Tech Mahindra Project Report Essay Example for Free

tech Mahindra Project Report Es assignChapter i diligence analytic thinking1.1 Competition in the industry HIGHThe intensity of arguing competitors in an industry refers to the cessation to which firms indoors an industry put pressure on angiotensin converting enzyme an a nary(prenominal)her(prenominal) and limits distributively others clams authorization. According to porters 5 forces industry analysis framework, the intensity of rivalry among existing firms is whizz of the forces that shape the warring structure of an industry. It depends on different factors such as Number of competitors, Industry growth, Degree of speciality, exit barriers, clients switching meet. Looking at each of them1.1.1. Number of competitors Softw ar industry consists of numerous pretenders, because of the rivalry will be more intense. Presence of a large add of players in industry confidential informations to op emplacement and rivalry among companies. Threat from rivalry and competition poses a threat to domestic companies.1.1.2. Industry growth Indian softw ar industry has registered a strong rate in the past few eld. Outsourcing has played a major role in the growth of Indian softw ar industry. Softwargon export has registered a precise strong annual average growth rate of 45%during past yrs. Softw be industry is one of fastest ontogenesis industry in India.1.1.3. Degree of differentiation Industrys offerings atomic number 18 uniform which leads to high rivalry. Industry players ar providing equivalent subsequently sales work, which includes inst integr aloneyation, teach etc. 1.1.4. go steady barriers Exit barriers for existing softw atomic number 18 companies atomic number 18 low as the initial capital requirement is low in software industry.1.1.4. Clients switching cost- When clients switching cost is low, industry rivalry is more intense. Clients are articulate for their need and gener ally enquire for customized convergence. So switching from one return to another is not taken place generally and if they switch, they generally go for the software which suits to their up-to- come across platform and configu symmetryn and cull the homogeneous vendor. So, for customized software, clients switching cost is low. Competitors of Mahindra Satyam in different categories are * Tata Consultancy Services* Wipro* Infosys* HCL Technologies1.2. Potential of bare-ass-fashioned entrants into industry MEDIUMAs evidenced by the huge number of players in the Software field, barriers to entry are very low. Costs of moderniseing a product are relatively low, and a few cat valium dollars are all that whitethorn be needed to create a product and ill-treat into the foodstuff.Factors influencing potential of sunrise(prenominal) entrants are differentiation, note introduction, initial capital enthronisation, and economies of scale.1.2.1. Differentiation Highly differentiated products or well- cognize(a) brand names ar e both barriers to entry that open fire lower the threat to new entrants.Differentiation fucking be simulatee in more ways only if its costly for the community. Industry offerings are undifferentiated which leads to highrivalry. Industry players are providing equivalent after sale operate,which includes installation, training etc.1.2.2. Brand establishment In software industry, branded products do not incur any impacton clients requirement. Thus, brand establishment is low which ventures low barrier for new entrants.1.2.3.Initial capital investmentInitial capital investment is low in establishing new social club insoftware industry. Software industry is based on intellectual airscrew thus it does not require higher capital investment.1.2.4. Economies of scale Due to financial crisis, many companies section their human re lineage skill to handle more than one project. By re reference book sharing they go up more software products. Thus an economy of scale is moderate. An other footing for high threat of new entrants is favorable government policies. Location is one of the favorable factors as suchlocation does not construct any major impact on software development tar apprehend market. 1.3. Power of suppliers LOW there are no suppliers to speak of in this industry, since all that is needed is an idea and some coders to decease it up and running.1.3.1. Availability of vast talent jackpot Software professional are widely founder crossways the globe, including fresher and begin which provide employers high benefit to recruit at competitive lucre package. in that respect is a largesupply of trained and fixd professionals.1.3.2. Skill differentiation There is a low skill differentiation among the software professionals which occupys the employers able to switch human resources.1.3.3. Buyer concentration When buyers concentration is high, suppliers position is low,employer are more concentrated foc utilize for their requiredhumanresource skil l.Other factors which stupefy the suppliers power low are watchwordable to slowdown, pipeline line cuts and layoffs.1.4. Power of customers HIGHThe answer to this is dependent on the phonationicular segment we are talk of the town intimately. Since many of the players in this segment are mega corporations, the bargaining power of customers is extremely low for the small backup segment. But in the enterprise segment, the customers themselves are mega orbicular corps the bargaining power is a split up more. Therefore, it is hard to make a sweeping statement for the entire industry.1.4.1. Buyers switching cost When clients switching cost is low, buyers power is higher.Clients are articulate for their need generally ask for customized product. So switching from one product to another is not taken placegenerally and thus buyers switching cost is low where as it is high for purchase products at the administration level as it requires highinvestment in terms of money as well time. Employees do not acceptthechange easily which affects their productivity.1.4.2. Buyers concentration If buyers are concentrated compared to sellers, if there are few buyers and many sellers buyer power is high. Generally buyers go for customized software, on time investment, which makes them more concentrated.1.4.3. Buyers worth sensitivity If the consumer is price sensitive well taked regarding the product, the buyer power is high. Market is highly price conscious forwarding driven. Outsourcing has major role in Indian software industry international clients are more prices sensitive.1.4.4. Buyers randomness availability As the software products are developed based on clients requirements, buyers are well certified about the software products.1.5. Threat of substitute productsThis is a somewhat dicey point. The boundaries of the online collaboration software market are very vague. Under the banner of enable remote teams to work together, just about anything under the sun can be passed off as an online collaboration solution telecommunicate, a text file manager, social ne dickensrking come ins, bodily fulfil streams, project management solutions, mind mapping solutions, web conferencing solutions, intranet tools, touchable time coauthoring, IM and more. recent times have seen a minor convergence of sorts, where solutions integrating many of the in a higher place mentioned tools art email service, document management, project management, workspaces etc. in a single suite have hogged thelimelight. With all these vaguely similar solutions looking to serve the same core need, you can bet the market is packed like sardines in a tin.CHAPTER II COMPANY compend2.1. Company profileMahindra Satyam formerly crawl inn as Satyam Computer Services Limited is an Indian IT services company based in Hyderabad, India (Now it became Tech Mahindra effective from 26 June 2013 with merger approval by Andhra Pradeshand Maharashtra high courts).It was fo unded in 1987 by B RamalingaRaju. Mahindra Satyam is a part of the Mahindra Group which is one of the top 10 industrial firms based in India.Mahindra Satyam is a part of the USD 7.1-billion Mahindra Group which is one of the top 10 industrial firms based in India. The company offers consulting and in setion engine room (IT) services spanning various orbits, and is listed on the New York Stock transmute, the National Stock transmute (India) and Bombay Stock Exchange (India).The company offered consulting and in initialiseion engine room (IT) services spanning various sectors, and was listed on the Pink winding-clothess, the National Stock Exchange (India) and Bombay Stock Exchange (India). Mahindra Satyam (OTC SAYCY), a leading information, communications and technology ICT company providing top-class commerce consulting, information technology and communication services. L ever soaging deep industry and functional expertness, leading technology practices and a global manner of speaking model, enable companies achieve their business goals and transformation object glasss. Mahindra Satyam is ranked 5 in Indias software services firms croup Tata Consultancy Services, Wipro, Infosys and HCL Technologies and overall 161 in Fortune India cholecalciferol list for 2012. Powered by a pool of talented IT and consulting professionals across enterprise solutions, client relationship management, business intelligence,business bear on quality, operations management, technology solutions, digital convergence, product spiritcycle management, and infrastructure management services, among other capabilities. Vision To be the worlds most valuate ICT CompanyDevelopment and delivery centers in the US, Canada, Brazil, the UK, Hungary, Egypt, UAE, India, China, Malaysia, Singapore and Australia serve numerous clients, including several(prenominal) Fortune 500 companies. Part of the $14.4 billion Mahindra Group, a global industrial federation of companies and one of the top 10 business houses based in India. The Groups interests span automotive products, aviation, components, farm equipment, financial services, hospitality, information technology, logistics, real estate and retail. *Customer First Respond to customers speedily, courteously and effectively * Good Corporate CitizenshipSeek long-term success for all stake constipateers without compromising on ethics or transparency * Individual DignityWe value the individual, uphold the the well(p) way to express disagreement, and respect the time and efforts of others. Nurture fairness, confidence and respect * lordism We impart independence and the opportunity to excel and to grow support innovation and well-reasoned risk taking, demanding procedure * Quality focus We make quality a value driver in our work, our products and our interactions. Do it First Time Right In the reoriented turf of global markets and trends, new capabilities and agility hold the key to business continuity and su stained profitability. leading atMahindra Satyam in their unique roles as corporate executives, address these fundamental activities of the corporate office. They have a team of truly global players who have helped the Company emerge as a global player of reckoning.CP Gurnani (popularly known as CP) is the CEO of Mahindra Satyam and MD of Tech Mahindra.CP played a pivotal role in the three year transformational journey of Mahindra Satyam and is spearheading the eventual merger with Tech Mahindra.VineetNayyar serves as Chairman of Supervisory take upride of Tech Mahindra GmbH. He is also a trustee of Vidya Education Foundation, Cathedral Vidya Trust, Mahindra Education Foundation and Mahindra Satyam Foundation.2.2. Mahindra Satyam servicesMahindra Satyam provides services in the following areas* Aerospace and Defense* Banking, Financial Services Insurance* Energy and Utilities* Life Sciences health care* Manufacturing, Chemicals Automotive* Public Services Education* Retail* C onsumer Packaged Goods* expire, Transport, Logistics* Telecom, Infrastructure, Media and Entertainment Semiconductors * Information TechnologyTheir expertise has make them the choice of three of the top atomic number 23 companies in food products, two of the top cinque in pharmaceuticals, four of top the five in networking and communication equipment, two of the top five in chemicals, three of the top ten in aerospace and defense reaction, four of the top ten in electronics and electrical equipment, five of the top ten in automotive and automotive parts, one of the top five in industrial and farm equipment, three of the top ten in gas and oil, and one of the top three in semiconductors. 1. AEROSPACE The Mahindra Aerospace division was created in 2007 to expand our existing automotive and manufacturing expertise to the growing aerospace industry. get dressede their Components sector (known internally as the Systech sector), they acquired several companies with contrive and ma nufacturing eff.2. AFTERMARKET Theyentered the aftermarket industry in 2001 to create a business eco corpse for pre-owned cars that mirrors the ecosystem for new cars. They have set about to professionally organize the pre-owned car industry in India so that you can trust youre getting a quality vehicle. Mahindra First Choice Wheels is Indias first multi-brand pre-owned car business. 3. agribusiness The Mahindra Groups close linkage to plain India and agriculture is almost as old as the company itself. Their tractor business, more than forty long time old, continuously sets new benchmarks for reliability and qualitya fact reflected by our 40 percent market share in India.4. AUTOMOTIVE In 1947, they introduced India to the utility vehicle. More than 65 long time later, theyre s trough Indias premier utility vehicle (UV) company, but theyve also grown quite a bit. In addition to reservation groundbreaking UVs like the Scorpio and Bolero, Mahindraoffers cars, pickups, and commercial vehicles that are rugged, reliable,environmentally friendly, and fuel- cost-effective. 5. COMPONENTS They entered into the components industry (known internally as Systech) as Indias global competitiveness took off. Leveraging humankind expertise in the automotive and farm equipment sectors and a series of acquisitions, we have grown rapidly in skill and scale.6. CONSTRUCTION EQUIPMENT Mahindra Mahindra entered the Construction Equipment industry in February 2011 with the launch of the Mahindra Earth Master Backhoe Loader. Already one of the worlds largest markets, demand for construction equipment is growing in India. Their unparalleled dealer network makes the Earth Master available across the country.7. CONSULTING SERVICES Through our consulting services, we help companies keep up with the fast-ever-changing business climate. Their special Services Group is constantly reevaluating its information guarantor and risk management figure outes as the environment shifts, dealing w ith known threats and anticipating future risks.8. DEFENSE Theyve been involved with defense systems since 1947 when we became importers, assemblers, and and so adapters. From there, they have moved into designing and constructing our own line of armored vehicles to become the largest private sector supplier to the government.Theyve now expanded into defense systems like sea mines, surveillance solutions, weapons, ammunition, and more.9. ENERGY First, they envision transport reliable and innovative power back-up solutions to India that ensures an uninterrupted power supply for all the critical sectors of the economy. Their line of diesel engine generators offers electricity backup to remote locations to power banks, hospitals, schools, businesses, and industry.10. FARM EQUIPMENT Through this network of services, they aim to empower the rural farmer and transform rural productivity, income, and living ensamples. They are willing to improve farm lifestyles by making hard workeasie r, increasing yields, and increasing returns. From low cost tractors that cater to farmers with marginal landholdings, to higher performance tractors with superior features, theyve revolutionized the farm equipment space.11. FINANCIAL SERVICES Mahindra Finance and its subsidiaries offer a complete depart of financial services and insurance solutions for both businesses and soulal life. Their flagship financial services business provides vehicle, asset, and soulal financing. Their general and life insurance broking services provide customers with security and protection.12. INDUSTRIAL EQUIPMENT Mahindra entered the industrial equipment market in 1992 with a range of high-efficiency conveying equipment for the cement industry. Their longstanding experience in manufacturing gave us a firsthand agreement of the immensity of reliable and effective material handling equipment. They quickly expanded to serve the power plants, heavy chemicals, and mineral demonstrateing in addition t o cement.13. INFORMATION TECHNOLOGY Mahindra has a leading presence in the global Information Technology (IT) industry, offering a full range of IT solutions and support by means of four salient companies with special expertise. They design industry- particularized IT solutions to help our clients take advantage of the new opportunities and adapt to the new challenges of a changing world.14. LERE HOSPITALITYISU When they entered Leisure Hospitality in 1996, very few affordable vacation options were available for Indian families. They conjectureing a tremendous opportunity to open up a new industry and bring real benefits to a large segment of underserved customers.15. LOGISTICS The transportation expectulate of our automotive sector drew us into the logistics business in 2000. The success of our internal strategic operation led our expansion to serve a mixing of corporate customers across many industries.16. REAL ESTATES Their innovative integrated business cities are revolu tionizing the way Indians work, live, and play. working with the Indian governments Special Economic Zone scheme, theyve created two brand-new cities designed to comfort business excellence and a relaxed, healthy lifestyle.17. RETAIL Their first retail foray, the Mom Me retail chain, positions us as first movers in the market for maternity and baby ineluctably. Before their entry, Indian mothers had to visit an coordinate of shops to buy here, baby healthcare supplies there, and nursery furniture at a third place.18. TWO cyclist Mahindra became the first Indian two-wheeler manufacturer to enter the Moto Grand Prix Championships, designatecasing their engineering and technology expertise on a platform where the best in the world compete. We aim to grow into a major player in the Indian Two Wheeler industry with a robust presence in all product segments.2.3. SWOT AnalysisStrength1. Global Presence2. Broad range of re hunting and development services3. Broad service portfolio4. St rategic alliances5. Strong financial position, company has revenue of US $ 1.8 billion and employee chroma of 33,353Weakness1. Low operate margin of other group of companies.Opportunities1. New Brand Identity and synergy with the parent company 2. Launching BPO services3. Huge potential in domestic market4. change magnitude in Global IT spendingConstraints1. Potential negative impact of Satyam related litigation 2. Emergence of potentially disruptive technologies/practices, data security breaches 3. Fluctuations in currency exchange4. Process Non-compliance5. Increasing cost of world capital6. Risk due to increasing IT thickeningity2.4. HR Departments at Mahindra SatyamVarious subdivisions under HR functions has been divided into 5 parts mentioned on a lower floor 1. enlisting2. Generalist(Business HR/ whole HR)3. Training Development4. allowance benefits5. MSLW(Mahindra Satyam Learning World)enlisting The stages of the enlisting make for include course analysis and de veloping a individual specification the sourcing of scenes by networking, advertising, or other search methods matching candidates to occupation requirements and screening individuals using scrutiny (skills or personality assessment) assessment of candidates motivations and their fit with governingal requirements by referenceing and other assessment techniques. Generalist(Business HR/ Unit HR) This department understands the business areas they support, key drivers in developing that business, potential barriers to the success of the business and by this understanding and delivering customer foc utilize HR solutions to the business to support its strategy.Training Development Handles a planned activity conducted after a thorough need analysis and target at genuine competencies, most essential it is to be conducted in a learnedness atmosphere in order to improve an employees performance. stipend benefits The Compensation Benefits (CB) specialiser looks after the pay st ructures and fringe benefits of employees within the organisation. The role aims to provide equity and consonance in how salaries and benefits are put together across different levels.At their most strategic level,the CB specialist can devise requital levels, incentives, commission structures and benefits packages that can affect the performance of an entire agreement. MSLW (Mahindra Satyam Learning World) anenterprise-wide learning ecosystem that captures and delivers the learning and development needs of all our associates through a single platform has been setup. Courses such as induction, entry-level training, continuous competency development, performance evaluation, and career-path development have been offered.2.5. Structure of recruitment department at Mahindra Satyam issue 1Depicts the structure of the HR Recruitment department at Mahindra SatyamManagement CampusAssociate ReferralMsat Career siteRecruitment AgenciesPrint MediaEngineering CampusE SourcingDirect Applic ationsRecruitment LeadRecruitment LeadRecruitment LeadTeam MembersTeam MembersTeam MembersCHAPTER III DISCUSSION ON TRAINING3.1 Roles and Responsibilities1. Roles* Sourcing profiles* Scheduling call into questions* view the list of short listed candidates from the tech embellish * Conducting HR Round* Collecting required documents for offer throw in the towel* Preparing trackers on status of the candidates(Shortlisted/Rejected) 2. Responsibilities* Releasing offers* Ensuring that the pre-job formalities have been done forwards on boarding3.2 comment of taska) Sourcing profiles as per the line of merchandise expositionb) Calling the candidates and assuring with them whether they are looking for a job change or not. Collecting information such as Total experience (Texp), Total germane(predicate) experience (Rexp), Current salary (CCTC), Expected salary (ECTC), Current location and Notice period (NP). The format is shown below in the table. c) Sending the profiles of the inte rested candidates to the good panel. The report was in below shown format.Table no.1Depicts the format in which the enlarge of the interested candidates are sent to the tech panel S.no Name Email id tie-in No. Current Company Texp Rexp CCTC ECTC NPd) Scheduling consultations (Telephonic / face 2 face) for shortlistedcandidates and sending interview call letters to the candidates. e) Blocking the schedule of the tech panel as per time slot provided by the candidate. f) validatory whether the interview has been done as per the schedule. If not rescheduling the interview if required. g) Checking with the tech panel whether the candidate has been shortlisted or rejected. h) If shortlisted, whether the candidate has to take up another round of interview (generally with the clients). i) If the candidate has cleared all the mandatory rounds, conducting a HR round with candidate. Asking questions such as why are you looking for a change, negotiations on CTC, communication skills an d rating them harmonisely in the IOS sheet (Interview Observation sheet). The rating in the IOS Sheet is in the form of SMART. Example of IOS sheet is shown in Figure no. 3All the details in the IOS are filled up as per the candidates performance in the Technical and HR round1. Circle Circle in the IOS refers to the Competency development group i.e entire Mahindra Satyam is divided according to the functions they perform. The Competency development group(CDG) comprises of three parts a) Integrated engineering services (IES)* PEG (Product Engineering services)* AES (Aerospace engineering services)b) Infrastructure management services(IMS)c) Consulting Enterprises Services (CES)2. Applicant id It is hand overd through ERP system i.e. Oracle large number soft system by giving in some information such as Passport No, Date of birth, email id and providing in all general details of the candidate.3. Rating Tech panel and HR rating are as per SMART scale whereinS ExcellentM GoodA Av erageR Below averageT Inefficient4. Band Mahindra Satyam does not have designation rather it has bands to work the position and the roles of an employee. They have bands such as S1 , S2 , U1 , U2 determined by long time of experience and various other factors.5) Deviation They could be certain deviation from the interviewers matrix, they are* Hike deviation Generally Mahindra Satyam provides a salary hike of 30% on the current CTC. But if the candidate is expecting salary hike* more that 30%. Then it is called as deviation in the salary matrix in that case we need approvals. * storage-battery grid deviation If the candidates are demanding a higher band than the provided band, then we need to take approvals from Chief operating officer. 6) Notice Pay If the candidate has a certain get word period and we want the candidate to spousal relationship immediately. Then few companies have buy out option so that the companies relieves the candidate immediate on the payment of certain a mount. That is known as Notice pay.7) Background reference no. Before an employee is apt(p) an offer letter, Mahindra Satyam has a background handicap of the candidate. Documents such as address proof, virtue template, previous company service certificate, Current Company offer letter, 2 months salary slips, highest degree certificate and mark sheets are to be produced to the BG vendor for the BG verification. erst BG verification is done, BG vendor produces a BG Reference no. which assures that all the provided details are square up and also can be employ for future reference checks.Figure No.3Depicts the IOS Sheetj. Sending a list of documents that the candidate is supposed to send for BG verification and Offer release if he/ she has been shortlisted. k. Releasingthe offer letter of the candidate through the ERP system if all the reenforcement documents and background check has been done. l. Preparing a tracker on how many candidateswhere plan for the interview and how many candidates have been shortlisted. Was the requirement closed or not. If not, checking what were the qualification or key words for the contracted candidates so that it can be used for further search of candidates. m. Calling and updating the selected candidates the DOJ as they might be certain rejections from candidate side. n. To assure that the new colligationee has done all pre joining formalities (To fill up the virtue in the company website, health checkup etc.) to avoid any discrepancies during on boarding.CHAPTER IV ANALYSIS OF RESEARCH UNDERTAKEN4.1. BackgroundIn the current corporate scenario, the most important resource for any governing is Human Resources. Managing human resources has become ever more complicated through the generations. In Human Resource Management, recruitment plays a very all important(p) part. Recruitment creates a pool of prospective employees for the organization so that the management can select the right candidate for the right job from t his pool. Recruitment acts as a link amongst the employers and the job seekers and ensures the fix of right candidate at the right place at the right time. Undertaking this process is one of the main objectives of management. Indeed, the success of any business depends to a large extent on the quality of its staff. Recruiting employees with the correct skills can add value to a business and recruiting workers at a wage or salary that the business can afford, will reduce costs. People are integral part of any organization today. No organization can run without its human resources. In todays highly complex and competitive situation, choice of right person at the right place has far reaching implications for an organizations functioning.Employee well selected and well placed would not only contribute to the efficient running of the organization but offer significant potential for future replacement. This hiring is an important function. The process of hiring begins with human resourc e be after (HRP) which helps to determine the number and typeof people on organization needs. phone line analysis and job design enables to mold the task and duties of hobs and qualification expected from prospective job HRP, job analysis, job design helps to pose the kind of people required in an organization and hence hiring. It should be noted that hiring is an ongoing process and not confined to formative stages of an organization. An enterprises grows, diversifies, take over the other units allnecessitating hiring of new men and women. In fact the hiring function stops only when the organization ceases to exist. Hiring involves two board activities-1. Recruitment2. Selection4.1.1. Recruitment It refers to the process of finding possible candidates for a job or function, usually undertaken by recruiters. It also whitethorn be undertaken by an employment agency or a member of staff at the business or organization looking for recruits. Advertising is commonly part of the recru iting process, and can occur through several means through online, newspapers, using newspaper dedicated to job advertisement. A recruitment process should be* Efficient Cost effective in method and sources* hard-hitting Producing enough suitable candidates* Fair Ensuring that decisions are made on merit without discrimination 4.1.2. SelectionSelection is the process of identifying individuals who have relevant qualifications/experience/skills and competencies to fill in the jobs. Once there is a pool of applicants for a job, the next bill is to select the best candidate for the job. Selecting the right employees is critical because The organizations performanceisdependentonitsemployees.Employeeswiththerightskillsandattributeswilldoagoodjob. Itiscostlytorecruitandhireemployees.Hiringandtraining a new employee costs a lot of money Incompetenthiringcouldimpactthe organization inabigway.Theemployeemaycommitwrongfulactthatwillimpactthe image ofthe organization adversely.4.2. RESE ARCH METHODOLOGY4.2.1. STATEMENT OF PROBLEMFor the leverage of organization development, efficient workforce is necessary. The purpose of the report is to overcome the recruitment challenges and improve the choice methods to hire efficient employees with the adage of low cost and profit maximization.4.2.2. OBJECTIVES OF THE STUDYTo regard the existing recruitment and cream process at Mahindra Satyam. To study various factors involved in recruitment and excerpt process. To find employers and employees opinion about present process and provide asuggestion for improvement.4.2.2. SCOPE OF THE STUDYRecruitment life cycle starts from sourcing the profiles, through referral program or through any other sources we get required profiles for the next round. Once the candidate got selected, one needs to follow up the candidate till he/she joins the company. This project is useful to know about the entire recruitment cycle in Mahindra Satyam, including the strength of recruitment cycle. 4 .2.3. METHODOLOGYSample Size Design* 25 samples are collected from the employers.* 25 samples are collected from employees.Sampling Process Convenience Sampling A convenience is growed by selecting convenient population units. The method of convenience sampling isalso called the glob. A chunk refers to that fraction of the population being investigated which is all by probability or by judgment but by convenience.Sources of data collection* primary coil dataData which were a fresh and for the first time. To obtain the primary data a questionnaire has been prepared for both the employers and the employees and were generated to get the presentdback. And this questionnaire was designed to find out the effectiveness of Recruitment and Selection process.* Secondary Data Secondary data is collected from internet, registers, records, journals, articles, magazines and annual reports of the organization to study the recruitment life cycle of Mahindra Satyam. Data collection InstrumentFor the collection of primary data questionnaire has been used .Since it is one of the effective way of collecting the data but the design begins withanunderstandingofthecapabilities of aquestionnaire and how they can help in research. If it is determined that a questionnaire isto be used, the greatest care goes into the planning of the objectives.Tools for analysis region analysis In percentage analysis, charts like bar chart and pie charts are used topographically represent the results from percentage analysis of the questionnaire.Limitations* The period for study is one month, so the detailed analysis about the process isdifficult.* The study was made only with limited number of samples. * The responders may give false information.* The study is limited to Bangalore office4.3. Recruitment process at Mahindra SatyamRecruitment Procedure in Msat4.4.1. RequirementWhenever there is requirement in a project, respective project head shares the requirement in following format with the rec ruitment head. Format as follows Table no. 4Represents the format when there is a vacancyNo. of positions Years of experience Role of the profile Technical skills Job description Work location Salary range(if any) Once the recruitment head receives the preceding(prenominal) format, he/she shares with the respective team head of the recruitment, and then team head shares with the recruiter of that specific skills.4.4.2. SourcingOnce the recruiter receives the format, he/she starts sourcing. Sourcing is very important rate in recruitment. As we know the definition, right person at right time in right position is the motto of recruitment. So to get right candidates, sourcing is to be done by using different sources. Mainly we source from naukri,monster and recruitment agencies. first off we check referees and then we go for outside sourcing methods. Depending on the number of positions it to be filled, recruiter sources the profiles accordingly. Recruiter also source profiles till technical team agreeable with the profiles and till the positions got filled. 4.4.3. InterviewOnce the recruiter get the required number of profiles, shares the profiles with the technical team by keeping the profiles in track to avoid duplicates. Technical team shortlist the profiles either by telephonic or face to face interview and then shares the shortlisted profiles to the recruiter. Recruiter then conducts hr banter and salary discussion withprofiles and then sends all the documents of the candidate to BG team. 4.4.4. Offer letterIf the shortlisted candidate profiles are gone through the BG team, and if they are not fake, offer letter will be released to the candidates. Depending up on the notice period of the candidates current company offer letters are released. 4.4.5. JoiningOnce the candidate received the offer letter, he/she may join or may not join the company. Joining of the candidate is very crucial part in entire recruitment life cycle. bingle needs to solve the issues of the candidate related to joining. Candidate may or may not contact with salary offered, may or may not interested in the role discussed or may fail to complete joining formalities.Follow up team plays very crucial role in recruitment, this team is responsible to increase the percentage of joining then rejections. Their main role is to solve all the concerns of the candidates as soon as possible and negotiate with them to join in the company then the mentioned date in offer letter.Roles and responsibilities of follow up team will be discussed in the next project.4.4.6. Findings COMPARITIVE ANALYSISNet JoiningFigure no. 2Depicts the net joining of Mahindra Satyam with various other competitors for the year 2012 2013 Q1 Q2 Q3 Q4Infosys 1026 7646 5311 3041TCS 3271 10717 12497 11700Wipro 4854 2975 3591 2894Mahindra Satyam -932 346 764 434Source cite hrComparisonTable No.4Net joinings when compared with competitors (Quarterly)* The highest recruitment in the FY2012-13 was done by Tata Consultancy Services. * Mahindra Satyam has shown signs of revival very strongly erect the rough patch the organization faced in 2009. * The Referral fee paid in India of the three organizations are inclined below The maximum referral fee paid is equal for all the three organizations. The Minimum referral fee paid is the highest in Mahindra Satyam.The referral fee paid abroad are given below Infosys MahindraSatyam TCSMin $1000 $750 750Max $3000 $2000 2,000 The minimum referral paid for referrals abroad is $750 (Mahindra Satyam) and the maximum is $3000 (Infosys).Non currency Rewards Mahindra Satyam At Mahindra Satyam, every quarter the B- melodic phrase Team develops a new scheme which involves non cash rewards (Ex. IPhone, LCD TV, etc) where the employee with highest number of referrals (joinings) is presentedthe prize. The referral fee is also paid during these schemes. Apart from this, employees who have referred a considerable number of occupations are presente d with prizes (Ipod, MP3 Players, Travel Vouchers,etc). This is done with a view to encourage employees to participate in the employee referral program and do not get discouraged by the fact that only one employee has won the prize.Infosys TCS Infosys TCS do not have a policy of giving non cash rewards to its employees in the Employee Referral Program.Wipro- Wipro gives out non cash rewards in the form of LCD T.V., inhabitation Theatre, Foreign Holidays, etc.4.4. ANALYSIS AND INTERPRETATION OF DATACharts Prepared Based on Hr.s Employees Feedback4.5.5. DEMOGRAPHICS OF THE RESPONDENTS4.5.6.1. eraTable no.5Showing different age groups of the respondents(N=50)AGE NO. OF RESPONDENTS piece18 25 12 2426 35 21 4236 45 10 2045 Above 7 14(Source primitive Data) interpret no.1 showing different age groups of the respondentsInferenceFrom the above table it can be analyzed that 24% of the employees were between the age group 18-25 (young age), 42% of the employees were between the age group 26-35 (mid-age) , 20 % of the employees were between 36 45 days and 14 % are above the age of 45.4.5.6.2. GENDERTable no. 6Showing gender of the respondents(N=50)GENDER NO. OF RESPONDENTS PERCENTAGE (%)FEMALE 18 36MALE 32 67TOTAL 50 100(Source Primary Data)graphical record no.2Showing Gender of the respondents evidence From the above graph it can be seen that 67% of the employees are Male and 33% were Male and hence it can be inferred that the company has more male employees.4.5.6.3. days OF EXPERIENCETable No. 7Depicts the years of experience of respondents(N=50)Years of Experience No. of respondents pct0 2 years 6 123 5 years 16 326 8 years 12 24Above 8 years 16 32(Source Primary Data)Graph no.3Showing years of experience of the respondents conclusion From the above graph we can hypothesize that 12% of the respondents are having 0 2 years of experience, 32% are having 3 5 years of experience, 24% are having 6 8 years of experience and 32% are having above 8 years of experience. So it can be analyzed that there are majority of employees who are having 3 5 and Above 8 years of experience. 4.5.6. FEEDBACK FROM THE HR PERSONNEL4.4.2.1 Major source used for recruitmentTable No. 8shows the major source used for recruitment process(N=25) Source Respondents feedback sectionCampus recruitment 4 16Sourcing (Job Portals) 9 36Employee referrals 7 28Consultancies 5 20(Source Primary Data)Graph no.4Depicts the major source of recruitmentINFERENCE From the above table it is clear that the major source of recruitment is through sourcing through job portals i.e. 36% of the HR personnel use Job portals for recruitment process. However, it has been noticed that if the Employee is a fresher then Campus recruitment is a preferred source. And if it is a lateral employee then the other sources are mostly preferred. Since at Mahindra satyam they have HR recruiting team separate for freshers and laterals therefore the ratio varies. 4.4.2.2. Factor Which Affects To Recruit Best CandidateTable No. 9Depicts the factors that influence to recruit the best candidate(N=25)Factor Respondents Feedback parting grasp of the organization 4 16Internal organizational policies 2 8Job Profile 10 40Package offered 8 32None of the above 1 4(Source Primary Data)Graph no.5Factors which affects to recruit best candidateINFERENCESo this implies that Job profile is the most attractive factor for influencing an individual to apply for a job at Mahindra Satyam followed by Package offered and Image of the organizational policies.4.4.2.3. Employers opinion about the process for identifyingjob vacanciesTable no.10Depicts the process for identifying Job vacancies(N=25)persuasion Response PercentageStep by step process 17 68No step by step process 8 32(Source Primary Data)Graph no.6Shows the process for identifying Job vacanciesINFERENCE 17 respondents express that their organization follow a step by step process withcertain rules and regulations in identifyi ng job vacancies and 8 respondents said that their organization does not follow a step by step process with certain rules and regulations in identifyingjob vacancies.4.4.2.4. If shortlisted applicant cannot be interviewed on the plan dayTable No. 11Shows what action is to be taken if the shortlisted applicant cannot be interviewed on the scheduled day(N=25) legal opinion Respondents PercentageOffer another date, location 14 56Will hold the applicant 7 28Exclude that person from the process 4 16(Source Primary Data)Graph no.7Shows action to be taken if shortlisted candidate cannot be interviewed on the scheduled dayINFERENCE 56 % of the employers feel that it is better to offer anotherdate, location as they dont want to tripping an opportunity to absorb the best candidate. 28 % would prefer holding the applicant and least employers would exclude that person from the process.4.4.2.5. Barriers to useful Recruitment and SelectionTable No. 12Depicts the Barrier to effective recruitmen t and selection process(N=25)Barrier Response PercentageShortage of qualified applicants 7 28Competition for the same applicants 9 36Difficulty finding and identifying applicants 9 36(Source Primary Data)Graph no.8Shows the barriers of effective recruitment and selection processINFERENCEThe main objective of selection is to hire people having competence and commitment. This objective is often defeated because of certain barriers. It has been observed that both Competition for the applicants and difficulty in finding and identifying applicants is are the major barriers of the recruitment process. 4.4.2.6. Opinion of the employer for various questionsThese questionshave been clubbed together for ease of analysis since theyhave only two options Yes and No as their options.Table No.(N=25)Opinion Yes No Is job analysis conducted for each position 19 6Consider internal candidates before external recruitment 21 4 Do you accept late applications 9 16Is JD provided for all job vacancies 20 5organization euphony the cost of recruiting sources 17 8(Source Primary Data)Graph no.9Opinion of the employer for a set of questionsINFERENCES* It can be inferred from the above that job analysis is conducted for maximum roles however about 6 respondents out of 25 say that job analysis is not conducted for few roles.* 21 employers say that they consider internal candidates before external recruitment however 4 respondents contradict the statement.* 9 respondents said that they do accept late application as they dont want to lose the right talent which is one of the major factors in recruitment Choosing the right talent at the right place and right time. So, it depends on the criticality of the Job/Role. But, 16 respondents out of 25 said that they dont accept late applications.* It can be inferred from the above the graph no. 9 majority of then provide Job Description for all job vacancies however 5 respondents say that Job description is not provided which might lead to acquir e improper talent.* It has been seen that out of 25, 17 say that Organization measures the cost of recruiting sources however 8 respondents said that organization doesnt measure recruiting cost.Table No. 13Opinion of the employer for a set of questions(N=25) Opinion Yes No HR department perform all initial screening of candidates 22 3 venire interviews are used 15 10Allow a referee as a panel member 4 21reference checks considered on all candidates 18 7Validate the tests used in selection process 20 5Graph no.9Opinion of the employer for a set of questionsINFERENCE* 22 of 25 respondents say that they perform all initial screening of candidates however rest all say that they do not perform any initial screening. * 15 respondents say that panel interviews were used and 10 respondents say that they dont prefer having panel interviews. * It can be inferred from the above tables that the person who gives reference cannot take interview of the candidate. * 18 respondents say that they p erform reference checks and 7 respondents say that they dont perform reference checks. * 20 say that they validate the test before taking interview since they have technical tests which might be stabilizing in screening the candidates and 5 said that they dont validate the test. 4.4.2. Feedback from the Employees4.4.3.1. Sources your organization assert heavy for recruitmentTable No. 14Depicts sources through on which Mahindra Satyam rely heavily for recruitment(N=25)Source Respondents PercentageInternal 16 64 outdoor(a) 9 36Total 25 100(Source Primary Data)Graph no.9Source organization rely on for recruitmentINFERENCE Employees feel that their organization depends on internal sources i.e 64 % of the employees have a perception that their organization depends on employee referral rather than any other sources. Referrals generated by recruiters directly soliciting them from prospective candidates and new employees will have a measurable and positive impact on the qualityof hire (s tudies show referrals make better performing hires), cost-per-hire (little to no cost for these referrals), and time-to-fill ratios.4.4.3.7. Channel an individual would prefer easy to stakes resumeTable No. 15Shows Channel an individual would prefer to post resume(N=25)Channel Response Percentagejob sites 8 32company websites 2 8Consultancy 5 20Referrals 10 40(Source Primary Data)Graph no. 10Shows Channel an individual would prefer to post resumeINFERENCE It has been observed that 40% of employees prefer posting their resumes to referrals as it is one of the effective sources of recruitment followed by job sites by 32%, consultancy by 20% and company websites by 8%. As it was seen in the previous inference drawn by the employers that employee referrals is one of the most effective source which attracted the pool of talent so is with the employees that they prefer posting their resumes to employees assuming that the probability to get selected is high.4.4.3.8. Source through which t he respondent got recruited at Mahindra SatyamTable No. 16Source through which the respondents got recruited at Mahindra Satyam(N=50)Source Response PercentageNewspaper sources 2 8Journals/Periodicals 1 4College recruiting 8 32Employee referral 9 36Job portals 5 20(Source Primary Data)Graph no. 11Shows Channel an individual would prefer to post resumeINFERENCE It has been observed that 9 Employees have been recruited through Employee referral, 8 being employed through college recruiting, , 5 through Job portals, 2 through newspapers and 1 being employed through periodicals/Journals.4.4.3.9. eccentric of questions employers asked in the interviewTable No. 17Shows the type of questions asked during interview(N=25) Type of questions Response PercentageRelaxing questions 6 24Tough questions 10 40Icebreaking questions 9 36(Source Primary Data)Graph no. 12Depicts the type of questions asked during interviewINFERENCE It has been inferred that 40% of the interviewers prefer asking Tough qu estions during the interview whereas 36% prefer asking icebreaking questions and 24 % prefer asking relaxing questions. 4.4.3.10. Opinion of the employee for various questionsThese questionshave been clubbed together for ease of analysis since theyhave only two common optionsTable No. 18Shows Opinion of the employee for various questions(N = 25) Opinion Yes No Visit the website of the company before the interview 19 6 of all time rejected an offer in any company 16 9Satisfied with the selection techniques 17 8test and the interview process is lengthy 9 16Were questions given prior to the interview 0 25Were you comfortable with your interviewer 15 10Were all the candidates interviewed in the same way 20 5 Were people involved in recruitment supportive to you 18 7 Was induction/training provided after joining 12 13Graph no. 13Depicts the Opinion of the employer for various questionsINFERENCE* From the above figure we can infer that 19 employees gothrough the company website before attempting the interview however 6 do not prefer going to the company website. * Depending upon various factors16 people rejected an offer from a company but 9 of them never rejected an offer. * In the recruitment process 17 employees are satisfied with the selection techniques and 8 employees are dissatisfied. * In the interview process 9 employees matte up that the process has been lengthy and 16 employees mat that it was not much lengthy. * In the selection process none of the employees were given questions prior to the interview. * It can be inferred that 15 respondents of the 25 were comfortable during the interview however 10 of them felt uncomfortable during the interview. * 20 Respondents say that all the candidates were interviewed in the same way rest all say that they were biased. * It can be inferred that the recruitment team was pretty supportive to them with 18 out of 25 supporting the statement rest all were not satisfied with the recruitment team. * Training was p rovided to 12 out of 25 respondents rest all were not provided as major of them said that they already worked in the same domain was the main reason for not being provided training.4.4.3. Analysis Of Opinion Regarding Respondent Being Employer And Employee And Rating almost Recruitment Selection ProcessTable No. 19Shows observed countfor rating on recruitment process(N=50)RESPONDENT RATING ABOUT RECRUITMENT AND SELECTION butt Effective Very Effective Not Effective No opinion Total EMPLOYER 5 14 5 1 25EMPLOYEE 7 7 6 5 25Total 12 21 11 6 50Percentage (%) 24 42 22 12 100(Source Primary Data)Graph no. 13Rating about recruitment and selection processINFERENCE 24% employers rated that the process is effective, 42% of employers ratedthat the process is very effective, 22% of employers rated that the process is not effective,12% of employers said no opinion about the process. Referrals generated by recruiters directly soliciting them from prospective candidates and new employees will have a measurable and positive impact on the quality of hire (studies show referrals make better performing hires), cost-per-hire (little to no cost for these referrals), and time-to-fill ratios.4.5 Findings* A majority of the respondents prefer to post their resume through Job referrals and job sites.* The percentage analysis shows that the organization relies heavily on internal sources.* A majority of employees inferred that they are satisfied withthe retort given after recruitment.* A majority of employers inferred that there organization is following a step by step process with certain rules and regulations in identifying job vacancies.* The percentage analysis shows that the organization is conducting job analysis and job description for each job position.* Most of the employers inferred that they are measuring the cost for the recruitment sources by comparing the validated calculate versus approved budget.* It has been inferred that the employees are satisfied with the present recruitment and selection process.* Major barrier for effective recruitment and selection process are competition for the same applicants with the competitors and difficulty in finding and identifying applicants* Major source of talent is obtained through Employee referrals.4.6 ConclusionsThis project A STUDY ON EFFECTIVENESS OF RECRUITMENT ANDSELECTION passage was helpful to know about the recruitment and selection process at Mahindra Satyam. This study inferred that most of the employers andemployees are satisfied with the present process. This study was helpful to study thesources of recruitment and selection techniques methods used.The study on recruitment and selection is more an ART rather than a process HR professional is having a big obligation to hire a best person from the available talent pool. At the same time, one needs to be cost conscious. The employer should judge onindividual merits and set the same standards for all. In the present scenario, It is the b iggest challenge for a HR manager to hunt for talent.4.7 Recommendations* From the study, it is found that majority of the employees prefer to post their resume in companies website and referrals. So the company can have exclusive career link in its website to post resume.* By using a separate link with resume screening software, the resumes can be screened and managed effectively.* It has been noticed that relocation is the main fuss for a candidates rejecting an offer. So by providing a good salary and accommodation, relocation difficulty can be solved. Thus the recruitment process can be made effective by retaining the recruited candidate.Since it has been seen that Employee referrals is one of the major source or recruitment. So the following steps could be taken to make the employee referral program more effective and productive 1. Rapid Response The referral team should respond to the referred candidate and referring employee within reasonable time so that the employee feel s his contribution is being considered and recognized. 2. Priority Processing The referred applications should be given a priority for processing over other sources to ensure that the employee and the referral feel that they are special. 3. Expedited Interviewing To promise that all employee referral candidates are interviewed within a certain number of days. 4.5. Increase Recognition Apart from the monetary and non-monetary rewards, employee recognition should be emphasized on. This can be done by publicly recognizing employees and managers for participating in the process. It can either be a small personalized thank you note or even an announcement through the notice board. 6. Referral Activities Visiting top performers and coach them through a talent discovery exercise to generate referrals for a particular need. 7. Educate and encourage Fighting corporate policies that discourage social media participation andeducate employees and managers about how to effectively use socia l networks for professional purposes, and then encourage mass participation. Also educate them regarding the advantages of employee referral program, so that each and everyone actively participate in the process.Apart from that the organization can rely on proactive referrals in the following ways 1. On-boarding Referrals Through this step, the organization can ask the new hires to make referrals during on-boarding. This can be very effective as they would have a larger network to admission price from as compared to the present employees social network. 2. Follow up Interviews Following a successful referral, interview the referring employee to thank them for the contribution they have made. Also find out how they sourced the new hire from their network and ask for additional referrals. 3. Referral Events To hold referral events and hiring parties for referrals in order to garner attention, to educate and get spot referrals. 4. A Referral Database To develop a pool of referrer s who can be proactively approached. Select these individuals based on their past referrals and the likelihood that they would know someone with a particular skill set.BIBLIOGRAPHY1. www.ere.net2. www.hrworld.com3. www.citehr.com4. www.mahindrasatyam.com5. www.infosys.com6. www.tcs.com7. www.timesjobs.comANNEXURESTUDY ON EFFECTIVENESS OF RECRUITMENT AND SELECTION PROCESS IN MAHINDRA SATYAM(Questionnaire for Employers)EMPLOYER PERSONAL DETAILS1. Name 2. Designation 3. Agea) 18 -25 b) 26 35c) 36 -45 d) above 454. Marital statusa) Married b) unmarried5. Years of Experiencea) 0 2 years b) 3 5 yearsc) 6 8 years d) Above 8 yearsRECRUITMENT1. What type of process are there for identifying job vacancies in your organization?a) Follow step by step process with certain rules.b) No step by step process.c) Not aware.2. Is job analysis conducted for each position?a) Yesb) No3. Do you give consideration to internal candidates for all jobs before outside recruitment begins?a) Yesb) No4. Do you accept late applications?a) Yesb) No5. Is there any job description for each vacancy including the purpose, tasks and responsibilities?a) Yesb) No6. Which recruitment source do you feel is effective from the below?a) Newspaper sourcesb) Professional journals/periodicalc) Campus recruitmentd) Employee referrale) Consultanciesf)All the above7. Does your organization measure the cost of these recruiting sources?a) Yesb) NoIf yes specify8. Identify any one factor which affects you to recruit best candidate?a) Image of the organizationb) authorities influencec) Internal organizational policiesd) None of the aboveSELECTION11. Do you have any standard pattern in selection process? (From initial interview to final placement)a) Yesb) No12. Does HR department perform all initial screening of candidates?a) Yesb) No14. argon panel interviews are used?a) Yesb) No15. Can you allow a referee as a panel member?a) Yesb) No16. Are reference checks considered on all candidates?a) Yesb) No17. Are can didate telephone interviews, teleconferencing or characterization conferencing conducted before personnel interview?a) Yesb) No19. Do you professionally validate the tests used in selection process?a) Yesb) No20. What your organization will do if short listed applicant cannot be interviewed on the scheduled day?a) Offer another date, location.b) Will hold the applicant and used whenever needed.c) Consideration may be given to exclude that person from the process.d) No opinion.21. Does your organization conduct medical examination for employees during selection process?a) Yesb) No22. Finally rate the recruitment and selection process used in your organizationa) Effectiveb) Very effectivec) Not effectiveSTUDY ON EFFECTIVENESS OF RECRUITMENT AND SELECTION PROCESS IN MAHINDRA SATYAM(Questionnaire for Employees)PERSONAL DETAILS1. Name 2. Designation 3. Agea) 18 -25 b) 26 35c) 36 -45 d) above 454. Marital statusa) Married b) unmarried5. Years of Experiencea) 0 2 years b) 3 5 years c) 6 8 years d) Above 8 yearsRECRUITMENT AND SELECTION1. Did you visit the website of this company before coming for the interview?a) Yesb) No2. What is your experience in this company?a) 0 2 yearsb) 3 5 yearsc) 6 8 yearsd) Above 8 years3. Which sources your organization rely heavily for recruitment?a) Internal sourcesb) External sources4 .Which channel do you prefer easy to post your resume?a) jobsitesb) company websitesc) consultancyd) referrals5. Through which source did you get recruited in this company?a) Newspaper sourcesb) Professional journals/periodicalsc) College recruitingd) Employee referrale) Job portals6. Which type of recruitment sources reaches you soon?a) Newspaper sourcesb) Professional journals/periodicalsc) College recruitingd) Employee referral7. Have you ever rejected an offer in any company?a) Yesb) No8. State the reason for rejecting the offer.a) Relocationb) Salaryc) Growthd) Others9. State the reason for accepting the offer in this organization?a) Image of the organizationb) Government influencec) Internal organizational policiesd) None of the above10. Are you satisfied with the response given after recruitment?a) Yesb) No11. Are you satisfied with the selection techniques used in your organization?a) Yesb) NoIf No, give reason12. Do you feel that the test and the interview process is lengthy?a) Yesb) No13. What type questions they asked you in the interview?a) Relaxing questionsb) Tough questions14. Did they give the questions prior to the interview?a) Yesb) No15. Did you felt comfortable with your interviewer?a) Yesb) No16. Were all the candidates interviewed in the same way?a) Yesb) NoIf No, state reason17. The people who are all involved in the recruitment and selection process were very supportive to youa) Yesb) No18. The final decisions about the appointment should be based only on merit?a) Yesb) NoIf No means state reason18. Did your organization provide you induction or orientation programme after placement?a) Yesb) NoIf yes means mention how effective and useful,20. Finally how much you satisfied with the present recruitment and selection processfollowed in your organization?a) Satisfiedb) Highly satisfiedc) Dissatisfiedd) Highly dissatisfiede) No opinion