INTRODUCTION

A business of industrial concern makes use of money material, machines and more, for carrying
out its activities and realization of its objectives. Management has to make an arrangement for
obtaining the right type of these resources and for making effective use of them. Success
depends on how efficiently and effectively the management obtains and uses these resources.

Out of these resources Human Resources is the most important as well as most difficult
resource to manage. Human resource implies the people employed for performing various jobs
with respect to the abilities, intelligence, skills, and competence possessed by them. Human
resource is thus a living resource. The management of human resources is required to be done
very carefully because, people, unlike any other resource, have feelings and a set ideology
which defines their behavioral pattern. According to the nature and volume of work to be
performed in an organization, human resources should be made available at the right time in the
right numbers and those which fit the job in accord to their ability, intelligence and experience,
so that their skills are utilized to the fullest extent, which is fair not only to the employer but
also to the resource. If not executed properly, this may lead to wastage of resources; Human
Resources.

There is a common misconception among masses that recruitment is only the process of
conducting interviews. In reality, recruitment is a long time bound process which begins right
from identifying the need for a candidate till the induction of the candidate in the company.

Working at Steria in the recruitment process is similar to that of a Consumer Decision making
process which is a lesson in marketing. Just like a customer makes a decision to purchase a
certain product or service, the employers too, cross a series of thought points wherein they
analyze and decide to recruit new members. This can be further explained by the diagram

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 Decision Making Process: Recruitment and Selection Procedure:

Define need
Need 1
1 Recognition

Open Positions
Evaluating 2
2 Options
Make Selections
Making the 3 & Close vacancy
3 Purchase

This project gives a chance to see the recruitment process closely and helps to understand the
difficulties in effective and efficient recruitment and to find solutions for them.
The project in Steria is not only a learning process but also a matter of pride and satisfaction,
which has empowers any individual with self-confidence raising their capability levels.

It helps inculcate skills such as time management and managing people. It aids in development
of communication skills and improve confidence level while interacting with co workers and
candidates. Last but not the least, the first hand experience about the work environment helps
maintain relations and form stronger professional bonds.

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 OBJECTIVES

Primary Objectives

To collect information about and study the recruitment procedure at Steria India Ltd.
To work on the various procedures and steps involved in recruitment and selection
practices.
To suggest feasible developments in the process, resulting in the betterment of the
existing system.

Secondary Objectives

To study the working of a HR unit in a professional organizational.

Time management for effective recruitment process.
To discern management lessons.
To understand the working of other HR domains like resourcing, training and
development, employee engagement.

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 LIMITATIONS

As per the guidelines of the company for performing summer projects, there are no
questionnaires or surveys included in the project, and the research has been performed on the
basis of live work.
Time constraint made it impossible to work as effectively in the IT domain as compared to
the work done in the BPO domain.

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 ABSTRACT

The project focuses on the study of recruitment and selection procedure at Steria and the
functioning of the HR department as a whole. The inclusions in the proeject are the objectives
of the project, the limitations that were faced during the two month period, the activities carried
out while working in the organization and the conclusions, suggestions and recommendations
given to the organization by performing the study.

The Study included working in the process and functioning from within the system. The
internship was a two month experience obtained in the following activities:
A. Interviewing
B. Scheduling
C. Managing Recruitment Drives
D. Interview Training Program
E. Resourcing Activities
F. Training and Development Activities.

The project was oriented towards performing rather than collecting information. Thus, the
information summed up in the project is an outcome of the experience gained in the tenure of
the project.

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 CONCEPT AND THEORETICAL BACKGROUND

Recruitment philosophy

The major issue to be resolved while framing recruitment philosophy is whether to promote
largely from within the organization or to hire people from outside? Some companies may lay
greater emphasis on developing managers from within the organization whereas some
organization prefers to hire people at managerial level from outside sources.

Another important issue in recruitment philosophy is whether to recruit just for filling up the
vacancies or for long-term careers; whether to look for skills and capabilities for the present
jobs only, or look for potential, for future requirements as well. Here, the organization may take
a short-term view and look for present job and the required skills only or it may take a long
term and look for talented people for future as well.

A still another view in recruitment may be the level of commitment is seeking employees from
a diverse range of employees. The recruitment policy has to be such that all should be able to
participate in the process.

A fourth issue in the recruitment philosophy is whether the organization looks upon the process
as a process of purchasing commodity or looks at the potential employees as customers? If the
organization looks at the recruitment process from marketing point then it would design the
entire process to suit the expectations of the employees and follow such practices, which can
give message to the various segments of the market. Recruitment philosophy also has the
ethical dimension, which reflects fairness and honesty in recruitment.

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Sources of Recruitment

The first task in recruitment is deciding whether the positions will be filled up internally or
externally. At the entry level their jobs must be filled up externally. For other positions,
recruitment may be done internally depending on the company policy and agreement with the
union. Generally almost all organizations use both internal and external sources of recruitment.
Both the types of sources have their own advantages and disadvantages.

Internal Recruiting

When the positions vacant are filled by promo employees from within the organization, it is
termed as internal recruiting. The advantage is the employer has observed the employee in one
position and hence the abilities of the employee are well known and there is little guesswork.
There is little likelihood of loyal and ambitious employees quitting the job. The internal
promotion policy also motivates the employees. The cost of training is also less. Recruiting is
faster and less expensive by this method.

However, when the organization is fast growing the internal supply of labour may not be
sufficient to meet the demands. At times to meet the demand the employees may be promoted
but they may be too junior or not possessing the requisite capabilities. The internal recruiting
may lead to inflexibility as the managers are developed internally.

External Recruitment

Recruiting from external sources brings in new ideas and viewpoints. It also helps the
organization to cope with the growing demand of the organization. If experienced people are
recruited from outside it saves the training cost as well as time. Sometimes, an organization
may require bringing in drastic changes, even ruthlessly, which outside may be able to do as no
commitments are with the present employees. However, external recruiting may be a costly
affair. The external market is larger and it is difficult to reach the right segment, it costs more.
Also too much emphasis on external recruiting discourages the resent employees.

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Recruitment

Once demand forecasting is done, naturally the next step is to hire right number of people for
the right type to fill the jobs. Hiring involves two broad groups of activities i.e. recruitment and
selection. Hiring is continuous process and stops only when the organization ceases to exist.

Recruitment is process finding and attracting capable applicants for employment. The
processes begin when new recruits are sought, and it ends when their applications are
submitted. The result is pool of applications from which new employees are selected.

Recruitment represents the first contact that a company makes with potential employees. It is
through recruitment that many individuals come to know about a company and eventually
decide whether they wish to work for it or not.

High quality employees cannot be selected when better candidates do not know of job openings,
are not interested in working for the company and do not apply. If recruitment process should
inform qualified individuals about employment opportunities, create a positive image for the
company provide enough information about the jobs so that applicants can make comparisons
with their qualifications and interests and generate enthusiasm among the best candidates so
that they will apply for the vacant positions.

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Recruitment needs:

In any business organization Human Resource Planning helps to determine the number and type
of people an organization needs. The next logical step is to hire the right number of people of
the right type to fill the jobs. Hiring involves two broad groups of activities; (I) Recruitment and
(II) Selection.
In fact the hiring function stops only when the organization ceases to exist.

Human Determine Job

Resource Recruitment and Analysis
Planning selection Needs

Recruitment and Selection Needs

Factors Governing Recruitment

(1) External Factors

1. Demand and supply: If the demand for particular skill is high relative to an extraordinary
recruiting effort may be needed.
2. Unemployment rate: If unemployment rate is High simpler recruitment process is enough
and vice-versa.
3. Political and Legal Considerations:
Reservations of jobs-political.
Child Labor Act, 1986, employment Exchange
Act, 1959 Employers of 25 employees or more have to notify vacancies to EE etc.
(Employment Exchange)
4. Companys Image:
Blue chip companies attract large number of applications.

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(2) Internal Factors

1. Recruiting policy: Internal recruitment or external recruitment.

2. Temporary and part time employees: Less advantages position for attracting applicants or
temporary or part time employees are to be hired.
3. Implementation of HRP: It is not overnight job to attract prospective employees. It takes
time to examine the alternatives regarding the appropriate sources of recruits and the most
productive methods for obtaining them.
4. Size of the Organization: Large recruitment less problematic and vice versa.
5. Size of recruitment: Calculated per new hire and are considerable. Recruiters must operate
within budgets.

Purposes and importance of Recruitment

Determine the present and future requirements of the origanization in conjunction with its
personnel planning and job-analysis activities.

Increase the pool of job candidates at minimum cost.

Help increase the success rate of the selection process by reducing the number of visibility
under qualified or over qualified job applicants who will be appropriate candidates.

Help reduce the probability that job applicants once recruited and selected, will leave the
organization only after a short period of time.

Meet the organizations legal and social obligations regarding the composition of its
workforce.

Begin identifying and preparing potential job applicants who will be appropriate candidates.

Increase organizational and individual effectiveness in the short term and long term.

Evaluate the effectiveness of various recruiting techniques and sources for all types of job
applicants.

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Recruiting Job Candidates

Once you have been authorized to fill a position, the next step is to develop an applicant pool.
Recruiting is important because the more applicants you have the more selective you can be in
your hiring.

1. Advertising as a source of candidates

Your local newspaper is usually the best source for blue-collar help, clerical employees and
lower level administrative employees. For specialized employees, you can advertise in trade and
professional journals one drawback to such trade paper advertising is the long lead-time that is
often required, there may be a month or more between insertion of the advertisement and
publication of the journal or specialized paper for instance.

Advertisements in newspapers such as Times of India can be a good source of middle or senior
management personnel. It has several regional editions so that the entire country or the
appropriate geography area can be targeted for coverage.

2. Employment Agencies as a source of candidates

There are three basic types of employment agencies (1) those operated by state, local
governments (2) those associated with non-profit organizations and (3) privately owned
agencies.

Other employment agencies are associated with non-profit organization. For example most
professional and technical societies have units that help their members find jobs.
Private employment agencies are important sources of clerical white collar and managerial
personnel. Such agencies charge a fee for each applicant they place. Whether the employer or
the candidates pays the fee is mostly determined by market conditions. However, the trend has
been toward fee paid jobs in which the employer pays the fees.

Some specific reasons you might want to turn to an agency include the following:
Your firm does not have its own HR department and is not geared to do recruiting and
screening.
When you are looking for niche skills.
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 Your firm has found it difficult in the past to generate a pool of qualified applicant.
A particular opening must be filled quickly.
There is a perceived need to attract a greater number of minor or female applicants.
If the recruitment effort is aimed at reaching individuals who are currently employed and
who might feel more comfortable dealing with employment agencies than with competing
companies.

3. Temporary workers:

Contingent staffing owes is growing to several things. Todays desire for ever-higher
productivity also contributes to temporary workers growing popularity.
Productivity is measured in terms of output per hour paid for and if employees are paid
only when they are working as contingent workers are, overall productivity increases.
Contingent workers also usually arent paid any benefits, which is another saving for the
employer.

4. Executive Recruiters as a Source of Candidates

Executive recruiters (also called headhunters are special employment agencies retained by
employers to seek out top management talent for their clients. The percentage of your firms
position filled by these services might be small. However, these jobs include the most crucial
executive and technical positions. For executive positions, headhunters may be your only
source; their fees are always paid by the employer. The recruiters fee might actually turn out to
be insignificant compared to the cost of the executive time saved.

As an employer, it is essential for you to explain completely what sort of candidate is required
and why. Some recruiters are also more sales people than professionals. They do the job you
want. Recruiters also claim that what their clients say or think they want is often not really what
they need.

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5. College Recruiting and Interns as a source of Candidates

Many promotable candidates are originally hired through college recruiting. Such recruiting is
thus an important source of management trainees, as well as of professionals and technical
employees.

There are two main problems with campus recruiting. Firstly, it is relatively expensive and time
consuming for recruiters. Schedules must be set well in advance, company brochures printed,
records of interviews kept, and much recruiting time spent on campus. Secondly, recruiters
themselves are sometimes ineffective. Some recruiters are unprepared, show little interest in
candidates and act superior. Many recruiters also dont effectively screen their student
candidates. For example, students physical attractiveness often outweighs other more valid
traits and skills.

6. Referrals Walk in as a Source of Candidates

Employees referrals campaigns are another portion: Announcements of openings and requests
for referrals are made in the organizations bulletin and posted on wall boards; prizes may be
offered for referrals that culminate in hirings.

Particularly for hourly workers, walk- in, direct applications made at your office are major
source of applicants, and can even be encouraged by posting for hire signs on your property.

7. Recruiting on the Internet

A large growing proportion of employees use the Internet as a recruiting tool. In 2009 survey,
32 percent of the surveys 203 respondents said they were using the Internet as a primary
recruitment source, up from 20 percent in 2008. Not surprisingly, computer relates positions
were the jobs most commonly filled through Internet postings (accounting for 59 percent of the
workers hired). These were followed by technical (39 percent), engineering (29 percent),
consulting (21 percent), sales (15 percent) management (14 percent), marketing (14 percent),
accounting (10 percent), and various other job classifications.

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Recruitment Process

Recruitment is a process used by the organization to locate and attract job applicants in order to
fill a job position. To maximize competitive advantage, a company must choose the recruiting
method that produces the best pool of candidates quickly and cost efficiently.

Recruitment program has five goals:

1. Achieve cost efficiency.

2. Attract highly qualified candidates.
3. Holding people in the organization.
4. To help people in complying with antidiscrimination laws.
5. Create more culturally diverse work force.

Though the line managers play an important role in the recruitment process, most of the work is
actually done by the HR professionals.

There are three phases of recruitment process:

Planning

Implementing

Evaluating

Recruitment is called as a process because there are different steps to be followed while
recruiting the candidates in the organization.

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 I) Planning Recruitment Process

The task of HR professional begins when they receive a requisition from the line managers.
After discussing with the managers to identify their specific needs, HR professionals must plan
the recruitment process. HR professionals determine where to find the applicants and how to
attract them.

Identify vacancies

Decide how to fill the vacancies

No new hire New hire

Contingency
Overtime Core
Job Redesign Prevent
Temporary
Turnover
Lease Internal
Contract External

Identify target population

All Qualified Segment of applicant

Applicants population

Notify target population

Screening

As shown in the figure, the recruitment planning process is divided into five steps:

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1. Identify vacancies:

The HRM department should plan for future openings in both the short and long term.
Generally, it is a practice that when someone resigns or retires, there is a vacancy. But if the
vacancies are identified through this approach, it may take quite long-time for the organizations
to fill the vacancy. So ideally organizations should attempt to identify vacancies well in
advance of an announced resignation or retirement.

2. Decide how to fill the vacancies.

In this step the first question which is to be answered is Do we need to find a new person to fill
the vacant position? Many times, alternatives are available to the organizations such as they
need not hire new employees. The alternatives can be providing overtime to the present
employees, redesigning the jobs or taking efforts to reduce turnover of employees.

In this step, decision as to whether to go for contingency personnel or core personnel is taken.
Contingency personnel consist of workers who are employed by a supplier agency and they
work on temporary basis for fixed fees. Whereas core personnel consist of employees who are
hired in the traditional manner i.e. they are included in the muster roll of the organization and
are considered Permanent Employees.

In case of core personnel, the organization has to decide whether to recruit them internally or
externally i.e. the organization has to decide whether to fill the vacancies with current
employees or with applicants from outside the organization.

In many firms, external recruitment is restricted primarily to entry-level jobs. Jobs above the
entry level are usually filled with current employees through promotions because promotion
possibilities often enhance morale and motivation of employees.

3. Identify the Target Population

In this third step two important aspects are considered:

Specifying Worker Requirement: An organization must identify specific requirements of the
job like the duties and responsibilities, salary range and the competencies needed experience,
education, skills, etc.

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 Specific Segment in Applicant Population: It is to be decided that whether to target all
qualified applicants or to focus on certain segments of the qualified applicant population. If it is
internal recruitment, whether to all qualified employees should be considered or certain high
potential employees should be considered. In case of external recruitment whether to inform all
potential applicants or target certain types is to be decided.

4. Notify Target Population:

Once an applicant population has been targeted, the company must determine how to notify
these individuals. A variety of recruitment methods can be used for communicating vacancies
like notice boards, newspapers advertisements, employment agencies, campus interviews, etc.
A good way to discourage unqualified applicants is to clearly state the job qualifications in the
vacancy notification.

5. Screening:

Finally the most qualified candidates are brought in for interviews and other assessment
procedures.

II) Implementing the Recruiting Process:

After completing the planning the HR professional must then implement the recruitment
process. Generally it involves making travel arrangements, schedule candidate interviews, write
an advertisement, conduct campus interviews etc.

III) Evaluating the Recruitment Process:

The final role played by HR professionals is that of evaluation. Evaluation involves mainly
following activities:
Calculating the number of applicants generated from each recruitment method, the number
hired and job success of each hires.
Determining the cost effectiveness of each recruitment method
If necessary redesigning the process.

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Selection

Recruitment and selection are the two crucial steps in the HR process are often used
interchangeably. While recruitment refers to the process of identifying and encouraging
prospective employees to apply for jobs, selection is concerned with picking the right candidate
from the pool of applicants. Recruitment is said to be positive. Selection on the other hand, is
negative in its application as it seeks to eliminate as many unqualified applicants as possible in
order to identify the right candidate. Selection is the process of picking individuals with
requisite qualification and competence to fill jobs in the organization.

Selection is the process of differentiating between applicants in order to identify and hire
those with a greater likelihood of success in a job.

Performance of the organization depends on individuals. The best way to improve performance
is to hire people who have the complete knowledge and the willingness to work; cost benefit
analysis also should be done.

Selection Process

Selection is a long process, commencing from the preliminary interview of the applicants and
ending with the contract of employment. In practice the process differs among organizations
and between two different jobs within the same organization.

1. Environmental factors affecting Selection:

Selection is influenced by several factors. Some of the important factors are demand and supply
of specific skills in labor market, Unemployment rate, legal and political considerations,
companys image, companys policy, HRP and cost of hiring. The last three constitute internal
environment and the remaining form the external environment of the process.
2. Preliminary Interview:
Security enables the HR specialists to eliminate unqualified job seekers based on the
information supplied in their application forms. Preliminary interview helps to reject misfits for
reasons, which did not appear in the application form.

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SELECTION PROCESS

External Environment

Internal Environment

Preliminary Interview
REJECTED APPLICANTS

Selection Test

Employment Interview

Reference and Background Analysis

Selection Decision

Physical Examination

Job Offer

Employment Contract

REJECTED CANDIDATES:-

If candidate gets rejected at any stage Recruitment Division pro-actively communicate to the
candidate that he is not short-listed for the current requirements and also tell him areas of
improvement and re-appear for Steria selection process after six months.

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3. Selection Tests:

Job seekers who pass the screening and the preliminary interview are called for test. Different
types of tests may be administered, depending on the job and the company. Generally, tests are
used to determine the applicants ability, aptitude and personality.

a. Ability tests in determining how well an individual can perform tasks related to the jobs.
E.g. Typing test.
b. An aptitude test helps to know persons potential to learn in a given area.
c. Personality tests are given to measure a prospective employees motivation to function in a
particular work environment. The Thematic Appreciation Test (TAT) assesses an individuals
achievement and motivational levels.
d. Interest tests are used to measure an individuals activity preferences. These tests are
particularly useful for students considering many careers or employees deciding upon career
changes.
e. Graphology test is designed to analyze handwriting of an individual.
f. Polygraph test are designed to ensure accuracy of the information given in the applications.

4. Employment Interview:
Interview is formal, in depth conversation conducted to evaluate the applicants acceptability. It
is considered to be an excellent selection device. Interview can be adopted t unskilled, skilled,
managerial and professional employees. It allows a two-way exchange of information.

The employment interview can be:

a. One-to-one: There are only two participants the interviewer and the interviewee.
b. Sequential: It involves a series of interviews, usually utilizing the strength and knowledge
base of each interviewer so that each can ask question in relations to his or her subject area of
each candidate, as the candidate moves from room to room.
c. Panel: It consists of two or more interviewers and the figure may go up to as many as 15.

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Types of Interviews

(a) Structured Interview: The interviewer uses present standardized questions, which are put to
all interviewees.

(b) Unstructured Interview: It is largely unplanned and the interviewee does most of the talking.
It leads to a friendly conversation between the interviewer and the interviewee.

(c) Mixed Interview: It is a combination of above two. The structured questions provide a base
of information that allows comparisons between candidates. But the unstructured questions help
to greater insights into the unique differences between candidates.

(d) Behavioral interview: It focuses on a problem or a hypothetical situation that the applicant is
expected to solve.

(e) Stress Interview: It attempts to learn how the applicant will respond to the pressure of work.

5. Reference and Background Checks:

Many employers request names, address and telephone numbers of references for the purpose of
verifying information and gaining additional background information of an applicant.

6. Selection Design:
The other stages in the selection process have been used to narrow the number of candidates.
The final decision has to be made from the pool of individuals who pass the tests, interviews
and reference checks. It is line Managers responsibility.

7. Physical Examination:
After the selection decision and before the job offer is made the candidate is required to
undergo a physical fitness test. A job offer always depends upon the candidate being declared
fir after the physical examination.
(a) To delete if the individual carries infectious diseases.
(b) To determine whether candidate is fit for performing the work or not.
(c) To know heal defects.
(d) To protect employer from workers compensation claims.

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8. Job Offer:
It is made through a letter of appointment. Such a letter generally contains a date by which
appointee must report on duty.

9. Contracts of Employment:
Certain documents need to be executed by the employer and the candidate like, the attestation
form, contract of employment etc.

10. Evaluation of Selection Program:

The broad test of the effectiveness of the selection process is quality of the personnel hired. An
organization must have competent and committed personnel. Periodic audit for evaluation
should be done.

New Methods of Selection

1. Participative Selection:
It means that subordinates participate in the selection of their co-workers and supervisors. The
idea is that such participation will improve quality, increase support for the selected supervisor
and co-workers.

2. Employee Leasing:
In this method, the client company leases employees from a third party, not on a temporary
basis but rather are leased as full time, long term help. An interesting feature of this method is
that the client company need not perform such personnel activities as hiring compensation or
record keeping etc. Employees already working elsewhere are leased. They are not directly
employed by the company where they are working.

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Barriers to effective selection

1. Perception:
Our inability to understand others accurately is probably the most fundamental barrier for
selecting the right candidate. Our views are highly personalized. We all perceive the world
differently.

2. Fairness:
Fairness in selection requires that no individual should be discriminated against on the basis of
religion, region or gender.

3. Validity:
Prediction of job performance; a test that has been validated can differentiate between the
employees who can perform well and those who will not. It can only increase possibility of
success.

4. Reliability:
A reliable method is one, which will produce consistent results when repeated in similar
situations.

5. Pressure:
Pressure of politicians, relatives, friends for Compulsory selection of candidates is not the right.

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 COMPANY PROFILE

Steria is a European provider of IT-driven business services, focusing on key vertical market
sectors: public services; finance; telecommunications; utilities and transport. The company
provides consulting services for its clients' core business processes, and also develops and
operates their information systems. Steria has 20,000 employees working in 16 countries. In
2011, Steria revenue amounted to 1.75 billion. The Group, headquartered in Paris, is listed on
the Euronext Paris market.

Steria Limited UK headquarters is in Hemel Hempstead near Buncefield Oil Depot and was
affected by a major explosion in 2005, but continued to operate.

Steria earns almost all of its revenue from Europe, with major contributors being United
Kingdom (47%), France (28%) and Germany (12%).

Steria is an official supplier to ING Renault F1 Team.

VISION, MISSION & VALUES OF STERIA

VISION: To be recognized as the most attractive and innovative provider of IT-enabled

business services in Europe.

MISSION: We constantly stretch ourselves and our clients; turning challenge into business
success.

VALUES: Our energetic and entrepreneurial culture is based on the founding values of the
company; openness, simplicity, creativity, respect and independence.

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(A) THE GROUP EXECUTIVE COMMITTEE

The General Manager is assisted by the Executive Committee, which is chaired by the General
Manager.

Franois Enaud
General Manager of Groupe Steria SCA

Mukesh Aghi
CEO India Group Executive Sales Director

Laurent Lemaire
Group Chief Financial Officer

Johan Vermeule
Group Human Resources Director

Jrgen Sponnagel
Vice-President, CEO Central Europe, Spain & Scandinavia
in charge of BPO development

John Torrie
Vice-President, CEO United Kingdom - India, in charge of
Group industrialization

Olivier Vallet
CEO France
In charge of the Group Innovation Policy.

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(B) THE SUPERVISORY BOARD

The Supervisory Board exercises continuous control over the management of the company on
behalf of its shareholders. Its members are as follows:

Jacques Bentz
Chairman of the Board since 01/02/2007,
Manager of Tecnet Participations

Eric Hayat
Vice-Chairman of the Board
Chairman of Groupement d'Intrt Public (GIP)
Modernisation des dclarations sociales

Patrick Boissier
CEO of DCNS

Sverin Cabannes
Member of the Socit Gnrale Executive Committee
Deputy CEO of the Socit Gnrale Group

Elie Cohen
Director of Research at CNRS, Sciences-PO-CAE

Pierre-Henri Gourgeon
Executive CEO of Groupe Air France

Charles Paris de Bollardire

Treasurer of the Total Group

Jacques Lafay
Chairman of the Steria FCPE (mutual fund)

Jean Carteron
Honorary Chairman of the Supervisory Board

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(C) History

Steria was created by Jean Carteron in year 1969. In 1978, Steria established a subsidiary in
Switzerland. Steria won the primary contract of Teletel 3V in France and won the largest export
contract ever (by a French IT company) by signing computer automation project of Central
Bank of Saudi Arabia in 1986. In 1987, Steria joined the development of driverless train project
for Paris' RER A line. By 1990, Steria had subsidiaries in Germany, Spain and Saudi Arabia.
Francois Enaud took over as Group chairman and CEO in 1998 and Steria listed itself in Paris
Stock Exchange the next year.
In 2000, Steria acquired three service and telecom companies in France to become the one of
top five French service providers. In 2001, Steria started the FoundationSteria, a community
support group. In 2007, Steria acquired the British IT outsourcing and technology company
XANSA Plc and in 2010 the company celebrated it's 40th Anniversary.
Steria India is a leading provider of IT-driven business services for its clients core business
processes. Bringing together complementary strengths in the Groups client base and services,
Steria India offers clients a complete portfolio of IT enabled business services based on an
integrated on/ near/ offshore delivery model, which ensures competitive advantage.
In operations since 1992, Steria India has a history of sustaining long-term relationships,
pioneering better methods of working, driving real and long-term cost reductions and
performance improvements. Committed to deliver guaranteed business outcomes through a
combination of technology and process expertise, Steria India gives clients across the private
and public sectors the freedom to do more.
In India, Sterias management and operations is under the stewardship of Dr. Mukesh Aghi,
Chairman and CEO, Steria India. Steria has ambitious plans to significantly grow its India
operations and accomplish new horizons. Steria today, has over 5,000 employees in India across
delivery centers in Noida, Chennai and Pune. The organizations Indian operations contribute to
more than a quarter of Sterias global headcount. Coupled with a strong network of teams
across Europe, North Africa and Asia, the combined Steria workforce now offers a fully
integrated global delivery model to achieve delivery excellence and cost effectiveness for
customers spanning both the public and commercial sectors.

27
(D) Steria as a leading end-to-end IT services provider in Europe

For companies which consider new technologies a vital part of their business strategy - Steria
focuses on setting up strategic partnerships with its customers in each of the markets of Public
Sector, Finance, Telecommunications, Utilities and Transport.
Steria offers integrated services including consulting in core business processes as well as the
development and operation of their information systems. In October 2007, Steria acquired the
British firm Xansa. The new group employs over 19,000 staff in 16 countries, including 5,000
in India. On December 31, 2007, Steria revenue amounted to proforma 1.9 billion. Steria is
under the leadership of Franois Enaud (Chairman and CEO) and is headquartered in Paris
where it is listed on the Euronext Paris market.

Steria Value Proposition

Sterias corporate culture, which is based on values of simplicity, creativity, independence,

respect and openness, is reflected in:
Its ability to undertake complex projects and deliver measurable results to its
customers.
The commitment of its 19,000 employees to developing new services
An organizational structure that combines decentralization (for maintaining close Customer
relationships) with networking (to encourage the development of synergies and feedback with
partners and customers)
The involvement of employee shareholders in strategic decision-making processes
(excluding the founders stake, 16% of the Groups capital is owned by the employees, making
them Sterias largest shareholder)
Over 17% growth in the trailing two years (ending June 2008

28
(E) Steria Group Clientele

Steria clients are leading names that include:

Private Sector Public Sector

British Aviation Authority Department for Work and Pensions,
Bristol International Airport HM Revenue & Customs, Housing
Banking Corporation,
Barclaycard, Learning and Skills Council, Office for
Barclays National
Co-operative Financial Services Statistics, Communities and Local
Financial Services Authority Government
Lloyds TSB (formerly the Office of the Deputy
Business services Prime
Experian Minister), Rural Payments Agency
Lawson Defense
Insurance Land Systems Reference Centre
AVIVA, (LSRC),
AXA Sun Life, Ministry of Defense
Legal & General, Healthcare
Scottish Widows NHS, Northern Ireland Health Service
Logistics Local authorities
Royal Mail Group Argyll and Bute Council, Bexley
Media & Telecoms Borough
BBC, BT, O2 Council, Bournemouth Borough
Retail Council,
B&Q, Boots, Kingfisher, Charnwood Borough Council,
MyTravel, Eastbourne
Tesco, Thresher Borough Council, Great Yarmouth
Utilities Borough
Centrica, Thames Water, Council, Havant Borough Council,

29
Scottish & Southern Energy, Hinckley
Yorkshire Water and Bosworth Borough Council, North
Lanarkshire Council, Oldham Council,
Solihull
Metropolitan Borough Council,
Somerset
County Council, Spelthorne Council,
Sutton
Council, Warwickshire Direct
Partnership (WDP),
Wiltshire County Council
Police & criminal justice
Essex Police, National Offender
Management
Service, National Probation Service
Public sector bodies
Northern Ireland Civil Service,
Northern Ireland Water

(F) Indian Branches

Currently (2012), Steria has branches in the following Indian cities:

Noida
Pune
Chennai

(G) Social initiatives

One Steria - One Country - One School Program

30
INDIA COMMUNITY FOCUS

Steria India community program is focused on education for children from impoverished
rural backgrounds, with a special focus on the girl child and special emphasis on computer
literacy and English language skills. Steria India has a well defined and highly successful
community model in place which is now in place in more than thirty schools in India. A
number of our important clients are our funding partners in these community projects, and a
large number of Steria India staff is active volunteers who drive forward many of these
community initiatives.
Steria India community model has been recognized with the Corporate Social
Responsibility Best Practice Award 2008 by The Bombay Stock Exchange, Nasscom and
The Times Foundation.

31
One Steria One Country One School Program (OSOCOS)

The 15 Steria global subsidiaries, each would support one school project in India. This would
mean that they would sponsor the computer centre, library, play area and other expenses
incurred in setting up this project. Steria India CSR will be the implementation partner, and
will be responsible for the execution, as well as taking the project forward. This will include
computer lessons by Steria India staff volunteers, English language lessons, mentorship
workshops, leadership clubs in computers, environment, theatre, and sports for the children,
summer camps, and all the other activities that go along with this model, with the ultimate
goal of giving these school children a superior school experience that only their more
affluent counterparts in the city enjoy.
This One Steria One Country One School initiative brings together the different Steria
group subsidiaries on a single unifying platform to reinforce the group integration mantra
One Steria!!
Steria India CSR Team will be working along with its NGO partner Nalandaway
Foundation (www.nalandaway.org) - in taking forward the One Steria One Country One
School Program in India.
Some of the benefits for the Steria group subsidiaries will include
Kick starting community initiative programs in their own respective countries.
Employee participation by fundraising from staff, their families and friends for the India
project.
Client participation and fundraising if possible.
Showcase the India project to clients, local administration, government and trade bodies
for which video footage, pictures and regular reports will be provided by India CSR.
Keep in touch with the school children by email, video conferencing etc.
Visit the schools and meet the children while on a visit to India whenever possible.

32
 The organization chart for India and Asia Pacific is as below:

CHIEF EXECUTIVE
OFFICER - ASIA PACIFIC

HEAD HR CFO CHIEF DELIVERY CEO INDIA SALES

OFFICER SINGAPORE

DEPUTY CEO
MARKETING SINGAPORE

SERVICE LINE SALES/BID

OPERATIONS HEADS SALES LEADER
AND QUALITY AM (ALL INDIA
TESTING SOMESTIC SALES)
BPO BID/PRE SALES
SOULUTIONING IMSL

BPO
CENTRE LEADS
AIS
CORPORATE
NOIDA
SOCIAL AMSLA
CHENNAI
REPONSIBILITY
PUNE
OFFSHORE:

FRANCE
CENTRAL EUROPE
SINGAPORE

33
 The organization chart for HR Steria is as below:

DIRECTOR- HR

EA

STERIA
ACADEMY HRBP HRBP CHENNAI
RECRUITMENT (SECONDEES)/
WP DESK
HR LEADER
NOIDA/PUNE/SINGAPORE
LEARN & CAP HRBP F& A
PHD
DEV

C&B P&E/P1 HRPB HRBP IT & EMPLOYEE

PUNE SUPPORT ENGAGEMENT
INDIA/U NOIDA T
RESOURCING K PHD EMPLOYEE
ENGAGEMENT HRBP BPO
PUNE NOIDA

EMPLOYEE
ENGAGEMENT
NOIDA

34
 Clients and Processes for BPO at Steria Pune:

Client 1: National Health Services (NHS) (Factoring Solutions)

National Health
Services
(NHS)

ACCOUNTS O2C PAYROLL ACCOUNTS

PAYABLE RECIEVABLE

GL
SUPPLIER NHSP

A2R
VERIFICATION DEBT COLLECTION

VAT & TAX

NON PO

PO MATCHING

NHS-FHS

Client 2: Lloyds TSB (Factoring Solutions)

(Data Entry Process)

35
 CHAPTERS

1. HR at Steria Pune:

The HR Function performs the following activities:

Establishing workforce competencies

Developing competency profiles

Identifying competency and workforce requirements

Sourcing procedures

Sourcing strategy

Accreditation of academic institutions

36
 Campus recruitment

Direct Trainee (off-campus) recruitment

Sourcing of experiences professionals

Sourcing through placements

Advertising for recruitment

Sourcing pre-employment background check (BGC) of new recruits

Induction of new joiners

Sourcing audit

Competency development planning & tracking

Defining & reviewing group performance goals

Individual goal setting for performance planning

Performance review & evaluation

Developing personal development plan (PDP)

Developing performance Improvement Plan

User transfer or termination controls of services

Full and final settlement

Handling grievances

Generating HR reports

Processing cases under investigation

Drug Test

37
2. Recruitment procedure at Steria (Pune):

The domains for Recruitment in Steria Pune are:

1. BPO/KPO
2. IT
3. Support Function
The recruitment procedure for each domain is different which will be pointed out as and
when required, while we study the skeleton of the recruitment procedure at Steria.

The Employee Levels structure:

Followings are the employee levels and their structure in Steria.
The levels start from 8B; the entry level in the organization and rise to 1A which is the
highest position.

Level Role
8B Process Associate
8A Process Executive
7B Team Leader, Team Coach, SME, Senior
Process Executive.
7A Assistant Manager
6B Manager
6A Senior Manager
5B Assistant Vice President( Business
Partners)
5A Vice President- Head
4B/A, 3B/A, 2B/A, 1A CEO, Managing Director

38
3. Modes of Recruitment

The following are the modes of external recruitment at Steria Pune:

1.1) Walk-in

Candidates walk in at the city location for interviews. This is the pool of candidates which is
pre dominantly generated due to awareness about the company and through advertising. This
pool is limited to the BPO/KPO branch, as no IT candidates walk-in. The reason behind this
is, Steria Pune hardly recruits freshers for IT. Thus, IT candidates are usually obtained via
other sources of recruitment like referrals, consultancies and campus selections. Maximum
numbers of candidates are obtained via this mode of recruitment for the BPO/KPO domain.

1.2) Referrals IBuild Steria (IBuild Tracker)

This is a very effective method of recruitment. A program called IBuild Steria has been
started wherein, the referee of the candidate gets a certain predefined amount, with respect to
the level at which the candidates joins, if the candidate completes a certain tenure working
for the company after being employed. This program is quiet popular among the employees
due to the benefits attached. This is the second best mode of recruitment after walk-in in the
BPO/KPO domain and works well enough for IT too.

1.3) Consultancy Drives

These are effective for IT as well as KPO/BPO. Outsourcing helps cut down on a lot efforts
and costs for the recruitment team. In addition, the candidates have already been sieved to fit
the requirements of the company, and thus, a lot of time is saved. Due to the commission
terms of the consultancies, Steria Pune, does not recruit entry level candidates from
consultancies, whereas they go for higher level candidates with a higher CTC.

39
1.4) Campus Selections

This mode is predominantly used while recruiting for IT and support jobs. Campus selections
are usually not made for KPO/BPO jobs. Campus selection drives are again a cost effective
method of recruitment as a huge pool of candidates is made available to select from. You can
carry out bulk recruitments as per the requirements of your organization.

1.5) Job Portals

This mode of recruitment is highly effective for sourcing and market investigation (MI). Job
portals offer a huge pool of candidates. This mode is being used for obtaining large amount
of IT and a few support candidates at Steria pune. At the Pune centre, not much recruitment
is done via job portals for BPO/KPO. But, in other centers like Noida, where the
requirements are larger, job portals are used as an important tool.

4. Generating RRFs:

RRFs or Resource Requisition forms are forms to be filled in order to open a position. The
forms are to be filled by the business leaders i.e. the senior team leaders on the floors by
manpower planning activities. The RRF post generation is acted upon within the turnaround
Time.

40
5. RECRUITMENT: INTERNAL:

Resourcing

It is the activity of filling open positions from within the organization thus offering growth
satisfaction to the employees.
The process of resourcing is similar to that of recruitment except the fact that the employee
need not be put through verification checks or induction. Thus, resourcing is preferred as it
helps fill positions in the company without spending much on the procedure. It is highly
preferred in Steria and practiced rigorously.

3.1) Internal job postings: Rounds and procedure

The terminology used for internal job postings in Steria is ICM (Internal Career Movement)
wherein the employee is given a chance to grow in the company by choosing and applying
for the jobs that he or she thinks fit for them.
Internal Career Movement can be of two types:
a. Within the same Level and Sub Level ;LATERAL MOVEMENT
b. To a higher Level or Sub Level; PROMOTION

The Business Rules that govern ICM are:

a. Promotions are subject to the availability of a commercially approved open RRF position
at next career framework level and continued requirement of existing position from which
the employee move, i.e. to have backfill for the existing position; this is a mandatory
requirement. Any exceptions to this rule need specific approval from the Chief Delivery
Officer/ Functional Head and Financial Controller of the particular Service Line.
b. The duration of the new Position/ Role should be a minimum of 12 months period.
c. ICM Process will be front ended by the respective HRBPs. Approval of all the ICM is as
per the matrix appended below:

41
Approval Levels Comprising of Managed By
Level 1: Sub Apex HRBP, Service Line Head/ Front End: HRBP
Committee (Service Line Function Head, Resourcing Administration: RBP
Wise) Business Partner, Finance
Controller.

Level 2: Apex CDO, HRD, CFO Administration: Compensation and

Committee Benefit Team

The support families are only for the employees applying from outside the function. Internal
movement within the function is governed separately but follows the approval mechanism as
stated in the table.

The internal positions provide the information regarding the

Job Title
Department/ Account
Location
Level and Sub Level
Skill Set Required
Expected duration of the role and tentative date of joining
Start date of the opportunity
A concise description of the role (Job Description)

An employee can apply for a position, lateral as well as vertical, provided he/she has been
rated adequately in the last Appraisal Cycle.
The position identified is updated on the Intranet of the company wherein the employees who
think they are eligible for the job can get the details of the job as mentioned above.

42
The criteria for ICM can be divided as per the types;

The Criteria for a Lateral move:

12 months of working in IT/BPO/Support
12 months in current Role and Account
No time constraint for business wait employees

The Criteria for a Promotion:

A minimum tenure of 18 months with Steria
A minimum tenure of 18 months in the current level/sublevel
12 months in current level/ sublevel for resources identified as a Fast tracker or Hi Po in
Cedre
Employee should have completed 18 months in the current assignment
Must possess relevant knowledge; technical, functional, business skills and qualifications
as required by the role
Must possess all the role specific and skill specific attributes
Should have the potential to perform at a higher role
Should not have PIP and/or disciplinary actions pending

Thus, IJPs is a continuous process at Steria just like Recruitment. The resourcing team needs
to work on the requirement and the opportunity available in a specific amount of period
called as turnaround time (TAT). The open positions which cannot be filled by ICM are then
forwarded to the recruitment team.

3.2) ICM Fair

The ICM Fair is an occasional event which is held in order to boost IJPs and to let the
employee masses know about the options open to them. The ICM Fair that took place during
the tenure of the Internship showed 19 applications, 8 of which cleared all the rounds
successfully. Out of the 8 selected, 3 were Promotions and remaining 5 were Lateral Moves.

43
The same number includes two transfers from BPO domain to IT domain. The fair included
the following:
Quizzes and discussions about ICM at Steria and all its policies.
The opening speech by the Director- HR about what ICM is and how it can help the
employees grow, maintaining stability in the company
A reference and eligibility check of the applicants
Scheduling interviews for application received for available opportunities
Conveying the results to the applicants.

The fair helped in closing many open opportunities thus saving the cost of recruitment for
them and also helped spread awareness about the resourcing activities at Steria Pune.

44
6. RECRUITMENT: EXTERNAL:

Recruitment

It is the time bound process of attaining candidates from various sources for the given
requirements. The sources used are mentioned above in the report. But Steria BPO
predominantly uses Referral System and Direct Walk-ins.
The Recruitment activities carried out by the recruiters include:

a. Scheduling Interviews

Interviews need to be scheduled by making referral or cold calls to probable employees

which can be found out by any of the means given above in the report. These Candidates are
to be analyzed and then called for an interview for Selection. Scheduling activities are chiefly
carried out over phone calls; Email mode of conversation can also be used.
Finding candidates to be scheduled:
(1) Referrals- Existing employees of the organization send referral CVs to the recruitment
team, of their peers in the industry who look forward to join Steria. These candidates are then
called and scheduled for an interview.
(2) Job Portals- Job portals can be utilized to shortlist a number of candidates for the
opportunities. The Boolean Search options enable the recruiter to search in a better manner.
Candidates so found can be scheduled for interviews.
(3) Consultancies- SPOCs (Single Point of Contact) from the consultancy can send details
of the candidates approaching them, to the company recruiters, who can then schedule their
interviews according to convenience of both the parties.

Other sources of recruitment can also be used to find candidates. Thus, Scheduling, in a
nutshell, is the process of calling the candidates for interviews by ensuring the convenience
of the parties, the interviewer and the interviewee, with respect to time.

45
b. Conducting Interviews

Interviews are conducted to check compatibility of the candidate with the Job Specifications.
Interviews conducted can be of any of the types as mentioned above in the report. The main
aim of the interview is to check the compatibility of the candidate to the job on the basis of
following aspect:
Educational Eligibility
Personality Fit
Behavioral Fit
Functional/ Skill Fit

To find out about these aspects, the interview process has been mapped down as follows:

I. Preliminary II. Tests III. Business Round

Round (Process oriented (Team Leaders
(HR round) tests) conduct interview)

EXIT EXIT

I. Preliminary Round

The preliminary round is conducted by the HR Executive in order to check whether the
candidate can be forwarded for further rounds of the interview process. The prerequisites like
that of Communication, Basic Domain Knowledge, Educational and Professional Eligibility
are checked in the round. Also, the candidates are given a rough overview of the environment
at Steria and the job that they need to perform along with the timid remuneration that they
may receive. Thus, the overall fit of the candidate is checked with the open opportunity and
also the person environment fit.

46
Thus, while conducting the interview, following information should be extracted from the
interviewee;
Name
Residence Address
Date of Birth
Education Details
Current Company Details; DOJ (Date of Joining) and DOL (Date of Leaving), Salary per
annum (with or without incentives), Reason for leaving the current/ Last working company
Why looking for a Job change
Educational or Career Gaps if any
Comfort level with Process Requirements at Steria

The role of the HR panel while conducting the interview is as follows:

To thoroughly check the academic /employment details of the candidate.

To explore if there are any gaps during academics /employment and reasons behind them

To check the proposed fitment provided by Tech / MR panel to ensure organizational

parity.

To assess the attitude and communication skill of the candidate

To do the salary fitment and negotiate, if needed.

To understand the preferences / constraints of the candidate in terms of location, notice

period of the previous company, joining date, etc.

To inform candidate about the pre-employment medical check and the Background check
formalities

To check if valid references have been and interest of the candidate in joining Steria.

The information mentioned is mandatory to be obtained as it well acquaints the interviewer

and the interviewee and also decides whether the candidate qualifies for the further rounds of
the interview.

47
The Interviewer decides which process the candidate best fits in as per his curriculum vitae
and forwards him for further rounds of the interview for that process only.

The candidate exits the process if any one of the fields is found to be a pitfall as the matching
of all these basic facets is really very important.

II. Tests

A Candidate who clears the preliminary round is given tests as per the process that he will be
interviewed for. The chart mentioned about the processes and clients at Steria Pune can be
used to understand the various processes.
Following is the table that gives details of the processes and their requirement at Steria Pune
and the tests used for the same.

PROCESS TESTS
Accounts Payable:
1. Supplier (Data Entry) Typing Test
2. Verification (Data Entry) Essay Test
3. Non PO (Data Entry)
4. PO Matching (Data Entry)
Accounts Receivable:
1. GL (Data Entry) Typing Test
2. A2R (Data Entry) Essay Test
3. Vat & Tax (Data Entry)
O2C
1. NHSP (Data Entry and requires few Typing Test
Mathematical Calculations) Essay Test
Math Test
2. Debt Collection (Voice Process, Typing Test
Grammar and Accent requirements) Essay Test
Grammar Test

48
NHS-FHS (Data Entry) Typing Test
Essay Test
PAYROLL (Data Entry) Typing Test
Essay Test

The tests are so divided in order to fit to the requirements of the process so that the candidate
can be judged flawlessly for the role.

III. Business Round

The Role of a Team Lead/Process Lead while conducting the interview is as follows:

To measure relevant technical competencies of a candidate on the given scale.

To judge the suitability of the candidate on the basis of competencies measured

(recommended / not recommended)

To highlight specific deficiency or lacunae leading to rejection of the candidate.

To highlight the specific aptitude / experience having a link to suitability for any specific
role or projects.

To highlight possible areas of deployment /allocation in general.

To suggest the relevant experience of the candidate in IT/Non IT (Domain/functional

experience) that may be useful for the company in short / long term.

To explain an overview for the kind of projects being done in a certain technology /
platform its depth, coverage.

49
7. Maintaining Trackers

For each candidate that enters the organization with a desire to obtain a job, an entry in the
tracker; an excel sheet, is maintained wherein, the name, and other details of the candidates
are filled. Also, the results or outcomes of the various tests and rounds that they are put
through are also included.
These trackers help maintain a database which can be utilized by the team for many
purposes; checking candidate progress, keeping the candidate on old for further
requirements, maintaining data for activities like IBuild, tracking new hires and their
procedural progress, maintaining a record of opportunities available and their deadlines. A
copy of the tracker maintained has been attached in the annexure.

The list of Trackers is as follows:

RRF-Tracker:
The tracker helps keep an eye on the RRF that are raised by the team/process leads. The
trackers show the details of the position to be filled and the turnaround time for the RRF in
which the opportunity has to be filled.

Walk-in Tracker:
The tracker is used to maintain a database of the total number of people walking in for the
interview and their names irrespective of whether they get selected or rejected.

New Offer Tracker:

The tracker helps maintain a database of the offers sent out of the HR department to the
selected candidates.

BPO- Hiring Tracker:

The Tracker is used for maintaining a record of the selected candidates and their movement
along the on boarding process at Steria.

50
8. On-Boarding of Candidates

The On-Boarding of candidates happens in a seven step program; each step symbolizing an
activity to be performed for entering the organization, the interview being the first step and
the Induction being the last step.
The candidate selected via the interview rounds is made to submit documents which are then
sent for a reference check. Once the report on the candidate appears green, the candidate can
be taken aboard the team and can be put on the floor. Induction is performed for all new
joiners; which includes welcome session, introduction to all departments, a few professional
games and last but not the least an elaborate lunch. Post the Induction, the joiner is put for
Training if needed or directly on the Operations floor.

51
9. Interview Training Program

An interview training program was conducted for the interviewers i.e. the HR team and the
team/process lead for understanding the dos and donts of effective interviewing. The
program was conducted by a senior consultant of the company and highlighted that no
personality type is wrong but it needs to be molded to manage a Job-Personality-
Environment fit.
The agenda of the program included Ice Breakers, Management Games in Random Teams,
Creating link between what the Team Leaders wants and what the HR gives to them. It also
discussed a very important aspect of the losses faced by the company due to immediate
attrition of the employee post joining. Thus, it was suggested that recruitment should be done
thoughtfully to avoid such problems. The entire team interacted over a delicious lunch thus
boosting involvement.
Certificates and a great learning were the take-away of the event.

52
10. Market Intelligence

Marketing intelligence (MI) is the information relevant to a companys markets, gathered

and analyzed specifically for the purpose of accurate and confident decision-making in
determining market opportunity, market penetration strategy, and market development
metrics

The HR Orientation to it is the study of talent available in the market, which fits our
requirements of job, but currently acting as an asset for some other organization.
Market intelligence helps in making projections and designing strategies for bringing the best
of the talents on board.

Market intelligence - the usage;

Internal:
Competency Mapping
Manpower Planning
Defining Competitive Advantages
Retaining Employees

External:
Planning for Competencies
Headhunting activities
Projections
Methods to be implemented

53
Following are the MI reports performed during the internship for two skills; PeopleSoft, Pega
PRPC

1. Skill: PeopleSoft

Location Companies Project Approx No of

Resources
Delhi/NCR Birlasoft Ltd Birla Soft Pvt ltd,GE Corp for 30
PS
Delhi/NCR Wipro Management cycle 20
technologies
Pune Infosys PWC, 25
Pune IBM
Pune Wipro Credit Suisse 6
technologies
Pune MPHASISAN HP Saudi Hollandi Bank, Riyadh 8
COMPANY
Pune CTS MetLife 12
Bangalore / Oracle India PeopleSoft Apps Upgrades 12
Bangalore Private Limited and PeopleSoft Apps Installs
Certification.
FedEx 7
Peoplesoft ELM Enterprise 4
Learning Management
Mumbai L&T Infotech Project Connect 10

54
2. Skill: Pega PRPC

Location Companies Project Approx No of

Resources
Chennai American Pega Development 30
International Group
(AIG)
Pune Cant Disclose Cruse 4
Hyderabad HDFC Ace Insurance 4
Chennai Mahindra MCORP 10
Mumbai JP Morgan Chase Securities Lending 10
Chennai Mahindra Satyam Warranty Parts Return and 7
Recovery Solution
Hyderabad Accenture Retail Assets 16
Workflow,/ACE INA,
Mexico,
Honeywell Airport operations system 21
Technology (In a big view).
Solutions
Bangalore HCL Technologies Calculation and 10
Ltd. Simulation Solution
(CaSS)
Chennai Virtusa (India) Pvt. ACE EXODUS 11
Ltd.
Hyderabad Pega Systems Senior Solutions Engineer 6

55
Following are all the IT Skills that Steria Pune works for:

1. Java
2. PeopleSoft
3. Hyperion
4. Abinitio
5. Oracle PL/SQL
6. Websphere Message Browser
7. Oracle apps
8. Java Spring

Similarly MI can be generated for the BPO industry in the desired location.

11. Referral Callings

Referrals are an integral part of the recruitment procedure at Steria due to IBuild activities
and the monetary gains attached to the existing employees. Thus, the referrals are exhausted
before moving to any other source of candidates.

12. Sourcing BPO and IT candidates

Sourcing is an inevitable activity for any recruiter. It is so because until and unless candidates
are sourced, there is no inflow of good candidates. Recruitment has now grown into a very
competitive and aggressive science and hence sourcing is a must to practice it. To add to the
difficulty, the attrition rate in the BPO and IT industry is at an all time high thus increasing
antagonism among rivals.

56
13. SLAs and TATs

Service Level Agreement (SLA) and Turnaround Time (TAT) in context to recruitment is the
period allotted for activities, within which the requirement needs to be filled. The SLAs for
Steria India for recruiting employees at different levels is as follows:

Level/Sub- Skill Type Time to Recruit (days)

Level

8 (A/B) Across all skills 30

7 (A/B) Software Engineer; Senior Process 30
Executive/Senior Engineer; AM-
Process
6 (A/B) Solution Specialist, Technical 90
Manager/ Technical Architect; Senior
Manager
5 (A/B) Lead Technical Project Manager; 90 minimum
Service Delivery Manager; Lead
Consultant/Senior Test Manager; AVP-
Finance
4 (A/B) Principal delivery Manager; VP- 90 minimum
Operations/ Chief Consultant; Senior
VP
3 and above COO- Business Services; Client 90 minimum
Director; CFO

57
14. Documentation: Reference Check (Third Party and Normal):

The requirement to comply with ISO 27001 guidelines, stipulates reference checks of all staff
members (Permanent, Temporary and Contract) at the time of job application.

The activities to be undertaken for successful follow up of verification process are as follows:
To complete template with information and send to the agency within two days from date
of joining of the employee/ within two days from date of selection of the candidate.
Follow up with agency till feedback from agency is received.
Escalate, if there is delay beyond time as per SLA
Ensure feedback is received within time as per SLA
Pass on feedback received to specific stake holders
Get decisions from specified stake holders on cases which have adverse feedback
Inform recruitment team (in case of post joining reference check coordinated by HR)
Implement decision taken by the stake holders based on magnitude of misrepresentation
done by candidate / employee.

Actions to be taken in case of a Negative Feedback:

Pre-joining Cases:
Hold or cancel recruitment of the candidate if appointment letter is not issued yet
Inform candidate with a letter cancelling the appointment giving specific reasons, prior to
joining of the candidate
Maintain record for future reference

Post- joining Cases:

Take confirmation from employee on the misrepresentation done
Discuss with employee and terminate appointment with a written letter citing reasons

58
15. Induction (L&D):

The induction is a two day program conducted twice a month for the new joiners of all
domains together. The program includes sessions about Steria Groupe, Steria Pune, the
various departments and introduction of all the departmental teams along with elaborate
meals.

16. PEOPLE HELP DESK (PHD):

It is the department of HR wherein any and every kind of information about the company is
provided. The PHD helps in solving employee escalations and queries and replies to them
within certain SLAs. The PHD in association with employee engagement department helps
plan various events like birthday bashes, seminars, workshops, dandiya night, etc.

17. Intranet : People One

PeopleOne is a feature of the Intranet of Steria; Sterianet, which helps in keeping the
employees connected in a virtual cyber environment. It helps keep them updated about the
happenings in the organization and also helps them in making bring up to date for letting
others know what they are up to in the organization.

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18. Post Internship Experience:

First Step12; Welcoming campus recruits aboard:

The event happens every year to welcome the campus recruits just out of colleges into the
company. It is a one day event organized to make them have fun and get acquainted with the
environment and the existing employees. The entire HR team worked as volunteers for this
event.

Recruitment Drive:

It was an on-campus recruitment drive for IT conducted, in Steria, on a Saturday, i.e. a non-
working day for Steria and other alike organizations to attract maximum talent. 75 candidates
were interviewed out of which 23 were selected for the process. The interviewing was carried
out in the three rounds; Preliminary (HR) Round, Technical Round 1and Technical Round 2.

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 OBSERVATIONS AND FINDINGS

a. The HR forwards most of the candidates that walk in for the preliminary round to the
further rounds of the interview process. Thus the strike rate is high.
b. The consultancies affiliated are utilized only for obtaining voice candidates who are paid
higher than back office jobs, thus saving cost.
c. The recruitment process in Steria is robust and transparent.
d. Repetition of candidates within the cooling period is avoided.
e. Availability of panel is good.
f. The reception, the ambience and the treatment given to the candidates is good.
g. Arrangement of telephonic interviews is also done as per candidates convenience.
h. The HR department is well connected to the security department thus making it easy to
track the candidate in the organization.
i. The screens and Steria magazines placed in the waiting area help the candidates in
knowing Steria well.
j. The selection process is smooth and doesnt waste the candidates time.
k. The outcomes of the interview process were as follows for the 282 interviews collected
during the tenure of the internship:

140

120
Selected
100

80 Rejected for Poor

Communication
60
Not Eligible
40
Did not appear further
20 rounds
0
OUTCOMES

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 CONCLUSIONS

Prior intimation about the Interview is given to the candidates.

Information about what to expect at the Interview is provided to the candidates.
Candidates are made comfortable when they arrived for the interview.
The process of Recruitment which includes the HR round, Tests and Technical rounds in
the same order, is a robust system and helps sieving of employees efficiently.
The name of the company is held high with its impressive infrastructure.
The atmosphere of the Interview is Welcoming and Friendly, yet professional.
The company boasts about and offers a good work life balance to its employees thus
attracting a lot of candidates.
There is a healthy atmosphere in the office and relationship among the staff is very
harmonious which helps in branding.

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 SUGGESTIONS AND RECOMMENDATIONS

l. The number of candidates called via sourcing can be scheduled uniformly over the week
to avoid crowding on Mondays.
m. Candidates that fail to clear the technical round for a process can be tried for another
process of the similar type as the processes differ in their sub cultures whereas the work is
the same. An employee who fits in technically but does not fit into the team can be tried for a
different team as they differ in their sub cultures.
n. Out of the total 118 candidates selected from the HR round, only 55 were chosen for the
Technical Round thus showing that the HR Round is carried out leniently as compared to the
Technical Round. To avoid this, the HR Round can be conducted by a panel consisting of the
HR Executive along with a technical panelist thus saving extra cost.
o. Visitors parking must be made available in the Company premises.
p. Photo ID of the candidate should be verified before the Interview in order to get it
confirmed whether the same candidate has come for Interview.

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 MANAGEMENT LESSON

Time Management
Earlier, Recruitment was not a continuous process and was carried out only in the case of
requirement of new resources. But today, recruitment has grown into a time bound
process and thus requires management of time.
Leadership
HR is a department which interacts with all the employees in the organization by default.
Thus, all the other employees look up to the HR people ,making them the Leaders in the
organization.
Proactive
For a HR Manager it is highly important to be Proactive as the market for recruitment is
highly competitive due to heavy industrialization.
Crisis Management
A constant crunch of time and other resources teaches recruiters to manage in the
available resources and plan better.
Effective Communication
Human Resource Team has to constantly deal with the employee masses and thus need to
be highly effective in communication.
Empathy
Employees come up with problems to th HR Department, and the HR personnel have to
show empathy and help them out of their problems to retain the employee in the
organization.
Motivation
For HR people are leaders, they have to constantly keep on motivating the other
employees.
Tam Work
Working as a team and working as a department teaches to cope with the ups and downs
of the functioning of the team.

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 BIBLIOGRAPHY
Books:
Aswathapa K. (3rd Edition) Human Resource and Personnel Management, Tata McGraw
Hill, New Delhi.
Gary Dessler Human Resource Management.

Website:
www.google.com
www.nasscom.org
www.steria.com

Journals, Magazines and other sources:

Steria magazines.
The intranet of the company; Sterianet.

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 ANNEXURES

Annexure A:
Walk-in Tracker

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