Effectiveness of Hiring in Recruitment Process in Capgemini
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Transcript of Effectiveness of Hiring in Recruitment Process in Capgemini
“EFFECTIVENESS OF HIRING IN RECRUITMENT PROCESS IN CAPGEMINI”
SUBMITTED TO ANNAMALAI UNIVERSITY
Submitted by
Under the Supervision of
DEPARTMENT OF COMMERCE
JUNE - 2008
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EXECUTIVE SUMMARY
“EFFECTIVENESS OF HIRING IN RECRUITMENT PROCESS IN
CAPGEMINI” is a project undertaken by me as a part of
.
This project was undertaken under the guidance of Ms., Faculty- Institute of
Management as a part of PGDBM final term curriculum.
INTRODUCTION TO THE SURVEY
The principal objective of the survey was to understand the current Hiring
in Recruitment process. Through the survey, I also sought to understand the
various challenges CAPGEMINI are facing and the measures they are following to
address these challenges.
The Survey revealed that CAPGEMINI are trying to complement their hiring
strategies with brand-building activities in order to increase their chances of hiring
the best talent.
HIRING STRATEGIES ADOPTED
The Hiring Strategies adopted by the respondents includes:
Employee Referrals
Campus Recruitments
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Advertisements and
HR Consultants
For Lower Level Employees, the most widely used strategies are
Referrals,
Campus Recruitments and
Advertisements
For Middle-Level and Senior-Level Managers
HR consultants are mainly used.
INTRODUCTION
Poor hiring practices are both costly and time consuming and in a
competitive market place it is more important than ever before to recruit
effectively.
Companies that can develop a seamless interviewing process, are willing
and able to react quickly and can really sell the opportunity to potential employees
are consistently rewarded with the best.
Recruitment can be expensive – management time, advertising costs and
consultancy fees can mount up, and so once you have sourced the right candidate
you will want to make sure that they accept your offer. Having the right
recruitment processes in place will help you not only source the right candidate but
secures them too.
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RECRUITMENT
The process of identification of different sources of personnel is known as
recruitment. Recruitment is a process of searching the candidates for employment
and stimulating them to apply for jobs in the organizations Recruitment is a
process of searching the candidates for employment and stimulating them to apply
for jobs in the organizations. It is a linking activity that brings together those
offering jobs and those seeking jobs.
Recruitment refers to the attempt of getting interested applicants and
creating a pool of prospective employees so that the management can select the
right person for the right job from this pool. Recruitment process precedes the
selection process, that is, selection of right candidates for various positions in the
organization.
PROCESS OF RECRUITMENT
It is a positive process as it attracts suitable applicants to apply for available jobs.
The Process of recruitment:
Identifies the different sources of labor supply
Assesses their viability
Chose the most suitable source or sources
Invites applications from the perspective candidates for the vacant jobs.
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FACTORS AFFECTING RECRUITMENT
There are many factors that limit or affect the recruitment policy of an
organization. The important factors are:
Size of the organization and the kinds of human resources required.
Effect of past recruitment efforts.
Nature of Workforce market in the region.
Working conditions, wages and other benefits offered by other concerns.
Social and political environment.
Legal obligations created by various statutes
SOURCES OF RECRUITMENT
The various sources of recruitment are basically grouped into two categories:
Internal Recruitment (recruitment from within the enterprise)
External Recruitment (recruitment from outside)
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INTERNAL SOURCES
There are two important sources of recruitment, namely, Transfers and
Promotions:
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Sources of Recruitment
Internal Sources
1. Transfer2. Promotion
External Sources
Advertisements, Management Consultants,Education Institutes, Recommendations,Employment Agencies, Casual Callers,Telecasting, Contractors, Poaching/Raiding,Website/e-Recruitment
Transfer: It involves the shifting of an employee from one job to another, one
department to another or from one shift to another. Transfer is a good source of
filling vacancies with employees from overstaffed departments or shifts. At the
time of transfer, it should be ensured that the employee to be transferred to another
job is capable of performing it.
Promotion: It leads to shifting an employee to a higher position, carrying higher
responsibilities, facilities, status and pay. Many co0mpanies follow the practice of
filling higher jobs by promoting employees who are considered fit for such
positions.
Filling vacancies in higher jobs from within the organization has a benefit of
motivating the existing employees. It has a great psychological impact over the
employees because a promotion at the higher level may lead to a chain of
promotions at lower levels in the organizations.
Advantages of using Internal Sources
Filling vacancies in higher jobs within the organization or through internal
transfers has various advantages such as:
Employees are motivated to improve their performance.
Moral of the employees is increased.
Industrial peace prevails in the enterprise because of promotional avenues.
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Filling of jobs internally I cheaper as compared to getting candidates from
external sources.
A promotion at higher levels my led to a chain of promotion at lower levels
in the organization. This motivates employees to improve their performance
through learning and practice.
Transfer or job rotation is a tool of training the employees to prepare them
for higher jobs.
Transfer has the benefit of shifting workforce from the surplus departments
to those where there is shortage of staff.
Drawbacks of Internal Sources
Internal sources of recruitment have certain drawbacks such as:
When vacancies re filled through internal promotions, the scope for fresh
talent is reduced.
The employees may become lethargic if they are sure of time bound
promotions.
The spirit of competition among the employees may be hampered.
Frequent transfers of employees may reduce the overall productivity of the
organization.
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EXTERNAL SOURCES
Every enterprise has to tap external sources for various positions. Running
enterprises have to recruit employees from outside for filling the positions whose
specifications cannot be met by the present employees and for meeting the
additional requirements of manpower. Companies commonly use the following
external sources of recruitment:
Media Advertisements
Advertisements in newspapers or trade and professional journals are generally
used. The advantage of advertising is that more information about the
organization, job description and job specifications can be given in advertisements
to allow self screening by the prospective candidates.
Management Consultants
Management consultancy firm helps the organizations to recruit technical,
professional and managerial personnel. They used to specialize in middle level and
top-level executive, but today thy even help firms in recruiting fresh graduates &
postgraduates in the industry.
Educational Institutes
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Educational institutes at all levels offer opportunities for recruiting recent
graduates. Most educational institutes operate placement services where
prospective employers can review credentials and interview graduates.
Employee Referrals/ Recommendations
One of the best sources for individuals who perform effectively on the job is
recommendation fro the current employee. An employee will rarely recommend
someone unless he or she believes that the individual can perform adequately. The
recommended often gives applicants more realistic information about the job than
any other source.
Casual Callers or Unsolicited Applicants
The organizations that are regarded as good employers draw a steady stream of
unsolicited applicants in their offices. This serves as a valuable source of
manpower. The merit of this source of recruitment is that it avoids the costs of
recruiting workforce from other sources.
Advantages of using External Sources
The merits of external sources of recruitment are:
Qualified Personnel: By using external sources of recruitment, the
management can make qualified and trained people to apply for vacant jobs
in the organization.
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Wider Choice: When vacancies are advertised widely, a large number of
applicants from outside the organization apply. The management has a
wider choice while selecting the people for employment.
Fresh Talent: The insiders may have limited talents. External Sources
facilitate infusion o fresh blood with new ideas into the enterprise. This will
improve the overall working of the enterprise.
Competitive Spirit: If a company can tap external sources, the existing
staff will have to compete with the outsiders. They will work harder to
show better performance.
Drawbacks of External Sources
The demerits of filling vacancies from external sources of recruitment are:
Dissatisfaction among Existing Staff: External recruitment may lead to
dissatisfaction and frustration among existing employees. They may feel that their
chances of promotion are reduced.
Lengthy Process: Recruitment from outside takes long time. The business
has to notify the vacancies and wait for applications to initiate the selection
process.
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Uncertain Response: he candidates from outside may not be suitable for
the enterprise. There is no guarantee that the enterprise will be able to
attract right kind of people from external sources.
Other Sources
In the search for particular types of applicants, nontraditional sources should be
considered. For example, Employ the Handicapped associations can be a source of
highly motivated workers; a forty-plus club can be an excellent source of mature
and experienced workers etc.
RESEARCH METHODOLOGY
Objective
The principal objective of the survey was to understand the current Hiring &
recruitment Procedures followed at CAPGEMINI. Through the survey, I also
sought to understand the various challenges CAPGEMINI are facing and the
measures they are following to address these challenges.
Universe
Capgemini located in Bangalore
Sample Size
100 employees of capgemini
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Sample Area
Bangalore
Data Collection
Sources of Information: Primary & secondary sources of data
Primary Sources:
Questionnaire
Interview Schedule
Secondary Sources:
Newspaper clippings (Regular Articles and journals)
The Business Today experimental guide to Managing Workforce (special
fourth anniversary issue of Business Today)
Reference Books on Human Resource Management
Limitations:
This study is confined to Bangalore only.
OBSERVATIONS and FINDINGS
COMPANY OVERVIEW
Background
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Capgemini is a global consultancy engaged in information technology,
management consulting, outsourcing and professional services. Headquartered in
Paris, it employs over 90,000 people through offices in over 30 countries. The
company’s clients are active in the automotive, consumer products, distribution,
energy, chemicals, financial services, health care, life sciences, manufacturing,
retail, media and telecom industries, as well as the public sector.
Corporate Atmosphere
Vault's Verdict: Consultants are generally satisfied at Capgemini, especially the
inexperienced seeking responsibility and a steep learning curve. At the senior
level, satisfaction levels seem to drop.
Overall Satisfaction
• “The firm has thus far been an invaluable learning environment, and has
provided me a great deal of exposure to different industries and functional areas.”
– Health care consultant
• “Good company with a very shallow leadership structure and a lot of freedom for
employees to affect the organization and impact the clients. There are plenty of
opportunities to build new skills and improve your resume.” –middle level
• “I have not met one senior executive from whom I learned anything, or saw true
leadership. Just lots of posturing, and little know-how. The junior staff is
rewarded only based on favoritism.” – Finance consultant
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Recruitment & Selection Process at CAPGEMINI
Hiring Strategies (Sources of Recruitment)
External sources
1. Print Advertisements
2. Consultants
3. Employee Referrals/ Recommendations
Internal Sources
1. Transfers
2. Promotions
Selection Procedure
Mode of Selection
Round 1: Introduction Round
Round 2: Written Test (minimum Passing percentage is 80%)
Round 3: Fluency Test via Telephonic interview
Round 4: Voice Test
Round 5: HR Round (Salary Negotiation)
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Steps Followed
1. Preliminary Interview
2. Receiving Applications
3. Screening of Applications
4. Employment Interview
5. Checking references
6. Medical examination
7. Final Selection & Appointment Letter
1. Induction
Types of Employment Tests
General Aptitude Tests
Kind of Employment Interviews
Preliminary/ Background Interview
Patterned interview
Non-Directed Interview
Stress Interview
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Average Duration of the Probation Period
6 Months For Customer Care Executives & 1 Year for other positions.
Career Path For an Entry Level Employee
1. Trainee (6 Months Probation)
2. Executive (3 Months extended probation)
3. Team Coach
4. Team leader
VIEWS & REVIEWS
ON THE FAST TRACK
“Employers in the Capgemini are recognizing the advantages of recruiting a
diverse workforce including people with disabilities.”
That’s another silver lining to the CAPGEMINI domain – an industry that’s
resulted in a new-world work order, where employers are fast recognizing the
advantages of recruiting a diverse workforce including people with disabilities.
The greatest challenge for capgemini is not merely selecting the right candidate,
but also retaining them. The high rate of attrition and spiraling salaries has already
had a direct impact upon billing rates. A fact that might hit a cost advantages that
India offers. Capgemini are, therefore, looking at alternate sources of skilled
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professionals. In such a scenario, disabled people are an untapped source for
qualified candidates.
The industry is unaware of the range of skills these potential employees possess.
People with disabilities are not only dedicated and fiercely loyal to the
organizations, but their attrition rates are minimal. Indeed, people with disabilities
are more committed to their jobs. They also have better attendance. Their
productivity is not only same, but at times, it’s higher than others.
Disabled-friendly jobs in the CAPGEMINI:
Most corporate houses, which recruit people with disabilities, do not conduct any
separate screening test. The recruitment process is the same for everyone.
Employees are screened on the basis of their analytical skills.
CONCLUSIONS
The Project ““EFFECTIVENESS OF HIRING IN RECRUITMENT PROCESS
IN CAPGEMINI” basically included a survey on the Recruitment.
The aim was to find out the Current Recruitment Trends in the capgemini. Also to
find out the following:
Key Trends emerging in the capgemini
Challenges faced by the capgemini
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The survey threw up some interesting findings about the Hiring Strategies
(Sources of Recruitment) capgemini:
By & large, companies have depended on three channels of Recruitment-
Referrals
Print Advertising and
Consultants
In absolute numbers, referrals and print advertising channelize the largest number
of employees. 90% of capgemini are using referrals & print advertising as a source
of recruitment. Other popular channels of recruitment are academic institutions,
web and internal postings. For instance, referrals are expected to bring in as much
as 40 percent new recruits.
capgemini hiring ads to get bigger, better
Expansion by existing capgemini players, new entrants, bigger projects, mergers
and acquisitions and the setting up of R&D bases make for perfect ingredients for
mammoth recruitment drives that are only set to get bigger and better. Attracting
the right talent is the highest priority for capgemini.
Capgemini Hiring from Small Towns
Recruiting is fast becoming a fine art in the capgemini. With the number of contact
centers on the rise, recruiters are hard-pressed to turn to smaller towns for meeting
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their rising manpower needs. There is a move to fill the gap with recruitment from
smaller towns.
HR Banks on Referrals
While traditional channels like print advertising, consultants, academic institutes,
and the Web continue to play an important role in the recruitment strategies of
capgemini, employee referrals have emerged as a big source of recruitment in the
capgemini.
Challenges before the capgemini
There are several challenges faced by Capgemini but the most important of them
are:
Rising Attrition Rate
RECOMMENDATIONS
Implementation of Standardized Tests for the Recruitment Process.
Standardized tests will create a certain benchmark and will help screen
aspirants more effectively. For employees knowing how they fare on those
tests will provide a spur to pick up skills they don’t have and fine-tune
others. It will create a better-informed pool of manpower for companies to
choose from.
Implementation of Proper Recruitment Management System:
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Recruitment is evaluated on the basis of the speed with which positions are
filled the feedback from participants and the percentages of candidates who
end up being employed. Organizations make big investments in
recruitment. In all organizations recruitment processes needs to deliver
outstanding performance, control costs, increases sales, maintain efficiency
and develop the organization.
Most of the organizations do not provide reports on Recruitment activities
and therefore are unaccountable for the time & spend involved on it. It is
important for all organizations to assess the return on investment in hiring
in Recruitment processes. Recruitment Management System would help in
streamlining recruitment process and calculating the return on Investments
made on the Recruitment Process
Stock Options.
Stock options for employees can be an important way can use to retain &
attract key talent to the Capgemini.
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ANNEXURE
“EFFECTIVENESS OF HIRING IN RECRUITMENT PROCESS IN
CAPGEMINI”
QUESTIONNAIRE
Name of the Interviewee:
Designation:
Department:
Q.1- How many employees does capgemini have?
Less than 1000
1,001-5000
5,001-10,000
10,000-20,000
More than 20,000
Q.2- How big is your HR Department? How many people are directly
involved in Recruitment?
Q.3- What is the scale of Operation of Your Company?
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Q.4- What is the career path of the positions specified by you?
Q.5- What is the range of current salaries offered at various levels?
Executives
Sr. Executives
Team Leaders
Asst. Managers
Managers
Trainers
Others
Q.6- What are the various other benefits & fringes offered?
Q.7- What are your Hiring strategies (Sources of Recruitment)? Rank in
order of preference:
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External Sources: Advertisements
Employment agencies
Management consultants
Educational institutions
Recommendations
Casual callers
Telecasting
Contractors
Poaching/ Raiding
Website/e-Recruitment
Internal sources: Transfers
Promotions
Q.8- Do your clients also participate in the Recruitment process? If yes, when
& to What extent?
Q.9- According to you what are the key trends emerging in the
capgemini?
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Q.10-What according to you are the challenges faced by the capgemini?
Q.11-What Brand building activities capgemini is carrying out to complement
its hiring strategies?
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BIBLIOGRAPHY
Newspaper clippings (Regular Articles on Current HR Trends in HT Power
Jobs section of Hindustan Times)
The Business Today experimental guide to Managing Workforce (special
fourth anniversary issue of Business Today)
Reference Books:
DeCENZO A. DAVID & ROBBINS P. STEPHEN, Personnel/ Human
Resource Management, Third Edition, Prentice-Hall India
Kandula R. Srinivas, Human Resource Management in Practice (with 300
Models, techniques and tools), Prentice-Hall India
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