-13.

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2.4 TATA DOCOMO

TATA DOCOMO is Tata Teleservices Limited's (TTSL) telecom service on the GSM

platform-arising out of the Tata Group's strategic alliance with Japanese telecom major NTT

DOCOMO in November 2008. Tata Teleservices has received a pan-India license to operate

GSM telecom services, under the brand TATA DOCOMO and has also been allotted spectrum

in 18 telecom Circles. TTSL and has already rolled out its services in various circles.

The launch of the TATA DOCOMO brand marks a significant milestone in the Indian telecom

landscape, as it stands to redefine the very face of telecoms in India. Tokyo-based NTT

DOCOMO is one of the world's leading mobile operators-in the Japanese market, the

company is clearly the preferred mobile phone service provider in Japan with a 50 per cent

market share.

NTT DOCOMO has played a major role in the evolution of mobile telecommunications

through its development of cutting-edge technologies and services. Over the years,

technologists at DOCOMO have defined industry benchmarks like 3G technology, as also

products and services like the i-modeTM, mobile payment and a plethora of lifestyle-

enhancing applications. Today, while most of the rest of the industry is only beginning to talk

of LTE technology and its possible applications, DOCOMO has already started conducting

LTE trials in physical geographies, not just inside laboratories.

DOCOMO is also a global leader in the VAS (Value-Added Services) space, both in terms of

services and handset designs, particularly integrating services at the platform stage. The Tata

Group-NTT DOCOMO partnership will see offerings such as these being introduced in the

Indian market under the TATA DOCOMO brand.

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TATA DOCOMO has also set up a 'Business and Technology Cooperation Committee,

comprising of senior personnel from both companies. The committee is responsible for the

identification of key areas where the two companies will work together. DOCOMO, the

world's leading mobile operator, will work closely with the Tata Teleservices Limited

management and provide know-how on helping the company develop its GSM business.

Despite being a late entrant, Tata Indicom, TTSL's CDMA brand, has already established its

presence and is the fastest-growing pan-India operator. Incorporated in 1996, Tata

Teleservices Limited is the pioneer of the CDMA 1x technology platform in India. Today, Tata

Teleservices Limited, along with Tata Teleservices (Maharashtra) Ltd, serves over 37 million

customers in more than 320,000 towns and villages across the country offering a wide range

of telephony services including Mobile Services, Wireless Desktop Phones, Public Booth

Telephony and Wire-line Services.

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ORGANIZATIONAL CHART OF TATA DOCOMO

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2.6HIERARCHY PYRAMID OF TATA DOCOMO

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 BOARD OF DIRECTORS

MR. CYRUS P. MISTRY MR. SRINATH NARASIMHAN

Designation: Chairman Designation: Managing Director

MR. N CHANDRA DR. KIYOHITO NAGATA

Designation: Director Designation: Director

MR. HAJIME KII MR. KAZUTO TSUBOUCHI

Designation: Director Designation: Director

MR. NS RAMACHANDRAN
MR. KISHOR CHAUKAR
Designation: Independent Director
Designation: Director

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 MR. I. HUSSAIN MR. RAVI LAMBAH
Designation: Director Designation: Director

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 CHAPTER – 3

RECRUITMENT & SELECTION

PROCESS AT TATA

TELESERVICES

(TATA DOCOMO)

3.1 RECRUITMENT POLICY

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 3.1.1 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.

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

organization’s objectives & image outside.

3.2 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.

3.3 RECRUITMENT STRATEGY

3.3.1 While hiring a TTSLite, they look for the following attributes:-
C - Customer Focus
R - Result Orientation
I - Initiative and Speed

S - Self Confidence

P - Passion for achievement

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3.3.2 Sourcing Strategy

The following sources will be used for identifying the potential Human Resources

for TTSL:
Recruitment consultants, Employee Referrals, Job portals, Internal Resume

Database, Direct Recruitment-Walk Ins, News Paper Ads, Campus Recruitment,

Data bank, Voluntary application, Referral from Tata ecosystem, Voluntary

referrals from professional Agencies, NGOs facilitation, etc .

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3.4 INITIATION OF RECRUITMENT

3.4.1 Manpower Budget

The organization’s business plans for the fiscal year originates from the long term

business objectives of TTSL. Each function defines its manpower requirements

based on the strategic objectives set down for achieving the annual business

objectives for the function. The finance function analyses the cost incurred in the

hiring of manpower. Corporate HR with circle HR discusses the manpower

requirement with the heads of each function to rationalize the manpower to

control additions and cost.

Hiring Plan
Following this, the hiring plan for entire year is charted out. This plan lays down

the Number of employees to be hired on a monthly basis at each level, location

and function. The manpower budget is reviewed if any revision in business plan

takes place. There is no carry forward of budgeted manpower from one year to

another year. Thus, there may be a change in the manpower needs projected

initially, and the same gets changed on changes in business plans during the course

of the year.

3.4.2 Drivers of Recruitment

In addition to the budgeted requirement for manpower, there may be some other

drivers of recruitment i.e. Reorganization/Restructuring which arises from merger,

acquisition or expansion can stimulate a need for recruitment.

3.4.3 Job Descriptions

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A key input for recruitment is an inventory of all skill sets and competency levels

for existing positions in all functions. These prerequisites for a position are

translated into job descriptions (for format see annexure 1).

Job Descriptions (JDs) describe the work performed, responsibilities involved,

experience profile, skill. JDs give an understanding of the tasks performed and the

type of qualification required to perform them.

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 Approved manpower
Manpower plan/ requisition
replacement need

Internal job
postings

Sourcing- internal/
external source

Screening of CVs
Inputs from hiring
managers
Selection process

No
Candidat
e
selected

Salary fixation
Process
E - Offer
Improvisation

Offer Commencement of
accepted No sourcing activity

Medical check
up Not ok

Do ref. If ok Issue formal offer with

check undertaking
Joining & completion of SAP –HR
hiring process

Review process

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3.5RECRUITMENT SOURCES

Once the requirement for hiring is justified and manpower requisition is approved,

applications for specific positions are generated through various sources. Following

sources are used for recruitment:

3.5.1 Internal Sources

3.5.1.i Internal Job Postings/External Job Postings (TATA WORLD)

This method is used for identifying qualified internal candidates. It has the

advantage of redeploying people already acquainted with the company’s

business processes and culture and hence, job training can be reduced. It

provides opportunity for promotion and employee development.

This procedure applies to all budgeted vacancies as well as vacancies created

due to replacement requirements in levels M4 to M8.

Input Approved manpower requisition/job description(JD)

SLA  Post the vacancy on the Intranet, within 1 day of receiving

a requisition.
 Receive CVs from internal candidates within 7 days of job

posting.
Activities  The manpower requisition should be signed & forwarded

by the function head and mailed to the GM HR corporate.

 Check JDs for level & location and post it to the intranet
 Collect the applications received from the hiring manager

on the 7th day of job posting.

 Applicants have been in the current assignment for a min.

of 6 months period & are confirmed employees.

 If candidate selected make offer.
 If offer is accepted – update personal file, Update SAP,

35
 inform Finance, inform reporting manager about

candidate’s date of joining.

Input Approved manpower requisition/Job description

 If candidate is not selected;

o File CV and Interview Assessment sheet in rejected

candidates folder
o Begin sourcing Activity

3.5.1.ii CV databank

The internal databank of CVs is an important source of profiles, specifically with

regard to local candidates. After the applications are received, they are screened

and short-listed for further processing.

Inputs CVs received from various sources

SLA Ongoing activity

Activities  Segregate CVs received through email, post, walk-in

candidates, employee referrals

 Classify CVs as per function and date of receipt
 File CVs in a function – wise manner

3.5.1.iiiEmployee Referral Scheme “Bring buddy”

Employee referral is an efficient and cost effective way of

attracting qualified candidates. Employees not only get the referral fee but also

they play a role in shaping the company’s future.

Any employee who wants to refer an individual can forward to the HR

function either through email or by submitting a hard copy.

36
 inputs CVs from employees

SLA Ongoing activity

Activities  All CVs received are to be placed in the databank

 Maintain record of the name of the employee and date of

receipt of CV
 If the CV is short-listed, organize interview/if rejected tell

referee
 Informed the employee about the outcome if refer

candidate attends interview

 Update personal file
 Update recruitment Tracker

3.5.1.iv Off- roll employees

Hiring an outsourced employee simplifies the induction process as the

employee is acquainted with the job complexities and the organization culture.

The term “off – role employees” refers to the employees working on the rolls

of an agency providing results and services to TTSL. These employees are on

the payroll of an external agency.

Appointment on TTSL rolls

 It is based purely on the availability of a vacancy and suitability of the

outsourced employee as an applicant.

Criteria

 The applications are for entry level positions only (M8 – M7)

37
  The applicant has served for a minimum period of 12 months continuously with

an agency providing services to TTSL.

 The application is screened by dept. head
3.5.2 External sources

3.5.2.i Recruitment through Consultants

Recruitment consultants are used to assist in the hiring of qualified candidates.

They help in identifying job seekers and are a good and efficient source for

obtaining pre – screened candidates. TTSL employs Recruitment Consultants

on a contingency basis implying that they are paid a fee only when a position is

closed through them.

Selection of RCs

The list of consultants along with the applicable terms and conditions is

finalized by Corporate HR at the beginning of each year. Each RC is required

to sign a contract with Corporate HR before commencing work with TTSL.

Evaluation of RCs

The list of consultants is revised only at the beginning of each financial year,

on the basis of relative performance of the consultants.

Input Recruitment MIS & CV databank

Timeline In the beginning of financial year

Activities  Quantitative & qualitative assessment undertaken

 Evaluation done by recruitment dept. in each circle

 Prepare list of consultants to be retained for the year

and those that nee to be terminated

38
  Head HR approve the above list

Inputs on manpower
Identification of new
consultant’s profiles
consultant

Signing of the contract

with the approved list of
RCs

Circulation of contract to
Circles and to RC’s

Final List of RC’s

Process
improvisation
Forwarding of Hiring of
requirements to RC’s consultants

Receipt of CVs & short-

listings

Feedback to Rc’s

Test /interview & Sourcing

selection of candidate through
consultants

Inform RC about CTC

details & joining date

Payment to RC after
candidate joins
39
 Evaluation of
consultants
Annual evaluation of
performance of RCs

Qualitative & Renewal/ termination of

quantitative criteria contract

Review process

3.5.2.ii Advertisements

Placing advertisements in the newspaper is a method of recruiting external

applicants, to be used in specific cases such as walk in’s, special positions etc.

Since potential candidates are first introduced to the company through

advertisements, this helps in building a positive image. Either TTSL or the

vendor can release an advertisement for vacancies.

When TTSL releases the advertisement

This source is used for hiring for M5 & above levels. For this an advertisement

copy should be prepared jointly and been approved by both the hiring function

and HR. All advertisements to be approved and ratified by Corporate HR &

Corporate MARCOM prior to release.

The advertisement should:

a. Meet the criteria set by the company for release in the print media.
b. Be brief, precise and consistent with job specifications and the selection

criteria. It must specify the e-mail address/fax number/address where

applicants can send their CVs.

c. Attract the interest of potential and suitable applicants.
d. Have the following details:

40
  Summary of TTSL’s business
 Level/Title and location of position
 Position code for each job
 Job specifications in terms of skills, experience and qualifications

required

 Closing date of applications

3.5.3 Job Portals

Leading job portals like Naukri, Times job, Monster etc. Should be used

to get CV’s for closing positions at the level of M2 to M8. corp – TA will

maintain an annual matrix of usage of these portals by circle & will also

circulate usage on a quarterly basis.

3.5.4 TTSL Website

 Open positions up to M2 level should be put on the TTSL website for

seeking profile from interested applicants from external world.

 All open positions which are to be put on TTSL website will be done so

on approval of Corporate – TA head.

3.6 SELECTION PROCESS

Having received the applications, the next step is to evaluate applicants experience

and qualifications and make a selection.

3.6.1 Screening
Its purpose is to evaluate the application and eliminate applicants whose

profiles do not match the job requirements.

 Short-listing of CVs
The CVs received from various sources are screened by the HR

function within 7 day of commencement of sourcing activity.

 Knowledge & Aptitude Test – for campus

41
It is conducted for all trainees and laterals recruits in the level of

M6 & M8 through a testing agency of repute decided and finalized

from corporate office. The result of test will be criteria for short

listing / screening candidates for the purpose of interview.

Psychometric Test: This test is done to find out the “CRISP” fit.

42
 3.6.2 Interview
This is powerful technique used to assess the capabilities/skills of the

candidate and to understand the softer aspects that a difficult to measure

from resumes.
After finalizing a date and time, short-listed candidates are invited for

an interview.

3.6.3 Evaluation of candidate

The candidate interviewed are evaluated against the various parameters

indicated in the Interview Assessment Sheet (see Annexure 2), which

has to be filled-in and signed by all members of the interview panel.

3.7 SALARY FIXATION

The selected candidates are required to furnish Documents prior to an offer being

made.

 Salary comparator
An appropriate salary fitment is generated giving three possible options,

based on qualification, age, experience and compensation details of the

selected person and basic salary of existing employees at the same level.
 Approval & signature
The authority for finalization of salary for salary for levels M4 and

below (for all circle positions) shall rest with the Head – HR in each

circle. All decisions pertaining to salary determination for level M3 &

above rest with corporate HR.

3.8 OFFER

After selection of the best candidate, email compensation offer is made to him/her.

Only if the candidate accepts this & due verification of Ref. Check/medically fit

43
clearance is obtained, an appointment letter detailing the terms of employment is

given to him/her.

Annexure indicating the list of documents to be submitted at the time of joining is

to be given with the appointment letter (Annexure 3).

It is mandatory for the selected candidate to sign and return the duplicate copy of

the letter.

The signing authority for offer letters is indicated below:

 M1 & above - CHRO

 M2 & M2A - Corp TA Head.
 M3A & M3 - Corp TA head (for corp. Office)
- Regional HR head for region.
 M4 & below - Corp TA head or representative not below

M3 level for offers in corp. office. And regional HR head/ Circle HR Head

( not below M5 level) for offers in region & circle respectively.

44
 The Following Flowchart shows the offer and follow
up Process:

Details of existing Finalization of salary

compensation
break-up

Verbal offer/ E-mail

No
Is the Commence
offer sourcing activity
accepte
yes d?

Pre – employment medical

check –up & Authbridge
Verification

Relocation/ notice pay as

per policy

Submission of documents

Joining

Review Process

45
3.9PRE-EMPLOYMENT ACTIVITIES

Once the selected candidate accepts the offer, the recruitment team communicates

this information to be concerned units within and outside the organization. There are

various pre-employment activities which are as follows: -

3.9.1 Reference Check

Background verification is required for appointment. This is done

through third party of repute. Following points may be considered

during reference check:

 For group transfer it is not required
 Verification on qualification and last 3 employers
 Termination due to any disciplinary issues
3.9.2 Medical Check-up

Medical fitness is also required for the eligible candidate, if he is

found unfit; HR reserves the right to withdraw the offer. Medical

bills are also reimbursed. (Annexure 4)

3.9.3 Relocation
If an employee is an outstation candidate, he/she is reimbursed

travel expenses for him/herself. For outstation candidate they also

provide temporary accommodation.

46
3.10 JOINING FORMALITIES

The employee is required to fill in his /her personal details in a joining report and

submit supporting documents related to academic qualification, date of birth, relieving

letter and salary details of last employment along with medical fitness reports. A

welcome note signed by the Circle HR Head is placed in a joining docket.

The candidate is permitted to join without a relieving letter from last employer

provided he/she submits proof of acceptance of resignation.

After completion of joining formalities, at M0 to M2 an organization announcement is

displayed and the same is circulated to all Circles by Corp.HR. At levels M3A-M8, a

welcome note is displayed as the same is circulated to other offices in the circle.

(Joining checklist – Annexure 5)

Induction

The new employee then joins the induction program organized by HR.

The induction Program is normally held in the last week of the month. It includes a

formal welcome by the Circle COO/Designated representative of CHRO in corporate

and presentations made by different function representatives on business operations of

the company. The employees are also introduced to the basics of telecom through a

separate training programme.

3.11 TRAINEE PROGRAMS

47
 TTSL has got four broad training schemes for the expertise of its manpower, these

are as follows:

3.11.1 Management Trainee Scheme

The objective of management trainee scheme is to recruit bright

and competent young professionals from reputed management

institutes to assume management roles after due training and

experience.

3.11.2 Executive Trainee Scheme

Management professionals from tier – II management institutes

are trained under this scheme to assume lot of implementation

roles in the company.

3.11.3 Graduate Engineer Trainee Scheme

In this young and bright professionals of BE/ B.Tech from

premier Engineering Colleges is trained to assume roles in

technology, network, IT, operations etc.

3.11.4 Diploma Engineer Trainee Scheme

Bright and young Diploma holders are trained in this to assume

roles in technology, network and operation support, etc.

3.12 INTER CIRCLE HIRING

Through this process employee may move from one Circle to another or from/to

corporate. This may be on account of the employee’s personal request or on account

of business reasons.

3.13 PROCESS REVIEW

48
All the processes that form part of the recruitment cycle need to be monitored on a

regular basis. Any deviation from the sequence laid down in this manual should be

recorded.

A periodic process review is to be undertaken to rationalize processes and to

minimize the deviations in actual activities as compared to the norms.

A process review is undertaken both at the Circle level and the corporate level.

49
 CHAPTER – 4

INTRODUCTION TO PROJECT

& RESEARCH

METHODOLOGY

50
 4.1 PROJECT OBJECTIVES
 To collect the findings, information & analyze to draw conclusion of recruitment

process.
 To explain the documentation used at the various stages of the recruitment & selection

process.
 To highlight the area where recruitment and selection programs needs improvement.
 To know whether the current recruitment process in line with the employee’s future

career planning and his potential.

4.2PROJECT SCOPE

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.

4.3 RESEARCH METHODOLOGY

4.3.1 Definition

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.

4.3.2 Research Design

51
 “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”.

- ROBERT ROSS

4.3.3 Descriptive Research Design

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.

52
 4.3.4 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.

4.3.5 Research Instrument

 Questionnaire containing both closed and open ended questions

4.3.6 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.

4.3.6.i Recruiting Metrics

53
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.

4.3.6.ii 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.

54
 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

55
 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

CHAPTER – 5

56
 DATA ANALYSIS &

INTERPRETATION

ANALYSIS & INTERPRETATION OF DATA

5.1 According to the survey number of estimated new hires in recruitment season 2013

is 25.

57
 5.2 TABLE 1). DETAILS FOR THE RECRUITMENT SEASON 2013.

 Measuring the effectiveness of recruitment process through metrics: (Quality Metrics)

Details of candidates Number of candidates

Number of candidates submitted their resumes 300

Number of candidates being interviewed 250

Number of candidates received offers 25

Number of candidates accepted offers 25

From the above data various efficiencies of recruitment can be calculated, which are written

below:-

 Submittal Efficiency = No. of candidates interviewed x 100

Total no. of candidates submitted

 Interview Efficiency = No. of candidates receives offers x 100

No. of candidate interviewed

 Offer Efficiency = No. of candidate accepting offer x 100

Total no. of offers

Result – With the use of above formulas, the following results are found:

Submittal Efficiency = 83.33%

Conditions –
 When Submittal efficiency is 100 % it means recruiters missing good candidates because they

are not pushing edges to the requisition specifications.

 When it is too low that means recruiters spend too much time in reviewing resumes.
 But Submittal efficiency of TTSL recruitment process is 83.33% . It seems that they are doing

well.

Interview Efficiency = 10%

Conditions –

58
 This would be expected to lower than the submittal efficiency since most people want to

interview several candidates for one offer.

 The goal is to shoot 30% efficiency but less than this is not good which means your

organization is making offers to one out of every three to four interviewed candidates.
 If less than one in six candidates interviewed actually receives an offer (16% efficiency), it

should be an indicator that it is time to investigate again.

Offer Efficiency = 100%

Conditions –

 If the process yields 80% offer efficiency, or four out of five offers are accepted, you are

doing well.
 Conversely, if less than three in five offers are accepted (60% efficiency), then something in

your recruiting processes will need to be modified or addressed. Low offer efficiencies could

mean the recruiter is doing a poor job of pre-closing the candidate or negating counteroffers.
 The offer efficiencies percentage can be too high. If 100% of people accept your offers,

perhaps you are offering too much money for the job.

5.3 TABLE 2). NUMBER OF SELECTED CANDIDATES THROUGH

VARIOUS RECRUITMENT SOURCES

 Sourcing efficiency analysis through pie chart & calculation of referral rate(Quality Metrics)

Number of Employees Percentage of no. of

Recruitment sources
hired employees hired
Internal Job postings 2 8%
CV database 3 12%
Employee referral scheme 19 76%
Off role employees 1 4%
Job portals - -
Recruitment consultants - -
Job portals - -
Advertisements - -

59
 Total 25 100%

Referral Rate = No. of hires from employee reference X 100

Total Number of Hires

Result: Referral Rate = 76%

Inference: -

 8% of candidates hired from Internal Job postings,

 12% from CV database,
 4% from off role employees
 76% of candidates hired from employee. So employee referral scheme is most prominent in

this recruitment season.

5.4 TABLE 3). MINIMUM WORK EXPERIENCE REQUIRED FOR

DIFFERENT MANAGEMENT LEVELS.

Management level Work experience

Higher level ( M3 & above) 9 – 15 years

Middle level ( M6 to M4) 3 – 8 years

Lower level ( M7 & M8) 1-3 years

60
 Inference –

 TTSL preferred those people at the higher level management who have high work experience

i.e. 9 to 15 years.

 3 to 8 years of experience is required at middle level of management.

 Minimum work is required at lower level because they have less responsibilities than higher

and middle level management people.

61
 5.5 TABLE 4). NUMBER OF CANDIDATES HIRED AT DIFFERENT

MANAGEMENT LEVELS IN RECRUITMENT 2013.

 Analysis of hiring at different management levels

Percentage of no. of
Management levels Number of candidates hired
candidates
Higher level management 4 16%
Middle level management 20 80%
Lower level management 1 4%
Total 25 100%

Inference -
 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.

62
 5.6 TABLE 5). REFERRAL FEE UNDER EMPLOYEE REFERRAL

SCHEME

Management level Referral fee

M7/M8 5000
M5/M6 10,000
M3/M4 15000
M2 & Above 20000

Inference –

 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.

63
 5.7 TABLE 6). NUMBER OF CANDIDATES HIRED AT VARIOUS

DEPARTMENTS IN 2013.

 Analysis by departments

Department Number of candidates hired Percentage of hired

candidates
Marketing 1 4%
Sales 24 96%
HR - -
Finance - -
Technology - -
CSD - -
Total 25 100%

Inference -
 In this recruitment 96 % employees are hired in sales department.
 Only 4% employees are hired in marketing department.
 There is no hiring in any other department.

64
5.8 TABLE 7). NUMBER OF MALE AND FEMALE CANDIDATES HIRED

IN 2013 .

Gender Number of candidates Percentage

Male 22 88%
Female 3 12%
Total 25 100%

Inference –

 There are 88% male candidates are selected in recruitment 2013.

 12 % female candidates are selected.

65
 CHAPTER – 6

FINDINGS,

RECOMMENDATIONS &

CONCLUSION

66
6.1 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.

67
 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.

68
6.2 RECOMMENDATIONS

i. The interview efficiency of TTSL’s Recruitment & Selection Process is 10%, which is

less than the optimum (16%, selecting 1 out of 6 candidates) interview efficiency so

they should investigate their process. It may be possible that recruiters are overly

selective. So take care about this efficiency.

ii. The offer efficiency is 100%, it can be too high but 100% means perhaps you are

giving too much salary to the new hires or any other factor is associated with it so new

hires don’t deny your offer.

iii. Even though you hires from the external source, the main source of recruitment is

internal but you should have look towards the external world to hire new pool of

talent. So that candidates from external world can also work with you.

6.3CONCLUSION

The Recruitment and Selection Process is one of the basic HR processes. Recruitment

& Selection is very sensitive as many managers have a need to hire a new employee

and this process is always under a strict monitoring from their side.

69
HR management is a part of every manager’s responsibilities. These responsibilities

include placing the right person in the right job, and then orienting, training, and

compensating to improve his or her job performance.

Tata Teleservices uses two sources of recruitment – internal and external source. But

they prefer internal source because it gives opportunity to employees within the

organization. After recruitment Selection process takes place. This entails establishing

the best fit between job requirements and the candidate’s profile. Selection process

includes screening, interview and various tests. Then offer is made to the candidate if

he/she accepts it employee undergone through various pre- employment activities like

reference check, medical tests, etc.

It is imperative to have an efficient and responsive tracking mechanism to evaluate the

impact of recruitment on the topline and bottomline. Metrics not only help in

evaluating the robustness of internal processes but also provide inputs on customer

satisfaction and vendor evaluation parameters. Various metrics like – quality metrics,

time metrics, cost metrics & Review process is used to find out the effectiveness of

recruitment processes.

70
 QUESTIONNAIRE

QUESTIONNAIRE ON

RECRUITMENT PROCESS &

SOURCE OF RECRUITMENT

71
1) Do you have a clearly stated Recruitment & Selection Policy?
 Yes
 No

2)What is the quality of Tata Teleservices’ Recruitment Process?

_____________________________________________________

3)What is the number of estimated new hires in the year 2013?

_____________________________________________________

4) Give the following details for the recruitment season 2013.

 Number of candidates submitted their resumes

 Number of candidates being interviewed

 Number of candidates received offers

 Number of candidates accepted offers

5) Which source of recruitment do you prefer and Why?

 Internal
 External
 Any Other
why_______________________________________________

6) Please write down the number of selected new hires from different recruitment sources
in this recruitment season.

 Selected through Internal Job postings

72
  CV database

 Employee referral scheme

 Off Role employees

 Recruitment Consultants

 Job Portals

 Advertisements

 Walk Ins

7) Which management level is to be filled with various recruitment sources written

below?
 Internal job posting_________________________________
 Off role employees_________________________________
 Recruitment consultants_____________________________
 Advertisements____________________________________
 Job portals_______________________________________
 TTSL website_____________________________________
 Walk Ins_________________________________________

8) Write down the number of candidates hired at different management levels in

recruitment 2013.
 Higher level management

 Middle level management

73
  Lower level management

9) Which is the best recruitment source for hiring higher level management people and
why?
 Advertisement
 Recruitment consultants
 Job portals

10) How much cost is associated with the various recruitment sources?
 Recruitment consultants_____________________________
 Job Portals_______________________________________
 Advertisements____________________________________

11) What is the minimum work experience is required for the following management
levels?
 Higher level management____________________________
 Middle level management____________________________
 Lower level management____________________________

12) What will be your top priority?

 Retaining current employees
 Hiring new ones

13) What is the referral fee under employee referral scheme?

 M7/M8__________________________________________
 M5/M6__________________________________________
 M3/M4__________________________________________
 M2 & Above______________________________________
14) How many male and female candidate have you hired in recruitment 2013.
 Number of male candidates

 Number of female candidates

15) Number of candidates hired in various departments.

74
  Marketing

 HR

 Sales

 Technology

 Finance

 CSD
16) Do you provide medical test reimbursement?
 Yes
 No
17) Do you provide any travel entitlement for outstation candidates coming for the
interview?
 Yes
 No
18) What are the top 3 recruiting challenges?
_____________________________________________________________________
_____________________________________________________________________
____________________

75
ANNEXURES

76
 ANNEXURE 1

JOB DESCRIPTION

Date: Version:
Position Title:
Grade:
Reports to:
Function BU: Sub Function:
Corporate/Circle: Location:
Contacts of this position:
Internal: External:

For managers & above only

No. of direct reportees: No. of indirect reportees:
Budget of area of responsibility ( in lacs Rs.):
Job code:
Organogram:

Job Pupose:

77
Job responsibilities

Activity code: Responsibilities % time spend Responsibility Measurement

level criteria
Responsibility 1
Activity 1
Activity 2
Responsibility 2
Activity 1
Activity 2

Competencies:

Professional knowledge

Skills

Personal attributes

ANNEXURE 2

APPOINTMENT LETTER ( SAMPLE)

(Date)
Mr. /Ms.(name)
Address

78
Dear Mr.

Please refer to the interview and discussion s you had with us recently. We are pleased to offer
you the position of _______(Designation) in the __________(Function) on the following
terms & conditions:

1. You will receive a Basic salary of Rs._____ per month. All other allowances and
benefits as applicable to you are detailed as applicable to you are detailed in Annexure
– A.

2. Your place of posting will be _____(Location) till the company intimates you
otherwise.

3. You will be governed by and agree to abide by the General Terms & Conditions of
Service of the Company, as enclosed at Annexure – B.

4. You will be governed by ana agree to abide by the provisions of the Tata code of
Conduct, a copy of which is enclosed with this letter.

5. Your appointment is subject to your behind certified medically fit by a medical

practitioner reorganized by us, and on receipt of satisfactory references.

6. You will be on probation for a period of six month from date of your joining the
company, subject to the conditions detailed in the General terms & conditions of
service.

7. You will furnish to us copies of all relevant certificates, including relieving certificate
from your present employer at the time of joining. You will also submit to us 4 copies
of your recent passport sized and 1 stamp sized photographs on red colour background
at the time of joining.

Within 3 days of receipt of this letter, you are requested to sign and return the
duplicate copy of this letter in token of your acceptance of the terms of appointment,
including the general terms & conditions of Service and the provisions contained in
the Tata Code of conduct.

You are requested to join the services of the company not later than _________(Date)
failing which please consider the offer to be withdrawn, unless an extension to the date
of joining has been mutually agreed in writing.

79
 We take this opportunity to thank you for the interest you have shown in our
organization and look forward to welcoming you on board.

Yours faithfully,
For Tata Teleservices Limited

________(name)
________(Designation) I accept the offer of

Appointment

__________________
(signature)

ANNEXURE 3

INVESTIGATION FOR PRE-EMPLOYMENT

MEDICAL CHECK UP

SL.NO. DESCRIPTION
1 CBP
2 SRL Ransam or ESR
3 Fasting Blood Sugar
4 UREA
5 CREATININE
6 SGPT
7 X-RAY Chest PA view
8 ECG
9 Blood Group & RH
10 Blood HIV (ELISA)
11 Vision Sight
12 Color Blindness
13 Complete Urine Exam

80
14 Physicians Consultation

TOTAL:

Max Limit upto Rs. 1500/-

ANNEXURE 4

JOINING CHECKLIST

Pre joining Post joining

1 Curriculum vitae 1 Joining report

2 Interview assessment sheet 2 Certificates- age of proof

Highest education qualification

3 Salary Fitment 3 Salary certificate/payslip for last

employer
4 Comparator 4 Relieving/acceptance of

resignation from last employer

5 Job Description 5 Photographs
6 Pre- joining communication 6 Gratuity nomination form

letter
7 Appointment letter- acceptance 7 P.F. Declaration & Nomination

Form
8 Medical report 8 Code of Conduct declaration 7

Conflict of interest declaration

9 Reference check letter 9 Welcome on board notice/

organization announcement
10 Any other 10 Payroll information data

81
 BIBLIOGRAPHY

BOOKS

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

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

Internet Source

 www.google.com
 www.wekipedia.org
 www.tata.com
 www.tatadocomo.com
 Humanresources.about.com

82
 Table of Content

Page no.

 EXECUTIVE SUMMARY.............................................................. 1

1. CHAPTER – 1 RECRUITMENT & SELECTON THEORY 3-16

1.1 Recruitment............................................................................
1.1.1 Definition............................................................
1.1.2 Purpose & Importance of Recruitment...............
1.1.3 Recruitment process............................................
1.1.4 Sources of manpower supply..............................
1.2 Selection................................................................................
1.2.1 The difference between Recruitment & Selection................
1.2.2 Goals of selection................................................................
1.2.3 Selection Process................................................................
1.3 Induction................................................................................................

2. CHAPTER – 2 COMPANY PROFILE 17-27

2.1 Introduction of TATA group.................................................................
2.2 Introduction of Ratan Tata...................................................................
2.3 TATA Teleservices Ltd.......................................................................
2.4 Tata DOCOMO...................................................................................
2.5 Organizational Chart of Tata DOCOMO...........................................
2.6 Hierarchy Pyramid of Tata DOCOMO...........................................
2.7 Board of Directors............................................................................

3. CHAPTER – 3 RECRITMENT & SELECTION AT TATA TELESEVICES

(TATA DOCOMO) 28-49
3.1 Recruitment Policy......................................................................
3.2 Objective.....................................................................................
3.3 Recruitment Strategy................................................................
3.4 Initiation of Recruitment............................................................
3.4.1 Manpower Budget...................................................
3.4.2 Drivers of Recruitment...........................................
3.4.3 Job descriptions.....................................................
3.5 Recruitment Sources.................................................................
3.5.1 Internal Source.......................................................
3.5.2 External Source.....................................................
3.6 Selection Process.....................................................................
3.6.1 Screening..............................................................
3.6.2 Interview...............................................................
3.6.3 Evaluation of Candidate......................................
3.7 Salary Fixation.....................................................................
3.8 Offer.......................................................................................
3.9 Pre – Employment Activities................................................
3.9.1 Reference Check..................................................
3.9.2 Medical Check –
up...........................................................................................
3.9.3 Relocation........................................................................
3.10Joining Formalities.............................................................................
3.11 Trainee Program................................................................................
3.11.1 Management Trainee scheme........................................

83
 3.11.2 Executive Trainee Scheme..............................................
3.11.3 Graduate Engineer Trainee Scheme..............................
3.11.4 Diploma Engineer Trainee Scheme..............................
3.12Inter Circle Hiring...........................................................................
3.13Process Review................................................................................

4. CHAPTER – 4 INTRODUCTION TO PROJECT & RESEARCH

METHODOLOGY 50-56
4.1 Project Scope............................................................................
4.2 Research methodology.............................................................
4.3.1 Definition...............................................................
4.3.2 Research Design....................................................
4.3.3 Descriptive Research Design..................................
4.3.4 Data Collection........................................................
4.3.5 Research Instrument................................................
4.3.6 Tools for Analysis.....................................................

84
 5. CHAPTER – 5 DATA ANALYSIS & INTERPRETATION 57-68
5.1 No. of estimated new hires.........................................
5.2 Table 1.........................................................................
5.3 Table 2.........................................................................
5.4 Table 3..........................................................................
5.5 Table 4..........................................................................
5.6 Table 5..........................................................................
5.7 Table 6..........................................................................
5.8 Table 7..........................................................................

6. FINDINGS, RECOMMENDATIONS, & CONCLUSION 69-74

6.1 Findings from the study...................................................

6.2 Recommendations............................................................
6.3 Conclusion.......................................................................

QUESTIONNAIRE.........................................................................................75-79

ANNEXURES.......................................................................................................................80-86

BIBLIOGRAPHY................................................................................................................ 87

85