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Summer Internship Report
On
New Hire Analysis
Submitted By -
Amrsha Ghildiyal
Enrollment No –A0500109058
MBA BIOTECH Class of 2009 -2011
In Partial Fullfilment of Award of Master’s Degree
In Business Administration
To
Amity Institute Of Biotechnology
Amity University Uttar Pradesh
1
AMITY UNIVERSITY UTTAR PRADESH
AMITY BUSINESS SCHOOL
DECLARATION
I Parijat Sinha, student Masters of Business Administration from
Amity Business School, Amity University Uttar Pradesh hereby
declare that I have completed my Summer Internship on “New Hire
Analysis” as a part of my course requirement.
I further declare that the information presented in this project is
true and original to the best of our knowledge.
Date – 28th June Name – Amrsha
Ghildiyal
Place – Selaqui Course – MBA
BIOTECH 2009-11
2
AMITY UNIVERSITY UTTAR PRADESH
AMITY INSTITUTE OF BIOTECHNOLOGY
CERTIFICATE
I, Dr. Chandranshu Sinha hereby certify that Parijat Sinha, student
of Masters of Business Administration at Amity Business School,
Amity University Uttar Pradesh has completed Summer Internship
on “New Hire Analysis “under my guidance.
Date – 15th July, 2010
3
ACKNOWLEDGEMENT
This report on “New Hire Analysis” is entirely based on the
systems and processes at Dell Services at Noida. I have prepared
this report after a thorough analysis of the New Hiring Process and
the complete Life Cycle of a New Hire.
I would like to extend word of thanks to Ms. Ashish Kumar
(Industry Guide) who has continuous helped me to prepare this
report. She has been very flexible and has valued my efforts and
also guided me in the right direction. She has provided me her
valuable experience and the insights to the company.
I am also thankful to all the members of the SYNCOM
HEALTHCARE FAMILY who have helped in our project directly or
indirectly. They have proved to be very essential for us and their
help, support and guidance is highly value.
Amrsha Ghildiyal
MBA Biotech Class of 2009-
2011
A0500109058
4
Table of Contents
S: No Topic Page No.
1 Time Frame 7
About Syncom Healthcare
2 Introduction 8-10
About the Industry
5 Pharma Industry 11-13
About the Topic
8 Literature Review 14-16
9 Human Capital Management 17-20
10 HCM Suite 20
11 Talent Acquisition 21
12 New Hire Analysis 22
About the Study
13 Abstract and Problem Statement 23
14 Objectives and Parameters 24
15 Parameters Re-defined 25-27
16 Family Tree 28
5
Research Methodology -
17 Research Design
18 Sampling Technique
19 Research Technique
20 Research Instrument
21 Scaling Technique
22 Pilot Study
23 Data Collection
24 Data Analysis
25 Interpretation
26 Analysis Report
27 Questionnaire Mapping
28 Research Design
Data Collection -
29 Data Collection Methodology
30 Step 2 - Online Survey
31 Data Representation
32 Step 2 - Direct Interview
33 Data Representation
34 Step 3 - Focus Group Discussion
35 Data Representation
Data Analysis -
36 Using SPSS
37 Analysis and Interpretation
38 Findings of the Study
39 Data Interpretation
6
40 Conclusion
41 Recommendations
42 References
43 Appendix
Time Frame
“A Road Map of the Study”
Stage Duration Task
I 3rd May - 7th MayAnalysing the last year's report on
New Joiner Analysis
II 10th May - 14th MayDeciding on Abstract, Problem
Statement
III 17th May - 21st MayDeciding on Aims/ Objectives and
Parameters
IV 24th May - 29th May
Research Methodology - Sample
Size, Technique, Scaling and
Research Instrument
V 31st May - 4th JuneData Collection - Telephonic
Interview
VI 7th June - 11th JuneData Collection - Telephonic
Interview
VII 14th June - 18th JuneData Collection - Focus Group
Discussion
VIII 21st June - 25th June Data Representation and Analysis
IX 28th June - 2nd July Report Preparation and Presentation
7
INTRODUCTION
Syncom healthcare limited is a pharmaceutical company which
markets and manufactures its own products and also undertakes
contract manufacturing for various multinationals.
The products of the company are sold in OTC, GENERIC and
ETHICAL segments of domestic formulations market. The Company
is selling its formulations under its own brand name through a
nationwide marketing network spread over 26 states through a
chain of 50 distributors who in turn sell the goods to 400 appointed
stockists and 2,50,000 retailers with help of a field force of over 400
medical representatives.
With a built up area of more than 28000 Sq.ft it also includes
training cum conference room and recreation zone for the staff
members.
8
SYNCOM HEALTHCARE LTD. (Indore Office)
Vision & Aspirations
To achieve our Purpose and Mission, we affirm our values of Integrity, Respect for People,
Customer Focus, Community, Innovation, Teamwork, Performance, Leadership, and Quality.
We demand of ourselves and others the highest ethical
standards, and our products and processes will be of the highest
quality.
We recognize that people are the cornerstone of Syncom
Healthcare's success, we value our diversity as a source of
strength, and we are proud of Syncom Healthcare's history of
treating people with respect and dignity.
9
We are deeply committed to meeting the needs of our
customers, and we constantly focus on customer satisfaction.
We play an active role in making every country and community
in which we operate a better place to live and work, knowing that
the ongoing vitality of our host nations and local communities
has a direct impact on the long-term health of our business.
Innovation is the key to improving health and sustaining Syncom
Healthcare's growth and profitability.
We know that to be a successful company we must work
together, frequently transcending organizational and
geographical boundaries to meet the changing needs of our
customers.
We strive for continuous improvement in our performance,
measuring results carefully, and ensuring that integrity and
respect for people are never compromised.
We believe that leaders empower those around them by sharing
knowledge and rewarding outstanding individual effort. Leaders
are those who step forward to achieve difficult goals, envisioning
what needs to happen and motivating others.
Social Commitments
Syncom Healthcare is involved in various projects at local level and
works with NGOs towards developmental activities. We also actively
participate in sponsoring education for children and donate
medicines and medical supplies at regular intervals.
Quality Policy
10
Syncom Healthcare Limited is in the business of Healthcare since 45 years with the prime
objective to mitigate human ailments. Our relentless quest towards quality, commitment,
excellence and pride is never ending & our success has continued unabated. All the products
manufactured by us are of highest quality, safe, effective and the manufacturing operations
comply with cGMP standards. The in-built quality of the products is achieved.
Standard BMR
Best Resources
Effective cGMP
Efficient and trained Personnel
Excellent Product Design
Training Programs
Continuous Improvement
With all these factors, our commitment to quality strengthens our
conviction to provide the very best to mankind. Our march towards
perfection is continuous with the tradition of excellence in
manufacturing different formulations.
We strongly believe that the key factor for success is QUALITY and
we are committed for the same.
Pharma Industry
The Indian pharmaceutical industry is a success story providing
employment for millions and ensuring that essential drugs at
affordable prices are available to the vast population of this sub-
continent.”
11
Richard Gerster
Pharma industry today is in the front rank of India’s science-based
industries with wide ranging capabilities in the complex field of
drug manufacture and technology. A highly organized sector, the
Indian Pharma Industry is estimated to be worth $ 4.5 billion,
growing at about 8 to 9 percent annually. It ranks very high in the
third world, in terms of technology, quality and range of medicines
manufactured. From simple headache pills to sophisticated
antibiotics and complex cardiac compounds, almost every type of
medicine is made indigenously.
Playing a key role in promoting and sustaining development in the
vital field of medicines, Indian Pharma Industry boasts of quality
producers and many units approved by regulatory authorities in
USA and UK. International companies associated with this sector
have stimulated, assisted and spearheaded this dynamic
development in the past 53 years and helped to put India on the
pharmaceutical map of the world
The Indian Pharmaceutical sector is highly fragmented with more
than 20,000 registered units. It has expanded drastically in the last
two decades. The leading 250 pharmaceutical companies control
70% of the market with market leader holding nearly 7% of the
market share. It is an extremely fragmented market with severe
price competition and government price control.
The pharmaceutical industry in India meets around 70% of the
country's demand for bulk drugs, drug intermediates,
pharmaceutical formulations, chemicals, tablets, capsules, orals
and injectibles. There are about 250 large units and about 8000
Small Scale Units, which form the core of the pharmaceutical
12
industry in India
Advantage IndiaCompetent workforce: India has a pool of personnel with high
managerial and technical competence as also skilled workforce. It
has an educated work force and English is commonly used.
Professional services are easily available.
Cost-effective chemical synthesis: Its track record of
development, particularly in the area of improved cost-beneficial
chemical synthesis for various drug molecules is excellent. It
provides a wide variety of bulk drugs and exports sophisticated bulk
drugs.
Legal & Financial Framework: India has a 53 year old
democracy and hence has a solid legal framework and strong
financial markets. There is already an established
international.Industry and business community
Information & Technology: It has a good network of world-class
educational institutions and established strengths in Information
Technology.
Globalisation: The country is committed to a free market
economy and globalization. Above all, it has a 70 million middle
class market, which is continuously growing.
Consolidation: For the first time in many years, the international
pharmaceutical industry is finding great opportunities in India. The
process of consolidation, which has become a generalized
phenomenon in the world pharmaceutical industry, has started
taking place in India.
13
THE GROWTH SCENARIO
India's US$ 3.1 billion pharmaceutical industry is growing at the
rate of 14 percent per year. It is one of the largest and most
advanced among the developing countries.
Over 20,000 registered pharmaceutical manufacturers exist in the
country. The domestic pharmaceuticals industry output is expected
to exceed Rs260 billion in the financial year 2002, which accounts
for merely 1.3% of the global pharmaceutical sector. Of this, bulk
drugs will account for Rs 54 bn (21%) and formulations, the
remaining Rs 210 bn (79%). In financial year 2001, imports were Rs
20 bn while exports were Rs87 bn.
STEPS TO STRENGTHEN THE INDUSTRY
Indian companies need to attain the right product-mix for sustained
future growth. Core competencies will play an important role in
determining the future of many Indian pharmaceutical companies in
the post product-patent regime after 2005. Indian companies, in an
effort to consolidate their position, will have to increasingly look at
merger and acquisition options of either companies or products.
This would help them to offset loss of new product options, improve
their R&D efforts and improve distribution to penetrate markets.
Research and development has always taken the back seat
amongst Indian pharmaceutical companies. In order to stay
competitive in the future, Indian companies will have to refocus and
invest heavily in R&D.
14
Literature Review
literature review is a body of text that aims to review
the critical points of current knowledge and or
methodological approaches on a particular topic.
Literature reviews are secondary sources, and as such,
do not report any new or original experimental work.
AMost often associated with academic-oriented literature, such as
theses, a literature review usually precedes a research proposal
and results section. Its ultimate goal is to bring the reader up to
date with current literature on a topic and forms the basis for
another goal, such as future research that may be needed in the
area.
A well-structured literature review is characterized by a logical flow
of ideas; current and relevant references with consistent,
appropriate referencing style; proper use of terminology; and an
unbiased and comprehensive view of the previous research on the
topic.
15
Literature review discusses published information in a particular
subject area, and sometimes information in a particular subject
area within a certain time period.
A literature review can be just a simple summary of the sources,
but it usually has an organizational pattern and combines both
summary and synthesis. A summary is a recap of the important
information of the source, but a synthesis is a re-organization, or a
reshuffling, of that information. It might give a new interpretation of
old material or combine new with old interpretations. Or it might
trace the intellectual progression of the field, including major
debates. And depending on the situation, the literature review may
evaluate the sources and advise the reader on the most pertinent
or relevant.
Whereas in this study we are trying to identify, map and measure
the variables that affect the organization development – favourably
or adversely. The researches conducted prior to this were focused
on recession and hence through this study we want to compare the
cause and effects of various parameters –
During Recession
Post Recession
During recession each of these defined parameters has a different
impact. People were opting for a job if they were given job security
rather than compensation and profile. All they wanted is a job, be it
in any sector, any profile. Whereas we can see that post recession
people have become more selective in terms of job. Now they look
for compensation, profile and employee growth. Priorities have
changed over the period of time. People have got flexibility and
huge range of choices, this is because of the large number of offers
that they have in hand.
16
Hence in this study we shall be trying to cover up the aspects that
were not covered in the previous study or they have changed over
the period of time. This would help us to get a clear and recent
picture of the scenario and also tell us the market trend keeping in
mind the expectation of a new hire. The following aspects will be
included in the comparative study –
1. Current IT scenario and the market trend.
2. Number of people finally on board.
3. Various drivers within an organization –
Attraction
Engagement
Retention
4. Impact and influence of the following variable on the hiring
process –
Job Security
Compensation
Job Profile
Employee Growth and Development
Personal Reasons
Brand
5. Further sub division of these parameters.
6. The impact of each of these variables on the efficiency of the
organization.
7. Data collection done in three stages so as to verify the
responses and prepare concrete analysis.
Therefore our aim is to conduct this research with the focus of
re-evaluating these parameters in the post recession scenario.
Also to do an in depth analysis on these pre-defined parameters.
This would give us a better and clear picture. This will help the
organization to build strategies for effective hiring.
17
Human Capital Management
Organizations that fail to invest in their Human Capital and the next
generation work place environment will face erosion of products
and services as well as diminished capacity to compete globally as
a result of growing employee malaise. Global 2000 Organizations
18
are now focusing more on optimal resource utilization and
productivity. A comprehensive Human Capital Management (HCM)
strategy addresses the organization’s need to measure accurately
measure and improve
Human Capital planning is a systematic process for identifying the
resource pool and its capabilities to meet organization goals and
developing the strategies to meet the requirements to
fulfil those goals. Organization Structure Planning is a continuous
process that ensures that an organization has the right Human
Capital in the right Jobs at the right time and in the right way.
HCM Planning involves -
• Systematic process that is integrated, methodical, and ongoing
• Determine the numbers and skills of needed workers and where
and when they
will be needed
• Identify the actions to be taken to attract and retain the number
and types of
workers that the organization needs
• Organizational collaboration
• Educating the staff on the behaviour and attitude towards the
customer
Human capital refers to the stock of competences, knowledge and
personality attributes embodied in the ability to perform labor so as
to produce economic value. Many early economic theories refer to it
simply as workforce, one of three factors of production, and
consider it to be a fungible resource -- homogeneous and easily
interchangeable. Other conceptions of labor dispense with these
assumptions.
19
HCM helps enterprising companies by –
Improve productivity and reduce transaction costs
Provide secure, anywhere-anytime access to workforce
information
Accommodate multiple organizations, jobs, positions, and
calendars
Ensure an accurate, timely payroll while meeting tax
compliance and reporting requirements.
Human capital management system provides the core capabilities
global organizations need to manage their human resources
according to industry best practices and gain visibility into
workforce performance.
HCM includes –
Human Resources—secure role-based and web-based workforce
management, from hiring to retirement.
Benefits Administration—everything you need to manage
multiple progressive benefit plans while ensuring the security and
privacy of health data.
Flexible Spending Accounts—complete in-house tracking and
administration of flexible benefits programs.
Compensation—tools for formulating and driving corporate pay
policies.
20
Payroll—comprehensive payroll and taxation administration
capabilities.
Managing Talent -
One of the major problems faced by many companies in today’s fast
paced market is how to grasp and retain labour that is of the best
caliber. In the highly competitive business environment, the best
talent quickly gets swept up by employers eager to strengthen the
quality and efficacy of their workers. That’s why it is important for a
company to stay on track by utilizing the best talent management
programs available.
Indeed, a successful venture will place a high priority on the
organization of labour pools and the effective regulation of human
capital resources. Not only will the company pick up the right
people to work for it, but also it will engender a sense of loyalt
among its employee.
The Costs of Human Resources Management-
In a company with thousands of employees, it is easy to lose track
of the processing costs for, say, a single time off request. But losing
track doesn’t mean the cost just goes away, and many business
leaders would be appalled to find out how much money is chipped
off their bottom line every time a simple employee transaction – like
a request for time off – goes through. Even worse yet is that this
type of cost (averaging nearly a hundred dollars per request in large
corporate settings) is practically a negligible sum when all of the
other human resources related costs are added up.
How to integrate HR Technology within an HCM environment
21
Increasingly today, businesses are seeing the benefits of
automating their systems of human capital management. By
rethinking their HR software, they are finding their Human Capital
Management systems are already light years beyond what they
were in the decades prior to the Internet. Yet there continues to be
many companies lost in the archaic and mistake-prone system of
maintaining HR processes that are lack automation.
The days when a company can get by without integrating HCM
technology are long past. Due to competition generated by the
increased efficiencies of the companies plugged into HCM
technology, those who are not yet “on-line” find that their revenues
are being eaten up by the same costs that their competitors are
reinvesting to achieve an edge on their particular markets. Find out
how your company can integrate HR management software for
increased productivity in the workforce.
Maximizing Human Resource Management
In a corporate world wrought with scandal and threatened on all
sides by an often times uncertain economy, employers are
compelled more than ever to make sure that they are getting all
that they can from their workforce. Adding to the urgency of the
problem is the fact that the optimization of a workforce is a far from
simple procedure.
Human Capital Management Suite
22
Talent Acquisition
“People are not your most valuable asset ... the RIGHT
people are”
AND
“To attract the RIGHT people we need to offer them a
unique Employee Value Proposition”
23
In the talent management universe, the new employee orientation
and mainstreaming process is known as “employee onboarding.”
Keeping in mind that you never get a second chance to make a first
impression, your business should make absolutely sure that new
hires feel welcomed, valued, and prepared for what lies ahead
during your new employee orientation or onboarding process.
The new onboarding process consisted of a series of learning and
on-the-job training activities delivered over a four month period.
The activities break down into the following major categories:
Manager-facilitated Training
Instructor-led Training
Self-Study
Job Shadowing
Manager Coaching
Talent is considered one of the most critical aspect for any
resource. As it is well said that, organizations dont hire people, they
hire talent. An effeient resource will always have the below set of
soft skills –
A – Attitude
S – Skill
K – Knowledge
Therefore any organization would ensure that they acquire the
“best among best”.
24
New Hire Analysis
This is a field of research where we would be analyzing the most
significant part of - “Life Cycle of an Employee”. We would be
focussing our research on the New Hire Process. This would give us
great insights about the process and also identify the most critical
factors based on which a person joins a particular organization.
The new hire analysis is a subset of Human Capital Management
and is one of the most critical to organizations these days. The
hiring process is very exhaustive and aims to pick out the most
desired candidate among the lot. Companies are doing a lot of
research on how to invite deserving candidates. Such resources can
turn out to be critical for the business. Hence the primary objective
of the entire hiring process is to – “Find the Right Person for the
Right Job”.
The highly trained and specialised resources of the organization are
collectively known as the “Talent Pool” and companies are ready
to walk to extra mile to retain such people in business. Hence we
can see that its very important to hire the right person on the job
and in our study we would be analyzing the factors which –
1. People look for, in a Company.
2. Company looks for, in a Candidate.
Human Capital Management
Talent AcquisitionTalent
DevelopmentTalent
Management
Talent Retention
25
ABSTRACT
Acquiring skilled and competent talent has always been the key role
of the Talent Acquisition team in any organization. This aspect is a
very minute function under the umbrella of Human Capital
Management. This can be explained as below –
1. Human Capital Management
2. Talent Acquisition
3. New Hire On boarding
The onboarding process is a very complex and critical process as
this is the first stage when the new hire is stepping into the
organization. Every workplace comes with its own set of rules and
regulations, benefits and bonuses, nuances and traditions.
Hence it is very important for an organization to quantify the impact
of people who join and who don’t join. The latter could become a
matter of concern if it goes unchecked. In this study we would be
identifying the key factors which influence a person to join an
organization, quantify its impact and then relate it to the
Organization Enhancement.
PROBLEM STATEMENT
“To acquire competent and skilled workforce – quickly and
efficiently”
With the growing need to hiring skilled and trained workforce,
companies are facing a lot of financial crisis. They invest a huge
amount of money into – selecting, short listing, interviewing,
training and making them ready for proficiency. Therefore it
26
becomes very critical for an organization to adopt a cost effective
hiring methodology.
This study would focus on streamlining the process, critically
analyse the process and help improve employee onboarding
process across the enterprise – and unleash the potential for higher
profits. A cost effective process would not only ensure higher profits
but also acquiring the best of talent pool at reasonable cost.
Aim and Objective of the Study
1. To analyse the complete hiring process adopted at Dell.
2. To identify key factors that people look for in an organization
before they join.
3. To quantify the impact of these factors on the Organizational
Development.
4. To find out the factors why people quit organizations, mapping
these factors into
reasons why people join organization.
5. To compare the hiring scenario, pre and post acquisition process
at Dell.
Parameters for our Research
Dependent Variable
Number of people on board
Independent Variable
27
Job Security
Employee Growth and Development
Job Profile
Brand
Compensation
Personal Reasons
Parameters Re-defined
1. Job Security - Assurance an employee has about the
continuity of gainful employment for his or her work life. Job
security usually arises from the terms of the contract of
employment, collective bargaining agreement, or labour legislation
that prevents arbitrary termination, layoffs, and lockouts. Job
security is the probability that an individual will keep his or her job;
a job with a high level of job security is such that a person with the
job would have a small chance of becoming unemployed.
Factors affecting Job Security –
Financial Stability
Future Certainity
2. Employee Growth and Development– This could be
explained in terms of opportunities provided to an employee for his
expansion in personal and professional front. Growth opportunity is
28
defined as the opportunity to invest in profitable projects.
Opportunities for growth and development help employees expand
their knowledge, skills and abilities, and apply the competencies
they have gained to new situations. The opportunity to gain new
skills and experiences can increase employee motivation and job
satisfaction and help workers more effectively manage job stress.
By providing opportunities for growth and development,
organizations can improve the quality of their employees’ work
experience and realize the benefits of developing workers to their
full potential.
Factors affecting Employee Growth and Development –
Training and Development
Equal Employment Opportunities
Career Development
Advancement Opportunities
3. Job Profile - Job profile is the gist of information about the job
for which there is a vacancy. The skills and competencies required
for carrying out that job, the challenges and deliverables of the job
and Key Performance Indicators thereto will be mentioned in the
job profile. A job description is a list of the general tasks, or
functions, and responsibilities of a position.
Typically, it also includes to whom the position reports,
specifications such as the qualifications needed by the person in the
job, salary range for the position, etc. The analysis looks at the
areas of knowledge and skills needed by the job. Note that a role is
the set of responsibilities or expected results associated with a job.
A job usually includes several roles. The job description might be
broadened to form a person specification.
29
Factors Affecting Job Profile –
Tasks
Duties
Responsibilities
4. Brand - Brand management is the application of marketing
techniques to a specific product, product line, or brand. It seeks to
increase a product's perceived value to the customer and thereby
increase brand franchise and brand equity. Corporate branding can
result in significant economies of scope since one advertising
campaign can be used for several products. It also facilitates new
product acceptance because potential buyers are already familiar
with the name.
Companies devote huge budgets to brand products and services
externally however; the value of internal branding with employees
and other internal constituents is a huge factor in businees.
Company branding is key to reputation management and building a
brand begins on the inside, boosting employee satisfaction and
productivity with internal communications.
Factors affecting Brand–
Internal/ in – house Branding – Employee Satisfaction,
Engagement, Loyalty
External Branding – Customer Perception, Loyalty, Awareness
5. Compensation - Remuneration, such as a wage or salary to
pay people for their work. Compensation is a systematic approach
to providing monetary value to employees in exchange for work
performed. Compensation provided to employees can direct in the
30
form of monetary benefits and/or indirect in the form of non-
monetary benefits known as perks, time off, etc.
Compensation does not include only salary but it is the sum total of
all rewards and allowances provided to the employees in return for
their services. If the compensation offered is effectively managed, it
contributes to high organizational productivity. Compensation is a
key factor in attracting and keeping the best employees and
ensuring that organization has the competitive edge in an
increasingly competitive world.
Factors affecting Compensation –
Salary and Wages
Benefits
Allowances
6. Personal Reasons – These could be defined as the reasons
that vary with individuals and an organization can not cater to
individual needs and preferences. Company adopts a policy that is
in sync with the organizational development keeping in mind the
consensus. Personal reasons are the factors that are beyond the
control limits of the organization. Such reasons generally relate to
the personal life of an employee. Hence we can see that personal
reasons are private issues and concerns of a person which affect his
joining an organization.
Factors affecting Personal Reasons are –
Location – Distance and Commutation
Family
FAMILY TREE
31
Research Methodology –
Research can be termed as a voyage of discovery, movement from
unknown to known. An attitude, an experience, a method of critical
Number of People on Board
Job Security
Employee Growth and Development
Job Profile
Brand
Compensation
Personal Reasons
Financial Stability Future Certainity
Training and Development
Career Development
On Site Opportunities
Task Duties Responsibilities
Internal External
Salary and Wages Benefits Allowances
Location Family
32
thinking. Its an art of scientific thinking, moreover its a systematic
approach to define a problem and reach to a problem solving state.
An effective research has following components –
1. Research Design – Design is the structure of any scientific
work. It gives direction and approach to research. We can have
either Quantitative or Qualitative Research. Here we would be
conducting a Quantitative Research.
2. Sampling Technique – Refers to selection of an unbiased
or random subset of individual observations within the population.
Sampling technique could be Probability or Non Probability
Sampling. Under Probability Sampling Technique we would deploy
Stratified Sampling as we would be targeting people from different
levels in an organization.
33
3. Research Technique – Research technique is defined as
the framework which will be adopted in order to carry out the
research. There are two types of techniques available – Exploratory
and Conclusive. Here we would be adopting the Conclusive
Research Technique as the problem has been identified and now we
would be concluding its impact on the Organization Development.
34
4. Research Instrument – Instrument is referred as the
process indicator which would measure our objectives. Here we
would be using a set of questionnaire which would comprise of a set
of 10 questions.
5. Scaling Technique – Scaling is a method of transforming
attributes (qualitative) into variables (quantitative). The various
scales available are – Comparative and Non Comparative. We
would be designing our instrument in such a way that it has an
effective mix and blend of both of these scales.
35
6. Pilot Study – Testing the study before Launching. It is the
preliminary analysis before we conduct the complete and
exhaustive research. Pilot study is conducted to check the feasibility
of the study and identify the potential flaws that might be
encountered during the research. It can reveal deficiencies in the
design and technique which might be crucial in the implementation
stage. Hence it is called a preventive measure which might identify
major loop holes in our study.
7. Data Collection – This technique allows us to systematically
collect information about our subjects of study. Data can we
collected via – Primary Data and Secondary Data Collection
methods. Here in our study we would be collecting data directly
from the respondents as well as the data collected previously.
Therefore the method would be Primary and Secondary.
8. Data Analysis – It is the process of Inspecting, Cleaning,
Transforming and Modelling data with the goal of highlighting
useful information, suggesting conclusions and eventually support
36
decision making. Here we would be using the analytical software
SPSS, which would help us to analyse the data in terms of –
Correlation, Regression, Reliability and Validity.
9. Interpretation of Results – This step would help us to
relate the data analysis scores to our study. This step would help us
to interpret the statistical finding to our research. It’s a stage where
our research objectives are mapped to the research findings.
10. Analysis Report – This is the final stage in a research
study which summarises the finding and also provides
recommendations in terms of making the process more effective
and efficient. This report would provide a more concrete judgement
and provide a better and clear picture of the research topic, explain
in quantifiable terms and provide a final outcome.
37
Questionnaire Mapping –
S:No Question Parameter
1
Important reasons for joining
Syncom Services -
Reasons for
Choosing Syncom
Job Security
Growth and Development
Job Profile
Brand
Compensation
Personal Reasons
2
According to me, Job Security is
related with –
Job Security
Consistent return in terms
of money
Assurity in terms of
employment
Both of them
None, please specify
3
By employee Growth and
Development , I mean –
Employee Growth
and Development
Learning and Development
Career Growth
Onsite Opportunities
All of them
Other, please specify
4 My decision to join Syncom
healthcare is influenced by -
Brand
The feedback from
employees within the
38
organization
Company’s image in the
market
Both
Others, please specify
5
Provided with equally good offers,
I would take the decision
considering- Personal Reasons
Family Constraint
Location Constraint
None
Other, please specify
6
The Channel I have been hired
through –
Source
Referral
Consultancy
Walk In
Web Portal
Other, please specify
7 Please rate the following reasons,
for leaving your previous
organization -
Reasons for
Leaving
Excessive Work Pressure
Lack of Rewards &
39
Recognition
Poor Work Culture
Immediate Manager/
Leadership
Compensation
Growth Stagnation
8
Offers in hand at the time of
leaving the previous organization.
No of offers
0
1
2
3
More than 3
9
Did you receive counter offer
from the previous organization?Counter Offer
Yes
No
10
In what terms is the present offer
at Dell Services is better than the
counter offer from previous
organization
Comparison of
Offers
40
Research DesignThis research study understands the mind set of the people who
want to join an organization. This study aims to identify and
measure concrete parameters for a new hire.
This the most important aspect of the research where in we have
collected the primary data from the respondents through –
Step 1 - Online Survey
Step 2 - Direct Interview
Step 3 - Focus Group Discussion
A descriptive research design was adopted in this study to analyze
the perception of the new hire in an organization. The research
went under a systematic process of finding out the potential
positive factors that support new hire analysis in these
organizations.
By analyzing the responses achieved through questionnaires.
Sampling Technique – Non Probability Sampling
Sample Size – 250 Employees
41
Research Tools and Techniques – The research tool taken
into consideration for this study is a structured questionnaire that
has been designed carefully to minimise the ambiguity and
generate the responses from the executives and technical labour
employees. This questionnaire aims at studying the factors
contributing to the new hire analysis.This questionnaire contains the
following dimensions –
1. Job Security
2. Job Profile
3. Compensation
4. Employee Growth and Development
5. Brand
6. Personal Reasons
Scaling Technique – A Likert and Ranking scale is used in this
study have been used to give us a much clear picture. In likert
scale, the respondents are required to indicate a degree of
agreement or disagreement with each of the series of statements
about the factors undertaken. Whereas in the Ranking Scale the
respondents are asked to rate the variables of the study in the
order of their preference.
Data collection has been primary and all the information thereby
collected has been analyzed using Non Parametric Tests.
42
Data Collection
Data collection is considered the most important aspect of
Research.
Step 1 – Online Survey
Step 2 – Direct Interview/ Telephonic Round
Step 3 – Focus Group Discussion
Step 1 – Survey Questionnaire
Online Survey - Is a set of 10 questions which are designed online
using the application Google Docs. These questions were a
combination of Ranking and Likert scale questions. The online
survey is designed and sent across to all the respondents and the
survey was available for 2 weeks. This survey would help us to form
a much bigger picture on why people switch over organizations. The
questions were designed in such a way that it would broadly
43
categorize the parameters and gives us an insight about the
psychology of a new hire.
Step 2 – Direct Interview
Direct Interview – Is the second phase of data collection where we
wanted to gather some in depth information about why people
chose the parameters from our research. This was done over the
phone and we interviewed them at a suitable time where in they
gave us some more insights about their viewpoints. This step
proved to be very crucial because –
1. The information gathered here was very exhaustive
2. Response rate was 250 out of 317 i.e. 80%
3. Got information that was not covered in the Online Survey
Direct interview was a phone call of approx 5 min where the
interviewer asked certain predefined questions and wanted to seek
Data Collection
Phase I
Online Survey
Overview of the Parameters as
understood by the new Hire
44
Output of Phase I
Output of Phase I
Outcome of Phase I -
Employee Growth and Development is the main reason for joining an organization.
Job Profile is the second most important criteria.
Brand is the Scaling Technique – A Likert and Ranking scale is used in this study have been used to give us a much clear picture. In likert scale, the
Output from Phase I
Output from Phase I
information as to why they chose a particular parameter. Also this
step was helpful in collating the general feedback/ concerns of a
new hire.
Step 3 – Focus Group Discussion
Focus Group Discussion – Is the third and final step in data
collection. Here we have collected the information from the
respondents and have formed groups based on their preferences.
People from Noida and Bangalore location were short listed for
focus group discussion. People with the same preferences were
clubbed together so as they can give us some more insight about
the parameters. The same parameter might mean different things
to different individuals and hence the sole motive of conducting the
Focus Group Discussion was to reach to consensus among the
group.
Data Collection
Phase II
Direct Interview
Further in-depth analysis of why a
person chose those parameters
45
Output of Phase II
Output of Phase II
Outcome of Phase II -
AS Vertical (87%) has the majority of the new hires in the company.
Majority of the new hires (51%) are from 2 – 4 years of experience.
Majority of the sample size (58%) are from the Bangalore site
Groups were formed from various strata of the company i.e. we had
people from various levels and various locations. This would help us
to incorporate a more detailed picture of the parameters. We played
role of the moderators and consolidated the inputs from the people
within the group. After the discussion we formed the Tipping Point
of the discussion and established the link between the results from
Phase I, II and III.
Establishing Links Between Phase I, II & III
Data Collection
Phase III
Focus Group Discussion
Consensus of the People with similar
preferences
46
Output from Phase II
Output from Phase II
Consolidated outcome of
Phase I, II& III
Consolidated outcome of
Phase I, II& III
Outcome of Phase III -
Adaptation of the effective training programs could lead to better Employee Growth.
Job Rotation and more on – site opportunities are important for better Profile.
Internal and External image of the company would lead to better brand building.
Relevance of Three Phases of Data Collection –
In this step we can correlate the results from Phase I, II and III.
Through these steps of data collection we have measured various
Online Interview
Phase I
Direct Interview
Phase II
Focus Group Discussion
Phase III
47
Results from Online Interview
Results from Direct Interview
Results from Focus Group Discussion
Linking all these results to get a concrete inference which would help us to quantify the variables
of the study
levels of the parameters of the study. Below are the key finding of
these steps –
Step I – Online Questionnaire
Employee Growth and Development is the main reason for
joining an organization.
Job Profile is the second most important criteria.
Brand is the third most important criteria for joining an
organization.
Step II – Direct Interview
AS Vertical (87%) has the majority of the new hires in the
company.
Majority of the new hires (51%) are from 2 – 4 years of
experience.
Majority of the sample size (58%) are from the Bangalore site.
Step III – Focus Group Discussion
Adaptation of the effective training programs could lead to
better Employee Growth.
Job Rotation and more on – site opportunities are important
for better Profile.
Internal and External image of the company would lead to
better brand building.
This means that overall the majority of the new hires are having the
experience of 2 -4 years and for them Employee Growth and
Development is the most important factor. Among the two verticals
at Dell Services, AS Vertical employes majority of the new hires. The
company should ensure that regular trainings and development
programs are provided to the employees. Frequent rotation of jobs
48
and job re – engineering would help to add new dimensions to the
current jon and thereby increasing the motivation of the employees.
Step 1 – Survey Questionnaire
The second stage of the data collection was through the survey
questionnaire. This survey was designed in such a way that it gives
a short and precise feedback of the employee. Questionnaire has
the following features –
Web based questionnaire
Easy to interpret and easy to understand
Followed KISS – Keep It Short & Simple
Set of 10 questions, objective in nature
Combination of Likert and Nominal Scaling Techniques
Following are the guidelines for an effective questionnaire –
1. A good questionnaire should engage the respondent from the
start. Technically, the quality of data depends entirely on
respondent engagement and interest in the subject matter.
Boredom, irrelevance, and questioning that are outside their frame
of reference are likely to lead to poor data.
2. In addition, justice should be done to the knowledge and agenda
of the respondent. Researchers should consider how the respondent
would feel not only at the start of the interview, but during it, and
when they have finished. How will they react - will they be willing to
help - the next time they are asked to take part in a research
project?
3. There are occasions on which the research design requires the
precise purpose of the research to be disguised. In such cases, the
49
introduction need not explain the precise objectives of the research,
but must honestly explain the broad subject matter.
4. The subject of the interview should be described as precisely as
possible and be compatible with the objectives of the study. If any
sensitive data is to be collected this must be made clear to the
respondent at the time when co-operation is sought.
5. The objectives of a research project do not give the researcher a
right to intrude on
privacy or abandon normal respect for an individual’s values. This
means that sensitive questioning/subjects must be particularly
carefully handled. These could be those that are –
Sensitive to everyone because of the subject matter
Sensitive to a particular individual because of that
individual’s past history, although it could be difficult to
know this in advance.
6. Four major issues are known to impact negatively on both quality
of data collected and respondents’ attitude towards research. These
are –
Excessively lengthy questionnaires
Repetitive questioning.
Insufficient opportunity for respondents to have their say
7. Lengthy interviews can impact on response rates and hence
representation of the sample. Repetitive questions can negatively
affect the respondent’s willingness to be interviewed in the future
and hence adversely affect future response rates.
50
8. Respondents should feel that justice has been done to their
knowledge within the
confines of the questionnaire or subject matter. This may involve
compromise on the
part of the researcher.
9. It should also be acknowledged that for the majority of
respondents some subjects (holidays or cars for example) are likely
to be of more interest than others (household appliances or
financial services for example). Researchers should take account of
this and make particular efforts when dealing with more
problematic topics.
10. A questionnaire designed for one interview methodology may
need to be amended to be effective in another channel. However,
researchers should be aware that it may also lead to different
answers across channels if adequate care is not taken.
Online Survey Results
1. Important reasons for joining Syncom healthcare
- Job Security
Options No %
Strongly
Agree
18 21
%
Agree
45 52
%
Neutral
20 23
%
Disagree 2 2%
Strongly
Disagree
1 1% 51
2. Important reasons for joining Syncom healthcare
- Growth and Development
Options No %
Strongly
Agree
37 43%
Agree 43 49%
Neutral 6 7%
Disagree 0 0%
Strongly
Disagree
0 0%
52
3. Important reasons for joining Syncom healthcare
- Job Profile
4. Important reasons for
joining Syncom healthcare -
Brand
Options No %
Strongly
Agree
28 32
%
Agree
46 53
%
Neutral
12 14
%
Disagree 0 0%
Strongly
Disagree
0 0%
Options No %
Strongly
Agree
43 49
%
Agree
38 44
%
Neutral 4 5%
Disagree 0 0%
Strongly
Disagree
1 1%
53
5. Important reasons for joining Syncom healthcare
– Compensation
Options No %
Strongly
Agree
13 15
%
Agree
52 60
%
Neutral
18 21
%
Disagree 3 3%
Strongly
Disagree
0 0%
54
6. Important reasons for joining Syncom healthcare
- Personal Reasons
Options No %
Strongly
Agree
11 13
%
Agree
28 33
%
Neutral
24 28
%
Disagree
18 21
%
Strongly
Disagree
5 6%
55
7. According to me, job security is concerned with –
8. By employee growth and development I mean –
Options No %
Consistent
return in
terms of
money
1 1%
Assurity in
terms of
employment
22 25%
Both of
them62 71%
Others 2 2%
56
9. Important reasons for leaving your previous
organization - Excessive Work Pressure –
Options No %
Learning
and
Developmen
t
8 9%
Career
Developmen
t
15 17%
Onsite
Opportunitie
s
1 1%
All of them 62 72%
Other 0 0%
57
10. Important reasons for leaving your previous
organization - Lack of recognition –
Options No %
Most
Important
1 1%
Important 13 15%
Don't Know 10 11%
Not so
Important
36 41%
Not at all
Important
26 30%
Options No %
Most
Important
9 10%
Important 19 22%
Don't Know 12 14%
Not so
Important
23 26%
Not at all
Important
23 26%58
11. Important reasons for leaving your previous
organization - Poor work culture –
12. Important reasons for leaving your previous
organization - Immediate Manager/ Leadership –
Options No %
Most
Important
8 9%
Important 22 25%
Don't Know 10 11%
Not so
Important
23 26%
Not at all
Important
23 26%
59
13. Important reasons for leaving your previous
organization – Compensation –
Options No %
Most
Important
8 9%
Important 22 25%
Don't Know 10 11%
Not so
Important
23 26%
Not at all
Important
23 26%
60
14. Important reasons for leaving your previous
organization - Growth Stagnation –
Options No %
Most
Important
18 21%
Important 49 56%
Don't Know 3 3%
Not so
Important
7 8%
Not at all
Important
9 10%
61
15. My decision to join Syncom healthcare is
influenced by –
Options No %
Most
Important
33 38%
Important 46 53%
Don't Know 1 1%
Not so
Important
2 2%
Not at all
Important
4 5%
Options No %
The
feedback
from
employees
within the
organization
33 38%
Company’s
image in the
market
46 53%
Both of
Them
1 1%
Other 2 2%
62
16. Provided with equally good offers, I would take
the decision considering –
17. I have come through –
Options No %
Family
Constraint
15 17%
Location
Constraint
17 20%
Both of
Them
49 56%
Other 6 7%
63
18. Offers received from other organizations, while leaving
the previous organization –
Options No %
Referral 29 33%
Consultancy 14 16%
Walk-In 12 14%
Web Portal 23 26%
Others 9 10%
Options No %
0 9 10%
1 24 28%
2 30 34%
3 9 10%
>3 15 17%
64
19. Did you receive counter offer from the previous
organization?
20. Gender Distribution –
Options No %
Yes 47 54%
No 40 46%
65
21. Number of daily responses –
Step 2 – Direct Interview
Options No %
Male 71 82%
Female 16 18%
Start
Date
May
22nd
End
Date
June
13th
66
The first stage involved interviewing all the new recruits in the
company. These interviews were conducted either by calling the
respondent directly and seeking information. If the respondent was
not available at that time, we took an appointment and called them
at the time suitable for them. Such round of telephonic conversation
was aimed at seeking an insight about the organization. This
interaction would give us a detailed feedback about the people and
processes within the system.
Since questionnaire can not be very elaborate, we used direct
interview as a primary mode of collecting data. Talking to the
respondent directly we can gather a lot of information that can not
be collected otherwise. While interviewing people, we had prepared
an outline on what kind of questions we shall ask. Moreover other
questions were dependent on the response of the interviewee.
Interviews are particularly useful for getting the story behind a
participant’s experience. The interviewer can pursue in-depth
information about the topic. They are far more personal form of
research than questionnaires. In personal interview, the interviewer
works directly with the respondent unlike the mail surveys, the
interviewer has the opportunity to probe or ask in depth questions.
We got a database of 474 new hires from Jan 2010 – May 2010.
We divided this database into two parts –
Information that we had
Information that we had to collect
67
Data We Had Data We Wanted to Collect
Name Domain Expertise
Ecode H/RH
Date of Offer Previous Organization
Date of Joining Duration
Present Location Reasons for Choosing Dell
Permanent Location % Hike
Vertical Source
Project Name Referral Name
Skill Rate the Parameters
Band Reasons for Leaving an Org
T. Exp Other Comments
Exp. Required
Email Address
Contact
Apart from this, the main focus of our study was to understand –
Why people leave organization
Why people choose Dell Services
Guidelines for conducting an Interview –
Choose a setting with little distraction. Avoid loud lights or
noises, ensure the interviewee is comfortable.
Explain the purpose of the interview.
Address terms of confidentiality.
Explain the format of the interview.
Explain the type of interview you are conducting and its
nature.
Indicate how long the interview usually takes.
68
Tell them how to get in touch with you later if they want to.
Ask them if they have any questions before you both get
started with the interview.
Don't count on your memory to recall their answers. Ask for
permission to record the interview or take notes.
Types of Topics in Questions –
During an interview we can ask six kinds of questions. One can ask
questions about -
1. Behaviours - about what a person has done or is doing
2. Opinions/values - about what a person thinks about a topic
3. Feelings - note that respondents sometimes respond with "I
think ..." so be careful to note that you're looking for feelings
4. Knowledge - to get facts about a topic
5. Sensory - about what people have seen, touched, heard,
tasted or smelled
6. Background/demographics - standard background questions,
such as age, education, etc.
Sequence of Questions -
1. Get the respondents involved in the interview as soon as
possible.
2. Before asking about controversial matters (such as feelings
and conclusions), first ask about some facts. With this
approach, respondents can more easily engage in the
interview before warming up to more personal matters.
3. Intersperse fact-based questions throughout the interview to
avoid long lists of fact-based questions, which tends to leave
respondents disengaged.
69
4. Ask questions about the present before questions about the
past or future. It's usually easier for them to talk about the
present and then work into the past or future.
5. The last questions might be to allow respondents to provide
any other information they prefer to add and their
impressions of the interview.
Wording of Questions
1. Wording should be open-ended. Respondents should be able
to choose their own terms when answering questions.
2. Questions should be as neutral as possible. Avoid wording
that might influence answers, e.g., evocative, judgmental
wording.
3. Questions should be asked one at a time.
4. Questions should be worded clearly. This includes knowing
any terms particular to the program or the respondents'
culture.
5. Be careful asking "why" questions. This type of question infers
a cause-effect relationship that may not truly exist. These
questions may also cause respondents to feel defensive, e.g.,
that they have to justify their response, which may inhibit
their responses to this and future questions.
Conducting Interview -
1. Occasionally verify the tape recorder (if used) is working.
2. Ask one question at a time.
3. Attempt to remain as neutral as possible. That is, don't show
strong emotional reactions to their responses.
4. Encourage responses with occasional nods of the head, "uh
huh"s, etc.
70
5. Be careful about the appearance when note taking. That is, if
you jump to take a note, it may appear as if you're surprised
or very pleased about an answer, which may influence
answers to future questions.
6. Provide transition between major topics, e.g., "we've been
talking about (some topic) and now I'd like to move on to
(another topic)."
7. Don't lose control of the interview. This can occur when
respondents stray to another topic, take so long to answer a
question that times begins to run out, or even begin asking
questions to the interviewer.
Interview Questions –
Direct Interview was conducted post the online survey. This
interview was scheduled to gather the ranking of the parameters.
Apart from the other information gathered, below are the list of
questions that were asked to the respondents –
Rank the following parameters in the order of their preference on a
scale of 1 – 6 (1 being the most important and 6 being least
important).
1. Job Security
2. Employee Growth and Development
3. Compensation
4. Brand
5. Job Profile
6. Personal Reasons
Following is the break up of the sample size used in
our study –
71
Telephonic Interview
Total Population 474
Not Interested 42
Number does not exist 37
Switched Off 44
People who Quit 34
Actual Sample Size 317
Total Sample Size 317
Total People Responded 250
Not Responded 67
No Response 43
Off Site 24
Total 67
Graphical Representation of the Sample –
72
Bar Diagram
PIE CHARTS
Vertical Wise Distribution –
73
Bar Diagram
Pie Chart
TOTAL EXPERIENCE WISE DISTRIBUTION
Bar Diagram Pie Chart
74
Feedback or concern
Bar Diagram Pie Chart
75
Step 3 – Focus Group Discussion
A focus group is a form of qualitative research in which a group of
people are asked about their perceptions, opinions, beliefs and
attitudes towards a product, service, concept, advertisement, idea,
or packaging. Questions are asked in an interactive group setting
where participants are free to talk with other group members.
The purpose of focus group discussions is to gain knowledge about
a particular topic or need by interviewing a group of people directly
affected by the issue. Focus group data can be used to collect
information for many purposes, such as conducting a needs
assessment or evaluating a program.
In a focus group discussion, people from similar backgrounds or
experiences are brought together to discuss a specific topic of
interest to the investigator.
Homogeneous samples are preferred because mixing age/ gender
groups may inhibit some people, especially women, from expressing
their views.
Procedure -
Identify suitable discussion participants and invite a small
group to a meeting at an agreed place and time. The ideal
number of participants is six to eight.
76
Be mentally prepared for the session; you will need to remain
alert to be able to observe, listen, and keep the discussion on
track for a period of one to two hours.
Make sure you arrive at the agreed place before the
participants, and be ready to greet them.
Maintain a neutral attitude and appearance, and do not start
talking about the topic of interest before the official opening
of the group discussion.
Begin by introducing yourself and your team and ask
participants to introduce themselves.
Explain clearly that the purpose of the discussion is to find out
what people think about the practices or activities depicted by
the pictures. Tell them that you are not looking for any right
or wrong answer but that you want to learn what each
participant's views are. It must be made clear to all
participants that their views will be valued.
Bring the discussion to a close when you feel the topic has
been exhausted, and do not let the group discussion
degenerate into smaller discussions.
Be sincere in expressing your thanks to the participants for
their contributions.
Purpose -
To get in depth information on the parameters of the study.
To explore meanings of survey findings that cannot be
explained statistically.
To understand the common psyche of people regarding a
specific parameter.
To understand the needs and expectations of the people as a
customer.
To reach to a common consensus to a variable that they
chose.
77
Approach Followed –
We had 117 new associates that we had selected for Focus Group
Discussion. All of these employees were covered by the Telephonic
Interview Round and Survey Questionnaire. This was the concluding
part of the Data Collection where we would be taking some inputs
from the employee regarding his preferences.
We formed 6 groups according to the six parameters of our
research and clubbed these 117 employees under these groups.
The main idea behind conducting Focus Group Discussion was to
get the responses from whole of the group on a common topic of
concern. Also this GD aims at concluding a concrete point which will
be agreed by the whole group.
This discussion was arranged so that we can cover up certain points
that could not be covered through Telephonic Interview and Online
Survey.
Following are the Group Details and their
Inputs
Group 1 – Brand
Date 15th June 2010
Venue Selaqui, tower 1
Sample Size 5
78
Time 11 - 11:30 am
Participants Band % Hike Location
Ashish Sanwal C1 40 Selaqui
Harish Moyal B2 50 Selaqui
Medha Gupta B2 60 Selaqui
N. Akbar Basha C1 60 Selaqui
Niranjan Das C1 50 Selaqui
Transcriptions -
For them Brand means - Image of the company.
Couple of them did not have choice of offers and that’s why
they joined Syncom.
Considering offers from the equally good companies, they
would select on the basis of Profile.
In terms of conflict between internal and external branding -
most of them agreed to take their own decision based on their
opinion even if their friends don’t agree to it.
Group also raised the concern regarding Transport and
Cafeteria as they play an important role in creating a brand
image.
Most of them got 30% hike in their salary, but despite of the
same %hike, they chose Syncom over other org. because of
the brand.
According to them, brand is formed by awareness at the local
and international level.
All of them had this perception that if its a good brand, it
would pay substantially.
Theme -
79
For this group, Brand is the most decisive factor keeping
other things constant.
Internal and External Branding play an important role in
establishing the Image of the Product.
80
Group 2 – Compensation
Date
17th June
2010
Venue
Tele
Conference
Sample Size 8
Time 2:30 - 3 pm
Participants Location Band % Hike
Bhaskar Sati C Selaqui B2 100
Deepak Newar Selaqui C1 50
Jyoti Kalesh Thakur Selaqui C1 35
Nippun Punj Selaqui B1 40
Gargi Singh Selaqui B2 50
Kavita Sikka Selaqui B2 30
Manohar Ronda
Reddy Selaqui B2 45
Sreejith Moothedath Selaqui B2 25
Transcriptions -
For them Compensation means - The percentage of take
home and other fringe benefits like Food Coupons.
Compensation is the most vital among all the reasons that
motivate a person to join an organization.
Most of them agreed compensation clubbed with location
affects the joining decision.
They expect the organization to be fair and transparent in
terms of appraisal.
However all of them agreed that the compensation they got
at Syncom is at par with the industry standards.
81
Various allowances and benefits provided by the organization
help an employee to save tax as well.
Insurance policies and other saving schemes make the
compensation a 'complete and attractive' package.
Reimbursements as per the band level is also satisfactory.
Theme -
For this group, compensation primarily means take home,
although the other additional benefits help save tax. A more
attractive pay package and better components of the
Compensation can attract more employees.
82
Group 3 – Employee Growth & Development
Date 15th June 2010
Venue Tower 1, LH3
Sample Size 6
Time 2:30 - 3 pm
Participants Band % Hike Location
Atul Srivastava B2 40 Selaqui
Biswa Prakash Rath B2 20 Selaqui
Dhiraj Kumar Mishra C1 45 Selaqui
Geetika Gandhi B2 30 Selaqui
Krishna M Agarwal B2 30 Selaqui
Suresh Konka B2 30 Selaqui
Transcriptions -
For them EGD means - Training programs, specialized domain
activities and technological advancements.
Brand does not matter provided good growth and
development opportunities.
Incase of budget constraint, companies can provide in house
trainings.
83
Career advancement can be related to DAP - Degree
Assistance Program.
Trainings provided by the SME can be more effective.
Most of them link onsite opportunities to EGD.
Recreation and Work Life Balance plays an important role in
the employee growth.
Theme -
For this group, EGD can be achieved through deploying
more effective training programs and adaptation to the
latest technological advancement. Adaptation of the new
trends in the market will give the company a Competitive
Advantage.
84
Group 4 – Job Profile
Date 16th June 2010
Venue
Selaqui, tower
1
Sample Size 6
Time 11 - 11:30 am
Participants Band % Hike Location
Pramod Dutt Pant D1 35 Selaqui
Salil Goel B1 30 Selaqui
Saurabh Kaushik C1 22 Selaqui
Saurabh Rohilla B1 15 – 20 Selaqui
Umair Ahmed
Farooqui C1 15 - 20 Selaqui
Vijay Mahawar B2 40 Selaqui
85
Transcriptions -
For them Job Profile means - good projects as per their
specialization.
Most of them agreed that profile has a direct impact on
employee satisfaction.
Along with the productive tasks, support of team mates
enhances the performance. This group believes that duties
pertain to accomplishment of certain tasks, meeting deadlines
and following norms.
Responsibilities for them means, fulfilling the expectation.
Job profile is important for employee engagement as well and
shape their career path in long run.
Working on the same profile for too long leads to stagnation.
Theme -
For this group, Profile means day to day processing and is
very critical aspect for employee satisfaction and retention.
Providing frequent opportunities for Job Change and picking
up projects of your choice would induce more motivation for
a person to join the organization.
86
Group 5 – Job Security
Date 17th June 2010
Venue
Tele
Conference
Sample Size 11
Time 3:30 - 4 pm
Participants Location Band % Hike
Anupam Srivastava Selaqui B1 30
Deependra Mishra Selaqui B2 25
Kuldeep Singh Selaqui B1 40
87
Mrinal Saxena Selaqui B2 27
Harsha Venkatarama
Hedge Selaqui B2 38
Kalyan Kumar Reddy P Selaqui B1 45
Krishnaiah Gothala Selaqui C1 10
Riyas Ibrahimkutty AK Selaqui B2 30
Sam Deepak AL Selaqui B2 60
Venkatesh G.S. Selaqui C1 100
Vikram Sahadev Ram Selaqui B2 50
Transcriptions -
For them Job Security means - Consistent rate of return in
terms of money and employement opportunities.
Job security refers to the stability in the employment and
place within an organization.
This group beleieves that job security is dependent on
economy.
In times of recesssion a person would compromise on all other
factors as he just needs a job.
In times of expansion and growth, people have more offers in
hand and thereby they feel more secure.
Security can have a direct impact on employee satisfaction
and retention.
Jobs in PSU's are considered secure than the private sectors,
although we need to take risk for growth and development.
Theme -
For this group, secure jobs would directly influence the
employee's well being. An employee would prefer to settle
down for less compensation if the employer provides him
Job Security.
88
Group 6 – Personal Reasons
Date
16th June
2010
Venue
Selaqui,
tower 1
Sample Size 6
Time 2:30 - 3 PM
89
Participants Band % Hike Location
Dhirendra Kumar B1 60 Selaqui
Kapil Mohan
Gupta B2 65 Selaqui
Mansi Nanchahal B1 45 Selaqui
Seemaa Singh B1 40 Selaqui
Surjeet Thakur D1 0 Selaqui
Vimlesh Kumar C1 37 Selaqui
Transcriptions -
For them Personal Reasons means - Distance and Family
issues.
Relocating from different states is a little difficult due to the
change in culture and habits.
Some of them left their previous organization due to long
commutation time.
For women work life balance after marriage was more
important as compared to men.
Few members of the group also mentioned that the work
environment can have effects to the health of an employee.
Theme -
For this group, commutation time should be less as it
impacts the personal space of an employee. Family has been
a major concern for working women. Companies which
provide accomodation of transportation service is preferred
by a new hire.
Analysis on the parameters of our Research
90
Distribution of total respondents based on Job
Security
Job Security
Order of
Preference
Frequen
cyPercent
Cumulat
ive
Percent
Valid
1 40 16.0 16.0
2 54 21.6 37.6
3 44 17.6 55.2
4 50 20.0 75.2
5 54 21.6 96.8
6 8 3.2 100.0
Tota
l
250 100.0
Inference –
The frequency table gives the distribution of our total sample size
based on the parameter – Job Security. This specifies how the
91
respondents would rate Job Security in their order of preference (1 –
6). The graph depicts the total number of respondents and their
percentage alongwith their preference.
Distribution of total respondents based on
Employee Growth and Development -
Employee Growth Development
Order of
Preference
Freque
ncy
Perce
nt
Cumulati
ve
Percent
Valid
1 72 28.8 28.8
2 61 24.4 53.2
3 42 16.8 70.0
4 37 14.8 84.8
5 32 12.8 97.6
6 6 2.4 100.0
Tota
l
250 100.0
Inference –
92
The frequency table gives the distribution of our total sample size
based on the parameter – Employee Growth and Development.
This specifies how the respondents would rate Employee Growth
and Development in their order of preference (1 – 6). The graph
depicts the total number of respondents and their percentage
alongwith their preference.
Distribution of total respondents based on Job
profile
Job Profile
Order of
Preference
Frequen
cy
Percen
t
Cumulat
ive
Percent
Valid
1 50 20.0 20.0
2 59 23.6 43.6
3 47 18.8 62.4
4 52 20.8 83.2
5 33 13.2 96.4
6 9 3.6 100.0
Total 250 100.0
93
Inference –
The frequency table gives the distribution of our total sample size
based on the parameter – Job Profile. This specifies how the
respondents would rate Job Profile in their order of preference (1 –
6). The graph depicts the total number of respondents and their
percentage alongwith their preference.
Distribution of total respondents based on Brand
Brand
Order of
Preference
Frequenc
y
Percen
t
Cumulativ
e Percent
Valid
1 42 16.8 16.8
2 46 18.4 35.2
3 58 23.2 58.4
4 64 25.6 84.0
5 36 14.4 98.4
6 4 1.6 100.0
Total 250 100.0
94
Inference –
The frequency table gives the distribution of our total sample size
based on the parameter – Brand. This specifies how the
respondents would rate Brand in their order of preference (1 – 6).
The graph depicts the total number of respondents and their
percentage alongwith their preference.
Distribution of total respondents based on
Compensation -
Compensation
Freque
ncy
Perce
nt
Cumulat
ive
Percent
Vali
d
1 11 4.4 4.4
2 40 16.0 20.4
3 68 27.2 47.6
4 53 21.2 68.8
5 67 26.8 95.6
6 11 4.4 100.0
95
Tota
l
250 100.0
Inference –
The frequency table gives the distribution of our total sample size
based on the parameter – Compensation. This specifies how the
respondents would rate Compensation in their order of preference
(1 – 6). The graph depicts the total number of respondents and their
percentage alongwith their preference.
Distribution of total respondents based on Personal
Reasons -
Personal Reasons
Freque
ncy
Perce
nt
Cumulat
ive
Percent
Valid 1 38 15.2 15.2
96
6 212 84.8 100.0
Total 250 100.0
Inference –
The frequency table gives the distribution of our total sample size
based on the parameter – Personal Reasons. This specifies how
the respondents would rate Personal Reasons in their order of
preference (1 – 6). The graph depicts the total number of
respondents and their percentage alongwith their preference.
Distribution of total respondents based on Total
Experience -
Total Experience
97
GroupFrequen
cy% Cumulative %
Valid
2 - 4 127 50.8 50.8
4 - 6 75 30.0 80.8
6 - 8 26 10.4 91.2
8 - 10 12 4.8 96.0
Above
10
10 4.0 100.0
Total 250 100.0
Inference –
This frequency table gives the distribution of our total sample size
based on the Total Experience. This table shows the number of
people within the pre-defined groups. The chart below depicts the
percentage of people along with their frequency.
98
Comparison of Parameters based on Total
Experience –
Total Exp Wise Mean
Age
Group
Job
Securi
ty
Employ
ee
Growth
Job
Profi
le
Bran
d
Compensa
tion
Perso
nal
Reaso
ns
2 - 4 3.12 5.37 3.1 3.63 3.07 2.51
4 - 6 3.06 5.33 3.62 3.18 2.93 2.69
6 - 8 3.07 3.69 5.23 3.26 2.96 2.46
8 - 10 2.58 4.16 4.33 3.33 3.58 2.58
Above
10 3.5 3 4.2 4 2.8 2.8
Exp : 2 – 4 Years
Inference –
99
In this chart we have distributed the entire sample size under
groups based on their experience. In the graph we have compared
the mean for all the six parameters for the group : 2 – 4 years of
experience.
Exp : 4 – 6 Years
Inference –
In this chart we have distributed the entire sample size under
groups based on their experience. In the graph we have compared
the mean for all the six parameters for the group : 4 – 6 years of
experience.
Exp : 6 – 8 Years
100
Inference –
In this chart we have distributed the entire sample size under
groups based on their experience. In the graph we have compared
the mean for all the six parameters for the group : 6 – 8 years of
experience.
Exp : 8 – 10 Years
Inference –
In this chart we have distributed the entire sample size under
groups based on their experience. In the graph we have compared
the mean for all the six parameters for the group : 8 – 10 years of
experience.
101
Exp : Above 10 Years
Inference – In this chart we have distributed the entire sample size
under groups based on their experience. In the graph we have
compared the mean for all the six parameters for the group : Above
10 years of experience.
Comparison of Parameters based on Acquisition -
Mean Wise Comparison
Parameters Pre-Acquisition Post-Acquisition
Employee Growth 1.6 5.24
Job Profile 3.55 3.53
Brand 3.25 4.08
Compensation 3.18 3.04
Personal Reasons 2.25 2.69
Mean Values of Pre Acquistion were gathered from the last
year’s Study
Mean Values of Post Acquistion have been computed in this
year’s study.
102
Inference –
In this graph we have compared the mean values of all the six
parameters based on the time strap – Pre and Post Acquisition.
Findings of the Study
After the exhaustive research, we can club our findings under the
following heads –
People Quit Organizations because of –
1. Excessive Work Pressure
2. Lack of Reward and Recognition
3. Lack of Authority and Responsibility
4. Re-Organization
5. Poor Work Culture
6. Favoritism
7. Autocratic Leadership
8. Reporting Manager
103
9. For ‘Greener Grass’
10. Brand Name
11. Compensation
12. Limited Growth Opportunity
13. Location
Engagement Drivers –
1. Belief in the Organization
2. Desire to work and make things better
3. Understanding of Business Context
4. Willingness to Expand and work in a Competitive Environment
5. Skill Enhancement
6. Growth and Advancement Opportunities
7. Interpersonal Relationship
Attraction Drivers –
1. Job Security
2. Stability
3. Growth Opportunities
4. Competitive Retirement Benefits
5. Profits
6. Salary Hike/ Base Pay
104
Conclusion/ Summary
The most significant part of ‘Life Cycle of an Employee’ is hiring
which includes finding the right person for the right job. The new
hire analysis study focusses on streamlining the hiring process,
crtically analyzing the talent acquisition process and help improve
the employee onboarding process across the enterprise – and
unleash the potential for higher profits. A cost effective process
would not only ensure higher profits but also acquiring the best of
talent pool at reasonable cost.
The primary objective of the study is to explore the attraction
drivers for Dell Services. Also how the post recession period has
changed the market situations contributing the attraction drivers to
105
take a shift as per different age group, different skills and career
levels.
On the basis of various researches like “ Towers Perrin ” and “
Watson Towers “, we have set our parameters based on the six
variables namely –
1. Job Security
2. Employee Growth and Development
3. Job Profile
4. Brand
5. Compensation
6. Personal Reasons
Also the reasons which made the employees leave their previous
organization have been considered like –
1. Growth Stagnation
2. Poor Work Culture
3. Work Pressure
4. Immediate Manager/ Leadership
5. Compensation
6. Lack of Recognition
Data has been collected through Online Survey (Google Docs),
Telephonic Interview and Focus Group Study for the validation of
the reasearch variables.
In the literature being discussed above, we can conclude that companies are
increasingly recognizing the importance of the good match between the organization
and the candidates they would like to hire. Most companies follow the conventional
process of –
(a) Defining the job and
(b) Establishing the required qualifications for the job
106
(c) Job-matching process to ensure that the candidate would succeed within the
organization
That is why Job Demand Analysis (JDA) now utilizes additional
tools to include behavioural and cognition demand aspects of the
job.
It is recommended that organizations should continue to monitor
and measure the effectiveness of their hiring assessment
instrument for new hires. Although they have experienced very
positive results in the past 3 years, the true validation comes from
the resulting performance of their new hires using this assessment
tool in the long run. It is important to implement a standardized
performance tracking system that enables them to gain quantifiable
feedback regarding the degree of success they have attained from
using their job matching process and hiring
According to Aberdeen Group, “Best-in-Class companies report a
variety of planned enhancements to the functionality of their HR
systems: it is important that these enhancements actually provide
value, and aren’t just ‘whiz-bang’ additions. While robust
capabilities and enablers can add a great deal of value, make sure
that they are part of the mission of the organization, not just a new
offering.”
The rich functionality of HR applications is of great value—and the framework itself offers
more than meets the eye. The following essentials are included in Syncom healthcare
Management framework: self-service, portals, user content, knowledge-based content from
the HR helpdesk, single sign-on, always-current organizational structures driving workflows,
event triggering, data and business process integration with core HR, and much more. A
niche vendor does not have such a holistic offering.
Recommendations
107
Based on the study conducted on New Hire Analysis, it can be
suggested that there is a direct relation between Joining and
Leaving reasons being the growth perspective. Also the acquisition
of Perot Systems by Dell Services has been a major attraction driver
because of the increased Brand Value.
Based on these observations, we recommend the following –
1. Since 80% of the sample size is having the experience of 2 – 6
years, their main concern is Employee Growth and
Development opportunities. Therefore it is suggested to provide
more onsite opportunities and customized IDP to attract young
talent.
2. The remaining 20% of the sample size is having the experience
of 6 years and above. Their main concern is Job Profile. Hence we
suggest that in order to attract/ retain such talent the company
needs to provide better/multi dimensional roles to showcase their
talent and a better platform to grow within the organization.
3. Training and Development could be improvised further in order to
accomodate – “Need Based Training” and various other trainings
which would enhance the productivity of the person as a whole.
4. As we can see here that Growth Stagnation is the topmost
reason for an employee to leave an organization, it is suggested
that the company should have various dynamic policies to cater to
the growth requirements of an individual. Frequent rotation of
roles and expansion of projects would develop/ retain the
interest of the employee in the process.
5. Post acquisition Brand Value has certainly increased and a
common perception that “post acquisition the growth opportunities
will increase and its good to flow with the progressive organization”
has helped in attracting the potential talent pool. This image can
108
be enhanced and maintained to act as most important attraction
driver.
References
The following material was referred for our Study and I highly
appreciate the knowledge and information that has been induced by
these articles in my study –
1. The importance of Cost per Hire -
http://findarticles.com/p/articles/mi_m0FXS/is_1_80/
ai_69294704/
2. The New Hire Cost Benefit analysis –
http://www.ncbi.nlm.nih.gov/pubmed/15761311
3. Improving New Hire Turnover –
http://www.cluteinstitute-onlinejournals.com/PDFs/1300.pdf
4. Talent Drives Performance –
http://www.taleo.com/research/protected/pdf/
35_Social_Networks_Taleo_Research
5. Human Capital Management –
http://www.myadrenalin.com/india/Downloads/news/HCM-
Data.pdf
109
Appendix
Cover Letter for the Survey
Sample Questionnaire
110
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