HRM PROJECT REPORT

Program & Batch: PGDM 2014-15, Section D

Term: 3rd Term

Course Name: HRM

Name of the faculty: Dr. Suryatapa Kar

Topic/ Title: Recruitment in Zensar Technologies

Group Number: Group6

Group Members: Sl. Roll No. Name1 140101032 Arpit Mishra

2 140103064 G. Sashidhar

3 140101117 Prerna Naresh

4 140101147 Sanketh Padhy

5 140103157 Shweta Jadhav

6 140103165 Srikanth Guhan

Table of Contents:

1. Introduction 3

2. Recruitment

2.1 Definition 2

2.2 Meaning 2

2.3 Need for Recruitment 3

2.5 Recruitment Estimation (Numbers) 4

3. Selection 4

4. Recruitment and Selection at Zensar

4.1 Work at Zensar 4

4.2 Sources of Man Power Supply

4.2.1 Internal 5

4.2.2 External 5

4.2.3 Newspapers 5

4.2.4 Magazines 5

4.2.5 Web 6

5. THE SELECTION PROCESS OF Zensar

5.1 Employment tests 7

5.2 Other Tests 7

5.3 Interview 8

5.4 Second Interviews 9

5.5 Final Employment decision 9

5.6 Approach to Selection 10

6. Zensar Insights: Talking to the HR 11

7. CONCLUSION 12

8. REFERENCES 13

1. Introduction

The two most vital capacities of people management or personnel management or Human Resource Management are Recruitment and Selection.

Recruitment and selection help in focusing on the right ability needed for the organization and thus in making resources and assets for the same. It requires getting to the sources of manpower with a specific end goal to meet the obliged quantities of employees.

"Right individual for the right job" is the fundamental guideline of the recruitment process in any organization.

2. Recruitment

2.1 Definition

As per EDWIN FLIPPO, “Recruitment is the process of searching for prospectiveEmployees and stimulating them to apply for jobs in the organization.”

2.2 Meaning

The formal meaning of Recruitment states, "It is the process of finding and attracting capable applicants for the employment. The process begins when new recruits are sought and ends when their applicants are submitted. The result is a pool of applicants from which new employees are selected". These opportunities inside the association are generally advertised keeping in mind the end goal to maximize its reach so that the pool of candidates is adequate and good enough to meet the vacancies to be filled

2.3 Need for Recruitment

The need for recruiting may be out of one or many of the following,

Vacancies may arise because of:

1. Promotions in the organization2. Retirement of existing employees3. Contract termination of contractual employees4. Labor Turnover

New vacancies arise because of following reasons:

1. Growth of functions2. Expansion of employee base3. Diversification of activities in the organization4. Specialized employees for specific job specification

2.4 Recruitment Estimation (Numbers):

The recruitment approximation for IT industry, for a large recruitment drive, is explained below with a recruitment pyramid:

3. Ideal Recruitment Process

Planning Strategy development Searching Screening Evaluation and control

4. Recruitment and Selection at ZENSAR

4.1 Work at Zensar:

Zensar campuses and offices in Pune (Headquarters), Hyderabad and New Delhi are witness to energetic bunch of people, displaying freshness and working in a culture that provides them with the freedom to express themselves without any restrictions which helps them to grow in all possible ways.

The people management at Zensar is known to be robust and this is what sets the comparatively new Zensar apart from other IT companies. Employees at Zensar

Lead generated

(5.5:1)

Candidates Invited (3.9:1)

Candidates Interviewe

d (3.1:1)

Offers made(1.9:1)

NEW HIRES

take pride in being called Zensarians. Zensar has been a success story ever since it was set up and this is a testimony to their fair and commendable HR practices.

Various functions at Zensar are:

Continuous learning Fun and culture Vision Community- A Zensar initiative Career

4.2 Sources of Man Power Supply

4.2.1 Internal

Zensar upgrades internally only for managerial positions. This is because internal up gradation within the organization saves lot of cost and effort, and also assures that selected candidate is highly capable to perform the role as he/she has already seen the same from closely.

Types of internal recruitments at Zensar:

Former Employees Retirements Internal Notification (Advertisement)

4.2.2 External

Zensar saves itself time and money by hiring group manpower from outside for non-core jobs as these resources are required in bulk and hence hiring an agency to do the same cuts cost. For ex: Floor mechanics, technicians etc.

For engineers, types of external recruitments at Zensar are:

Campus Recruitments: Colleges, universities, research laboratories, sports fields and institutes are fertile ground for recruiters, particularly the institutes. Campus Recruitment is going global with companies like HLL, Citibank, HCL-HP, ANZ Grindlays, L&T, Motorola and Reliance looking for global markets. Some companies recruit a given number of candidates from these institutes every year (number is based on the growth in and requirement for that year). Campus recruitment is so much sought after that each college; university department or institute will have a placement officer to handle recruitment functions. However, it is often an expensive process, even if recruiting process produces job offers and acceptances, eventually majority leave the organization within the first five years of their employment. Yet, it is still a major source of recruitment for prestigious companies.

Engineering Institutes: Campus hiring at engineering institutes typically starts in May and continues through September. Senior managers and officers from Zensar

actively participate in this hiring, to bring on board the next generation of bright, young and talented leaders for Zensar. They encourage current students at the campuses they visit to use this opportunity to interact with the Zensar recruitment teams during the hiring process to understand the company and their people philosophy. They hire engineering graduates and post-graduates from all disciplines, and MCA students at the campuses.

Management Institutes: Campus hiring at management institutes typically starts in December and continues through March. They hire management graduates from all disciplines, with or without prior work experience in software or other fields.

Off Campus Hiring: It is the event for those candidates who do not get selected during campus recruitment. The process remains the same; it just aims at giving those candidates a chance that were not able to go through the process before. These candidates also go through the same two rounds, here only the scale and basis on which they are evaluated changes.

Job Fairs: Job fairs are the events that attract candidates from various diversified fields. It gives IT companies an immense scope and opportunity to take advantage of the same. Hence, they put canopies at job fairs or desks for the same purpose.

Advertisements: These are aimed mostly at specific jobs and cater to a wider target audience, thus garnering the best possible talent acquisition.

4.2.3 - Newspapers:

Zensar advertises through the following newspapers: Times of India, The Economic Times, Indian express, Hindustan times, The Financial Express and other business and employment papers. They don’t put up ads in all the newspapers owing to conversion rates. The same is the case with websites and magazines as putting up ads adds up to the expenditure and they need to maintain the cost effectiveness of the hiring process.

4.2.4 - Magazines:

Zensar does not advertise much through magazines. However some magazines where you will occasionally see the company’s advertisement are: Business world, Business Today, India Today, Capital market, Business journals, IT magazines, Computer and technical journals. As observed, the conversion rate through magazines has gotten mixed reviews over the time from the industry.

4.2.5 - Web:

These are the websites used for advertising jobs: www.zensar.com (homesite), www.indiatimesjob.com, www.monster.com, www.naukri.com

4.2.6

Walk-ins, write-ins and talk-ins; Consultants; Industries are also used for hiring.

5. THE SELECTION PROCESS OF ZENSAR

The selection process is explained with the help of a flow diagram which states all the steps involved in the process.

Initial screening through interviews:

Initial screening is done through the first interview which is a preliminary interview to screen candidates who will go through for next stages of interviews.

For the post of engineers a cutoff is set for percentage, say 60%. For higher posts in the hierarchy, both can play a role in screening.

Completion of application forms:

They provide the necessary details of the candidate. The candidate is not judged on the basis of this form. Hypothesis about the candidate is drawn from this form, no conclusions drawn from the form. These forms take into account the fact that they may ask necessary details only and in no way a parameter to eliminate or shortlist them.

5.1 Employment tests:

Essay writing Logical test Vocabulary English test Reasoning

5.2 Other Tests:

Mental or intelligence tests: Measures the overall intellectual ability of a person and provides information whether the person has the mental capacity to deal with certain job related issues or problems.

Mechanical aptitude tests: Measures the ability of a person to learn and adapt a certain type of skill or mechanical work. These helps to quantify specialized technical know-how and problem solving skills of the candidate. These are helpful in selecting of mechanics, engineers, etc.

Intelligence test: Helps to evaluate traits of the candidate’s intelligence. Mental ability, numerical ability, presence of mind (alertness), memory and other such aspects can be quantified and measured. Taken mostly to judge numerical skills, reasoning, memory and such other abilities.

Personality Test: It is taken to judge maturity, social or interpersonal skills, behavior under stress and strain, etc. This test is very much needed in case of selection of sales force and public relation staff where personality plays an important role.

5.3 Interview:

Formal Interview: Interviews are held in the employment office in a more formal atmosphere, with the help of well-structured questions.

Patterned Interview: A patterned interview is essentially a planned interview, but it is all the more precisely pre-planned to a high level of precision, accuracy and

exactitude. With the assistance of job and man specifications, a list of questions and areas are completely arranged which will go about as the questioner's aide.

Non-directive Interview: Here the interviewee is permitted to talk his mind openly. The interviewer has no formal or mandate questions, yet all his attention is towards the candidate. He directs the interview in a direction that is decided at that moment based on the interviewee’s answers. e.g. "Mr. Beam, please let us know about yourself after you're passed out from graduate school".

Depth Interview: It is intended to intensely look at the candidate’s experience and thinking and to go into impressive detail on specific subjects of a critical nature and of unique enthusiasm to the candidates. Case in point, if the applicant says that he is occupied with tennis, a series of questions may be solicited to test the profundity from understanding and enthusiasm of the candidate.

Stress Interview: It is intended to test the candidate and his behavior and conduct by him under states of anxiety and strain. The interviewer may begin with "Mr. Sanket, we don't think your capabilities and experience are sufficient for this position, ‟ and then watch the response of the candidate. A good candidate won't yield, despite what might be expected he may substantiate why he is qualified to handle the employment.

Panel Interview: A panel or interviewing board or selection committee talks with the candidate, ordinarily on account of supervisory and managerial position

Mixed Interview: In practice, the interviewer while interviewing the candidate utilizes a mix of organized and structured and unstructured questions. This methodology is known as the mixed interview. The organized questions give a base of question more customary and grant more prominent insights to make novel contrasts between all the candidates.

5.4 Second Interviews: Job seekers are welcomed once again after they have passed the first interview. Middle or senior administration by and large leads the second interview, together or independently. More inside and out questions are asked to the candidate and the employer expects a more prominent level of preparation from the candidate.

5.5 Final Employment decision: It is the final step. Here Zensar’s team takes a very important decision whether to accept or reject the candidate based on the results of all the previous steps.

5.6 Approach to Selection:

Ethnocentric Selection:

In Ethnocentric approach, the decision for selection is taken at the Zensar’s headquarters. Subsidiaries have limited autonomy.

Recruitment Yield for Zensar in 2013

6. Zensar Insights: HR Interview

Following is the questionnaire we prepared and asked the recruiters and HR’s at the organization.

Q1. How do you estimate total number of employees to be hired each year?

Ans: Estimation for hiring is done based on the following parameters:

1. Projects expected in the coming year

Lead generated

(11060)

Candidates Invited (7436)

Candidates Interviewed

(3224)

Offers made(1020)

NEW HIRES(660)

2. Requirements as per job levels3. Bench Strength4. Attrition rate5. Units or function growth target for the next year6. Billability

Q2. What is the policy for lateral hiring?

Ans. Proper procedures is emulated for lateral hiring too. Lateral hiring is carried out principally for Job Level 4 or more. Job level ratio must be kept up for smooth working of each function, for instance, a degree of 1:20 is for the most part maintained. Additionally, if an immediately necessity or on site requirement has come up, a lateral hiring is favored.

The average for fresher to lateral in Zensar is assumed at 70:30. This is targeted towards 80:20 or 90:10.

Q3. How do you cope with attrition rate?

Ans: The attrition rate in the industry is said to be around 15%. So, the hiring is done keeping this rate in mind. As a consequence of restructuring and growing prospects at other IT giants like Infosys and TCS, the attrition rate is increasing in Zensar.

No negotiations are done individually as the base salary increases for every level simultaneously. But to retain an employee, negotiations under Personal Level 6 & 7 can be done. Sometimes, they are also offered to go on-site.

Q4. Assuming Zensar offered X number of jobs in a year. As is seen, the number of joining’s are short of what X was. How can it influence the following hiring procedure? Furthermore how can it influence the current objectives arranged as far as time taken to accomplish them?

Ans: Consistently the hiring is carried out keeping a cushion rate in mind. Over the years, the pattern has given a vigorous figure of 60% joining. The goals are likewise taken consideration with this cushion as present seat quality adjusts for the same.

7. Conclusion

From the study of Human Resource at Zensar, the most essential parameter we've learnt is that the most significant part of any association is the Human resources. An organization invests intensely in this asset and looks carefully to support it to see them turn into the pioneers in the association and society tomorrow. This asset of association adds to the vision of the association and helps the association understand it.

The strategic implications of the human resource in any organization is critical in molding the future of the organization. This where the hiring of the right talent

becomes extremely significant as the recruitment process is the thing that sets the worker and the association separated.

8. Recommendation

As mentioned, as Zensar has its offices in only 3 cities in India i.e. Pune, Hyderabad and Delhi, it tends to hire most graduates and post graduates from colleges in these cities. Going by the Director’s report of expanding its clientele and hence no. of employees, our recommendation is that Zensar should hire from more cities to acquire talent from all over India and also make it a culturally sound organization.

1. REFERENCES:

K Ashwathappa, (1997) Human Resource and Personnel Management, Tata McGraw-Hill 131-176

Chris Dukes, (2001) Recruiting the Right Staff John M. Ivancevich, Human Resource Management, Tata McGraw- Hill, 2004 Steve Kneeland, (1999) Hiring People, discover an effective interviewing

system; avoid Hiring the wrong person, recruit outstanding performers Stone, Harold C and Kendell, W.E Effective Personnel Selection Procedures,

1956 http://profit.ndtv.com/stock/zensar-technologies-ltd_zensartech/reports-

auditor-report http://www.zensar.com/zensar-media/press-releases/2199-zensar-reports-q-o-

q-growth-of-38-in-dollar-revenue- http://www.rpggroup.com/investors/annual_reports/pdf/zensar-Annual

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