INTRODUCTION

INTRODUCTION
Recruitment is a process to discover the sources of manpower to meet the requirements of the staking schedule and to employ effective measures for attracting that manpower in adequate numbers to facilitate effective selection of an efficient working force. The main aim of this project report is to study the HR techniques for the Recruitment and Selection Procedure in TATA TELE SERVICES LTD NOIDA. Recruitment is a process of searching for prospective employees and stimulating and encouraging them to apply for jobs in an organization. This project report is prepared for the partial fulfillment of the award of degree of Master of business administration. Basically there are 2 sources of recruitment Internal and External sources. Transfers and promotion is the category of the internal recruitment internal recruitment promotes greater loyalty and moral among the employees. External recruitment is mainly based on the campus selection process factory gate living is an important source of external recruitment by planning a notice on the notice board of the enterprise specifying the details of the job available. Personal selection and assessment activities are integral parts of organizational life. There is more pressure now on organizations and HR managers to fill vacant positions quickly and with the most appropriate individuals. Decisions about hiring and classifying applicants are based on expectations or predictions about their future work behaviors. When a company needs to recruit new staff or make promotion decisions about employees, there are various methods of assessments at its disposal. Whatever selection procedure is used, it should yield the right type of information and lead to correct decisions being made.

RECRUITMENT & SELECTION

Recruitment refers to the process of sourcing, screening, and selecting people for a job at an organization or firm, or for a vacancy in a volunteer-based organization or community group. While generalist managers or administrators can undertake some components of the recruitment process, mid- and large-size organizations and companies often retain professional recruiters or outsource some of the process to recruitment agencies. The recruitment industry has four main types of agencies employment agencies, recruitment websites. The stages in recruitment include sourcing candidates by advertising or other methods, and screening and selecting potential candidates using tests or interviews. According to Edwin B. Flippo, Recruitment is the process of searching the candidates for employment and stimulating them to apply for jobs in the organisation. Recruitment is the activity that links the employers and the job seekers. A few definitions of recruitment are: A process of finding and attracting capable applicants for employment. The process begins when new recruits are sought and ends when their applications are submitted. The result is a pool of applications from which new employees are selected. It is the process to discover sources of manpower to meet the requirement of staffing schedule and to employ effective measures for attracting that manpower in adequate numbers to facilitate effective selection of an efficient working force. Recruitment of candidates is the function preceding the selection, which helps create a pool of prospective employees for the organisation so that the management 3

can select the right candidate for the right job from this pool. The main objective of the recruitment process is to expedite the selection process. Recruitment is a continuous process whereby the firm attempts to develop a pool of qualified applicants for the future human resources needs even though specific vacancies do not exist. Usually, the recruitment process starts when a manger initiates an employee requisition for a specific vacancy or an anticipated vacancy.

RECRUITMENT NEEDS ARE OF THREE TYPES

PLANNED i.e. the needs arising from changes in organization and retirement policy. ANTICIPATED Anticipated needs are those movements in personnel, which an organization can predict by studying trends in internal and external environment.

UNEXPECTED
Resignation, deaths, accidents, illness give rise to unexpected needs. AGENCY TYPES The recruitment industry has four main types of agencies. Their recruiters aim to channel candidates into the hiring organisations application process. As a general rule, the agencies are paid by the companies, not the candidates. TRADITIONAL AGENCY Also known as a employment agencies, recruitment agencies have historically had a physical location. A candidate visits a local branch for a short interview and an assessment before being taken onto the agencys books. Recruitment Consultants then endeavour to match their pool of candidates to their clients' open positions. Suitable candidates are with potential employers.

Remuneration for the agency's services usually takes one of two forms: A contingency fee paid by the company when a recommended candidate accepts a job with the client company (typically 20%-30% of the candidates starting salary), which usually has some form of guarantee, should the candidate fail to perform and is terminated within a set period of time. An advance payment that serves as a retainer, also paid by the company. It may still be legal for an employment agency to charge the candidate instead of the company, but in most places that practice is now illegal, due to past unfair and deceptive practices. WEBSITES Such sites have two main features: job boards and a rsum/Curriculum Vitae (CV) database. Job boards allow member companies to post job vacancies. Alternatively, candidates can upload a rsum to be included in searches by member companies. Fees are charged for job postings and access to search resumes. Since the late 1990s, the recruitment website has evolved to encompass end-to-end recruitment. Websites capture candidate details and then pool them in client accessed candidate management interfaces (also online). Key players in this sector provide e-recruitment software and services to organizations of all sizes and within numerous industry sectors, who want to e-enable entirely or partly their recruitment process in order to improve business performance. The online software provided by those who specialize in online recruitment helps organizations attract, test, recruit, employ and retain quality staff with a minimal amount of administration. Online recruitment websites can be very helpful to find candidates that are very actively looking for work and post their resumes online, but they will not attract the "passive" candidates who might respond favorably to an

opportunity that is presented to them through other means. Also, some candidates who are actively looking to change jobs are hesitant to put their resumes on the job boards, for fear that their current companies, co-workers, customers or others might see their resumes. JOB SEARCH ENGINES Whilst not an individual type of agency, the more recent trend is a job search engine. The emergence of vertical search engines, allow job-seekers to search across multiple websites. Some of these new search engines index and list the advertisements of traditional job boards. These sites tend to aim for provideing a "one-stop shop" for job-seekers. However, there are many other job search engines which index pages solely from employers' websites, choosing to bypass traditional job boards entirely. These vertical search engines allow job-seekers to find new positions that may not be advertised on traditional job boards, and online recruitment websites. HEADHUNTERS A "headhunter" is industry slang for a third-party recruiter who seeks out candidates, often when normal recruitment efforts have failed. Headhunters are generally more aggressive than in-house recruiters. They may use advanced sales techniques, such as initially posing as clients to gather employee contacts, as well as visiting candidate offices. They may also purchase expensive lists of names and job titles, but more often will generate their own lists. They may prepare a candidate for the interview, help negotiate the salary, and conduct closure to the search. They are frequently members in good standing of industry trade groups and associations. Headhunters will often attend trade shows and other meetings nationally or even internationally that may be attended by potential candidates and hiring managers.

Headhunters are typically small operations that make high margins on candidate placements (sometimes more than 30% of the candidates annual compensation). Due to their higher costs, headhunters are usually employed to fill senior management and executive level roles. Headhunters are also used to recruit very specialized individuals; for example, in some fields, such as emerging scientific research areas, there may only be a handful of top-level professionals who are active in the field. In this case, since there are so few qualified candidates, it makes more sense to directly recruit them one-by-one, rather than advertise internationally for candidates. While in-house recruiters tend to attract candidates for specific jobs, headhunters will both attract candidates and actively seek them out as well. To do so, they may network, cultivate relationships with various companies, maintain large databases, purchase company directories or candidate lists, and cold call prospective recruiters. IN-HOUSE RECRUITMENT Larger employers tend to undertake their own in-house recruitment, using their Human Resources department. In addition to coordinating with the agencies mentioned above, in-house recruiters may advertise job vacancies on their own websites, coordinate employee referral schemes, and/or focus on campus graduate recruitment. Alternatively a large employer may choose to outsource all or some of their recruitment process (Recruitment process outsourcing). PASSIVE CANDIDATE RESEARCH FIRMS The recruitment and selection is the major function of the human resource department and recruitment process is the first step towards creating the competitive strength and the strategic advantage for the organisations. Recruitment process involves a systematic procedure from sourcing the candidates to arranging and

conducting the interviews and requires many resources and time. A general recruitment process is as follows: These firms provide competitive passive candidate intelligence to support company's recruiting efforts. Normally they will generate varying degrees of candidate information from those people currently engaged in the position a company is looking to fill. These firms usually charge a per hour fee or by name. Many times this uncovers names that cannot be found with other methods and will allow internal recruiters the ability to focus their efforts solely on recruiting.

RECRUITMENT PROCESS Fig. No. - 1 1. Identify vacancy 2. Prepare job description and person specification 3. Advertising the vacancy

4. Managing the response 5. Short-listing 6. Arrange interviews 7. Conducting interview and decision making RECRUITMENT PROCESS

Identifying the vacancy: The recruitment process begins with the human resource department receiving requisitions for recruitment from any department of the company. These contain: Posts to be filled Number of persons Duties to be performed Qualifications required

Preparing the job description and person specification. Locating and developing the sources of required number and type of employees (Advertising etc).

Short-listing and identifying the prospective employee with required characteristics.

Arranging the interviews with the selected candidates. Conducting the interview and decision making

SOURCES OF RECRUITMENT Every organisation has the option of choosing the candidates for its recruitment processes from two kinds of sources: internal and external sources. The sources within the organisation itself (like transfer of employees from one department to other, promotions) to fill a position are known as the internal sources of

recruitment. Recruitment candidates from all the other sources (like outsourcing agencies etc.) are known as the external sources of recruitment. SOURCES OF RECRUITMENT

INTERNAL SOURCES OF RECRUITMENT 1. Transfers The employees are transferred from one department to another according to their efficiency and experience. 2. Promotions The employees are promoted from one department to another with more benefits and greater responsibility based on efficiency and experience. 3. Others are Upgrading and Demotion of present employees according to their performance.

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4. Retired and Retrenched employees may also be recruited once again in case of shortage of qualified personnel or increase in load of work. Recruitment such people. 5. The dependents and relatives of Deceased employees and Disabled employees are also done by many companies so that the members of the family do not become dependent on the mercy of others.

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FACTORS AFFECTING RECRUITMENT

Fig. No. - 3

EXTERNAL FACTORS AFFECTING RECRUITMENT The external forces are the forces which cannot be controlled by the organisation. The major external forces are: 1. Supply And Demand The availability of manpower both within and outside the organization is an important determinant in the recruitment process. If the company has a demand for more professionals and there is limited supply in the market for the professionals demanded by the company, then the company will have to depend upon internal sources by providing them special training and development programs.

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2. Labour Market Employment conditions in the community where the organization is located will influence the recruiting efforts of the organization. If there is surplus of manpower at the time of recruitment, even informal attempts at the time of recruiting like notice boards display of the requisition or announcement in the meeting etc will attract more than enough applicants. 3. Image / Goodwill Image of the employer can work as a potential constraint for recruitment. An organization with positive image and goodwill as an employer finds it easier to attract and retain employees than an organization with negative image. Image of a company is based on what organization does and affected by industry. For example finance was taken up by fresher MBAs when many finance companies were coming up. 4. Political-Social- Legal Environment Various government regulations prohibiting discrimination in hiring and employment have direct impact on recruitment practices. For example, Government of India has introduced legislation for reservation in employment for scheduled castes, scheduled tribes, physically handicapped etc. Also, trade unions play important role in recruitment. This restricts management freedom to select those individuals who it believes would be the best performers. If the candidate cant meet criteria stipulated by the union but union regulations can restrict recruitment sources.

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SELECTION

In the context of evolution, certain traits or alleles of a species may be subject to selection. Under selection, individuals with advantageous or "adaptive" traits tend to be more successful than their peers reproductively--meaning they contribute more offspring to the succeeding generation than others do. When these traits have a genetic basis, selection can increase the prevalence of those traits, because offspring will inherit those traits from their parents. When selection is intense and persistent, adaptive traits become universal to the population or species, which may then be said to have evolved. Overview Whether or not selection takes place depends on the conditions in which the individuals of a species find themselves. Adults, juveniles, embryos, and even eggs and sperm may undergo selection. Factors fostering selection include limits on resources (nourishment, habitat space, mates) and the existence of threats (predators, disease, adverse weather). Biologists often refer to such factors as selective pressures. Natural selection is the most familiar type of selection by name. The breeding of dogs, cows and horses, however, represents "artificial selection." Subcategories of natural selection are also sometimes distinguished. These include sexual selection, ecological selection, stabilizing selection, disruptive selection and directional selection (more on these below). Selection occurs only when the individuals of a population are diverse in their characteristics--or more specifically when the traits of individuals differ with respect to how well they equip them to survive or exploit a particular pressure. In the absence

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of individual variation, or when variations are selectively neutral, selection does not occur. Meanwhile, selection does not guarantee that advantageous traits or alleles will become prevalent within a population. Through genetic drift, such traits may become less common or disappear. In the face of selection even a so-called deleterious allele may become universal to the members of a species. This is a risk primarily in the case of "weak" selection (e.g. an infectious disease with only a low mortality rate) or small populations. Though deleterious alleles may sometimes become established, selection may act "negatively" as well as "positively." Negative selection decreases the prevalence of traits that diminish individuals' capacity to succeed reproductively (i.e. their fitness), while positive selection increases the prevalence of adaptive traits. In biological discussions, traits subject to negative selection are sometimes said to be "selected against," while those under positive selection are said to be "selected for," as in the sentence Desert conditions select for drought tolerance in plants and select against shallow root architectures. Patterns of selection

Aspects of selection may be divided into effects on a phenotype and their causes. The effects are called patterns of selection, and do not necessarily result from particular causes (mechanisms); in fact each pattern can arise from a number of different mechanisms. Stabilizing selection favors individuals with intermediate characteristics while its opposite, disruptive selection, favors those with extreme characteristics; directional selection occurs when characteristics lie along a phenotypic spectrum and the individuals at one end are more successful; and balancing selection is a pattern in which multiple characteristics may be favored.

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Mechanisms of selection Distinct from patterns of selection are mechanisms of selection; for example,

disruptive selection often is the result of disassortative sexual selection, and balancing selection may result from frequency-dependent selection and over dominance.

SELECTION PROCESS Excellence, innovation and creativity are the foundations on which we build our business, and our staff comprises a handpicked team of the best possible people. To build this team, we undertake an extremely thorough and comprehensive recruitment process, and seek applicants who satisfy a broad range of criteria in terms of their ability to make a positive, ongoing contribution to Macquarie. Generally, this process includes applications, initial interviews, further interviews, psychological assessments and reference checking before an offer is made. Applications We use varied and strategic channels to invite the most appropriate people to apply for positions at Macquarie. These include encouraging our valued staff to refer their friends to us, advertising in selected publications, utilizing accredited recruitment agencies, building relationships with universities and specialist business colleagues and advertising vacancies online. Interviews The first interview is usually with a member of our professional recruitment team, and is used to determine your general suitability to Macquarie and discuss areas that may be of interest to you. You will be invited to subsequent interviews if we believe you are well suited to a position of interest, and these interviews are generally

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arranged with appropriate senior staff members. We may also assess your Asian language skills during the interview if this is a specific requirement for the role. Psychometric assessments Psychometric assessment is a standard component of the recruitment process at Macquarie. After initial screening through applications and interviews (as explained above), suitable applicants may then be requested to complete a psychometric assessment. In conjunction with other recruitment tools, psychometric assessments assist managers and recruiters to select the applicant that is most suited to the essential criteria of the position in question. There are two different versions of the psychometric assessment, the Operational Assessment and the Professional Assessment. Depending on the position you have applied for, you will be advised as to which version you are to complete. Reference checks We will always undertake reference checks before making you an offer. Referees will be people who have previously supervised you in a professional capacity. In some instances, we will also undertake further personal and financial checks if relevant to the position you have applied for. The offer If you successfully complete all of the above stages, you are someone we want on our team. We will make you a formal, written offer of employment, and require your acceptance in writing. Orientation You can see from the above process that we expend considerable time and effort to recruit exactly the right person for our team. Therefore, it is important to us

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that you are thoroughly versed in the qualities for which we stand. The first thing we do once you start work with Macquarie is to provide you with a comprehensive orientation to help you better understand our culture and values. The manner in which you receive your orientation will depend on where you are located. In some places, you may receive group training with other new recruits. In others, you may be guided through our special online orientation program. Alongside this general, business-wide orientation, you will also receive on-the-job training specific to your position. We believe that a combination of orientation, onthe-job training and further education is important to your professional development at Macquarie.

RECRUITMENT V/S SELECTION Both recruitment and selection are the two phases of the employment process. The differences between the two are: 1. Recruitment is the process of searching the candidates for employment and stimulating them to apply for jobs in the organisation Whereas selection involves the series of steps by which the candidates are screened for choosing the most suitable persons for vacant posts. 2. The basic purpose of recruitments is to create a talent pool of candidates to enable the selection of best candidates for the organisation, by attracting more and more employees to apply in the organisation Whereas the basic purpose of selection process is to choose the right candidate to fill the various positions in the organisation.

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3. Recruitment is a positive process i.e. encouraging more and more employees to apply Whereas selection is a negative process as it involves rejection of the unsuitable candidates. 4. Recruitment is concerned with tapping the sources of human resources Whereas selection is concerned with selecting the most suitable candidate through various interviews and tests. 5. There is no contract of recruitment established in recruitment Whereas selection results in a contract of service between the employer and the selected employee.

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RECRUITMENT POLICY OF TATA TELE SERVICES LTD NOIDA

In todays rapidly changing business environment, a well defined recruitment policy is necessary for organizations to respond to its human resource requirements in time. Therefore, it is important to have a clear and concise recruitment policy in place, which can be executed effectively to recruit the best talent pool for the selection of the right candidate at the right place quickly. Creating a suitable recruitment policy is the first step in the efficient hiring process. A clear and concise recruitment policy helps ensure a sound recruitment process. It specifies the objectives of recruitment and provides a framework for implementation of recruitment programme. It may involve organizational system to be developed for implementing recruitment programmes and procedures by filling up vacancies with best qualified people.

COMPONENTS OF THE RECRUITMENT POLICY

The general recruitment policies and terms of the organisation Recruitment services of consultants Recruitment of temporary employees Unique recruitment situations The selection process The job descriptions The terms and conditions of the employment

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A recruitment policy of an organisation should be such that:

It should focus on recruiting the best potential people. To ensure that every applicant and employee is treated equally with dignity and respect.

Unbiased policy. To aid and encourage employees in realizing their full potential. Transparent, task oriented and merit based selection. Weightage during selection given to factors that suit organization needs. Optimization of manpower at the time of selection process. Defining the competent authority to approve each selection. Abides by relevant public policy and legislation on hiring and employment relationship.

Integrates employee needs with the organisational needs.

FACTORS AFFECTING RECRUITMENT POLICY

Organizational objectives Personnel policies of the organization and its competitors. Government policies on reservations. Preferred sources of recruitment. Need of the organization. Recruitment costs and financial implications.

RECRUITMENT STRATEGIES Recruitment is of the most crucial roles of the human resource professionals. The level of performance of and organisation depends on the effectiveness of its recruitment function. Organisations have developed and follow recruitment strategies to hire the best talent for their organisation and to utilize their resources optimally. A

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successful recruitment strategy should be well planned and practical to attract more and good talent to apply in the organisation. For formulating an effective and successful recruitment strategy, the strategy should cover the following elements: 1. Identifying and prioritizing jobs Requirements keep arising at various levels in every organisation; it is almost a never-ending process. It is impossible to fill all the positions immediately. Therefore, there is a need to identify the positions requiring immediate attention and action. To maintain the quality of the recruitment activities, it is useful to prioritize the vacancies whether to focus on all vacancies equally or focusing on key jobs first. 2. Candidates to target The recruitment process can be effective only if the organisation completely understands the requirements of the type of candidates that are required and will be beneficial for the organisation. This covers the following parameters as well:
o

Performance level required: Different strategies are required for focusing on hiring high performers and average performers.

Experience level required: the strategy should be clear as to what is the experience level required by the organisation. The candidates experience can range from being a fresher to experienced senior professionals.

Category of the candidate: the strategy should clearly define the target candidate. He/she can be from the same industry, different industry, unemployed, top performers of the industry etc.

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3. Sources of recruitment The strategy should define various sources (external and internal) of recruitment. Which are the sources to be used and focused for the recruitment purposes for various positions. Employee referral is one of the most effective sources of recruitment. 4. Trained recruiters The recruitment professionals conducting the interviews and the other recruitment activities should be well-trained and experienced to conduct the activities. They should also be aware of the major parameters and skills (e.g.: behavioural, technical etc.) to focus while interviewing and selecting a candidate.

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OBJECTIVE OF THE STUDY

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OBJECTIVES OF THE STUDY

To attract people with multidimensional skills and experiences that suit the present and future organizational strategies.

To induct outsiders with a new perspective to lead the company. To infuse fresh blood at all levels of the organization. To develop an organizational culture that attracts competent people to the company.

To seek out Non Conventional development grounds of talent. To search for talent globally and not just within the company. To design entry pay that competes on quality but not on quantum. To anticipate & find people for positions that do not exist yet.

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SCOPE & IMPORTANCE

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SCOPE AND IMPORTANCE

SCOPE
1. To structure the Recruitment policy of TATA TELE SERVICES LTD NOIDA for different categories of employees. 2. To analyze the recruitment policy of the organization. 3. To compare the Recruitment policy with general policy. 4. To provide a systematic recruitment process. 5. It extends to the whole Organization. It covers corporate office, sites and works appointments all over India.

IMPORTANCE
Without focusing the pattern of management, organization philosophy highlights on achieving a surely where all citizens (employees) can lead a richer and fuller life. Every organization, therefore, strikes for greater productivity,

elimination of wastes, lower costs and higher wages, so the industry needs a stable and energetic labours force that can boast of production by increased productivity. To achieve these objectives a good recruitment & selection process is essential. By which industry strikes right number of persons and right kind of persons at the right time and at right places through and the planning period without hampering productivity.

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COMPANY PROFILE

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COMPANY PROFILE

TATA GROUP IN COMMUNICATIONS Communications is among the Tata Group's larger investments, with over $7.5 billion already committed. The Group's objective is to provide end-to-end

telecommunications solutions for business and residential customers across the nation and internationally. The Group's communications activities are currently spread primarily over four companies-Tata Teleservices Limited, its associate Tata Teleservices (Maharashtra) Limited, Tata Communications (erstwhile VSNL) and Tata Sky. Together, these companies cover the full range of communications services, including:

Telephony Services: Fixed and Mobile Media & Entertainment Services: Satellite TV Data Services: Leased Lines, Managed Data Networks, IP/MPLS VPN, Dialup Internet, Wi-Fi and Broadband

Value-added Services: Mobile and Broadband Content/Applications, Calling Cards, Net Telephony and Managed Services

Infrastructure Services: Submarine Cable Bandwidth, Terrestrial Fiber Network and Satellite Earth Stations and VSAT Connectivity

TTL Profile Tata Teleservices Limited, along with Tata Teleservices (Maharashtra) Limited, serves over 85 million customers in more than 450,000 towns and villages across the country, with a bouquet of telephony services encompassing the GSM, CDMA and 30

3G platforms, offering Mobile Services, Wireless Desktop Phones, Public Booth Telephony and Wireline Data Services across one unified and integrated brand-Tata DOCOMO. Tata Teleservices Limited (TTL) spearheads the Tata Group's presence in the telecom sector. Incorporated in 1996, TTL is the pioneer of the CDMA 1x technology platform in India and embarked on a growth path after the acquisition of Hughes Telecom (India) Limited [renamed Tata Teleservices (Maharashtra) Limited] by the Tata Group in 2002. It launched mobile operations in January 2005 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 and also enjoys leadership position in the enterprise space. Tata Teleservices Limited has established a significant presence in the GSM space, despite having entered the market less than three years ago in a 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 a pan-India license to operate GSM telecom services-and has also been allotted spectrum in 18 telecom Circles. The company rolled out GSM services in all of these 18 telecom Circles in the quick span of just over a year and is today one of India's best-recalled private telecom operator brands. Tata DOCOMO marks a significant milestone in the Indian telecom landscape, and has already redefined the very face of telecoms in India, being the first to pioneer the per-second tariff option-part of its Pay for What You Use' pricing paradigm. Tokyobased NTT DOCOMO is one of the world's leading mobile operators-in the Japanese

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market, the company is the clear market leader, used by nearly 55 per cent of the country's mobile phone users. Tata Teleservices Limited was also the first Indian private telecom operator to launch 3G services in India under the brand name Tata DOCOMO, with its 3G launch in all the nine telecom Circles where it bagged the 3G license in November 2010. In association with its NTT DOCOMO, the Company finds itself favorably positioned to leverage this first-mover advantage. TTL also has a strategic partnership agreement with retail giant Future Group to offer mobile telephony services under the brand name-T24-on the GSM platform. The exciting new brand was unveiled last year and the company first launched GSM operations in the city of Hyderabad. It has since launched T24 GSM services in all 18 Circles where TTL has a GSM license. In December 2008, TTL 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 with 18,000 towers, thereby becoming the largest independent entity in this space-with the highest tenancy ratios in the industry. Today, the combined entitywhich has been re-christened as VIOM Networks-has a portfolio of nearly 40,000 towers.

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Board of Directors

Mr. Ratan N. Tata Designation: Chairman Company: Tata Teleservices Ltd.

Mr. Kishor Chaukar Designation: Managing Director

Company: Tata Industries Ltd.

Mr. N Chandra Mr. Srinath Narasimhan Designation: Managing Company: Tata Teleservices Ltd. Designation: Chief Executive Officer DirectorManaging Director

Company: Tata Consultancy Services Limited (TCS).

Dr. Kiyohito Nagata Designation: Senior Responsible Strategy Company: NTT DOCOMO, INC. for Vice Product President Mr. Hajime Kii BusinessDesignation: Director Company: Tata Teleservices Ltd.

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Mr. Kazuto Tsubouchi Mr. NS Ramachandran Designation: Executive Chief Financial Vice President Designation: Independent Director Officer Company: Tata Teleservices Ltd.

Company: NTT DOCOMO, INC.

Mr. Cyrus P. Mistry Designation: Director Company: Tata Teleservices Ltd.

Mr. I. Hussain Designation: Director Company: Tata Sons Ltd.

Mr. Anuj Maheshwari Designation: Director Company: Temasek Holdings Advisors India Pvt Ltd., ("THAIPL")

CONTACT US; CORPORATE OFFICE

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Tata Teleservices Limited Corporate Office A, E & F Voltas T. B. Kadam Chinchpokli Mumbai Tel: 022 Fax: 022 - 66605335 EAST ZONE Blocks Premises Marg 400033 66671414

Registered Office Jeevan Bharati 10th Floor, Connaught New Delhi 110 001

Tower

I, 124, Circus,

West Bengal - Kolkata Rest of West Bengal C/O, Videsh Sanchar Bhawan, TATA Teleservices Ltd., Camp Office1/18 Unit No. B-402,403,404,405B, CIT Scheme, VII M, Kalpataru Ultadanga, Kolkata 700054 Bengal Shristi Complex, City Centre, Durgapur , West Bengal - 713216, Tel No: 033 66669999 Fax No: 033 - 23550152 Tel No: 0343 6550170 Fax No: 0343 - 2544010 Orissa - Bhubaneshwar Fortune Module C, 03rd Bhubaneshwar, Orissa Tel No: 0674 Fax No: 0674 - 6550248 Bihar - Patna Tower, 2nd Floor, Floor, Kameshwar 751 023 Frazer Patna 800001 6550200 Maharaja Complex, Road, Bihar

NE Assam Tata Teleservices Ltd, R P G Complex, Tata Teleservices Ltd, F-FORT Near Goenka Enterprise, Keating Road, Building, G S Rd, Shillong, PIN - 793001, Meghalaya Kachari Basti, Behind Vinayak Furnishings, Tel No: 0364-2222009 Near Ulubari Bridge, Guwahati 781007 Tel No: Fax No: 0361-2734766 0361-2734766

Jharkhand 4th Floor, LIC Opposite Kamani Main Road,

Building, Centre, Bistupur,

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Jamshedpur

831001

Jharkhand

TOP WEST ZONE Gujarat - Ahmedabad Madhya Pradesh - Bhopal Gujarat Bhavan, Kwality Globus, Opp M J Libraray, Permalli Wallace Compound, Ellisbridge, Ahmedabad - 380 006 Opposite Reserve Bank Of India, Hoshangabad Road, Tel No: 079 66558888 Bhopal, MP 462011 Fax No: 079 66558030 Tel No: 0755 6550555 Fax No: 9229101313 Maharashtra - Mumbai Rest of Maharashtra Tata Teleservices (Maharashtra) Limited TATA TELESERVICES LIMITED, D 26, TTC Industrial Area, Al - Aqmar, Opp. Sancheti Hospital, Sanpada, Turbhe. Shivaji Nagar, Pune Navi Mumbai 400 703 Tel No: 020 4015445 Tel No: 91 22 6661 5445 Fax No: 020 - 66096300 Fax No: 91 22 6660 5516 / 5517 TOP SOUTH ZONE Andhra Pradesh - Hyderabad Kerala - Kochi #5-9-62, Khan Lateef Khan Estate, SL Fateh Maidan Road, Palarivattom, Hyderabad 500001 Kochi Plaza, 682025 6550101

Tel No: 040 66551010 Tel No: 0484 Fax No: 040 - 66551313/66553339 Fax No: 0484 - 2333666

Karnataka - Bangalore Tamil Nadu - Chennai C-Block, Tata Teleservices Limited, Silicon Terrace, 283 &284, 6th and 13th Floor, Prince 30/1 Hosur Main Road, Infocity II, Koramangalam, Bangalore - 560095 Rajiv Gandhi Salai, Kandhanchavdi, Chennai 600 096 Tel No: 080 66680000 Fax No: 080 - 66681000 Tel No: 044 66660101 Fax No: 044 66661266 TOP

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NORTH ZONE Rajasthan - Jaipur The Guman Amarpali Vaishali Jaipur Tel No: 141 Fax No: 141 - 5115880 Delhi - Delhi 1, 2A,Old Ishwar Nagar, Circle, Main Mathura Road, Nagar, New Delhi 110 065 302021 Tel No: 011 66558666 6550101 Fax No: 011 - 66551313

UP East - Lucknow UP West - Meerut 2,R.F. Bahadurji Marg(Behind Shakti Tata Teleservices Ltd, 501, Bhawan), Mangal Pandey Nagar, Lucknow 226001 Main University Road, Meerut 250005 Tel No: 0522-6660001 Fax No: 0522-6660066 Tel No: 0121 6550114 Fax No: 0121 - 2762767 Punjab - Mohali Tata Teleservices C-125, Phase -VIII, Industrial Mohali Punjab Tel No: 0172 Fax No: 0172 - 6530111 Himachal Pradesh - Shimla Hari Mauza Chotta,Chotta Kasumpati Shimla HP Tel No: 0177 Fax No: 0177 - 2624226 Haryana - Karnal Ltd, Tata Teleservices Ltd. Plot not 352, HSIIDC Sector 3 A Area, Karnal-132001. Tel Fax 6551872 Jammu & Kashmir - Jammu Tata Teleservices Ltd. 5th Floor TRG buildingCIT Scheme, VII M,29 GMC Rail head complex, Jammu 180012 No: 0184: 0184 6451626 2251852

Villa, Shimla, Road, 171009

6532011 Fax No: 0191 - 2471302

37

TOPIC DETAIL

TOPIC DETAIL

38

The HRM Function has to prepare the Recruitment SWOT Analysis to know the position of the internal and external recruitment process in comparison with the competition on the job market. The Recruitment SWOT Analysis should be prepared just by the HRM Function with the potential validation from the line management as the line management tends to over or underestimate the real position of the organization on the job market. The areas covered in the Recruitment SWOT Analysis should cover the following areas:

External market position the supply of the potential hires, universities in the area, the structure of inhabitants, modern industries, etc.

External position of the organization the feeling of the external audience about the organization (brand name, generally known as a good employer and many other factors)

Agencies - the recruitment agencies operating in the area and their potential, the Recruitment SWOT Analysis should also cover the agencies cooperating with the organization

Employees in the HRM Function and their seniority - every important aspect for the Recruitment SWOT Analysis as the mature HR Employees can handle the recruitment process better and they can react quicker to the changed conditions

Processes in the recruitment and selection area Budget available - money can help a lot, but the HRM Function has to make an appropriate estimate of the available budgets at the competitors as it limits the chance to bring an innovative solution

Creative mind - the mindset of HR employees

39

Corporate Culture - the corporate culture can support many job candidates to apply for the position with the organization as it can fit their personal preferences and needs

The list of areas for coverage in the Recruitment SWOT Analysis is not a definite one, the concrete situation in the organization can easily generate other topics, which has to be covered, the list contains just the most important ones. The role of the Recruitment SWOT Analysis is not to confirm the position of the organization on the job market, the SWOT Analysis is a tool for finding creative answers to the issues, the recruitment process can face. The recruitment SWOT Analysis can help the HRM Function to identify gaps and opportunities in the recruitment and staffing process to improve the process and to increase the ability of the organization to compete on the job market. Strengths 1. Good Reputation TATA Tele Services Ltd.Company has been in the business for many years. The company has built a good reputation for building sports car. The company has many loyal customers. 2. Strong Brand TATA Tele Services Ltd.Company has a brand name that is famous all over the world. Weaknesses 1. High Price and Poor Reliability The companys reputation is declining because of high price and poor reliability. 2. Insecure Workforce The employees are uncertain about future job prospects. Career planning programs are inadequate as well as mentoring and coaching. The employees are not aware of different career opportunities in the company.

40

3. Weak Relationships Because of different challenges that the company is facing, the relationship between the managers and employees is weak. In addition, different projects and programs that aimed to improve the companys performance failed. 4. Poor Communication The employees are complaining about the ineffective communication systems. Opportunities 1. Growing Products the revamped version of ARC-03, the ARC-04 and ARC-06 are selling quite well. These products are promising. 2. Acquisition by GAL ARC has been acquired by Grace Autos Limited, one of the worlds largest automotive group that is known for quality luxury cars. Threats 1. Aging Product one of the sports cars, the ARC-03 is reaching the peak of its maturity and is close to decline. 2. Low Quality Commitment aside form the ISO 9001:2000, there are no other quality systems in the company. Most of the employees and managers see quality management system as a nuisance. Structure and Culture The organizational structure is hierarchical with different functional departments. According to Quinn (1988) organizational structure systematizes the interaction between the people in an organization (cited in Prasad and Thorn 1999). It defines the power relationships and the flow of communications. The company has a hierarchical structure wherein management control is strengthened through the centralization of decision-making. The top management has total control over the company and the employees have little discretion and flexibility. The employees have limited understanding of the business process and they are dependent on the top

41

management

when

it

comes

to

decision-making

and

problem

solving.

Communication and control is vertical, meaning the employees are dependent on their superiors. Organizational culture is the set of beliefs and assumptions held relatively commonly throughout the organization (Bate 1984). These beliefs are embedded in the minds of the members of the organization. These beliefs are also shared (Hofstede, 1980). Leadership Evaluation Leadership is centralized. The top management controls every aspect of the organization. Decision-making and planning occurs on the top level of the organizational hierarchy. Because of the hierarchical structure and culture of the organization, both the team leaders and the team members are finding it hard to adjust to team-based work. The relationships between members are weak and both managers and employees display low commitment. We can say that the leadership style is ineffective and inefficient. Employees complain about the lack of involvement and participation. Improving through Transformational Leadership Leaders must be Charismatic One component of transformational leadership is charismatic leadership. In order to encourage change, cooperation, commitment, development and loyalty among employees, the leader must be charismatic; he must be a role model. The leader must earn the admiration, respect and trust of the followers. The leader must do the right thing, demonstrate high standards of ethical and moral conduct (Bass 1998).

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Leaders must Inspire and Motivate Leaders must be able to inspire and motivate employees. This is done by giving them challenging yet rewarding and meaningful work. Inspired and motivated employees are the key to success. Leaders must Stimulate the minds of the Followers Effective leadership requires leaders to stimulate the minds of their followers. An effective leader encourages innovation and creativity. Followers are encouraged to try new approaches, and are allowed to share their ideas. Leaders must be Considerate Leaders must act as mentors and coaches. They must pay attention to the followers development and growth needs. Leaders must support their followers. They must facilitate continuous learning and development. An effective leader recognizes that every one has special needs.

Team Relationships and Teamwork A team is defined as a distinct set of two or more people interacting dynamically, interdependently, and adaptively toward a common and valued goal or mission. Each member in a team has a specific role or function (Salas et al 1992). Evaluation Because of different challenges and problems, the relationship between employees and managers is weak. Efforts to improve the organization have failed because the employees are not committed. The operations and personnel department promotes team working but there are departments that are not committed. The senior management wants to move from individual-based work structure to a team-based

43

structure. Team relationships according to Fairholm (1994) help groups identify and create a positive culture that is identified by high trust levels, broad communications and enhanced opportunities (p. 155). The hierarchical structure and nature of the organization hinders active participation from employees. Because decision-making are centralized and the power rests almost entirely at the top, problems in motivation and commitment arise. The hierarchical structure of the organization has encouraged a dependent attitude among the employees. Stages of Team Development Teams in organizations undergo a maturation process called the life cycle. In order to build effective teams and facilitate teamwork, a leader must first understand the stages of team development. 1. Forming during the forming stage, the members are introduced to each other. on this stage of development ground rules are established. During the forming stage, members are usually uncertain on how to act and how being a member of the team will benefit them. The forming stage will be completed once the members accept their team membership. 2. Storming During the storming stage, conflicts arise in the team. Members are usually hostile toward each other. The control of the team leader is also resisted. The storming stage is complete once the issues and conflicts have been resolved and the leaders control has been accepted. 3. Norming During this stage, cohesion is strong in the team. Members develop string relationships and shared feelings. The storming stage is complete when the members accept a common set of expectations forming a satisfactory way of doing things.

44

4. Performing When the team reach this stage of development, the issues and problems have been resolved. The team is now ready to work. The team is able to perform the tasks at hand effectively because the members have good relations and the control of the leader is accepted. 5. Adjourning The team may adjourn abruptly or gradually once its goals are already met (Sims 2002a). Building Effective Teams 1. Diversify Team Membership Effective teams are composed of a diversity of individuals with varying skills and experiences. Having a diverse membership can be an effective strategy. 2. Keep the Team Small In order to be effective, teams must be kept small. Small numbers of people are easier to manage and coordinate. 3. Select the Right Team Members It is important to understand that people have different personalities. Some people take pleasure in working in teams, other on the other hand prefer to work individually. It is also important that team members are selected based on their skills. The skills of the members must be complementary. 4. Train Members Effective teams have members that possess the necessary skills needed for them to perform their tasks. 5. Clarify Goals

45

A well-defined mission and goal is a prerequisite for a team to function effectively. Team goals must be articulated clearly. 6. Use Appropriate Performance Measures In order to function effectively, teams must develop their own success metrics. These measures must be process-based.

7. Encourage Participation The more team members participate in the decision-making process, the more likely they are to feel committed to those decisions. Every team member must be involved in order for them to feel committed. 8. Foster Communication and Cooperation Team members must communicate and cooperate with each other so they can coordinate their efforts toward the common goal (Sims 2002a). Employee Empowerment Employee empowerment requires commitment from the top management. The company must provide means for employees to participate not only in production but at the office and higher levels of the organization as well.Empowering employees is popular in organizations today. Employee empowerment means giving employees the ability, means, and information needed in order for them to have greater autonomy over their jobs. Empowerment also builds the employees confidence to perform new jobs. Empowerment is an approach in employee motivation. The aim of empowerment is to make employees feel self-efficient. Empowerment allows employees to realize their full potential. Satisfaction of needs for achievement, recognition and self-actualization are among the aims of employee empowerment. Empowerment also changes beliefs and behaviors. Through empowerment,

46

employees feel effective and efficient. Through empowerment both the goals of the individual employees and the organization as a whole are achieved (Sims 2002). Evaluation Empowering employees is one way of motivating them. Employee empowerment and participation are low. Employees have little opportunity to decide about the nature of their work and how to accomplish their tasks. The employees are not empowered because they are restricted to realize their full potential. Employees have little authority. The opportunity for employees to develop and acquire new skills and knowledge is limited. Employee Motivation and Performance Because of low motivation and because the company fails to motivate its employees, the organizational performance is suffering. Low motivation results in low commitment, absenteeism and high turnover. The absence of programs and schemes that motivate employees has caused different problems. There is a high turnover rate and employees are dissatisfied. Employee motivation affects performance. Motivated employees improve their performance. They work harder, longer and more efficiently. In order to improve employee performance, the company needs to motivate employees first. Motivating Employees Below are different programs and schemes that the company can use to motivate employees. It ranges from simple award and recognition schemes to job redesign. 1. Spot Awards A spot award is given to an employee who rendered a commendable performance. Spot awards are good motivators. When the rewards are dependent on

47

excellent performance and are given immediately, they are consistent with the expectancy approach and provide the recognition that humans want to achieve (Sims 2002a). 2. Recognition Feeling appreciated is what most people like. Being recognized for a job well done, financially or otherwise is a source of employee motivation. Immediate recognition strengthens motivation and can provide some immediate outcomes to counterbalance the employees inputs and efforts. Recognition also underscores the performance-reward-expectancy link, and it helps appeal to and satisfy the need people have to achieve and be recognized for their achievement. LeBoeuf (1991) gave eleven types of employee behavior that must be recognized by organizations and individual managers. These are:

Aiming at solid solutions rather than quick repairs Readiness to take risks Being ingenuous instead of complying mindlessly Decisive action rather than paralysis by analysis Smart work rather than busywork Simplification of complicated tasks Quietly effective behavior instead of squeaky wheels Quality work instead of fast work Loyalty instead of turnover Working together instead of working against Lack of absenteeism and tardiness (cited in Sims 2002a p. 70).

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3. Pay for Performance Pay for performance is a method of tying pay to the level of a persons productivity. In order to ensure the success of a pay-for-performance plan, the organization must: 1. Ensure that effort and rewards are directly related The incentive plan should reward employees directly as their production increase. Employees must also believe that the task is achievable. The employees must view the standard as attainable. The organization and the management must provide the necessary tools, equipment, and training to enable the employees to meet the standards. The plan must also be understandable and the easily quantifiable by the employees. It should be easy for employees to calculate the rewards they will receive for various levels of effort. The organization must set standards that will aid in the achievement of its performance goals. The standards must be viewed as fair by employees. They should be high but reasonable; that is, there should be about a 50 50 chance of success. The organization must set specific goals. Guarantee the program. The rewards offered for a particular level of work should be viewed as a contract between the organization and the employees. Once the plan is operational, great caution should be used before decreasing the size of the incentive in any way. The base rate must also be guaranteed. It is often advisable to give employees a safety net by providing them with a base pay. They will know that no matter what happens, they can at least earn a guaranteed minimum amount (Sims 2002a). 2. Merit Pay

49

Most employees, when they do a good job, expect to be rewarded with at least a merit raised at the end of the year. A merit raise is a salary increase usually permanent that is based on the employees individual performance. It is different from a bonus in that it represents a continuing increment, whereas the bonus represents a one-time payment. To the extent that it is actually tied to performance, the prospect for a merit raise may focus the employees attention on the link between performance and rewards, which is in line with the expectancy approach to motivation (Sims 2002a). 3. Job Redesign Managers have long been concerned about the monotonous and boring qualities of highly specialized, short-cycle, assembly-line jobs. In an effort to respond to these concerns, many employers set up programs aimed at redesigning their workers job. Job design refers to the number and nature of activities in a job; the basic issue in job design is whether jobs should be more specialized or, at the other extreme, more enriched and no routine. Job enrichment means building motivators like opportunities for achievement into the job by making it more interesting and challenging. This is often accomplished by giving employees more autonomy and allowing them to do much of the planning and inspection normally done by their managers (Sims 2002a). 4. Performance Management Performance management is important in employee motivation and performance improvement as it helps organizations maintain or improve performance, facilitate consistent performance evaluation and promotes the provision of high-quality feedback. Performance management serves as the basis for coaching and coaching (Gilley and Maycunich 2000).

50

Management of Change Organizational change needs commitment from both the employee and management. Managing change is not a simple task. The management needs to make sure, above anything, that the employees understand the reasons for change. The employees must realize the importance of change and how they can contribute to the success of organizational change. Below are some strategies that can help the organization to be successful in its change efforts. 1. Build a Climate for Change Successful change in the new economy will result from a climate that welcomes, initiates, and manages change. In such a climate, risk is accepted as a natural part of doing business. A premium must be placed on innovation and creativity. Employees have to be encouraged to try new and different approaches to the job and other work processes (Sims 2002a). 2. Improve Communication Improving organizational communication is one of the most important strategy an organization can employ. Effective organizational communication is important as it aids in overcoming resistance and maximizes employee participation. The employees need to understand the whole change process and the reason behind such a strategic move. The organization must make sure that the right kind and amount of information is gathered and communicated throughout the organization in a clear and easy to understand manner (Sims 2002a). 3. Encourage Employee Involvement Today more than ever, employees are more active in issues that affect the organization and they seek to be more involved in decisions that affect their job and

51

well-being. Employees are now more assertive. They are confident that they know the critical operational problems, and they want to share their insights (Sims 2002a).

Recruitment and Selection The fierce competition between firms to attract qualified job applicants and the increasing skills shortage has a tremendous impact on recruitment and selection. Moreover, the problems and issues as well as the management inadequacy in the organization have led to increase employee turnover. In order to cope with skills shortage and to attract qualified applicants more effectively, the organization needs to develop strategic recruitment and selection methods and policies. Recruitment The organization must develop new recruitment methods that will support its goals and objectives. The organizations policy must also reflect the organizations desire to employ female workers. The recruitment method of the organization needs to be restructured. Selection In order to make organizational change successful, the selection method must also be restructured. The organization needs to design new selection methods that adhere to its new business objectives and goals. The selection method must also be aligned with the new business strategy.

52

RECURITMENT AND SELECTION PROCEDURE OF TATA TELE SERVICES LTD NOIDA

Job Analysis Form Job Specification Form

Step-1 Step-2

Step-3

Interview Schedule Application Form for Employment Interview Assesment Form

Step-4

Step-5

53

The TATA Tele Services Ltd. has the following way which it follows for recruiting the person
PURPOSE The purpose of the company is to define the procedure of Recruitment & Selection in the company. SCOPE The scope of the company is to find the individuals seeking employment in the company. RESPONSIBILITY The Responsibility is on the Manager-HRD/Operations Director-EAI Systems/Operation Director-TPB-India. AUTHORITY The Authority in the company is commenstrate with responsibility

PROCEDURE STEPS 1.MAN POWER RECRUITMENT

As and when the need arises , the Manpower Requirement Form is dually filled by the HOD/Group Manager of the concerned department and forwarded to the HRD Department.

54

The HRD Department initiates activity on the recruitment once the "Manpower Requirement" form is approved by MD.

All "Manpower Requirement "Forms are maintained by the HRD Department.

2.IDENTIFYING SOURCES OF RECRUITMENT

On the basis of Manpower Requirement Form a recruitment source is identified. The source of recruitment could be external or internal.

INTERNAL SOURCE OF RECRUITMENT

Internal Transfer/Promotion with necessary screening, training and selection to meet the specified requirement. It would be desirable to utilize the internal sources before going outside to attract the candidates. The two categories of internal sources including a review of the present employees and nomination of the candidates by employees.

The Company suggests that the effective utilization of internal sources necessitates an understanding of their skills and information regarding

relationships of jobs. This will provide possibilities for horizontal and vertical transfers within the enterprise eliminating simultaneous attempts to lay off employees in one department and recruitment of employees with similar qualification for another department in the company. Promotions and Transfers within the plant where an employee is best suitable improves the morale along with solving recruitment problems.

55

These measures can be taken effectively if we established job families through job analysis programmes combining together similar jobs demanding similar employee characteristics. Again, employee can be requested to suggest

promising candidates. Sometimes in a company the employees are given prizes for recommending a candidate who has been recruited. The usefulness of this system in the form of loyalty and its wide practice, it has been pointed that it gives rise to cliques posing difficulty to management. Therefore, in this company before utilizing the system attempts should be made to determine through research whether or not employees thus recruited are effective on particular jobs. Usually, internal sources can be used

effectively if the number of vacancies are not very large, adequate, employee records are maintained, jobs do not demand originality lacking in the internal sources, and employees have prepared themselves for promotion.

EXTERNA L SOURCE S OF RECRUITMENT

An external source of Recruitment is considered from the combination of the following options: CONSULTANT Consultant are given the requirement specifying qualifications, experience and all other necessary details. In consultant we considers the employment agencies, educational and technical institute, casual, labor and mail applicants, trade unions and other sources. Our company have developed markedly in large cities in the form of consultancy services. Usually this company facilitate recruitment of technical and professional personnel. Because of their specialization, they effectively assess the needs of their clients and aptitude and skills of the specialized personnel. They do not

56

merely bring an employer and an employee together but computerize lists of available talents, utilizing testing to classify and used advance techniques of vocational guidance for effective placement purposes. Educational and technical institutes also forms an effective source of manpower supply. There is an increasing emphasis on recruiting students from different management institutes and universities' commerce and management departments by recruiters for positions in sales, accounting, finance, personnel and

production. These students are recruited as management trainees and then placed in special company training programmes. They are not recruited for particular positions but for development as future supervisors and executive. Indeed , this source provides a constant flow of new personnel with leadership personalities. Vocational schools and industrial training institutes provides specialized employees, apprentices, and trainees for semiskilled and skilled jobs. Persons trained in these schools and institutes can be placed on operative and similar jobs with a minimum of in plant training. However, recruitment of these candidates must be based on realistic and differential standards established through research reducing turnover and enhancing productivity. The enterprise depends to some extent upon casual labour or "applicant at the gate" and mail applicants. The candidates may appear personally at the company's employment office or send their applications for possible vacancies. According to company the quality and quantity of such candidates depend on the image of the company in community. Prompt response to these applicants proves very useful for the company. The company find that this source is uncertain, and applicants reveal a wide range of abilities necessitating a careful screening. Despite these limitations, it forms

57

a highly inexpensive source as the candidates themselves come to the gate of the company. It also provides measures for a good public relations and accordingly , the candidates visiting the company must be received cordially. Trade unions are playing an increasingly important role in labour supply. In several trades, they supply skilled labour in sufficient numbers. They also determine the order in which employees are to be recruited in the organization. In industries where they do not take active part in recruitment, they make it a point the employees laid off are given preference in recruitment.

ADVERTISEMENT
All recruitment advertisements are placed centrally by the HRD Department. The advertisement is drafted by HRD Department in consultation with the concerned Department. All related documents of Advertisements released are maintained in the "Advertisement" file. In addition to the above sources, several organizations develop sources through voluntary organizations such as clubs, attracts employees of competitors looking for a change or good prospectus for employment, utilize women, older workers and physically handicapped for specific positions where they are best suitable, and use the "situation wanted" advertisement in newspapers.

SELECTION
A .SCREENING/SHORTLISING Resumes received from consultants and/or from the advertisements released in Newspaper/Magzine are screened by HRD Department in consultation with the concerned department. B.INTERVIEW CALL

58

The shortlisted candidates are contacted for interview through an interview call letter/telephone call/e-mai l or through the consultants.

C.INTERVIEW SCHEDULE Interview schedule is prepared and sent to the concerned Department's HOD, Interview panel and a copy is kept for HRD Department records. The Interview Schedule include the following requirement.

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RESEARCH METHODOLOGY

60

RESEARCH METHODOLOGY

OBJECTIVE OF THE STUDY In TATA Tele Services Ltd. the recruitment policy spells out the objective and provides a framework for implementation of the recruitment programme in the form of procedures. The company involves a commitment to broad principles such as filling vacancies with best qualified individuals. The recruitment policy in a company may embrace spell issue such as the extent of promotion from within, attitudes of enterprise in recruiting old, handicapped and minor individuals, minority group members, parttime

employees and relatives of present employees. In a company Jubilant Life Sciences, there usually a staff unit attached with personnel or an industrial relations department designated as employment or recruitment office. This specialization Of recruitment enables staff personnel to become highly skilled in recruitment techniques and their evaluation. However, recruitment remains the line responsibility as far as the personnel requisition forms are originated by the personnel, who has the final words in the acceptance or rejection of a particular applicant. Despite this the staff personnel have adequate freedom in respect of sources of manpower to be tapped and the procedure to be followed for this purpose. 61

DATA COLLECTION
A sample size of 100 employees is studied for this purpose. Employees of different unit where randomly administrated the questionnaire.

DATA ANALYSIS
The analysis of data was done on the basis of unit, age and number of years of experience and factors. Analysis was done using the simple average method so that, finding of the survey was easily comprehensible by all.

SOURCES OF DATA COLLECTION:

The primary as well as the secondary sources was used for collection of data. In primary source of data collection the interview schedule and questionnaire and opinion survey were used and in secondary source of data collection relevant records, books, diary and magazines were used. Thus the source of data collection were as follows: PRIMARY 1. Interview schedule 2. Questionnaire 3. Opinion Survey SECONDARY 1. Diary 2. Books 3. Magazines 4. Other records

I have used structural interview schedule, questionnaire and opinion survey for collection of data from primary source. Interview schedules were used for workers clerical , category and questionnaires were used for supervisory and

62

executive cadre and opinion survey was used to know the technology, perceptions, thoughts and reactions of the executives, employees/workers and trade union members of the organization.

I have used the secondary source like diary, books, magazines and other relevant records for collection of data to know about the industry as well as the respondent.

DATA TYPE
Primary as well as secondary data was collected.

RESEARCH APPROACH
Conducting a field survey did a subjective assessment of the qualitative data. The research method used was that of questionnaire & interview for primary data & an extensive literature survey for secondary data.

RESEARCH INSTRUMENT
The questionnaire was used as the primary instrument for the collection of primary data which contained open-ended questions to chance response. In addition the personal interview method was employed to draw out answers to subjective questions, which could not be adequately answered through the use of questionnaire.

INTERVIEW
Interviews lead to a better insight to subjective & open questions almost all interviewees responded.

SAMPLE UNIT

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The sample unit consisted of all the departments of TATA TELE SERVICES LTD.

SAMPLE FRAME
Consisted of a comprehensive list of all the employees of TATA TELE SERVICES LTD.

SAMPLE SIZE
Sample size=100

SAMPLE DESIGN
Care was taken to choose the sample based on considerations like age, sex & work experience of respondents thus enabling better representations of the heterogeneous population. However, the sample design was that of

convenience sampling or haphazard sampling only. The time consideration & size of population were major factors in determining choice of sample design.

64

DATA ANALYSIS & INTERPRETATION

65

DATA ANALYSIS INTERPRETATION Q.1. How Many Candidates Willingness To Join The Company?
Table:1 Option Reputation of the company Working Environment Salary Package Job Prospect Location of the company Career Growth Opportunity Percentage 17 28 16 11 05 23

Chart Showing Employees Willingness to Join the Company

23%

17%

5% 28% 11%

16%

Reputation of the Company Job Prospect

Working Environm ent Location of the Company

Salary Package Career Growth Opportunity

Fig. 1

Interpretation:
From the chart it can be understood that most of the employees are inspired by the 28% working environment of the company , 23% career growth opportunity, 17% Reputation of the company,16% salary package of the company, 11% job prospect of the company & 5% Location of the company.

66

Q.2. Most Reliable Type Of Interview Is ? Table:2 Option Behavioral Situational Structured Stress

Percentage 36 21 36 7

Chart Show ing the Reliable Type of Interview is

7%

36%

36%

21%

Behavioral

Situational

Structured

Stress

Fig. 2

Interpretation:
I tried to find out the most reliable type of interview according the employee. They expressed different view. According to the sample employees. I found that behavioral interview is most reliable and this view was supported by 36% of the sample employees. Similar support was begged by the situational interview, while 36% structured interview and only 7% favoured stress interview. Corresponding to this data I have drawn a pie chart above: -

67

In TATA Tele Services Ltd. all the applications received in each branch/function (HR or Finance) will be separately arranged in descending order of merit i.e. based on a percentage of aggregate marks of all the years/ semesters of professional course and only the required number (according to the ratios mentioned) starting from the top will be called for written test in each discipline of

Engineering/Function (HR or Finance). In case of a tie at cut-off marks, all the candidates scoring cut-off marks will be called for written test. The Written Test papers will be objective type in nature and will be in Hindi & English. Based on merit and requirement, the short-listed candidates will have to appear for Psychometric Test and/or Behavioral Assessment Interview

followed by Personal Interview. Candidates will be invited for Psychometric Test and/or Behavioral Assessment Interview

followed by personal interview, in order of merit on the basis of Written Test performance. In case of a tie at cut-off marks, all the candidates scoring cut-off marks will be called for interview. The candidates are advised to ensure while applying that they fulfill the eligibility criteria and other requirements mentioned in this advertisement and that the particulars furnished by them are correct in all respects. In case it is detected at any stage of recruitment process that the candidate does not fulfill the eligibility criteria and/or does not comply with other requirements of this advertisement and/ or he/she has furnished any incorrect/ false information or has suppressed any material fact(s), his/her candidature is liable to be rejected.

68

If any of the above shortcomings is/are detected, even after appointment, his/her services are liable to be terminated without any no.

Q.3. What Is The Best Way To Recruit People ? Table:3 Option Advertisement Walk ins Variable Search firms
C hart Showing the B est way to R ecruit P eople is

Percentage 40 25 20 15

15%

40% 20%

25%

Advertisement

Walk-ins

Variable

Search Firms

Fig. 3

Interpretation:
The employees at TATA Tele Services Ltd. expressed their varied views about the best way, according to them, to recruit people. The employees in TATA Tele Services Ltd. bear an opinion (about 40% of the sample) that advertisement is the best way to recruit people. While to 25% of the sample employees feel that walk-ins is best way while 20% feel that variable ways are the best.

69

Others

feel

that

recruiting

people

from

search firms

in

best

way.

Corresponding to this data I have drawn a pie chart above:

The aim of advertising is to make people aware that a vacancy exists and to persuade them to apply for the position. Advertising helps to define exactly the need of the company, and what separates it from its competitors. Often the people you want to attract are not openly looking for a new job, so you need to think of ways to sell the attributes of the company, e.g. what makes It unique, its culture, values, philosophy and so on.

Good advertising highlights the assets of the position and appeals to the career needs and concerns of the desired applicants. It is worth making your advertisement effective and attractive, as there is a high correlation between advertisements with accurate and complete information and recruitment success.

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Q.4. The Response Given By The Staff About Their Query ? Table:4 Option Yes No Percentage 94 6

Chart Showing Employees Satisfied with the Response given by the Staff about Query

6%

Yes No

94%

Fig. 4

Interpretation:
My survey clearly concludes that response of the company to any query made by the employees was absolutely good since 94% of my survey favors to this. 6% ratio of unsatisfied can also be further reduced if communication system is further improved. Corresponding to this data I have drawn a pie chart I hereby submit my suggestion that every query by any employee should be seriously considered and it should be dealt in depth and if at any particular time of query if proper

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reply/material is not available, even than the answer must be given at a later stage after getting full information from the source available .

Q.5. What Is The Job Specification Of The Employees ? Table:5 Option Yes No Percentage 97 3

Chart Showing Job Specification of the Response of the Employees

3%

Yes No

97%

Fig. 5

Interpretation:
Almost all the candidates got the specified jobs offered to them. This implies that the company has the organized manpower planning and well organized recruitment policy as shown in the following chart: -

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From the chart above it crystal clear that the candidates get exactly the same job as specified. So from the companys perspective it is a good sign for the overall growth & development. Still some employees who comprised only 2.33% of my sample study. Q.6. What Is The Attitude Of H.R. Manager ? Table:6 Option Good Very Good Excellent Percentage 13 30 57

Chart Showing what employees feel about the Attitude of H.R. M anager

13%

Good Very Good 57% 30% Excellent

Fig. 6

Interpretation:
The chart TATA Tele Services Ltd.depicts that most of the employees are doing service as per my survey of 100 employees. Most of the employees are satisfied with

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the attitude of H.R. Manager. 13% says Good attitude, 30% says Very Good and 57% says the attitude of H.R. Manager is excellent.

Q.7. The corresponding To This Data I Have Drawn A Pie Chart TATA Tele Services Ltd.? Table:7 Option Managerial Testing Recruiters Themselves Job Analysis Percentage 40 20 15 25

Chart Showing the Primary Source of Information for Recruiting People

25%

40%

15%

20%

Managerial

Tes ting

Recruiters Them s elves

Job Analysis

Fig. 7

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THE PRIMARY SOURCE OF INFORMATION FOR RECRUITING PEOPLE SHOULD BE :According to the sample ,the primary source of recruiting people is Managerial. However, Testing & Recruiters Themselves source are the second most favored source of Recruiting people. Whenever the process of Recruitment is to be carried out. Managerial source of Recruiting people should be heavily considered. Advertisement in publications and recruitment booklets and information sheets for applicants were found to be the most frequently and the least frequently used method of managerial recruitment. Newspaper advertisement was found to be the most preferred technique, while advertisement in the technical and professional journals was the least preferred technique for managerial recruitment in TATA Tele Services Ltd.

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Q.8. What Is The Opinion About TATA Tele Services Ltd.? Table:8 Option Good Very Good Excellent Percentage 10 35 55
Chart Showing Opinion about Quality Product India

10%

55%

35%

Good

Very Good

Excellent

Fig. 8

Interpretation:
The above chart depicts that the Application Blank of the company was up to the marks as everyone has praised & liked it. All the information and present status of the candidate is very thoroughly covered and it also acts as a ready reckner for the

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company. All the information is gathered and define each and every thing very clearly about candidate who are applying for the job .

FINDINGS

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FINDINGS
Under recruitment Procedures Requisition System is incorrect because the replacement does not require fresh approval, unless it is in place of termination. The data banks are not properly maintained. The dead bio-data are never being destroyed. Proper induction is not given to all the employees. It reserves to only a few levels. Salary comparison is not justifies. Old employees are demoralized by getting less surely then new employee. Salary fixation has a halo effect .Recruitment procedure is not fully computerized. Manpowers are recruited from private placement consultancy, who are demanding high amount of fees, where as HRD Department is not fully utilised to recruit manpower by advertisement. Before recruitment cost benefit analysis is not done properly. It causes manpower surplus which makes loss in the industry. Manpower is recruited from reliable source however efficiency does not recognise. In TATA Tele Services Ltd. all the applications received in each

branch/function (HR or Finance) will be separately arranged in descending order of merit i.e. based on a percentage of aggregate marks of all the years/ semesters of professional course and only the required number (according to the ratios mentioned) starting from the top will be called for written test in each discipline of Engineering/Function (HR or Finance).

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In case of a tie at cut-off marks, all the candidates scoring cut-off marks will be called for written test. The Written Test papers will be objective type in nature and will be in Hindi & English. Based on merit and requirement, the short-listed candidates will have to appear for Psychometric Test and/or Behavioral Assessment Interview followed by Personal Interview. Candidates will be invited for Psychometric Test and/or Behavioral Assessment Interview followed by personal interview, in order of merit on the basis of Written Test performance. In case of a tie at cut-off marks, all the candidates scoring cut-off marks will be called for interview. The candidates are advised to ensure while applying that they fulfill the eligibility criteria and other requirements mentioned in this advertisement and that the particulars furnished by them are correct in all respects. In case it is detected at any stage of recruitment process that the candidate does not fulfill the eligibility criteria and/or does not comply with other requirements of this advertisement and/ or he/she has furnished any incorrect/ false information or has suppressed any material fact(s), his/her candidature is liable to be rejected. If any of the above shortcomings is/are detected, even after

appointment, his/her services are liable to be terminated without any no.

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CONCLUSION

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CONCLUSION
Studying the recruitment procedures of TATA Tele Services Ltd., analyzing the respondents answers, opinion survey and data analysis it came to conclusion that TATA Tele Services Ltd. is a growing Company. It has a separate personnel department which is entrusted with the task of carrying out its various roles efficiently. The business of TATA Tele Services Ltd. is carried on in a very scientific manner. In the saturation point of business it need not waste the time to diversify into the business. Management understands the business game very well. At the time of difficulty it takes necessary action to solve the problem. Now the personnel department of TATA Tele Services Ltd. is in infancy stage. It always try to

modernize the department. It strongly Jubilant Life Science sieves in manpower position of the organization because it knows in the absence of M for man all Ms like money, material, machines, methods and motivation are failure. It always tries to develop the human resources. In the absence of right man, material, money,

machines all things will not be properly utilized. So it always recruits manpower in a scientific manner.

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SUGGESTIONS

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SUGGESTIONS
1.Fresh requisition requires approval and not replacement. 2.The dead CVs should be destroyed. 3.Each level of employee should be formally inducted and introduced to the Departmental Head. If not all levels, at least Asst. Manager and above category of employees. 4.Salary comparison should be seriously done to retain the old employees. 5.Proper salary structure to be structured to attract people and make it tax effective. 6.Cost benefit analysis should be alone before creating a position or recruitment of manpower. 7.External source should be given equal importance with internal source. By which new brain will be inducted in the company with skill, talent, efficiency etc. 8.Manpower planning should be followed before recruiting. 9.Proper enquiry should be done regarding previous employment of a candidate before recruitment to avoid industrial disputes.

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LIMITATIONS

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LIMITATIONS
Employees were reluctant to respond. Communication Gap. Matters were not provided on the ground of confidentiality. Timing problem was there because employees were busy with their work. No delegation of authority in H R department created problem. The employees to complete all the work manually. There is no computerized at all there for it takes much time to do a work. Secondary data was not so reliable because it collected by any other person for different purpose. To follow the organizational strategy is the expensive process.

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BIBLIOGRAPHY

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BIBLIOGRAPHY

Book: Kothari C.R. Research Methodology Vishwa Publication Second Edition Page No. 1-20 Patro S.K The Growth and Challenges of Rural Academic Foundation New Delhi edition 1991 Page No. 65

Webliography http://www.Jubilant Life Sciences-india.com/ www.google.co.in www.wikipedia.com

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ANNEXURE (QUESTIONNAIRE)

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ANNEXURE QUESTIONNAIRE
Interviewer Questionnaire: 1. How many Candidate willingness to join the company o o o o o o Reputation of the company Salary Package Working Environment Job Prospect Location of the Company Career growth opportunity

2. What is the Most reliable type of interview o Behavioral o Situational o Stress 3. What is the Best way to recruit people o Advertisement o Walk-ins o Search firms Exist Staff Questionnaire: 4. What is the Response given by the staff about their query Agree/Disagree 5. How candidates are recruited in the company o Written exam o Written exam & Interview o Written exam, G.D Interview 6. Job specification of the response of the employee

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Yes/No 7. The Attitude of H.R Manager o Good o Very good o Excellent

8. The primary source of information for recruiting people should be o o o o Managerial Testing Recruiters themselves Job analysis

9. The Opinion about TATA TELE SERVICES LTD. Companys Application on Blank o Good o Very good o Excellent

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