Bharathiar University Projecty

8/10/2019 Bharathiar University Projecty

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BHARATHIAR UNIVERSITY

COIMBATORE

A PROJECT WORK REPORT ON

A STUDY ON THE CONCURRENT TRENDS OF RECRUITMENT AND

SELECTION PROCESS IN L&T TECH SERVICES

By

Shivabalan.S

III Semester MBA

Reg.No:13P35J0079

Under the Guidance of

Dr.Yogananthan.S

Project Report submitted to the Bharathiar University in partial fulfillment of the

requirements of III Semester MBA degree examinations2014

Prepared by

IBMR-International Business School

No. 1, 2ndcross, K.R.Garden, 80 feet Road, Opp NDDB/Near passport office,

Kormangala, Bangalore-560062


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DECLARATION

I, Shivabalan.Sbearing 13P35J0079a bonafide student of fourth semester, Master of

Business Administration in HUMAN RESOURCE,IBMR-International Business

School, Bangalore, hereby declare that the project work entitled A study on the

Concurrent trends of Recruitment and Selection process in L&T tech services has

been independently carried out by me in partial fulfillment of the requirements for the

award of degree in Master of Business Administration in (specialization) by Bharatiar

University during the academic year 2013-2015.

Place:

Date: Signature of the student

(i)


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ACKNOWLEDGEMENT

The satisfaction and euphoria that accompany the success of any task would be incomplete

without the mention of the people who made it possible, whose constant guidance and

encouragement crowned my effort with success.

I would like to express my sincere thanks especially to External guide Mr.Debashis Rana and

all the staff ofL&T TECHNOLOGY AND SERVICESfor their great help.

I would like to thank my guide Dr Yogananthan. S, for identifying my area of work,

reviewing it at every stage and for him patient valuable hours serving as my project guide.

I am very thankful to Prof. Rajesh.K, Head -Academics, IBMR-International Business

School, Bangalore, for him constant motivation and encouragement.

I take immense pleasure in thanking Prof.Venkatesh A Arakeri, Principal-Director,

IBMR-International Business School,Bangalore, for creating the right kind of milieu.

Last but not the least, I thank my family and friends for their invaluable help and support

during the course of the project work.

Student name: Shivabalan.S

Reg.No: 13P35J0079

(ii)


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EXECUTIVE SUMMARY

The research was conducted to understand access and analyze the recruitment and

selection process carried out in L&T Technology and services. The main objective is to

identify the effectiveness and efficient ways that can be made for the part of Recruitment and

selection.

The study also revealed about the updating of technology in L&T Technology and

services on the part of Recruitment and selection.

This study in overall provides the researcher a clear picture of organization and its

culture. It was also beneficial to understand the functioning of the organization and the

significance of the organizations concern over the employee by way of selection

It also consoles the types of recruitment that has been prolonged and the new techniques

that can be implemented in the recruitment and selection. Further, it also furnishes about the

entity of the candidates that has to be cleared in the selection part,

Successful human resource should identify human resource needs in the organization. Once

the needs are identified, the process of recruitment or acquisition function starts.

Recruitment is the discovering of potential candidates for actual or anticipated organizational

vacancies.

Or, from another perspective, it is a linking activity bringing together those with jobs to

fill and those seeking job. The ideal recruitment effort will attract a large number of qualified

applicants who will take the job if it is offered. It should also provide information so that

unqualified applicants can self select themselves out of job candidacy; this is, a good

recruiting program should attract the qualified and not attract the unqualified. This dual

objective will minimize the cost of processing unqualified candidates.

(III)


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TABLE OF CONTENTS

CHAPTERS PARTICULARS PAGE.NO

Declaration I

Acknowledgement II

Executive summary III

Chapter-1 Introduction 1

1.1 Problem definition

1.2 L&T tech services

1.3 Achievements

I. Research Objective

II.

Research Methodology

III. Limitations

Chapter-2 Industry profile

2.1Industry profile

2.2 Company profile

Chapter-3 Analysis and interpretation

Chapter-4 Summary of findings and suggestion

Chapter-5 Conclusion and Learning experience

Bibliography

Appendix

Reference


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LIST OF FIGURES AND TABLES:


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LIST OF ABBREVIATION:


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CHAPTER-1

INTRODUCTION

1.1 PROBLEM DEFI NITION:

IT is the application ofcomputers andtelecommunications equipment to store,

retrieve, transmit and manipulate data, often in the context of a business or other

enterprise. The term is commonly used as a synonym for computers and computer networks,

but it also encompasses other information distribution technologies such as television and

telephones.

Several industries are associated with information technology, such as software,

electronics, semiconductors, internet, telecom equipment, computer hardware, e-

commerce and computer services & much more.

In a business context, theInformation Technology Association of America has

defined information technology as "the study, design, development, application,

implementation, support or management of computer-based information systems". The

responsibilities of those working in the field include network administration, software

development and installation, and the planning and management of an organization's

technology life cycle, by which hardware and software is maintained, upgraded and replaced.

1.1.1 DEF INI TION:

Recruitment Strategy:

Before you compose the first job posting, you must determine whether hiring

employees actually is in the best interest of the company. Bringing on new employees can be

costly, when you combine the costs to recruit, orient and train them. Labor costs for full-time

employees can be high, especially if your company offers employee benefits. Small

businesses might look at alternatives to bringing on full-time staff, such as temporary

workers, outsourcing or giving additional responsibilities to current employees. Also, hiring

contract labor or independent contractors relieves you of the responsibility to manage a full-

time staff, assume liability for payroll taxes and offer employee benefits.
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Expenses:

The cost to hire and replace hourly workers is approximately six months' wages; the

cost to replace salaried personnel is the salary for a year and a half, according to 2007 figures

analyzed by management consultant firm The Hay Group. Recruitment costs include

advertising space, professional memberships, job fair sponsorship and college recruiting trips.

As of 2011, the cost to recruit one employee ranged from approximately $3,000 to more than

$5,000, according to the 2011 Recruiting Benchmarks Survey by the National Association of

Colleges and Employers. Outsourcing can relieve your company of the responsibility to hire

and manage an employee who specializes in full life-cycle recruiting, unless your staffing

demands are consistently high and worth the salary of a full-time in-house recruiter.

Interviewing Skills:

Generally speaking, recruiters and other HR staff know much about full life-cycle

recruiting - the process from sourcing candidates to completing the process for newly hired

employees. However, the selection is up to a hiring manager, who often has functional and

departmental expertise in her area, but isn't an HR practitioner. Therefore, in addition to the

actual recruitment of candidates, seasoned recruiters may take on the responsibility ofpreparing hiring managers and panel members for candidate interviews. HR department

recruiters have the expertise to provide the kind of guidance that hiring managers need to

hone their ability to make wise hiring decisions.

Promotion from Within:

Selecting talent that's already in the company can save money. However, unless your

company has an objective selection method for internal candidates, subjectivity could be

problematic. Admitting that favoritism is problematic is difficult, although witnessing it

seems to be more commonplace, according to management consulting firm Penn Schoen

Berland in its study of merit versus favoritism in internal promotions conducted for

Georgetown University McDonough School of Business. More than 90 percent of high-level

executives say they have seen merit fall by the wayside when selecting internal candidates for

promotion, Anne Fisher wrote in an August 2011 article for CNN Money. In addition,

promotion from within the organization may deprive your company of the fresh perspective

that new talent can bring. External candidates are most often recruited for high-level positionsbecause the employer needs the skill set that the current employee base cannot provide.


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TheInformation technology industry inIndia has gained abrand identity as

aknowledge economy due to its IT and ITES sector. The ITITES industry has two major

components:IT Services andbusiness process outsourcing (BPO). The growth in theservice

sector in India has been led by the ITITES sector, contributing substantially to increase

inGDP,employment, and exports.

The sector has increased its contribution to India's GDP from 1.2% in FY1998 to

7.5% in FY2012. According toNASSCOM,the ITBPO sector in India aggregated revenues

of US$100 billion in FY2012, where export and domestic revenue stood at US$69.1 billion

and US$31.7 billion respectively, growing by over 9%. The major cities that account for

about nearly 90% of this sectors exports are Bangalore, Chennai, Hyderabad, Delhi,

Mumbai and Kolkata.

Bangalore is considered to be theSilicon Valley of Indiabecause it is the leading IT

exporter. Export dominate the ITITES industry, and constitute about 77% of the total

industry revenue. Though the ITITES sector is export driven, the domestic market is also

significant with a robust revenue growth. The industrys share of total Indian exports

(merchandise plus services) increased from less than 4% in FY1998 to about 25% in FY2012.

According toGartner, the "Top Five Indian IT Services Providers" areTata Consultancy

Services,Infosys,Cognizant,Wipro andHCL Technologies.

This sector has also led to massive employment generation. The industry continues to

be a net employment generator - expected to add 230,000 jobs in FY2012, thus providing

direct employment to about 2.8 million, and indirectly employing 8.9 million

people. Generally dominant player in the globaloutsourcing sector. However, the sector

continues to face challenges of competitiveness in the globalized and modern world,

particularly from countries likeChina andPhilippines.

India's growing stature in theInformation Age enabled it to form close ties with both

theUnited States of America and theEuropean Union.However, the recentglobal financial

crises have deeply impacted the Indian IT companies as well as global companies.

As a result hiring has dropped sharply, and employees are looking at different sectors

like the financial service, telecommunications, and manufacturing industries, which have
http://en.wikipedia.org/wiki/Information_technologyhttp://en.wikipedia.org/wiki/Indiahttp://en.wikipedia.org/wiki/Brand_identityhttp://en.wikipedia.org/wiki/Knowledge_economyhttp://en.wikipedia.org/wiki/IT_Serviceshttp://en.wikipedia.org/wiki/Business_process_outsourcinghttp://en.wikipedia.org/wiki/Service_sectorhttp://en.wikipedia.org/wiki/Service_sectorhttp://en.wikipedia.org/wiki/GDPhttp://en.wikipedia.org/wiki/NASSCOMhttp://en.wikipedia.org/wiki/Bangalorehttp://en.wikipedia.org/wiki/Silicon_Valley_of_Indiahttp://en.wikipedia.org/wiki/Silicon_Valley_of_Indiahttp://en.wikipedia.org/wiki/Silicon_Valley_of_Indiahttp://en.wikipedia.org/wiki/Gartnerhttp://en.wikipedia.org/wiki/Tata_Consultancy_Serviceshttp://en.wikipedia.org/wiki/Tata_Consultancy_Serviceshttp://en.wikipedia.org/wiki/Infosyshttp://en.wikipedia.org/wiki/Cognizanthttp://en.wikipedia.org/wiki/Wiprohttp://en.wikipedia.org/wiki/HCL_Technologieshttp://en.wikipedia.org/wiki/Outsourcinghttp://en.wikipedia.org/wiki/Chinahttp://en.wikipedia.org/wiki/Philippineshttp://en.wikipedia.org/wiki/Information_Agehttp://en.wikipedia.org/wiki/United_States_of_Americahttp://en.wikipedia.org/wiki/European_Unionhttp://en.wikipedia.org/wiki/Financial_crisis_of_2007%E2%80%932010http://en.wikipedia.org/wiki/Financial_crisis_of_2007%E2%80%932010http://en.wikipedia.org/wiki/Financial_crisis_of_2007%E2%80%932010http://en.wikipedia.org/wiki/Financial_crisis_of_2007%E2%80%932010http://en.wikipedia.org/wiki/European_Unionhttp://en.wikipedia.org/wiki/United_States_of_Americahttp://en.wikipedia.org/wiki/Information_Agehttp://en.wikipedia.org/wiki/Philippineshttp://en.wikipedia.org/wiki/Chinahttp://en.wikipedia.org/wiki/Outsourcinghttp://en.wikipedia.org/wiki/HCL_Technologieshttp://en.wikipedia.org/wiki/Wiprohttp://en.wikipedia.org/wiki/Cognizanthttp://en.wikipedia.org/wiki/Infosyshttp://en.wikipedia.org/wiki/Tata_Consultancy_Serviceshttp://en.wikipedia.org/wiki/Tata_Consultancy_Serviceshttp://en.wikipedia.org/wiki/Gartnerhttp://en.wikipedia.org/wiki/Silicon_Valley_of_Indiahttp://en.wikipedia.org/wiki/Bangalorehttp://en.wikipedia.org/wiki/NASSCOMhttp://en.wikipedia.org/wiki/GDPhttp://en.wikipedia.org/wiki/Service_sectorhttp://en.wikipedia.org/wiki/Service_sectorhttp://en.wikipedia.org/wiki/Business_process_outsourcinghttp://en.wikipedia.org/wiki/IT_Serviceshttp://en.wikipedia.org/wiki/Knowledge_economyhttp://en.wikipedia.org/wiki/Brand_identityhttp://en.wikipedia.org/wiki/Indiahttp://en.wikipedia.org/wiki/Information_technology


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been growing phenomenally over the last few years. India's IT Services industry was born in

Mumbai in 1967 with the establishment of Tata Group in partnership with Burroughs. The

first software export zoneSEEPZ was set up here way back in 1973, the old avatar of the

modern day IT Park. More than 80 percent of the country's software exports happened out

ofSEEPZ,Mumbai in 80s.

I. RESEARCH OBJECTIVES:

The research was conducted to understand access and analyze the recruitment and

selection process carried out in this global IT service company. The main objective is to

identify the effectiveness and efficient ways that can be made for the part of Recruitment and

selection.

The study also revealed about the updating of technology in L&T Technology and

services on the part of Recruitment and selection.

This study in overall provides the researcher a clear picture of organization and its

culture. It was also beneficial to understand the functioning of the organization and the

significance of the organizations concern over the employee by way of selection.

II. RESEARCH METHODOLOGY :

III.A. Statement of the problem:

To study the level of competency used for the levels of recruitment and selection in

L&T Technology and services. Human resources are the most important asset of an

organization. The productivity and profitability if an enterprise cannot be increased unless

Human resources are properly managed. Therefore it is the duty of the management to find

out the duties of its Human resource and take steps to satisfy them.

The company provides a number of L&T tech serviceslfare scheme and opportunities

to its employees. Over and above this, some monitory measures are also provided to each

employee to motivate them. Thus, it is a relevant situation to conduct a study on the updation
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or Concurrent changes/Trends sets brought into Recruitment and selection on Human

resource.

III.B. Significance of the study:

This study will help to find out the working condition and trappings of the employees

in an organization. It also helps to find out the concurrent trends that have been implemented

in Recruitment and selection. The study also helps to determine the remedies undertaken by

the company for improvement in selection of a perfect employee in a better way to the

organization.

III.C. Scope of the study:

This research aims to study the level of employee in an organization. This study will

be useful to the company to know their acquisition in recruitment process and how far they

have been successful in attaining it. It also helps to make the necessary improvements in their

services to the organization.

This study provides information on the factor undergone in the process of recruitment

from the traditional methods which is undergone from many disadvantages.

The purpose of this section is to describe the methodology carried out to complete the work.

The methodology plays a dominant role in any research work. The effectiveness of any

research work depends upon the correctness and effectiveness of the research methodology.

Objectives of the study

To identify general practices that organizations use to recruit and select employees.

To determine which recruitment and selection practices are most effective.

To determine how the recruitment and selection practices affect

organizational outcomes.


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Research design:-

Exploratory research:-The research design used in this project is the exploratory type.

Exploratory type of research is used because the sources of information are relatively few and

the purpose is merely to find and to understand the possible actions.

The exploratory study is often used as an introductory phase of a larger study and results are

used in developing specific technique for larger study.

Sampling technique:- Judgmental Sampling:

Judgmental sampling is a form of convenience sampling in which the population elements are

selected based on the judgment of the researcher.

Target population and Sample size:

The target population was the employees of the HR department of SMC Global Securities

Ltd. The employees targeted were of all age group.

A sample size of 30 employees of SMC has been taken.

L&T tech servicesgetting ourselves into. Youll note L&T tech services use a 1-5

scale on our recruiting satisfaction survey, which is a little easier for the audience but it does

not measure with as fine a gradient. L&T tech services prefer hand these surveys out when

L&T tech services have implementation meetings where L&T tech services have a hiring

managers full attention. It can be difficult to get a meaningful response rate from a longer

recruiting survey without the full attention of your audience, but L&T tech services have used

online survey tools such as Survey Monkey or Zoomerang with success. L&T tech services

have found this pre-implementation data invaluable in comparing our performance to the

performance of those that L&T tech servicesre before us. Comparing a clients data to other

clients or national averages is not as valuable as benchmarking against the actual data before

you started. For internal recruiting departments, L&T tech services recommend setting

benchmark data via surveys prior to undertaking any formal process improvement efforts. Its

difficult to measure your improvement if you do not know where you started.


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CONTENTS COVERED:


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CHAPTER-2

INDUSTRY AND COMPANY PROFILE

2.1 Industry profile:

L&T Technology and services (Larsen & Toubro InfoTech), a subsidiary ofL&T

(Larsen & Toubro)is a global IT services company based in Mumbai, India. L&T InfoTech

is ranked #08 in India IT companies in 2012-2013. The company has 39 registered offices in

22 countries. It employs standards of the Software Engineering Institute's (SEI) Capability

Maturity Model (CMM) and is a certified Level 5 organization.

Several industries are associated with information technology, such as software,

electronics, semiconductors, internet, telecom equipment, computer hardware, e-

commerce and computer services & much more.

In a business context, theInformation Technology Association of America has

defined information technology as "the study, design, development, application,

implementation, support or management of computer-based information systems". The

responsibilities of those working in the field include network administration, software

development and installation, and the planning and management of an organization's

technology life cycle, by which hardware and software is maintained, upgraded and replaced.

Larsen & Toubro limited is the biggest legacy of two Danish Engineers, who built a

World class Organization that is professionally managed and a leader in Indias Engineering

and Construction Industry. It was the business of Cement that brought the young Henning

Holcklarsen and S.K.Toubro into India. They arrived on Indian shores as Representatives of

Danish Engineering firm F L Smith & Co in connection with the merger of cement

companies that later grouped into Associated Cement Companies.

Together, Henning Holcklarsen and S.K.Toubro, founded the partnership firm of L&T

in 1938, which was converted into a limited company on February 7, 1946. Today, this has

metamorphosed into one of Indias biggest success stories. The Company has grown fromhumble origins to a large conglomerate spanning engineering and construction
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2.1.1 Business area of the company includes:

Turnkey projects Construction

Engineered Products & Systems

2.1.2 Divisions:

Engineering & Construction Projects(E&C)

Heavy Engineering (HED)

Electrical & Electronics (EBG)

2.1.3 Global Presence:

L&T InfoTechs global footprints cover 18 international offices and 11 software development

centers.

2.1.4 L& T Infotech Profil e:

IndustryIT service management, IT service, IT consulting and

Engineering/Embedded/R&Ds

Founded 1997

Headquarters Mumbai, Maharashtra, India

Key people V K Magapu Director

Services Information technology services, IT consulting, BPO and solutions

Revenue US$ 650 million (2011)

Table 2.2: L&T IT Details


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Larsen & Toubro InfoTech LTD. (L&T InfoTech), one of the fastest growing IT

Services companies, is ranked 10th by NASSCOM among top Indian software and services

exporters in 2010. A wholly owned subsidiary of the 412 billion Larsen & Toubro, Indias

Best managed Company (as per the survey conducted by BUSINESS standard in 2010) L&T

Infotech is differentiated by its unique Business-to-IT Connect.

Originally founded as L&T Information Technology ltd, a wholly owned subsidiary

of Larsen & Toubro limited (L&T); the company changed its name to L&T Infotech. In

December 2006, L&T, the company changed its name to L&T Infotech.

We are commi tted to:

Delivering high fidelity Services and solutions

Time-tested Institutionalized process with a firm belief that quality is a cost-saver

Values:

Agility

Dependability

Innovation

Integrity

Meritocracy & Fair play

Passion

Team Work

Services Offered:

Application Development

Application Maintenance & Support

Applications Outsourcing

Architecture Services


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Business Intelligence/Data Warehousing

Business Process Services

Consulting

Enterprise Integration Infrastructure Management Services

Integrated Engineering Services

Legacy Modernization

Oracle Services

Product lifecycle Management

SAP Services

Systems Integration Services

Testing Services

2.1.5 Achievements:

1997- Year of incorporated is a wholly owned subsidiary of the EUR 3.3 billion technology

driven engineering and construction major, Larsen & Toubro Limited.

1998-2000 L&T Information Technology Ltd a subsidiary of Larsen & Turbro Ltd, and Sun

Microsystems Pvt. Ltd. have signed a memorandum of understanding to jointly offer e-

business solutions to their customers.

L&T Information Technology, a fully-owned subsidiary of Indian'sleading engineering

company Larsen and Turbo, may set up a softwaredevelopment center in Orissa's capital.

L&T Infotech, a wholly-owned subsidiary of Larsen & Toubro Limited,has bagged a m order

from US telecom giant Motorola for SAPimplementation and mainframes

2.1.6 L& T In fotech opens I BM Centre:

GDA Technologies Inc.: L&T Infotech acquired GDA Technologies Inc., a leading

Electronic Design Services (EDS) andsilicon intellectual property (SIP)solutionprovider for

the Embedded, Networking, and Consumer Electronics Market, in December 2006.

Captive technology center of Citigroup Fund Services Canada Inc.: In January 2011, L&T

Infotech acquired the captive technology center of Citigroup Fund Services Canada Inc.
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L&T Infotech ranked the '6th Best Learning & Development Company in India' at World

HRD & Education Congress,2012.

Best IT Software Award for 2007' for its role in growth of information technology in

Maharashtra,2007. L&T Infotech Is Distinguished Service Supplier Award Winner by Free scale

Semiconductor,2010

L&T Infotech was rated amongst the top 5 preferred employers for the class of 2005 by AC

Nielsen.

L&T tech services work on a sustainability strategy based on building foundations for a

better future. This is translated in the way L&T tech services conduct our businesses, our

approach to stakeholder concerns, our transparent governance structure, develop our human

assets, manage environmental resources and in our contribution towards the sustainable

growth of our neighbouring communities. For us, sustainability commitments mean that L&T

tech services remain engaged in the positive cycle of setting goals and

demonstrating,resultsacross the three 'Ps':

i) Planet: L&T is integrating environmental protection across all its operational activities.

Through optimal utilisation of energy sources, eliminating waste and wastage, adopting

greener processes, developing greener products, adherence to best practices and compliance

with emerging international standards, L&T tech services are ensuring that along with a

robust business performance, our planet too remains in good health.

ii) People:L&T tech services appreciate the value of our most valuable assets, both within

our operations and among our neighbourhoods. Ensuring safety and providing growth

opportunities for our employees, being alert to needs of the local communities, addressing

healthcare and empoL&T tech servicesring the youth through training & employment are key

to becoming a truly sustainable organisation. It completely reveals on the purpose of only

people


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iii) Profit:Economic sustainability is best proven through performance. A business portfolio

that covers core sectors, a rapidly growing order book and strategic investments in sunrise

industries will continue to fuel our growth trajectory in the years ahead.

L&Ts business vision remains aligned with the national mission. They remained

committed to the eight missions of the National Action Plan on Climate Change (NAPCC)

instituted by the Government of India.

L&T is amongst the leading solar EPC companies in the world, as per a report published

by IMS Research

300 MW of solar projects executed/under-execution till date

Key Milestones:

125 MW concentrated solar power project based on CLFR technology, the largest of its kind

in Asia, currently under construction.

Solar energy is used at L&T's units in Chennai, Hazira, Talegaon, Mahape, Vadodara,

Ahmed nagar, Mysore, Coimbatore, Powai and Sohar - Oman.

40 KWp Solar PV power plant made operational at L&T- Hazira.

Energy savings of 161,467 GJ over last six years - indirectly avoiding over 35,000 tons of CO

emissions

Renewable energy constitutes 11.09% of L&T's indirect energy mix

Energy auditor training for employees. Currently, we have 16 certified energy auditors

Industrial Drive Systems of E&A business saves over 30% energy

E&A offers energy-efficiency services including -

BEE accredited energy audit services.

i-Visionmax solar package, a plant monitoring and control system resulting in lower

downtime of solar plant.

Construction of 25.4 million sq. ft. certified green building space for clients till date.

7.6 million sq. ft. of Green Building space is under various stages of certification

Twelve buildings (including the Green Factory) measuring 1.96 million sq. ft. within L&T

campuses are certified Green Buildings

Completed water footprint mapping at seven campuses, more of such projects are underway

19 L&T campuses across India have adopted zero wastewater discharge approach


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Water consumption reduced over 20% w.r.t. 2008-09 scope

Check dams increased from 50 to 100 in 2012-13 with a collective water storage

capacity of over 380 million litres benefiting tribal communities in Thane district,

Maharashtra

Proven capabilities to execute large water infrastructure projects including water

supply & distribution, desalination plants, wastewater networks, water & wastewater

treatment plants, industrial water systems, unaccounted-for-water and lift irrigation systems.

In-house capacity building by deputing

Energy auditors and energy managers at various units certified by Bureau of Energy

Efficiency (BEE)

Certified 'sustainability assurance practitioners'

Introducing subjects of Climate Change and Sustainable Development to new joiners.

Regular participation in forums, seminars and symposiums related to sustainability and

climate change

Publication of annual sustainability reports since 2008

Organizing factory visits for colleges, institutes and industry forums to share various green

programs

The Millennium Development Goals (MDGs) incorporate global time-bound targets.

These goals address poverty in its multiple dimensions encompassing income, hunger,

disease, gender inequality, education and environmental sustainability. They also incorporate

basic human rights like access to health, education and security. L&T undertakes a host of

initiatives in alignment with the MDGs.

2.2 Company profile:

Larsen & Toubro Limited (L&T) is a technology, engineering, construction andmanufacturing company. It is one of the largest and most respected companies inIndia's private sector.

More than seven decades of a strong, customer-focused approach and the continuousquest for world-class quality have enabled it to attain and sustain leadership in all itsmajor lines of business.

L&T has an international presence, with a global spread of offices. A thrust oninternational business has seen overseas earnings grow significantly. It continues to

grow its global footprint, with offices and manufacturing facilities in multiplecountries.


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The company's businesses are supported by a wide marketing and distributionnetwork, and have established a reputation for strong customer support.

L&T believes that progress must be achieved in harmony with the environment. Acommitment to community welfare and environmental protection are an integral part

of the corporate vision.

In response to changing market dynamics, L&T has gone through a phased process ofredefining its organisation model to facilitate growth through greater levels ofempowerment. The new structure is built around multiple businesses that serve theneeds of different industries.

HISTORY OF THE COMPANY:

Originally founded as L&T Information Technology Ltd (Read as L&T-IT), a

completely owned subsidiary of Larsen & Toubro Ltd (L&T). The company changed itsname to L&T Infotech on 1 April 1997. In December 2006, L&T Infotech acquired GDA

Technologies (a privately held electronic design firm based inCalifornia,USA)and all of its

design centers in USA and India.

Management:

A. M. Naikis the L&T: Chairman & Managing Director of L&T and the Chairman of L&T

Infotech.

Location of Offices:

L&T Infotech has its presence across the following regions:

India : Mumbai (Powai), Navi Mumbai (Airoli, Mahape), Pune (Shivaji nagar, Hinjewadi),

Bangalore/Bengaluru (Whitefield), Chennai (Manapakkam), Mysore ,Nagpur .

Canada.

Europe : United Kingdom, Germany, Denmark, France, Sweden, Norway, Finland.

Asia Pacific : Japan, Singapore, Korea

South Africa.

Middle East : Kuwait, United Arab Emirates, Saudi Arabia, Qatar, Oman.

Australia & New Zealand.

Costa Rica

VISIONS AND MISSIONS:

I. Vision:

The L&T vision reflects the collective goal of the company. It was drafted through a large

scale interactive process which engaged employees at every level, worldwide.
http://en.wikipedia.org/wiki/Californiahttp://en.wikipedia.org/wiki/USAhttp://en.wikipedia.org/wiki/A._M._Naikhttp://en.wikipedia.org/wiki/A._M._Naikhttp://en.wikipedia.org/wiki/A._M._Naikhttp://en.wikipedia.org/wiki/USAhttp://en.wikipedia.org/wiki/California


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Figure 2: L&T Vision statement

II. Mission:

Be responsive to customer needs, delivering optimal solutions and value-added

services

Ensure sustainable growth and professional excellence using state-of-the-art

technology, process-driven approaches, eco-friendly solutions and IT enabled tools

Foster a culture of mutual trust, respect, teamwork, continuous learning, innovation,

challenge and employee empowerment to provide a growth-oriented workplace


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Figure 3 : MISSION STATEMENT

Infrastructural facilities:

L&T Infotech is a wholly-owned subsidiary of the USD 14 billion plus Larsen &

Toubro, Indias Engineering, Technology, Construction and Financial Services powerhouse,

ranked 4th in the global list of Green Companies in the industrial sector by Newsweek.

L&T Infotech is a leading global IT Services company serving Banking & Financial

Services; Insurance; Consumer Packaged Goods, Retail, Pharmaceuticals; Automobile &

Aerospace; Hi-tech & Consumer Electronics; Energy & Process; Utilities, Engineering &

Construction; Plant Equipment & Industrial Machinery; Healthcare; Travel & Logistics;

Media & Entertainment. Our comprehensive portfolio of services include SAP; Oracle &

Microsoft; Enterprise Integration; Manufacturing Execution Systems; Testing; Business

Intelligence/Data Warehousing; Application Development & Maintenance; Infrastructure

Management Services; and Mobility.

L&T Infotechs 3-pronged value proposition rests on Business-to-IT Connect, which

signifies our approach to crafting solutions rooted in the business of our Clients; Engage the

Future, which is a commitment to making an investment in the future and having a point of

view about it; and Execution Excellence which exemplifies our focus on delivering world-

class, consistent execution.


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L&T Infotech, headquartered in Mumbai, India, has a global presence across

continents. The Company prides itself on a culture of training and mentoring. Coupled with a

work ethos that encourages innovation, the Company lists high among the best companies to

work for.


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CHAPTER- 3

ANALYSIS AND INTERPRETATION

3.1 ANALYSIS:

3.1.1 Recruitment and selection:

Successful human resource should identify human resource needs in the organization.

Once the needs are identified, the process of recruitment or acquisition function starts.

Recruitment is the discovering of potential candidates for actual or anticipated organizational

vacancies. Or, from another perspective, it is a linking activity bringing together those with

jobs to fill and those seeking job. The ideal recruitment effort will attract a large number of

qualified applicants who will take the job if it is offered. It should also provide information so

that unqualified applicants can self select themselves out of job candidacy; this is, a good

recruiting program should attract the qualified and not attract the unqualified. This dual

objective will minimize the cost of processing unqualified candidates.

Definition of Recruitment

Recruitment is the process of attracting prospective employeesand stimulating them for

applying job in an organization

Recruitment is the process of hiring the right kinds of candidates on the right job.

Methods of Recruitment

There are various methods of recruitment but for the sake of simplicity, they have been

categorized under two broad headings.

Internal Recruitment

ExternalRecruitment

Benefits and Importance of Recruitment:

(1) Helps to create a talent pool of potential candidates for the benefits of the organization.

(2) To increases the pool of job seeking candidates at minimum cost.


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(3) It helps to increase the success rate of selection process by decreasing the no of visits

qualified or over qualified job applicants.

(4) Helps in identifying and preparing potential job applicants who will be the appropriate

candidature for the job

(5) Finally it helps in increasing organization and individual effectiveness of various

recruiting techniques and for all the types of job applicants.

3.2 Selection:

Selection is the process of picking individuals who have relevant qualifications to fill jobs in

an organization. Selection is much more than just choosing the best candidate. It is an attempt

to strike a happy balance between what the applicant can and wants to do and what the

organization requires.

Importance of Selection

Selecting the right employees is important for three main reasons: performance, costs and

legal obligations.

Performance: At first, our own performance depends in part of our own subordinates.

Employees with right skills will do a better job for any company and for the owner.

Employees without these requisite skills or who are abrasive would not perform effectively

and the company performance will suffer to a great extent. So there is a time to screen out

undesirables and to choose the better and perfect candidate that can effectively contribute to

company success.

Cost: Second, it is important because it is costly to recruit and hire employees so cost-

benefit ratio have to be considered while hiring of employees in order to avoid any

unnecessary wastage of money and the valuable resources .The total cost of hiring a manager

could easily be 10 times as high as once one add search fees, interviewing time, reference

checking, and travel and moving expenses.

Legal Obligations: Thirdly it is important because of the two legal implications of

incompetent hiring. Firstly equal employment law requires nondiscriminatory selection

procedures for selected groups. Secondly, courts will find the employer liable when

employees with criminal records or other problems use access to customers homes to


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commit crimes. Lawyers call hiring workers with such backgrounds, without proper

safeguards, negligent hiring. So the negligent hiring highlights the need to think through what

the job human requirements are. So in order to avoid the concept of negligent hiring, it is

necessary to make a systematic effort in order to gain relevant information about the

applicant and verify all the documentation.

Essentials and Prerequisites for Selection:

(1)Picking individuals possessing relevant qualifications.

(2)Matching job requirements with the profile of the candidates.

(3)Using multiple tools and techniques to find the most suitable candidate suitable.

(4)Of achieving success on the job

The Process of Selection:

(1)Reception

(2)Screening Interview

(3)Application Blank

(4)Selection Tests

(5)Selection Interview

(6)Medical Examination

(7)Reference Checks

(8)Hiring Decisions

Selection is usually a series of hurdles or steps. Each one must be successfully cleared before

the applicant proceeds to the next.

Similarly, it is followed up with an brief explanation as follows.,

In order to increase efficiency in hiring and retention and to ensure consistency and

compliance in the recruitment and selection process, it is recommended the following steps

be followed (also refer toStaff Recruitment and Selection Hiring Checklist). Details for each

step include the minimum recommended best practice to attract a talented and diverse

applicant pool:

Step 1: Identify Vacancy and Evaluate Need

Step 2: Develop Position Description

Step 3: Develop Recruitment Plan
http://hr.ucr.edu/docs/recruit_hiring/hiring_checklist.pdfhttp://hr.ucr.edu/recruitment/guidelines/process.html#step1http://hr.ucr.edu/recruitment/guidelines/process.html#step2http://hr.ucr.edu/recruitment/guidelines/process.html#step3http://hr.ucr.edu/recruitment/guidelines/process.html#step3http://hr.ucr.edu/recruitment/guidelines/process.html#step2http://hr.ucr.edu/recruitment/guidelines/process.html#step1http://hr.ucr.edu/docs/recruit_hiring/hiring_checklist.pdf


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Review the role and decide if there are any changes required as certain tasks and

responsibilities performed by the previous person may not or should not be performed

by the new person

Step 2: Develop Position Description

A position description is the core of a successful recruitment process. It is used to develop

interview questions, interview evaluations and reference check questions. A well-written

position description:

Provides a first impression of the campus to the candidate

Clearly articulates responsibilities and qualifications to attract the best suited

candidates

Provides an opportunity to clearly articulate the value proposition for the role

Serves as documentation to help prevent, or defend against, discrimination complaints

by providing written evidence that employment decisions were based on rational

business needs

Improves retention as turnover is highest with newly hired employees. Employees

tend to be dissatisfied when they are performing duties they were not originally hired

to perform.

Optimizes search engine results by ensuring job postings rank high in candidate

search results when searching on-line

Determines FLSA classification and is used to map to the appropriate Payroll Title

Identifies tasks, work flow and accountability, enabling the department to plan how it

will operate and grow

Assists in establishing performance objectives

Is used for career planning and training by providing clear distinctions between levels

of responsibilities and competencies required

Is used as a benchmark to assist in ensuring internal and external equity

I denti fy Du ties and Responsibi li ties

Prior to developing the job description the hiring manager should identify the following:

1.

General Information

2.

Position Purpose


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3.

Essential Functions

4. Minimum Requirements

5.

Preferred Qualifications

1. General Information:

Basic position and pay information will need to be determined to assist with the development

of the job description and job classification and for entering into the ATS. This information

will be different for each position being recruited:

Payroll Title The Payroll title and associated title code determines the, FLSA

status, Personnel Program Code and Description, and the Bargaining Unit Code and

Description fields in the ATS.

Pay Grade/Step

Working Title Market titles should be recognizable and common to various

industries as most job seekers search for commonly referred to market titles when

conducting on-line job searches

Department Name

Department Head

Supervisor Name

Title Codes and Full-Time Equivalent numbers of employees supervised

Special Requirements and Conditions:

o Specific requirements job seekers must possess or complete in order to be

hired (e.g. background check, valid drivers license, etc.)

o Bona Fide Occupational Qualifications (BFOQs)which are in compliance

with UCRs applicable policies (e.g. physical or mental requirements)

o

Contact Staff Employment for assistance with special requirements andconditions

2. Position Purpose:

Describes the departments functions, the units functions, and/or the organizational units

functions. The statement should summarize the positions essential functions and its role in

relation to supporting, administering, or managing the activities of the department, unit, or

organizational unit.


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3. Essential Job Functions:

Essential job functions describe the duties and responsibilities of a position. A job function is

considered essential when the performance of the function is the purpose for the position.

Typically, an essential function occupies a significant amount of time of the employees time

and requires specialized skills to perform. By accurately describing the essential functions of

the job, job seekers will have a clear understanding of the role and your expectations for

performing them.

When developing essential functions for the position the following should be noted:

Functions of the job which are critical for the position are arranged by importance and

percentage of time spent

Complexity level and authority for the role should be described to help attract the

appropriate level of qualified candidates

Essential tasks listed should be inter-related to the accomplishment of the essential

function.

e.g., The essential function of event planning is composed of several independent

tasks including scheduling and securing the venue; interviewing vendors and

executing contracts for service; arranging for food delivery; supervising event

workers and ensuring clean up. Therefore, the various tasks required to successfully

accomplish the essential function should be identified and described.

4. Minimum Requirements:

The minimum requirements or basic qualifications are those qualifications or criteria which

was established in advance and advertised to potential applicants:

Must be relevant and relate to the duties and responsibilities of the job (e.g., should

not list driving requirement if not part of responsibilities or duties of the job).

Soft skills can be required qualifications (e.g., communication/collaboration) and

will:

o Vary among applicants

o Not be absolutely ascertained in resume

o Be evaluated in interview

Can be position/department specific (e.g. valid drivers license)


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Can be assessed by reviewing the resume

Must be objective, non-comparative and business related:

o Objective

Correct: Bachelors degree in Business Administration

Incorrect: A business degree from a good school

o Noncomparative

Correct: 5 to 7 years of experience designing computer software

programs

Incorrect: Must be one of the top five among the applicants in years of

experience

o Business Related

Correct: 5+ years of experience in accounting

Incorrect: Must have experience with volunteering for Habitat for

Humanity

The minimum requirements should support the accomplishment of the essential

function. For example, the essential function of event planning could require:

o Organizational skills (to ensure all details are cared for)

o Communication skills (to interact with vendors and guests)

o

Prior event planning experience

Listing too many skills as requirements significantly limits your applicant pool and selection.

It is recommended no more than 3-5 hard job skills (e.g., Bachelors degree, 5 years

accounting experience, experience in accessing and retrieving data from financial systems

using PC based tools and other technical job skills) in addition to the soft skills be listed

depending upon the level of the position.

5. Preferred Qualifications:

Preferred qualifications are skills and experience preferred in addition to basic qualifications

and can be used to narrow down the pool of applicants. These preferred skills, knowledge,

abilities and competencies can describe a more proficient level at which the essential

functions can be performed such as:


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Prior experience with corporate/institutional event planning (prior experience in a

related area can be preferred) and knowledge of applicable UC policies and

procedures (prior experience within the UC system can be preferred).

UCR experience, certifications and/or advanced degree are additional.

When the scope of the position and the department needs allow for varying levels of skills

and experience, a position may be advertised with multiple job titles at different levels within

a single class series. Refer toUCR Local Procedure 20: Recruitment for more information.

top

STEP 3: DEVELOP RECRUITMENT PLAN

Each position requires a documented Recruitment Plan which is approved by theorganizational unit. A carefully structured recruitment plan maps out the strategy for

attracting and hiring the best qualified candidate and helps to ensure an applicant pool which

includes women and underrepresented groups including veterans and individuals with

disabilities.

Recruitment plan elements:

A.

Posting Period

B.

Placement Goals

C. Additional Advertising Resources

D.

Diversity Agencies

E. Resume Banks

Contact your department HR Coordinator for a Sample Recruitment Plan

A. Posting Period

Minimum posting requirements are as follows:

o Professional Support Staff (PSS) 10 business days from date posted

beginning the next business day

o Management/Senior Professional (MSP) 15 business days from date posted

beginning the next business day

Open until filled is an option for both PSS and MSP positions which allows the

posting to remain open and viewable on the career site until filled. This option is

recommended for all recruitments.
http://hr.ucr.edu/policies/policiesandcontracts/ppsm20pro.htmlhttp://hr.ucr.edu/recruitment/guidelines/process.html#tophttp://hr.ucr.edu/recruitment/guidelines/process.html#tophttp://hr.ucr.edu/policies/policiesandcontracts/ppsm20pro.html


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Continuous Recruitment To be used only for on-going recruitment such as lab

assistants, custodial support, etc.

B. Placement Goals

Placement goals are required for each recruitment

Review your Placement Goals and develop a recruitment plan which will assist in

reaching those goals

To ensure the most current placement goals are identified for the department and unit, you

may contact the office of Faculty and Staff Affirmative Action.

Placement Goals should include outreach efforts to veterans and individuals with

disabilites

C. Addit ional Advertising Resources

A variety of recruiting sources (both internally and externally) should be utilized to

attract candidates who reflect the diversity UCR values in its workforce. Every effort should

be made to conduct a thorough search by advertising widely before filling a position.

Similarly, the sector wise placement in L&T technology and services is as shown in

figure as below.,

Figure 1: Sector wise placement


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Bharathiar University Projecty

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