PROJECT REPORT ON ABB LTD.

and SIEMENS recruitment process

2011

PROJECT ON RECRUITMENT PROCESS

ABSTRACT
As an inevitable part of this project we had to choose an organization on which we have to work as in group. We got through one of the very good organizations in electric sector, a good opportunity for us to do our findings - required for the project. We also got an opportunity to get associated with a behemoth like ABB Ltd. group. We got engaged with ABB Ltd. Recruiting and Selection team. We had been collecting information through the people working over there and as ANUP KALITA of recruiting they were a part and selection department of ABB Ltd., helping us in the HINA SHUKLA project so completion of the undertaken. NEHA RANA The project that we undertook at our college IILM was to figure out and understand all the RITIKA MISRI recruiting and selection strategies and methodologies adopted by the firm at the business level as VASUNDHRA TYAGI well as by its employees at a very individual specific level. The aim of the latter was to discover the separate uniqueness in the world to expanding their business globally. ABB Ltd. had to multiply the resourcing sources like placement consultants and staffing agencies. But collaborating and communicating with these sources was becoming an additional task for them. The report gets concluded with some of our personal suggestions which, we feel would help the function in the most fool proof manner, providing it with a fair amount of GROUPfirm 8 especially at 2nd BLOCK the value addition. ABB Ltd. requires rapid and efficient recruitment at all levels, higher level of hierarchy. Recruitment at senior levels required counting through several hundred resume to come across one suitable candidate. ABB Ltd. also had a huge network of placements consultants and staffing agencies to cope up with the rapid hiring process. But communicating and collaborating with these sources was becoming an additional challenge. Sources that we have been depending on for getting talent have increased with time, as also the mechanics of selection process. In order to track the

Page 2

PROJECT ON RECRUITMENT PROCESS

process from end-to-end and standardize the process flow across the organization, we decided to automate recruitment. ABB Ltd. preferred Talent pool over others for its user friendly features and high level of configurability. Management in ABB Ltd. expects Talent pool to help them.

ACKNOWLEDGEMENT
Working in association with a conglomerate, as huge as ABB Ltd., is a fantasy of many. This could become a reality for us with the help of several people who are worth finding a mention here. To begin with, Id like to thank the recruitment department head without whom, pursuing this fantasy would have been difficult. Id also especially like to thank the people who assigned for us to get to know the information about how the talent acquisition used in the company. With helping of all the people in ABB Ltd. group we couldnt able to get enough information. In the absence of whose guidance & expertise wed not have been able to pursue and successfully execute this project. They proved to be a very generous mentor who helped us out in every possible manner. The Head assigned few people who were helping to collect some important data and facts. He ought to find a special mention here for the way he guided us throughout this project. He has been a constant support at every step, guiding us towards the most appropriate way of execution. He even played a very vital role in helping us on this project for us. Wed like to give a special mention to my team members without whose concerted efforts and support, it would have been difficult for us to end up at ABB Ltd. We also played a very vital role in helping each other to decide on what step we should take at which place for this project so we divided accordingly.

Page 3

PROJECT ON RECRUITMENT PROCESS

We took the help in our college itself with some faculty members. They all have been of immense help throughout. Also they played a very crucial role in guiding us towards pursuing a sound and successful project completion. Specially, thanks to our maam Ruchika Mehra who gave us this project in order to better understand the recruitment process in any organization. Last but not the least; we would like to mention my group members who contribute the excellent efforts for collecting information as more as possible for this project we all proved to be a constant supporter throughout the process of this project completion.

LIST OF CONTENTS

S.NO.

PARTICULARS

PAGE NO.

1. 2. 3. 4. 5. 6. 7. 8. 9.

Company Goals and Beliefs Company Overview Literature Review Research Objectives & Research Methodology Recruitment Process of ABB Ltd. Conclusion & Recommendation About Siemens Limitation & learnings References

5-6 7-11 12 13 14-15 15-16 17-30 31 32

Page 4

PROJECT ON RECRUITMENT PROCESS

CHAPTER 1 COMPANY GOALS AND BELIEF

1.1 VISION
As one of the worlds leading engineering companies, they help their customers to use electrical power efficiently, to increase industrial productivity and to lower environmental impact in a sustainable way. Power and productivity for a better world.

Page 5

PROJECT ON RECRUITMENT PROCESS

1.2 MISSION
Improve performance: ABB helps customers improve their operating performance, grid

reliability and productivity whilst saving energy and lowering environmental impact.
Drive innovation: Innovation and quality are key characteristics of our product, systems

and service offering.

Attract talent: ABB is committed to attracting and retaining dedicated and skilled

people and offering employees an attractive, global work environment.

Act responsibly: Sustainability, lowering environmental impact and business ethics are

at the core of our market offering and our own operations.

1.3 CULTURE
Good leaders are characterized by competence, ambition and integrity All three ensure that we create value by fulfilling our commitments to our customers, our employees and the communities and societies in which we operate, acting in accordance with sound corporate values.

1.4 STRATEGY
ABB is a global leader in power and automation technologies that enable utility and industry customers to improve performance while lowering environmental impact. With about 130,000 employees we are close to customers in around 100 countries. With our technology leadership, global presence, application knowledge and local expertise, we offer products, systems, solutions and services that allow our customers to improve their operations whether they need to increase the reliability of a power grid or raise productivity in a factory.

Page 6

PROJECT ON RECRUITMENT PROCESS

Focusing on our core strengths in power and automation technologies, we strive for organic profitable growth. Our global manufacturing base ensures consistent top-quality products and systems made in ABB for customers around the world. Our customers have broad and easy access to ABBs offerings - whether they buy from us directly or through distributors, wholesalers, system integrators or other partners. Our people work together seamlessly to deliver benefits for our customers. Our way of doing business is values-based, leadership-driven and performance-oriented.

CHAPTER 2 COMPANY OVERVIEW

2.1 HISTORY
ASEA AB of Vasteras, Sweden and BBC Brown Boveri Ltd of Baden, Switzerland, announce plans in August 1987 to merge their operations to form ABB Asea Brown Boveri Ltd, headquartered in Zurich, Switzerland. Each parent company is to hold 50 percent of the new company. 1988 Operations begin January 5, 1988. In the first year, some 15 acquisitions are made, among them the environmental control group Flkt AB of Sweden, the contracting group Sadelmi/Cogepi, Italy, and railway manufacturer Scandia-Randers A/S of Denmark.
Page 7

PROJECT ON RECRUITMENT PROCESS

1989 In December, ABB finalizes the purchase of the worldwide power transmission and distribution operations of Westinghouse Electric Corp. of the U.S. Also in December, ABB announces the agreement to buy Stamford, Ct.-based Combustion Engineering Group. In total, ABB purchases about 40 companies in 1989. 1990 ABB begins an aggressive program of expansion in Central and Eastern Europe and prepares for expansion into Asia. The rate of acquisition slows in the U.S. and Western Europe, where a period of consolidation and restructuring begins. 1991 Investments continue in Central and Eastern Europe, where ABB employs about 10,000 people by year end. Extensive restructuring positions the company to meet the demands of recession economies in North America and parts of Europe. Research & Development spending increases by 20 percent 1992 Recession management is accelerated and total employment reduced by 14,000. Employment in Central and Eastern Europe rises to 20,000 people in 30 companies. In Asia, more than 20 new manufacturing and service units are created through joint ventures, acquisitions, and Greenfield investments. 1993 The Group continues its strategy of targeted expansion in Europe (including the former Soviet Union), the Americas, and Asia Pacific. ABB introduces the GT24/GT26 gas turbine technology opening new opportunities on the global market for high-efficiency, low-emission turbines.

Page 8

PROJECT ON RECRUITMENT PROCESS

1994 ABB emerges from a two-year consolidation phase to begin new volume and profit growth. In Western Europe and North America, the focus is on the fast-growing service and retrofit markets, while demand for new infrastructure drives demand growth in emerging markets. In Asia, ABB has 30,000 employees and 100 plants, engineering, service and marketing centers. 1995 ABB continues to expand its local presence in Asia and Central and Eastern Europe through internal growth, acquisitions and majority joint ventures. ABB announces the merger of its Transportation segment into a 50-50 joint venture with Daimler-Benz AG of Germany, effective January 1, 1996. ABB selected as Europe's best company in technology and innovation management. 1996 Demand in emerging markets continues to drive growth. Employment in these countries rises by 10,000, while selective downsizing continues in Western Europe and North America. ABB completes the merger at the Board level by integrating its parent companies' Boards into the ABB Group Board. Gran Lindahl is named ABB President and CEO, effective January 1, 1997, succeeding Percy Barnevik, who becomes non-Executive Chairman of the ABB Board of Directors. 1997 ABB continues to reduce employment in Western Europe and add employees in various emerging markets and Central and Eastern Europe. Employment also increases in growing businesses, such as oil, gas and petrochemicals, automation and service-related activities. ABB moves early to adjust its cost base in Western Europe and the U.S. - including the reduction of 12,000 jobs - and accelerates expansion in Asia to improve future competitiveness.

Page 9

PROJECT ON RECRUITMENT PROCESS

1998 ABB took a number of significant steps in 1998 to position itself for improved growth. ABB acquired Elsag Bailey Process Automation to position itself as a leader in the global industrial automation market. It was the biggest acquisition in ABB's history. The company made a number of other strategic acquisitions, and in early 1999 divested its 50-percent share in Adtranz, its rail transportation joint venture with DaimlerChrysler. The industrial segments were realigned to better match changing market conditions and the regional management layer was dissolved to speed decision making. The restructuring announced in late 1997 was about 90 percent complete in 1998. 1999 Shareholders accepted an offer to replace ABBs four-class share structure with a single class share. Shares in the new Zurich-based ABB Ltd began trading on the Swiss stock exchange and stock exchanges in Stockholm, London and Frankfurt at the end of June. ABB is now preparing for a U.S. listing. ABB accelerated its shift to a knowledge and service company. Strategic acquisitions included a major Brazilian industrial service company, U.S. and European financial services companies, and an oil and gas equipment supplier in Argentina. ABB contributed most of its power generation businesses to a 50-50 joint venture with ALSTOM of France, creating the worlds largest power generation supplierABB ALSTOM POWER. ABB divested its 50percent share in its rail joint venture Adtranz to DaimlerChrysler of Germany, and sold its standard cables business. In December, ABB announced its intention to divest its nuclear power activities.

2.2 INTRODUCTION TO ABB LTD

ABB is a global leader in power and automation technologies that enable utility and industry customers to improve performance while lowering environmental impact. We are present in around 100 countries. We leverage our technology leadership, global presence, application

Page 10

PROJECT ON RECRUITMENT PROCESS

knowledge and local expertise to offer products and services that allow our customers to optimize their operations. Our integration platform, Industrial IT, enables our customers to manage their installations better and link up in real time with their own suppliers and customers. The result is a leap in efficiency, quality and competitiveness. We focus on our core businesses in power and automation technologies and have simplified our organization. This ensures that our customers have quick and easy access to ABB's offerings, when and where they need us-whether they buy from us directly or through distributors, wholesalers, system integrators or other partners. Our businesses work together with one simple and seamless set of values for customers. Often called the General Electric of Europe, ABB Ltd. has two core business segments: power technologies and automation technologies. Serving electric, gas, and water utilities, and also industrial and commercial customers, the power technologies division offers a wide array of products, systems, and services for power transmission and distribution and power plant automation. Offerings include transformers, medium- and high-voltage products, power systems, and utility automation systems. The automation technologies division specializes in manufacturing-automation and process-automation products, services, and systems. ABB transacts 55 percent of its total sales in Europe, 19 percent in the Americas, 18 percent in Asia, and 8 in the Middle East and Africa. The Wallenberg family dynasty of Sweden holds about a 10 percent stake in the company. ABB (formerly known as ABB Asea Brown Boveri Ltd. was formed in 1988 from the merger of Sweden's ASEA AB and Switzerland's BBC Brown Boveri Ltd.--two companies founded in the late 19th century.

2.3 PRODUCTS OF ABB LTD

Page 11

PROJECT ON RECRUITMENT PROCESS

1. 2. 3. 4. 5.

Power Products Power Systems Discrete Automation and Motion Low Voltage Products Process Automation

2.4 COMPETITORS
1. Siemens 2. Continental Control Ltd. 3. Datar Switchgear Ltd. 4. Eon Electric Ltd. 5. Havells India Ltd. 6. Integra Switchgear Ltd. 7. JSL Industries Ltd.

Page 12

PROJECT ON RECRUITMENT PROCESS

CHAPTER 3 LITERATURE REVIEW

3.1 RECRUITMENT
Recruitment refers to the process of attracting, screening and selecting qualified people for a job. Recruitment is 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. The recruitment industry has four main types of agencies: employment agencies, recruitment websites and job search engines, headhunters for executive and professional recruitment and niche agencies which specialize in a particular area of staffing. The stages in recruitment include sourcing candidates by advertising or other methods, screening potential candidates by advertising or other methods, screening potential candidates using tests/ interviews, selecting candidates based on the results of the tests and interviews, and on-boarding to ensure the candidate is able to fulfill their new role effectively.

3.2 RECRUITMENT PROCESS

JOB ANALYSIS

SOURCING

SCREENING AND SELECTION

Page 13

PROJECT ON RECRUITMENT PROCESS

ONBOARDING

CHAPTER 4 RESEARCH OBJECTIVES AND RESEARCH METHODOLOGY

4.1 RESEARCH OBJECTIVE

1. To know about the company and its competitors and comparing it with its competitors 2. To understand the recruitment process 3. To understand the recruitment process of the company and comparing it with the recruitment process of its competitor

4.2 PROJECT DESIGN

TYPE OF RESEARCH: Qualitative SAMPLE SOURCE:
Primary Data: Face-to-Face Interaction Secondary data: Company documents, Internet, etc.

STUDY AREA: Delhi

Page 14

PROJECT ON RECRUITMENT PROCESS

CHAPTER 5 RECRUITMENT PROCESS OF ABB Ltd.

ABB ensures that the internal and external candidates they select for the job vacancies as well suited both the culture of ABB and the requirements of the vacant position through the use of globally consistent, professional and validated processes including interviewing, assessment, reference checking and where appropriate background clearance.

Page 15

PROJECT ON RECRUITMENT PROCESS

1. REQUIREMENT SPECIFICATION & JOB ADVERTISEMENT: ABB line

managers initiate the hiring process by creating requirement specifications. Then the, HR professionals create job advertisements. The candidate can find the vacancies in the websites for all the vacancies like for graduates, students, experienced, internship, etc. Once the online application has been submitted for a job vacancy, the candidate will receive an email confirming receipt of the application.
2. PRE-SELECTION ROUND: In the pre-selection round, ABB HR professionals start

the application screening process. Till that time, based on job requirements, ABBs HR professionals search for and evaluate candidates whose details are already stored on the recruitment management system and may directly contact CV owners whose profile matches the position requirements.
3. 1ST SELECTION INTERVIEW: After pre-selection round, the HR professional creates

a long list of the candidates who best fulfill the requirements of the job vacancy. Long listed candidates will be invited to the first selection round.
4. 2ND SELECTION INTERVIEW: The outcome of the first selection round is a shortlist

of candidates, who are invited for the second selection round. This may include a personal interview, referencing and/or background check activities.
5. FINAL SELECTION ROUND: During the final selection round, the successful

candidate is selected. The HR professional will contact the chosen candidate and will make the candidate a job offer.
6. HIRING & INDUCTION: In that course, the successful candidate will join ABB and

the induction process will begin.

CHAPTER 6 CONCLUSION & RECOMMENDATION

Page 16

PROJECT ON RECRUITMENT PROCESS

6.1 CONCLUSION
They should attract and encourage more & more candidates to apply in the organization. They should try to create a talent pool of candidates to enable the selection of best candidates for the organization. They should determine present and future requirements of the organization in conjunction with its personnel planning and job analysis activities. They should try to link the employers with the employees. They should increase the pool of job candidates at minimum cost. They should reduce the probability that job applicants once recruited and selected will leave the organization only after a short period of time.

1.2 RECOMMENDATION
They should start referral system in the organization.

1.2 CHALLENGES
Adaptability to Globalization: They main challenges they face is adaptability to

globalization, they should try to keep in tune with the changing times with the global world. Lack of Motivation: There is always lack of motivation in the recruitment process. Process Analysis: The process should be flexible, adaptive and responsive to the immediate requirements.
Strategic Prioritization: The emerging new systems are both an opportunity as well s

a challenge for the HR professionals. Therefore, reviewing staffing needs and prioritizing the tasks to meet the changes in the market has become a challenge for the recruitment professionals.
Page 17

PROJECT ON RECRUITMENT PROCESS

CHAPTER 7 ABOUT

7.1 ABOUT THE COMPANY

Siemens AG is a German engineering conglomerate, the largest of its kind in Europe. Siemens has international headquarters located in Berlin, Munich and Erlangen. The company has three main business sectors: Industry, Energy and Healthcare with a total of 15 divisions. Worldwide, Siemens and its subsidiaries employ approximately 4, 20,800 people in nearly 190 countries and

Page 18

PROJECT ON RECRUITMENT PROCESS

reported global revenue of 76.651 billion euros for the year of 2009. Siemens AG is listed on the Frankfurt Stock Exchange and has been listed on the New York Stock Exchange. Siemens & Halske was founded by Werner von Siemens on 12 October 1847. Based on the telegraph, his invention used a needle to print to the sequence of letters, instead of using Morse Code.

7.2

PRODUCTS
1. Manufacturing It 2. Industrial 3. PCs 4. Telecommunications 5. Transportation 6. Control Systems 7. Healthcare 8. Energy 1. Power Generation 2. Power Transportation 1. Other

7.2 OBJECTIVE
To attract and hire right talent based on competencies through an objective selection process, ensuring right person for the right job, necessary to accomplish organizational goals.

7.3

PROCESS OVERVIEW

Page 19

PROJECT ON RECRUITMENT PROCESS

(I) ATTRACT: The objective of this step is to create a sustained pull of the Siemens brand amongst prospective job candidates. This is achieved through innovative and effective use of all communication channels. The company would follow a variety of modes to offer recruitment solutions depending upon business needs. For this purpose the various sources of hiring can be broadly categorized as: Internal & External

Internal This will comprise of prospective job candidates who are already a part of the Siemens family, and references from Siemens employees. These are the preferred source of filling up an open position. External sources should be resorted only after due diligence has been done on Internal sources. Internal channels through which job candidates can source are: Employee Referrals Internal Job Postings

Employee Referral Schemes (ERS)

Page 20

PROJECT ON RECRUITMENT PROCESS

Employees recruit new employees! Under this, an existing employee of Siemens refers a known candidate for a particular position. This process fosters a win-win situation for all involved stakeholders i.e. referrer, Siemens and the referred candidate. Rationale behind ERS To encourage employees to source talent and reward them for the same. To reduce recruitment costs substantially. To promote a positive attitude towards the company with our own employees. To reach a pool of candidates who are not actively looking out for a job, and who are thus not attainable through other sources. To foster retention of workforce by fostering pride and better bonding amongst employees. To reduce applicant sourcing time. To have uniformity across Siemens companies in India.

Features Employees are informed about open positions through communication channels like emails, notice boards, flyers etc. Employees are encouraged to refer for all open positions. Depending on business needs, an employee referral bonus may be paid to the referrer in case deemed necessary. The same is advertised in the communication and is used as an attractive motivational tool to generate more referrals. The employee referral bonus is normally paid once the referred candidate has been selected and joins Siemens. Employees can refer any candidate matching the profile, other than people employed by any of the Siemens group companies. An ex-employee could be referred however in such a case referral bonus is not paid.

Page 21

PROJECT ON RECRUITMENT PROCESS

Internal Job Postings (IJP): This provides opportunities to existing Siemens employees to move into different roles within and across business units / decisions aligned to their career aspirations thereby enhancing employees skill, knowledge, development and career growth. Internal job postings could be another channel through which existing Siemens employees can be targeted for openings in the organization. Though this channel could provide qualified and proven candidates for job openings, it has inter department / organizational ramifications. Due diligence should be exercised before hosting Internal Job Postings. Rationale behind IJPs: To fill up open positions by cross placing (transferring) suitable existing Siemens employees, thus reducing costs and time to fill up vacancies. Motivate employees, improve retention and productivity by helping in matching organizational needs with career aspirations of individuals Features: Internal job postings are communicated to the relevant employee group through appropriate channel such as hosting on the Intranet, emails, notices etc. Due to dependencies, proper process should be put in place to handle such application and mitigate risks at both the receiving and provisioning end. Even for internal candidates it is imperative that there is a proper selection process, and candidates are evaluated on the required competencies. There should also be in place guidelines and mechanism to facilitate the transition of the selected internal candidate, once the same has been principally agreed to.

Page 22

PROJECT ON RECRUITMENT PROCESS

External: E-recruitment Job portals & Company Web Site

Press Advertisement - Print Media Placement Agents / Executive Search Agencies Job Fairs Networking / Headhunting Campus Recruitment

E Recruitment: E-Recruiting supports the entire gamut of the recruiting process by means of the electronic medium. This is based on web tools bringing candidates and Siemens in an active and continuous relationship. Its 24hrs*7days a week recruiting business environment is beneficial to both the candidates and recruiters. Rationale:

To reach out to a large number of prospective job candidates To recruit better people, faster and at lower cost. Creating better brand recall and reaching out to a large target audience. Lends itself to better data mining and analysis with the ability to sort data faster than other sources of recruitment. It is supported by technology in terms of database, resume bank, resume sharing and handling facilities etc

E Recruitment Channels: (i) Job Portals

Page 23

PROJECT ON RECRUITMENT PROCESS

Job Portals are specialized job sites, which cater to almost all categories of jobs and candidates. Examples of job sites are Monster, Naukri, Times Job, Jobs Ahead Dice etc. They are widely used and the company could subscribe to the relevant ones. Other than the standard features offered by E-Recruitment, job portals offer some distinct advantages:

Ability to mine the large existing database of the Job Portals Most of the Job Portals have some sort of resume management tool, which allow users to manage their searches.
It is an effective instrument to build and foster a strong global employer brand.

(ii) Company Web Page: The Web Page is a strategic recruitment medium of the company, giving it a worldwide presence. It provides online access to actual job opportunities. The essential features for hosting job openings in the Companys Web Page are the same as that for job portals except that they appear on the company dedicated job and career page. (iii) Press Advertisement Print Media Press advertisement is a tool through which the companys pitch can be made to a large audience. It has the potential to build the companys brand not only amongst job seekers but also amongst prospective candidates and general public. Therefore other than impacting immediate recruitments, it has a sustained impact on brand amongst public at large including potential partners, vendors, educational and professional institutes etc. Features Selection of the medium (regional / national, circulation, readership profile, target audience, relevant supplement) and placement and size of the advertisement should be evaluated carefully to ensure value for money. Overall content and messaging to conform to Corporate Communication guidelines.

Page 24

PROJECT ON RECRUITMENT PROCESS

Press advertisements typically attract huge number of applications. Therefore adequate mechanism to process these applications should be set up before placing the advertisement.

(iv) Placement Agencies: Placement agencies / consultants specialize in sourcing and placing candidates in organizations. They normally have a databank of candidates which the company can use. Sometimes these agencies are also commissioned to head-hunt a specific candidate. These agencies by virtue of their interaction with prospective candidates, who approach them for placements, also have an impact on the reputation of the company in the market. Though recruitments through placement agencies do have a cost implication for the company, their advantages are: Quick and managed response in providing suitable resumes. Ability to close openings requiring rare skills in a short span of time. Time and cost savings in aligning short listed candidates.

(v) Job Fairs: Job Fairs and Events are normally sponsored by Job portals or Newspapers where companies are invited to participate for talent scouting. They are an excellent platform for employer branding and Recruiting. Other than the visibility they provide to the company, they offer candidates a live feel of the company in case they are held in the office premises. The face-to-face interaction with the company personnel has a positive impact on candidates. Features To attract a large number of candidates for bulk recruitments, which needs to be filled up within a short span of time

Page 25

PROJECT ON RECRUITMENT PROCESS

Adequate publicity of the job fair by means of email, pint media, internet groups, radio & TV and other channels is essential to make them a success.

(vi) Campus Recruitment: Campus recruitment involves hiring high quality entry level Engineers and Management Trainees from select engineering colleges and management institutes. This source provides a large number of candidates. Given the reach and quality of interactions these campuses have with stakeholders and with the society at large, this channel has a huge impact on the outlook people have about the organization. Traditionally it has been seen that campus recruitment provides the best ROI. Campus hires perform better and have a higher retention rate. This, therefore, is strategically an extremely potent source which needs to be developed, nurtured and managed in the best possible manner. Purpose:

To create a strong brand image on campuses as Siemens One, which offer a wide choice of careers in diverse business areas. To create strong awareness of the Siemens values on the campuses. It gives an opportunity for the company to share its dreams and aspirations making Siemens the preferred employer. To liaison and facilitate Institute-Interaction which goes a long way in fulfilling expectations of all stakeholders i.e. Students, the organization and the academic institution

To leverage a pool where good talent is available in large numbers

Features: Due to its strategic importance this channel warrants special focus, and in case requires dedicated resources

Page 26

PROJECT ON RECRUITMENT PROCESS

Campus liaison is essential to create a strong brand and get a competitive slot in the recruitment schedule of the campus, which is vital in hiring the best talent.

(II) SELECT The objective of this step is to select the best fit candidates through a systematic & structured process. A robust selection process is vital for the long term success of the company. Besides having a direct and immediate impact on recruitments, this step also impacts the overall company culture, climate and its performance. Purpose:

To recruit the right type of people for the job, and ensure a high performance culture. Promote employee retention and motivation by recruiting people who fit the organization. By making the right decisions initially, rework is avoided and management time can be spent on developmental activities rather than putting out fires. Have a motivated and competent team that enhances the overall performance of the company.

Selection Process: A detailed job description forms the basis for a sound selection decision. It describes the goals of the function with corresponding responsibilities and competencies needed to fulfill these. The Siemens Competency Framework distinguishes the necessary knowledge, experience and capabilities, as required from a present as well as future perspective. The complete selection cycle would comprise of the following: Pre-selection Evaluation through interviews and / or tests Hiring decision
Page 27

PROJECT ON RECRUITMENT PROCESS

Reference checks of the selected candidate Medical Test

(a) Pre Selection: It is the process of sifting through applications received in a systematic and

scientific manner so as to arrive at a shortlist of possible applicants who comply with the requirements and competencies of the job profile. This short listing is generally done by the HR team in conjunction with line personnel. The short listed candidates are then taken through the further steps of the selection process.
(b) Interview / Test: The objective of this step is to select the right candidate for the job.

Short listed candidates from the Pre-Selection stage are evaluated to assess their competencies, skill and fitment for the job. It is essential that a candidate is evaluated on both i.e. technical competencies which pertain to his / her role, as well as behavioral competencies. The Job Description forms the basis of benchmarking the candidate against the position and arriving at a hiring decision. Application of the more eyes principal, where-in more than one person interviews the candidate, is strongly advised. To assess a candidate against the defined competencies the following techniques could be used: Aptitude / Psychometric Test Technical Test Group Discussions Case studies Structured interview Technical & HR Combination of these

Page 28

PROJECT ON RECRUITMENT PROCESS

All recruiters and managers involved in the recruiting process should have to the necessary knowledge, capabilities and should be trained accordingly. Once a candidate has been assessed it is essential that all the assessors independently capture their assessment in the Interview Assessment form. This would help in analyzing and taking corrective action related to the selection process, and also recorded for future reference. This stage plays an important role in the opinion formed by the candidate about the company. It is therefore essential that interviewers are aware of the same and use this opportunity to sell the company and the job to the candidate. (III) HIRING DECISION: Based on the interactions and evaluation of the candidate by various involved people, a decision is arrived at as to whether to hire the candidate or not. This is where more eyes principle has an impact. Effort should be to arrive at a consensus. In case there is a conflict, the hiring manager responsible, has the final decision on the selection of a candidate after consulting the HR organization. Reference Check: It is mandatory that reference check is carried out before an offer is finally extended to a candidate. As a security measure the candidates name is checked against a list of undesirable elements. This tool is available in the intranet. Reference checks can also be used to verify a candidates credentials. Due to the sensitive nature of the subject reference checks ideally should be done with prior permission from the candidate. Only after a selected candidate is cleared, should an offer be extended to him / her.

Page 29

PROJECT ON RECRUITMENT PROCESS

(IV) INDUCTION & INTEGRATION PROCESS After selection, and an offer being made, the next step is to ensure that the candidate joins and settles down in the organization. This is of vital importance as it impacts the productivity, longevity and retention of the candidate in the organization. The steps primarily include Induction and Integration, which is enumerated below.

(V) INDUCT The objective of the Induction is to ensure that the new joinee is set for a flying start in the organization. It introduces the person to the organization and sets the tone of the relationship between employee and employer. The Induction process kicks off much before the new joinee physically joins the company, in the form of keep warm plan for the person and preparations for his/her impending joining by the organization. With forethought and a small amount of prior organizing, the company can get the relationship off to a flying start leading to a more settled and motivated employee, who responds to work, training, relationships in a more effective manner, thereby having a positive effect on productivity and employee turnover.

Page 30

PROJECT ON RECRUITMENT PROCESS

Purpose: To set to rest the anxiety of the new joinee right from day one in terms of company environment, infrastructure provided and facilitate settling down in the organization. Cement the employee and employer relationship in the right sprit by giving the employee a good start in the organization. Develop a positive attitude in the employee right from day one though proper planning and execution of his/her induction Good induction leads to a more settled employee, more effective response to training, good work place relationships, lower employee turnover and better productivity. Create an Unforgettable Day first day for the candidate (VI) INTEGRATE The objective of this process is to effectively integrate new hires to ensure a fast contribution to the business and a high retention rate This will make sure that a new hire is brought up to speed and starts functioning at the desired level of efficiency. The importance of a good and effective induction/integration can be gauged from the fact that the cost of premature employee turnover could be between 150-200% of the annual income (replacement costs, lost revenue, induction costs extra workload for existing employees, and other opportunity costs). Purpose:

Ensuring bonding with the team Ensuring familiarity with all related policies with required level of detail Background verification Discuss on role, responsibilities and competencies Goal / KRA setting with respective manager Discuss on development plans Assessment, feedback and confirmation of employee
Page 31

PROJECT ON RECRUITMENT PROCESS

The induction and the earlier steps of the integration processes, provides a solid plank for a new joinee to orient himself/herself with the company and prime oneself to start working at optimum efficiency. The confirmation process provides a formal platform to assess a new joinee and provide him/her with valid feedback and cement it in a climate of trust. The performance and the development of the individual is reviewed and in case required suitable steps are taken to modify it. The completion of assessment and feedback and communicating the same to the candidate would lead to the completion of the confirmation process.

(VII) MANAGE THE RECRUITMENT PROCESS It is essential that the recruitment process is managed carefully and calibrated well. Management would include all aspects needed to ensure the quality and efficiency of the process and would include processes, tools/platforms and metrics needed to deliver world class recruitments. Excellence in Recruiting is all about Speed, Transparency and Completeness.
Purpose:

Ensure continuous alignment between the recruiting strategy and the resource plan. Speedy access / distribution if incoming resumes through structured resume sharing process. Have an efficient IT recruitment platform. Ensure that the entire recruitment process is managed and improved continuously using appropriate measurements.

Measurement is the Key to Management

Page 32

PROJECT ON RECRUITMENT PROCESS

CHAPTER 8 LIMITATION & LEARNINGS

8.1 LIMITATION

Time constraint Place constraint Lack of proper information

8.2

LEARNINGS

Understood the recruitment process Understood the process followed in the company Got know how one companies recruitment process is different from its competitors

Page 33

PROJECT ON RECRUITMENT PROCESS

CHAPTER 9 REFERNCE
1. http://en.wikipedia.org/wiki/Siemens

2. Person concerned at ABB Ltd. 3. Company Brochures 4. Company Policy Book

-THANK YOU-

Page 34