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HRM PROJECT REPORT

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PGDM 2014-15, Section D


3rd Term
HRM
Dr. Suryatapa Kar
Recruitment in Zensar Technologies
Group6
Sl.
Roll No.
Name
1 140101032 Arpit Mishra
2

140103064

G. Sashidhar

140101117

Prerna Naresh

140101147

Sanketh Padhy

140103157

Shweta Jadhav

140103165

Srikanth Guhan

Table of Contents:
1. Introduction

2. Recruitment
2.1 Definition

2.2 Meaning

2.3 Need for Recruitment

2.5 Recruitment Estimation (Numbers)

3. Selection

4. Recruitment and Selection at Zensar


4.1 Work at Zensar

4.2 Sources of Man Power Supply


4.2.1 Internal

4.2.2 External

4.2.3 Newspapers

4.2.4 Magazines

4.2.5 Web

5. THE SELECTION PROCESS OF Zensar


5.1 Employment tests

5.2 Other Tests

5.3 Interview

5.4 Second Interviews

5.5 Final Employment decision

5.6 Approach to Selection

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6. Zensar Insights: Talking to the HR

11

7. CONCLUSION

12

8. REFERENCES

13

1. Introduction

The two most vital capacities of people management or personnel management or


Human Resource Management are Recruitment and Selection.
Recruitment and selection help in focusing on the right ability needed for the
organization and thus in making resources and assets for the same. It requires
getting to the sources of manpower with a specific end goal to meet the obliged
quantities of employees.
"Right individual for the right job" is the fundamental guideline of the recruitment
process in any organization.

2. Recruitment
2.1 Definition
As per EDWIN FLIPPO, Recruitment is the process of searching for prospective
Employees and stimulating them to apply for jobs in the organization.

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

2.3 Need for Recruitment


The need for recruiting may be out of one or many of the following,
Vacancies may arise because of:
1.
2.
3.
4.

Promotions in the organization


Retirement of existing employees
Contract termination of contractual employees
Labor Turnover

New vacancies arise because of following reasons:


1.
2.
3.
4.

Growth of functions
Expansion of employee base
Diversification of activities in the organization
Specialized employees for specific job specification

2.4 Recruitment Estimation (Numbers):


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

Lead
generate
d (5.5:1)

Candidat
es
Invited
(3.9:1)

Candidat
es
Interview
ed
(3.1:1)

Offers
made
(1.9:1)

NEW
HIRES

3. Ideal Recruitment Process

Planning
Strategy development
Searching
Screening
Evaluation and control

4. Recruitment and Selection at ZENSAR


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

The people management at Zensar is known to be robust and this is what sets the
comparatively new Zensar apart from other IT companies. Employees at Zensar
take pride in being called Zensarians. Zensar has been a success story ever since it
was set up and this is a testimony to their fair and commendable HR practices.
Various functions at Zensar are:

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

4.2 Sources of Man Power Supply


4.2.1 Internal
Zensar upgrades internally only for managerial positions. This is because internal
up gradation within the organization saves lot of cost and effort, and also assures
that selected candidate is highly capable to perform the role as he/she has already
seen the same from closely.
Types of internal recruitments at Zensar:
Former Employees
Retirements
Internal Notification (Advertisement)

4.2.2 External
Zensar saves itself time and money by hiring group manpower from outside for
non-core jobs as these resources are required in bulk and hence hiring an agency to
do the same cuts cost. For ex: Floor mechanics, technicians etc.
For engineers, types of external recruitments at Zensar are:
Campus Recruitments: Colleges, universities, research laboratories, sports fields
and institutes are fertile ground for recruiters, particularly the institutes. Campus
Recruitment is going global with companies like HLL, Citibank, HCL-HP, ANZ
Grindlays, L&T, Motorola and Reliance looking for global markets. Some companies
recruit a given number of candidates from these institutes every year (number is
based on the growth in and requirement for that year). Campus recruitment is so
much sought after that each college; university department or institute will have a
placement officer to handle recruitment functions. However, it is often an expensive
process, even if recruiting process produces job offers and acceptances, eventually
majority leave the organization within the first five years of their employment. Yet,
it is still a major source of recruitment for prestigious companies.

Engineering Institutes: Campus hiring at engineering institutes typically starts in


May and continues through September. Senior managers and officers from Zensar
actively participate in this hiring, to bring on board the next generation of bright,
young and talented leaders for Zensar. They encourage current students at the
campuses they visit to use this opportunity to interact with the Zensar recruitment
teams during the hiring process to understand the company and their people
philosophy. They hire engineering graduates and post-graduates from all disciplines,
and MCA students at the campuses.
Management Institutes: Campus hiring at management institutes typically starts
in December and continues through March. They hire management graduates from
all disciplines, with or without prior work experience in software or other fields.
Off Campus Hiring: It is the event for those candidates who do not get selected
during campus recruitment. The process remains the same; it just aims at giving
those candidates a chance that were not able to go through the process before.
These candidates also go through the same two rounds, here only the scale and
basis on which they are evaluated changes.
Job Fairs: Job fairs are the events that attract candidates from various diversified
fields. It gives IT companies an immense scope and opportunity to take advantage
of the same. Hence, they put canopies at job fairs or desks for the same purpose.
Advertisements: These are aimed mostly at specific jobs and cater to a wider
target audience, thus garnering the best possible talent acquisition.

4.2.3 - Newspapers:
Zensar advertises through the following newspapers: Times of India, The Economic
Times, Indian express, Hindustan times, The Financial Express and other business
and employment papers. They dont put up ads in all the newspapers owing to
conversion rates. The same is the case with websites and magazines as putting up
ads adds up to the expenditure and they need to maintain the cost effectiveness of
the hiring process.

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

4.2.5 - Web:
These are the websites used for advertising jobs: www.zensar.com (homesite),
www.indiatimesjob.com, www.monster.com, www.naukri.com
4.2.6
Walk-ins, write-ins and talk-ins; Consultants; Industries are also used for hiring.

5. THE SELECTION PROCESS OF ZENSAR


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

Initial screening through interviews:


Initial screening is done through the first interview which is a preliminary interview
to screen candidates who will go through for next stages of interviews.
For the post of engineers a cutoff is set for percentage, say 60%. For higher posts
in the hierarchy, both can play a role in screening.

Completion of application forms:


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

5.1 Employment tests:

Essay writing
Logical test
Vocabulary
English test
Reasoning

5.2 Other Tests:


Mental or intelligence tests: Measures the overall intellectual ability of a person
and provides information whether the person has the mental capacity to deal with
certain job related issues or problems.
Mechanical aptitude tests: Measures the ability of a person to learn and adapt a
certain type of skill or mechanical work. These helps to quantify specialized
technical know-how and problem solving skills of the candidate. These are helpful in
selecting of mechanics, engineers, etc.
Intelligence test: Helps to evaluate traits of the candidates intelligence. Mental
ability, numerical ability, presence of mind (alertness), memory and other such
aspects can be quantified and measured. Taken mostly to judge numerical skills,
reasoning, memory and such other abilities.
Personality Test: It is taken to judge maturity, social or interpersonal skills,
behavior under stress and strain, etc. This test is very much needed in case of
selection of sales force and public relation staff where personality plays an
important role.

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

Patterned Interview: A patterned interview is essentially a planned interview, but


it is all the more precisely pre-planned to a high level of precision, accuracy and
exactitude. With the assistance of job and man specifications, a list of questions
and areas are completely arranged which will go about as the questioner's aide.
Non-directive Interview: Here the interviewee is permitted to talk his mind
openly. The interviewer has no formal or mandate questions, yet all his attention is
towards the candidate. He directs the interview in a direction that is decided at that
moment based on the interviewees answers. e.g. "Mr. Beam, please let us know
about yourself after you're passed out from graduate school".
Depth Interview: It is intended to intensely look at the candidates experience
and thinking and to go into impressive detail on specific subjects of a critical nature
and of unique enthusiasm to the candidates. Case in point, if the applicant says that
he is occupied with tennis, a series of questions may be solicited to test the
profundity from understanding and enthusiasm of the candidate.
Stress Interview: It is intended to test the candidate and his behavior and
conduct by him under states of anxiety and strain. The interviewer may begin with
"Mr. Sanket, we don't think your capabilities and experience are sufficient for this
position, and then watch the response of the candidate. A good candidate won't
yield, despite what might be expected he may substantiate why he is qualified to
handle the employment.
Panel Interview: A panel or interviewing board or selection committee talks with
the candidate, ordinarily on account of supervisory and managerial position
Mixed Interview: In practice, the interviewer while interviewing the candidate
utilizes a mix of organized and structured and unstructured questions. This
methodology is known as the mixed interview. The organized questions give a base
of question more customary and grant more prominent insights to make novel
contrasts between all the candidates.
5.4 Second Interviews: Job seekers are welcomed once again after they have
passed the first interview. Middle or senior administration by and large leads the
second interview, together or independently. More inside and out questions are
asked to the candidate and the employer expects a more prominent level of
preparation from the candidate.
5.5 Final Employment decision: It is the final step. Here Zensars team takes a
very important decision whether to accept or reject the candidate based on the
results of all the previous steps.

5.6 Approach to Selection:


Ethnocentric Selection:

In Ethnocentric approach, the decision for selection is taken at the Zensars


headquarters. Subsidiaries have limited autonomy.

Recruitment Yield for Zensar in 2013

Lead
generate
d (11060)

Candidate
s Invited
(7436)

Candidate
s
Interview
ed (3224)

Offers
made
(1020)

NEW
HIRES
(660)

6. Zensar Insights: HR Interview


Following is the questionnaire we prepared and asked the recruiters and HRs at the
organization.

Q1. How do you estimate total number of employees to be hired each year?
Ans: Estimation for hiring is done based on the following parameters:
1.
2.
3.
4.
5.
6.

Projects expected in the coming year


Requirements as per job levels
Bench Strength
Attrition rate
Units or function growth target for the next year
Billability

Q2. What is the policy for lateral hiring?


Ans. Proper procedures is emulated for lateral hiring too. Lateral hiring is carried
out principally for Job Level 4 or more. Job level ratio must be kept up for smooth
working of each function, for instance, a degree of 1:20 is for the most part
maintained. Additionally, if an immediately necessity or on site requirement has
come up, a lateral hiring is favored.
The average for fresher to lateral in Zensar is assumed at 70:30. This is
targeted towards 80:20 or 90:10.
Q3. How do you cope with attrition rate?
Ans: The attrition rate in the industry is said to be around 15%. So, the hiring is
done keeping this rate in mind. As a consequence of restructuring and growing
prospects at other IT giants like Infosys and TCS, the attrition rate is increasing in
Zensar.
No negotiations are done individually as the base salary increases for every
level simultaneously. But to retain an employee, negotiations under Personal Level
6 & 7 can be done. Sometimes, they are also offered to go on-site.
Q4. Assuming Zensar offered X number of jobs in a year. As is seen, the number of
joinings are short of what X was. How can it influence the following hiring
procedure? Furthermore how can it influence the current objectives arranged as far
as time taken to accomplish them?
Ans: Consistently the hiring is carried out keeping a cushion rate in mind. Over the
years, the pattern has given a vigorous figure of 60% joining. The goals are
likewise taken consideration with this cushion as present seat quality adjusts for the
same.

7. Conclusion
From the study of Human Resource at Zensar, the most essential parameter we've
learnt is that the most significant part of any association is the Human resources.

An organization invests intensely in this asset and looks carefully to support it to


see them turn into the pioneers in the association and society tomorrow. This asset
of association adds to the vision of the association and helps the association
understand it.
The strategic implications of the human resource in any organization is critical in
molding the future of the organization. This where the hiring of the right talent
becomes extremely significant as the recruitment process is the thing that sets the
worker and the association separated.

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

1.

REFERENCES:

K Ashwathappa, (1997) Human Resource and Personnel Management, Tata


McGraw-Hill 131-176
Chris Dukes, (2001) Recruiting the Right Staff
John M. Ivancevich, Human Resource Management, Tata McGraw- Hill, 2004
Steve Kneeland, (1999) Hiring People, discover an effective interviewing
system; avoid
Hiring the wrong person, recruit outstanding performers
Stone, Harold C and Kendell, W.E Effective Personnel Selection Procedures,
1956
http://profit.ndtv.com/stock/zensar-technologies-ltd_zensartech/reportsauditor-report
http://www.zensar.com/zensar-media/press-releases/2199-zensar-reports-qo-q-growth-of-38-in-dollar-revenue http://www.rpggroup.com/investors/annual_reports/pdf/zensar-Annual
%20Report%202012.pdf

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