A PROJECT REPORT ON IMPROVING HIRING PROCESS

THROUGH ARC TEAM AT GENPACT

Kasturba Gandhi College for Women

Submitted By

RohiniHT NO:13-05-120

DECLARATIONThe project work entitled “IMROVING HIRING ROCESS THROUGH ARC

TEAM” is done by me at HYDERABAD in Partial fulfillment for the award of Master of Business Administration-M.B.A from Kasturba Gandhi P.G

College from women(Affiliated to osmania university) West Mare dally, Secundarbad.

This work was not submitted to any other university for the award of any degree earlier. This work is also not published in any journal or Magazine.

ROHINI

Certificate

This is to certify that E. Rohini, a student of Master of Business Administration (HR), Kasturba Gandhi College for Women, has successfully completed her

Project Work on “Improving Hiring process Through ARC Team at Genpact” in our organization during the period of.

She has been enthusiastic, diligent and consistent in the study

undertaken, and has shown genuine interest & active involvement in the project.

We wish her all the success in her future endeavor.

(Chaintanya Reddy)Manager Human Resource

ACKNOWLEDGEMENT

The work on this project has been an inspiring, often exciting, sometimes challenging ,but always interting experience. It has been made possible by other people, who have supported me.

Iam very grateful to my supervisors Mr.Chaitanya Reddy & Mrs.Amanda Gomes who have given me the chance to participate in an interesting research as this. They have supported me with their encouragement and many fruitful discussions.

I would like to thank My principle Mrs. Sara Haiti for giving me this great opportunity .I would also like to express my sincere thanks to Mrs.Rama saraswati ,Sr.Associate professor,Dept of Bussiness Management for her invaluable experience and advice.

The close cooperation with M.suman gouri & P.Mamtha and other employees of GENPACT was a unique experience.

Finally, I wish to thank my Parents for their continuous support and encouragement

RohiniMBA IV Semester

Contents

I. Introduction

II. COMPANY PROFLIE

III. Research Methodology Objectives of study

Tools & Techniques of Data Collection Limitations of the study

IV. Analysis and Interpretation

V. Findings and Conclusions

Suggestions

Bibliography

Annexure

INTRODUCTION TO RECRUITMENT AND SELECTION RECRUITMENT:Recruitment is the process of the searching for and obtaining applications so as

to build a pool of job seekers from whom the right people for the right jobs may

be selected.

The purpose of recruitment is to build a pool of applicants. Recruitment

represents the first contact a company makes with potential employees.

Recruitment done well will result in better selection.

Meaning and DefinitionIn simple terms, recruitment is understood as the process of searching for and

obtaining applicants for jobs, from among whom the right people can be selected.

A formal definition of recruitment is:

It is the process of finding and attracting capable applicants for employment. The

process begins when new recruits are sought and ends when their applications

are submitted. The result is a pool of applicants from which new employees are

selected.

Though, theoretically, recruitment process is said to end with the receipt of

applications, in practice the activity extends to the screening of applications so as

to eliminate those who are not qualified for the job.

Purpose and Importance The general purpose of recruitment is to provide a pool of potentially qualified job

candidates. Specifically, the purposes are to:

1. Determine the present and future requirements of the organization in conjunction with its personnel planning and job analysis activities.

2. Increase the pool of job candidates at minimum cost.

3. Help increase the success rate of the selection process by reducing the number of visibly under qualified or overqualified job applicants.

4. Help reduce the probability that job applicants, once recruited and selected, will leave the organization only after a short period of time.

5. Meet the organization’s legal and social obligations regarding the composition of its workforce.

6. Begin identifying and preparing potential job applicants who will be appropriate candidates.

7. Increase organizational and individual effectiveness in the short term an long term

8. Evaluate the effectiveness of various recruiting techniques and sources for all types of job applicants.

Recruitment processAs was stated earlier, recruitment refers to the process of identifying and

attracting job seekers so as to build a pool of qualified job applicants. The

process comprises five interrelated stages, viz.

i. Planning

ii. Strategy development

iii. Searching

iv. Screening

v. Evaluation and control

Sources of RecruitmentThere are several sources and they may be broadly categorized into

I. Internal recruitment

Internal recruitment seeks applicants for positions from those who are currently employed. Internal sources include present employees, and former applicants

1. Present employees Promotions Employee referrals

2. Former employees

II. External recruitment

1. Advertisements

2. Employment exchanges

3. Campus recruitment

4. Walk-ins, write-ins and talk-ins

5. Consultants

6. Competitors

SELECTIONMeaning and definitionSelection refers to the process of picking the right candidates from the pool of applications.

It is the process of differentiating between applicants in order to identify (and hire) those with a greater likelihood of success in a job.

Recruitment and Selection are the two crucial steps in the HR process and are often used interchangeably. There is, however, a fine distinction between the two steps. While recruitment refers to the process of identifying and encouraging prospective employees to apply for jobs, selection is concerned with picking the right candidates from the pool of applicants. Recruitment is said to be positive in its approach as it seeks to attract as many candidates as possible. Selection, on the other hand, is negative in its application inasmuch as it seeks to eliminate as many unqualified applicants as possible in order to identify the right candidates.

Role of selectionThe role of selection in an organization’s effectiveness is crucial for at least, two reasons.

First, work performance depends on individuals. The best way to improve performance is to hire people who have the competence and the willingness to work. Arguing from the employee’s viewpoint, poor or inappropriate choice can be demoralizing to the individual concerned (who finds himself or herself in the wrong job) and de-motivating to the rest of the workforce. Effective selection, therefore, assumes greater relevance.

Second, cost incurred in recruiting and hiring personnel speaks volumes about the role of selection.

Costs of wrong selection are much greater. Below figure shows four possible outcomes of a selection decision. Two of these- ‘true positive’ (‘high hit’) and ‘true negative’ (‘low hit’) – are right selection decisions. The other two outcomes represent selection errors. In the ‘false positive error’, a decision is made to hire an applicant based on predicted success, but failure results. In ‘false negative error’, an applicant who would have succeeded is rejected based on predictions of failure. In their case, selectors will have erred. They may remember that the selection successes will be written in sand and failures in stone.

An organization with a false positive error incurs three types of costs. Thee first type is incurred while the person is employed. This can be the result of production or profit losses, damaged company reputation, accidents due to negligence, absenteeism, and the like. The second type of costs is associated with the training, transfer or terminating the services of the employee. Costs of replacing an employee

with fresh one-costs of hiring, training and replacement- constitute the third type of costs. Generally, the more important the job, the greater the cost of the selection error.

In the case of false negative error, an applicant who would have succeeded is rejected because of predicted failure. Most false negative errors go unnoticed except when the applicant belongs to a reserved category and files a discrimination charge. Costs associated with this type of error are generally difficult to estimate.

A careful selection will help an organization avoid costs associated with both false positive error as well as false negative error.

Success

Failure

Failure Success

Predicted Predicted

Outcomes of the selection decision

In the case of false negative error, an applicant who would have succeeded is rejected because of predicted failure. Most false negative errors go unnoticed except when the applicant belongs to a reserved category and files a discrimination charge. Costs associated with this type of error are generally difficult to estimate.

A careful selection will help an organization avoid costs associated with both false positive error as well as false negative error.

Organization for selectionUntil recently, the basic hiring process was performed in a rather unplanned manner in many organizations. In some companies, each department screened and hired its own employees. Many managers insisted upon selecting their own people because they were sure no one else could choose employees for them as effectively as they themselves could. Not any more. Selection is now centralized and is handled by the human resources department. This arrangement is preferable because of the following advantages.

1. It is easier for the applicant because they can send their applications to a single centralized department/ agency

False

Negative

Error

True Positive

(‘ High Hit’)

True Negative

(‘ Low Hit ‘)

False Positive

Error

2. It facilitates contact with applicants because issues pertaining to employment can be cleared through one central location.

3. It helps operating managers to concentrate on their operating responsibilities. This is especially helpful during peak hiring periods.

4. It can provide for better selection because specialists trained in staffing techniques do hiring.

5. The applicant is better assured of consideration for a greater variety of

jobs.

6. Hiring costs may be cut because duplication of effort is minimized..

Ideally, a section process involves mutual decision making. The organization

decides whether or not to make a job offer and how attractive the offer should be.

The candidate decides whether or not the organization and the job offer fit his or

her needs and goals. In reality, the selection process is highly one-sided. When

the job market is extremely tight, several candidates will be applying for a

position, and the organization will use a series of screening devices to hire the

candidate it feels is most suitable. When there is a shortage of qualified workers,

or when the candidate is a highly qualified executive or professional who is being

sought after by several organizations, the organization will have to sweeten its

offer and come to a quicker decision.

Environmental factors effecting selection

Selection is influenced by several factors. More prominent among them are

supply and demand of specific skills in the labor market, unemployment rate,

labor-market conditions, legal and political considerations, company’s image,

company’s policy, HRP, and cost of hiring. The last three constitute the internal

environment and the remaining form the external environment of the selection

process.

Preliminary interview

The applications received from job seekers would be subject to scrutiny so as to

eliminate unqualified applicants. This is usually followed by a preliminary

interview the purpose of which is more or less the same as scrutiny of

applications, that is, elimination of unqualified applicants. Scrutiny enables the

HR specialists to eliminate unqualified job seekers based on the information

supplied in their application forms. Preliminary interview, on the other hand, helps

reject misfits for reasons, which did not appear I the application forms. Besides,

preliminary interview, often called ‘ courtesy interview is a good public relations

exercise.

Selection testsJob seekers who pass the screening and the preliminary interview are called for

tests. Different types of tests may be administered, depending on the job and the

company. Generally, tests are used to determine the applicant’s ability, aptitude

and personality. Ability tests (also called achievement tests) assist in determining

how well an individual can perform tasks related to the job. An excellent

illustration of this is the typing test given to a prospective employee for a

secretarial job. An aptitude test help determine a person’s potential to learn in a

given area. An example of such a test is the General Management Aptitude Test

which many business students take prior to gaining admission to a graduate

business school program.

Personality tests are given to measure a prospective employee’s motivation

to function in a particular working environment.There are various tests designed

to assess a candidate’s personality. The Bernsenter Personality inventory, for

example, measures one’s self-sufficiency, neurotic tendency, sociability,

introversion and extroversion, locus of control, and self-confidence. The Thematic

Appreciation Test (TAT) assesses an individual’s achievement and motivational

levels. Other personality tests, such as the California Psychological Inventory

(CPI), the Thurston Temperament Survey (TTS), Minnesota Multiphase

Personality (MMPI), and Guilford-Zimmerman Temperament Survey, have been

designed to assess specific personality traits.

Interest tests are used to measure an individual’s activity preferences. These

tests are particularly useful for students considering many careers or employees

deciding upon career changes.

Graphology test is designed to analyze the handwriting of an individual. It has

been said that an individual’s handwriting can suggest the degree of energy,

inhibitions and spontaneity, as well disclose the idiosyncrasies, and elements of

balance and control. For

Example, big letters and emphasis on capital letters indicate a tendency towards

domination and competitiveness. A slant to the right, moderate pressure and

good legibility show leadership potential. Employers usually consult graphologists

to supplement their usual personnel recruitment procedures. Polygraph tests

(polygraph is a lie detector ) are designed to ensure accuracy of the information

given in the applications. Department stores, banks, treasury offices and jewelry

shops that are those highly vulnerable to theft or swindling- may find polygraph

tests useful.

Choosing tests Tests must be chosen based on the criteria of reliability, validity, objectivity and

standardization.

Reliability refers to standardization of the procedure of administering and scoring

the test results. A person who takes a test one day and makes a certain score

should be able to take the same the next day or the next week and make more or

less the same score. An individual’s intelligence, for example, is generally a

stable characteristic. So if we administer an intelligence test, a person who

scores 110 in March would score close to 110 if tested in July. Tests which

procedure wide variations in results serve little purpose in selection.

Validity is a test which helps predict whether a person will be successful in a

given job. A test that has been validated can be helpful in differentiating between

prospective employees who will be able to perform the job well and those who

will not. Naturally, no test will be 100 per cent accurate in predicting job success.

A validated test increases possibility of success.

There are three ways of validating a test. The first is concurrent validity. This

involves determining the factors that are characteristic of successful employees

and then using these factors as the yardsticks. Predictive validity involves using a

selection test during the selection process and then identifying the successful

candidates. The characteristics of both successful and less-successful

candidates are then identified. Synthetic validity involves taking parts of several

similar jobs rather than one complete job to validate the selection test.

Employment interviewThe next step in the selection process is employment interview. An interview is

conducted at the beginning and at the end of the selection process. The

emphasis here is on the later.

Interview is a formal, in-depth conservation conducted to evaluate the applicant’s

acceptability. It is considered to be an excellent selection device. Its popularly

stems from its flexibility. Interview can be adapted to unskilled, skilled,

managerial and professional employees. It allows a two-day exchange of

information, the interviews learn about the applicant learns about the employer.

However, interviews do have shortcomings. Absence of reliability is in limitation.

No two interviewers offer similar scoring after interviewing an applicant. Lack of

validity is another limitation. This is because, few departments use standardized

questions upon which validation studies can be conducted. Finally, biases of

interviews may could the objectivity of interviews.

The employment interview can be

1. one-to-one

2. Sequential

3. Panel

In the one-to-one interview, there are only two participants- the interviewer and the interviewee. The sequential interview, strength and knowledge-base of each interviewer, so that each interviewer can ask questions In relation to his or her subject area of each candidate, as the candidate moves from room to room.

The panel interview consists of two or more interviews and the figure may go up to as many as 15. Any panel interview is less intimate and more formal than the one-to-one, but if handled and organized well, it can provide a wealth of information. If not handled carefully, the panel interview can make the candidate feel ill at ease and confused about whose question to answer and whom to address. Interviewers themselves are likely to experience nightmare, not knowing who will ask which question and in what order.

Objectives of interviewsInterview has at least three objectives-

1. Helps obtain additional information form the applicant2. Facilities giving general information to the applicant such as company

policies.3. Job, products manufactured and the like ;and4. Helps build the company’s image among the applicants.

Types of interviewsInterviews can be of different types. The usual types are structured, unstructured, mixed and behavioral and stress producing.Guidelines for interviews

DO’s Don’ts1. Plan the Interview2. Establish an easy and informal

relationship3. Encourage the candidate to talk4. cover the ground as planned5. probe where necessary6. analyze career and interests to

reveal strengths, weaknesses, patterns of behavior

7. maintain control over the direction and time taken for the interview

1. Start the interview unprepared2. Plunge too quickly into demanding

questions3. Ask leading questions 4. jump to conclusions on inadequate

evidence5. Pay too much attention to isolated

strengths or weaknesses.6. Allow the candidate to gloss over

important facts7. talk too much

In addition to the do’s don’ts stated above, a few more tips may be remembered so as to make the interview more objective. One such guideline is the type of questions, which the interviewers should ask.

The most common and least expensive approach for candidates is direct applications, in which job seekers submit unsolicited application letters or resumes. Direct applications can also provide a pool of potential employees to meet future needs. From employees’ view point, walk-ins are preferable as they are free from the hassles associated with other methods of recruitment. While direct applications are particularly effective in filling entry- level and unskilled vacancies, some organizations compile pools of potential employees from direct applications for skilled positions.

Write- ins are those who send written enquiries. These jobseekers are asked to complete application forms for further processing.

Talk-ins are becoming popular nowadays. Job aspirants are required to meet the recruiter for detailed talks. No application is required to be submitted to the recruiter

Campus recruitment

Colleges, universities, research laboratories, sports fields and institutes are fertile ground for recruiters, particularly the institutes. The Indian institutes of management and the Indian institutes of technology are on the top of the list of avenues for recruiters. In fact, in some companies, recruiters are bound to recruit a given number of candidates from these institutes every year the IIMs are an important source of recruiting management trainees.

The campus recruitment is so much sought after by the recruiters that each college, university department of institute will have to have a placement officer to handle recruitment functions.

Campus recruitment is often an expensive process, even if the recruiting process eventually produces job offers and acceptances. Majority of those would leave the organizations with in the first five years of their employment. Some people attribute this high rate of turnover to the lack of challenge offered by the organizations

Reference and Background checksMany employers request names, addresses, and telephone numbers or references for the purpose of verifying information and, perhaps, gaining additional background information on an applicant. Although listed on the application form, references are not usually checked until an applicant has successfully reached the fourth stage of sequential selection process. When the labor market is very tight, organizations sometimes hire applicants before checking references. Previous employers, known public figures, university professors, neighbors of friends can act as references.

Selection DecisionAfter obtaining information through the preceding steps, selection decision- the most critical of all the steps must be made. The other stages in the selection process have been used to narrow the number of candidates. The final decision has to be made from the pool of individual s that passes the tests, interviews and reference checks.The views of the line manager will be generally considered in the final selection because it is he/she who is responsible for the performance of the new employee. The HR manager plays a crucial role in the final selection.

Physical ExaminationAfter the selection decision and before the job after offer is made, the candidate is required to undergo a physical fitness test. A job offer is, often, contingent upon the candidate being declared fit after the physical examination. The results of the medical fitness test are recorded in a statement and are preserved in the personnel records.

Job offer

The next step in the selection process is job offer. To those applicants who have crossed all the previous hurdles. Job offer is made through a letter of appointment. Such a letter generally contains a date by which the appointee must report on duty. The appointee must be given reasonable time for reporting.

Decency demands that the rejected applicants be informed about their non-selection. Their applications must be preserved for the future use, if any. It needs no emphasis that the applications of selected candidates must also be preserved for future references.

Company Profile

Introduction

Genpact is a leading provider of Business Services & Technology Solutions. Since it was established in 1997, the company has been driving process improvements to help enterprises improve their revenue, cash, costs, margins, speed, and customer relationships globally.

Operating in six countries, Genpact combines strong business and domain knowledge with Six Sigma and Lean quality methods to deliver important year-over-year cost and productivity gains to customers.

In 2005, Genpact’s revenues were $493 million. A company majority owned by GE and the private equity firms of General Atlantic and Oak Hill Capital Partners, Genpact has 20,000 highly skilled associates specialized by industry - banking/finance, insurance, manufacturing, transportation, and automotive and by the impact areas they serve - sales & marketing analytics, supply chain and aftermarket services, financial services core operations & collections, finance & accounting, information technology services, and enterprise application services & program management.

India

China Hungary Romania United States Mexico

Global operations centers are located in:.

Global Service Delivery

Genpact is the largest Business Services & Technology Solutions company in India with a global presence.  Genpact is not only a pioneer in nearly every country of operation, but also one of the largest in that country. We are uniquely positioned to serve the world’s major business centers in their own languages on a 24x7 basis.

Genpact India

Genpact operates out of 8 sites and employs 14,000 people in Gurgaon, Hyderabad, Jaipur, Bangalore and Kolkata.

Genpact Europe

Genpact has state-of-the-art operations centers in Budapest, Hungary and in Bucharest, Romania. Budapest is home to nearly 700 associates who come from 29 countries. They work out of two facilities in the Hungarian capital and serve customers across Europe in 15 languages.

Genpact   India

Genpact in India, operates out of 8 sites and employs 14,000 people in Gurgaon, Hyderabad, Jaipur, Bangalore, and Kolkata.

State-of-the-art infrastructure with a robust telecommunications network (redundant route diverse fiber network) connects Genpact to its clients across the globe. Genpact is the largest private user of international bandwidth in India. A stringent physical and data security system, round-the-clock crisis management help lines, backup devices and recovery sites, and readiness for general emergency form the core of its Business Continuity Planning (BCP) and Disaster Recovery Planning (DRP) initiatives. Genpact has also developed extensive expertise in many industrial verticals such as Insurance, Consumer Banking & Retail Finance, Commercial Finance, Healthcare and Manufacturing & Industrial with comprehensive offerings across their value chain.

Differentiators

Site

Hyderabad

Kolkata

Gurgaon - 2 Sites

Bangalore

Hyderabad

2 Sites7 CoE’sFrench, German Spanish6000 Employees

2 Sites9 CoE’sEnglish & French6335 Employee‘s

4 CoE’s1400 Employee’sEnglish & French

4 CoE’s600 Employee’sEnglish, French

Supports Gurgaon &Jaipur Hiring

Kolkata

Jaipur

Only Genpact offers the Insight, Intellect, Integrity & Impact to provide year-over-returns that global enterprises want. It offers

High global quality at the lowest local cost.Extraordinarily talented and stable workforce - many of our 19,000 associates have advanced degrees & certifications.Global delivery in 19 languages from 16 operations centers in 6 countries.Strong business & domain knowledge in 15 industries.Speed of engagement & deployment, having delivered 1,000+ processes/transitions. Relentless focus on process excellence and cost improvement (Lean and Six Sigma quality methods are cornerstones of our GE heritage). Regulatory compliance focus across all major jurisdictions globally.Client visibility & control over operations with advanced dashboards for increased transparency (real-time views of transactional, operational and business metrics). Partner relationship that ensures impact goals are met.

It improves processes to drive tangible business impact - whether to grow revenues, increase cash, improve costs, increase margins, improve speed, or grow and retain customers.

Global Service DeliveryGenpact is the largest Business Services & Technology Solutions Company in India with a global presence.  Genpact is not only a pioneer in nearly every country of operation, but also one of the largest in that country. We are uniquely positioned to serve the world’s major business centers in their own languages on a 24x7 basis.

Growth HistoryGenpact has grown from a fledgling company, employing around 350 people in India, in 1997, to one with an employee base of over 19,000 people globally. Combined with this, Genpact has achieved an exponential growth in revenues.

Not only has Genpact grown in terms of its people and revenue, but has also evolved its product portfolio over the years. Its key strategy has been to develop product expertise in selected Industry Verticals, new technology rollouts and expansion into new Geographies.

Not only has Genpact grown in terms of its people and revenue, but has also evolved its product portfolio over the years. Its key strategy has been to develop product expertise in selected Industry Verticals, new technology rollouts and expansion into new Geographies.

Global operations centers are located in

Quality :

Six Sigma

Genpact uses Six Sigma and Lean to drive process improvement with a continuous focus to exceed its customer's expectations in the quality of services and products provided. To achieve this:

It has a well-structured Quality Organization that works closely in random with Operations.

Customer feedback is constantly captured across all service processes. This is analyzed and fed back into Operations to continuously mistake proof operational efforts.

Six Sigma forms a way of life – its principles drive our Quality efforts; people are trained in Six Sigma and tools supporting Six Sigma efforts are embedded into all processes. Genpact has successfully delivered high levels of productivity to the customers for the last six years.

Functional Practices

Functional Practices

Genpact pioneered the Business Services & Technology Solutions industry in India and has ever since been at the forefront, expanding the breadth and depth of its product and service offering. Our wide basket of services caters to requirements across various functions in different industries.

Genpact has also developed extensive expertise in many industrial verticals such as Insurance, Consumer Banking & Retail Finance, Commercial Finance, Healthcare and Manufacturing & Industrial with comprehensive offerings across their value chain, the following are the functional practices.1. Finance & Accounting

Genpact Financial and Accounting Services aims at providing customizable, effective, and accurate financial solutions. At Genpact, we engage professionally qualified and trained resources who have specialized expertise and in-depth experience in all aspects of finance and accounts. Our focus on Controllership and Six Sigma process management helps in increasing the shareholder value and profitability of our clients.

Our specialized knowledge and extensive experience enables us to cover a wide spectrum of financial and accounting solutions.

Procure to pay

Accounts Payable

Fixed Assets Accounting

Record to report

Audits & Projects Closure of Books General Accounting Reporting Accounts Reconciliation

Planning & performance management

Group Consolidation Planning & Performance Base Cost Reporting Cash Flow Analysis Manufacturing Finance Sales Analysis

Industry Practices

Genpact's Product and service offerings cut across several industry verticals. We have the capability to customize our product and service offerings to suit specific needs of clients. Read more about our capabilities in some of the industries we service.

1. Banking / FinanceConsumer Banking & Retail Finance industry is the biggest industry vertical serviced in Genpact. Genpact has over 650 associates and 3500 FTEs servicing businesses across USA, Europe, Australia and Asia from its global locations in India, China, Mexico and Hungary.

The delivery capability of Genpact is built on a strong Six Sigma foundation and the solutions and can be customized to suit specific business requirement within this domain.

We support a range of end customer financial service products including Private Label Credit Cards, Dual Cards (PLCC with Credit Card functionality), Retail Finance, Auto Finance, Personal Loans and Mortgage. Our technology capabilities combined with our operational expertise uniquely positions us to offer process solutions specific to business needs. The delivery capability leverages the wide product portfolio and caters to

Talent Pool

i. We have over 1000 employees with excellent communication skills and vast Customer Service experience. They are fluent in the required language of service and have been trained extensively on Voice and Soft Skills

ii. They also posses immense Contextual knowledge related to the credit

card product that they handle

2. InsuranceGenpact pioneered outsourcing of business processes in the Insurance industry in 1998. Our insurance experience of seven years, combined with our expanding network of global delivery centers and expertise in Six-Sigma and Lean, has

allowed us to offer a complete portfolio of products customized for specific needs of the Insurance industry.

Genpact employs over 1800 people in its Insurance Center of Excellence, catering to various insurance verticals and product lines. Our track record for doing large scale and complex transactions underscore our commitment to provide ‘world-class service’ through continuous process improvements in a cost effective manner. Our focus on quality allows us to streamline processes, decrease turnaround time, and reduce costs; thereby increasing productivity and profitability for our clients.

We deliver 25-40 percent savings to customers across all major insurance verticals:

3. Manufacturing

The Manufacturing and Industrial vertical is one of the key focus areas for Genpact. We service a wide variety of high-end manufacturing industries like Power Systems, Transportation and Specialty Material etc. The solutions span the complete Order to Remittance Cycle, leveraging our wide product portfolio.

Today we have over 2000 associates servicing a range of processes in the domain of Customer Service, Collections, Supply Chain and After market Services, Analytics and Finance & Accounting

4. Transportation

Genpact provides a diverse portfolio of high-quality, offshore back-office services to drive efficiency among the world's leading transportation companies - whether global airlines, travel agencies, logistics service providers, GDS, car rental firms or cruise lines.

5. AutomotiveGenpact provides a diverse portfolio of services to automotive / truck manufacturers and their suppliers.

COE’s at GENPACT (Centre of Excellence)

The year 2001 saw the services businesses in India including the core CoEs of Contact Centers, Finance & Accounting and Transaction Processing grow to almost double their size at the beginning of the year.Genpact works on the following COE’s and work on that.Following are the COE’s for which genpact recruits.

Collections

Insurance Solutions

Finance & Accounting

Analytics

IT Services

Genworth

Commercial Finance

Learning

External

Consumer Finance

Industrial & Equipment

INTERNAL JOB POSTING ( IJP)

IJP is a very important method of the recruitment and selection of the employees. This is something which is related to the employees who are already working in the organization for the new requirements. It is done through intranet method. It publishes job postings of various businesses for existing employees. It is very useful as it facilitates cross functionality between the various processes in Genpact. It is also very effective method because it ensures that the hires would be talented and already familiar with the company. It assures lateral movement with the new role. So, it is a very important method of recruitment.

It could be understood through these points:

Intranet, publishes job postings of various businesses for existing employees

Facilitates cross functionality

Assures talented hires

Lateral movement witth a new role

Emails all across businesses & Locations.

Spec Check as per Job description and schedule for interview

This is the first step in the hiring process. First of all the candidate is judged whether he/she is suitable for the job or not. Spec scheck means the thoings if they are there the candidates would always be a reject. That could be age factor, qualification etc. If the candidate is not a spec reject then he or she is scheduled for the interview.

1. Personal Information/Communication screening( JAM) session

This is the next session through which a candidate has to go after he is a spec OK. In this, the candidate has to go through the first round where his communication is judged by the HR’s and hr is selected for the next round. This is very important because the candidate is judged on the basis of his qualification. In this , the candidate is given with a topic on which he has to speak for at least 1 min. and on the basis of that the candidate is judged.

3.HR screening / Cultural fit assessment

This is the next round in which the candidate’s stability is assessed and also through many other parameters the HR assesses the candidate. It is assessed that whether the candidate is culturally fit for Genpact or not. Whether the candidate is actually fit for representing Genpact.

2. Communication skills check by the business.

The next step is the checking of the communication skills by the business or the particular COE. The HR of the particular process for which the candidate is to be processed checks the communication of the candidate.

3. Assessment by product group expert

Then the product group expert assesses the candidate that whether the candidate is suitable for the particular process.

4. Offer and Pre- hire personal orientation

When the candidate is assessed through all of the points, he/she is finally offered the job. He also goes through a personal orientation, which is done before hiring the candidate.

6. New Hire Orientation

After the candidate is hired , he/ she goes through the NHO, i.e., New Hire Orientation. This is a session in which candidate goes through whole of the company and its processes for 2-3 days. It is a sort of introduction process.

ASSOCIATE RECRUITMENT CENTER (ARC)

ARC is something, which works for the recruitment of the people through a software called Team Connect. It is a very effective and important method of the recruitment. It makes a database of all the resumes posted in to the sites of the Genpact. It is basically a system through which the whole database is managed. The resume of all the candidates, which are there in the database, is manages through this system. There is a different process of ARC. Under this what so ever CVs are received gets posted or they are parsed accordingly. After that post hitring activity takes place and what ever the status is , it is updated in the Team Connect for further reference.The CV is a separate team called updating team and then the resumes are sent to a different team called calling team which later on screens the candidates and takes them to further rounds of interview.

FUNCTION OF ARC

-Database management system-Each CV received gets posted / parsed accordingly-Post Hiring Activity, feedback / status of each profile is updated in TC

CV Inflow TC Process Tele screen & line up

Hiring Activity

De-dupe Update TC

A step before making an offer.

Cross-checks candidates status (last interview comments, if applied before) from TEAM CONNECT

Check on Re-application policy after 1 Mth

ARC is a very important part of hiring activity. It recruits a lot of people and a very important process of hiring. In this, firstly CV comes through various sources, and it goes through the process of Team Connect, where the resumes are arranged and put in the team connect in an organized manner. Then these resumes are processed and they go through a tele screening and after the clearance of screening , they are lined up for further interviews. After they clear the interviews then the hiring process starts. If they are selected before offering them for the job a de-dupe check is made, which makes a cross check, that if the candidate has gone through a personal interview earlier with Genpact , if yes, than when and what was the status at the time, if he comes under the cooling period that is, if it has been one month since he has applied , he could be offered.

PROCESS :

First of all the CV’s come through sources like parichay mailbox, direct mailers, and drop boxes. The resumes from mailbox and from direct mailers are dumped and parsed in to the Team Connect software and also the resumes from drop boxes are dumped and parsed in to the Team Connect. Then a tele screening is made on all of the resumes by a different team.After that hiring activity and selection process continues as an then.The profiles which are screened and selected for interview are not basically from consultants. Them again after this, the results and the data are uploaded in the Team Connect. The following diagram explains the process clearly:

COLLECTIONS

Collections are one of the major COE’s for which genpact recruits people on a large basis. It manages consumer and collections for GE card, monogram credit services, auto financial services and vendor financial services.

SERVICE OFFERINGS

Early stage customers behind 2-3 payments

Inbound Resolution Payment – related concerns and collection queries

Last stage customers behind more than 3 payments

Specialized collections in disputed accounts.

Customer bankruptcy

Customer imprisonment

Debt consolidation request

Sundry Collections on:

Property Tax

Late fee

Insurance

Resolution Disputes

Misapplied payments

Skip process tracing for correct address and telephone

OPERATIONS

Operations are there in diverse verticals

Financial Services

Retail Commercial Finance

Industrial Collections

INSURANCE SOLUTIONS

Insurance solution is the COE which provides and handles the matters regarding insurance. It provides underwriting and claims processes services to GE insurance solutions, including reinsurance corporations (ERC) and Genworth financial

SERVICE OFFERINGS

Underwriting

Claims Processes

Actuarial Services

OPERATIONS IN DIVERSE VERTICALS

It operates in diverse verticals:

Claims and underwriting audits

Risk Theory consulting

Loss cost driver consulting

Portfolio Quality Reviews

Institute training

HUMAN RESOURCE PRACTICES

Hiring and Retention

Hiring and Retention

It designs and develop Predictive Hiring Models that help to predict the length of service and prospective performance of an employee in the organization, even at the time of hiring. The models use detailed processes that involve data collection, cleaning, and identification of critical factors by the use of sophisticated segmentation and modeling tools. In addition, Recruitment Management and Background Checks identify and analyze potential employees. By collecting and analyzing data on the employee longevity in the organization, we develop Life Enhancement Models based on the triggers to derive attrition risk scores.

Performance Management

Its services include Performance Program Optimization solutions and end-to-end tools to design, customize, track, and report performance. We also provide Sales Incentive Planning solutions that include design and delivery of customized plans in alignment with the organizational strategy. We also set up systems and processes to monitor and ensure payout of the sales schemes.

Compensation and Benefits

HR Information Management

It integrates and digitize data sources to build dynamic reporting and online analytic tools for Human Resources Data Management. Our HR Information Management solutions include:

Web-enabled Decision Scorecards Performance Monitoring Tools Resource and Vendor Management Systems Dynamic Compensation and Benefits (C&B) Administration Tools

Workforce Development

Services include collecting and mapping the skill DNA of various job families and grades to build a digitized skill inventory matrix. This tool enables you to see skill snap-shots, and plan the skill inventory of the present or acquired organization. Our Workforce Development solutions include:

Optimal Staffing Dashboards Talent Inventory Matrix

M&A AnalyticsEmployee Satisfaction

It designs and deliver Employee Satisfaction Studies and analyze key drivers of employee dissatisfaction to facilitate strategy formulation. Our Employee Satisfaction Studies solutions include:

Employer of Choice Surveys Employee Satisfaction Surveys

Competitor Benchmarking StudiesRelated Offering

It provides specialized Survey Analytics services for primary research in order to validate secondary research results, gain additional insights on employee behavior and needs, and employee satisfaction.

SERVICE OFFERINGS Financial Services

Commercial Finance

Insurance

Healthcare

Manufacturing

IT SERVICES

This provides a wide range of services to IT sectors globally.It is an IT infrastructure Service.IT team plans, designs and implements strategies and manages IT infrastructure of global businesses.

SERVICE OFFERINGS Client services

Server Services

Network Services

Security services

Proffessional services

OPERATIONS IN DIVERSE VERTICALS Financial Services

Insurance

IT

Health care

Manufacturing

Aerospace

Media

OPERATIONS IN DIVERSE VERTICALS

Mid market financing

Aviation

Real Estate

Speciality finance

LEARNINGLearning is very useful part of Genpact. It provides a variety of wing to wing e-learning solutions in custom content design, development and maintenance to GE business worldwide.

My Learning:

It includes classroom trainingand e-learning and provides learning opportunities that are available 24 hours a day, 7 days a week.

TOOLS:

Hiring the right people

Developing self-excellence

E-mail writing essentials workshop

Effective coaching and mentoring skills for AVPs

Interviewing skills workshop

Leading by Action

Leading by Action and Coaching

Managers Communication Toolkit

Managing skills for new leaders

DMAIC

GE CONSUMER FINANCEIt provides a wide range of customer fulfillment activities. It includes inbound call centeres and transaction processing for GE’s consumer and commercial finance businesses.

SERVICE OFFERINGS Application processing

Rule set decision

Customer service

Decision fraud & underwriting

Data modeling and research analysis

OPERATIONS IN DIVERSE VERTICALS Speciality Retail Group

Exon Mobil

Retail sales Finance

Corporate payment services

Partnership Marketing group

Gap

Mervyns

INDUSTRIAL AND EQUIPMENTIt manages customer and technical support , supply chain management and receivables management for manufacturing and transportation companies.

SERVICE OFFERINGS Customer Support

Technical Support

Supply Chain Management

Transactional Process

OPERATIONS IN DIVERSE VERTICALS Fleet Services

Rail Services

Modular space

Trailer fleet services

Health Care

GENWORTHIt provides businesses of all sizes a full range of customized employee benefits plans backed by a suite of online administration one – on – on support.

SERVICE OFFERINGS Life Insurance

Long term care Insurance

Annuities

Investment Services

Mortgage Insurance

Employee Benefits

Hiring Organization Hyd

This is a chart which defines whole of the organisation and process of hiring in Genpact , Hyderabad. There are different fields in which Genpact works for hiring.There are different and important sources through which Genpact gets the candidates for hiring and recruiting.All of the managers and HR’s at different levels are there.They work at different levels at different positions which is mentioned in the chart.The whole process in hiring goes through according to this chart.

SELECTION PROCESS

l. Job Description :

It is the first stage for the candidate.It defines the particular job to the candidate in all the manner and from all sides. This is a very important part of the selection process. It defines the job, its role, its responsibilities relating to the job.It gives the knowledge and skill-set desired by the customer. It defines the work timings desired from them, performance benefits, and work compensations, etc.

Sourcing Plan :

Sourcing plan is something which drives various sourcing channels hiring activity to recruit the requisite employees within the TAT.It is the

Parichay

Abhishek JaiswalSenior

OfficerCampus

OpenAsst.

ManagerATP Campus

Aparna SadhuManage

rCampus

Rahul KhannaAsst ManagerBLR

Hiring/Sourcing

Grish Jagannath V

PCentral Hiring

second stage which helps a lot for recruiting the employees from outside sources.

2. Hirng Activity :It includes all the activities regarding hiring takes place. It is a very important activiry within a hiring process.It includes all the recritments through referrals who are scheduled, all the walk-in interviews, all the advertisement released channel partners sourced candidates, data base line-ups at the hiring floor.

3. Selction Process :It is the process through which candidates are selected going through various rounds of interview. They are judged on various parameters by our various HR’s who are trained to do so. It is multi-step screening of candidates on the various critical parameters as per the jobdescription and require ments.

RESEARCH METHODOLGY

Research methodology Statement of the problem

Genpact being a well established and rapidly growing multi national company

recruits huge number of candidates which results in high amount of work

pressure on the hiring team. As the hiring team size is also limited, handling huge

number of candidates becomes a tedious job.

Therefore Genpact implements various sources of recruitment in order to

distribute the work and get the profiles to match various requirements of the

organization.

At Genpact candidate experience is the focus of hiring team. Genpact is

committed to make interviewing with them, a pleasant experience than it currently

is, by reducing the candidate waiting time and ensuring speedy process.

The purpose and importance of the study :Attempting to solve the above stated problem the following benefits will ensue:

1. To reduce the valuable time of the company.

2. To Minimize the cost of the company.

3. To Create a Database for the company.

4. To bring a change which would not lead to any compromise on quality

Objective of the projectPrimary Objective:

To study the hiring process at Genpact and make recommendation to

improve the hiring process.

To assess and evaluate the recommendations made on the suggested

new method of Sourcing Engine.

Secondary Objective:

To achieve the above stated Main objective some of the other subsidiary

objectives were also undertaken:

To study and understand the BPO industry and its operation

To study the operation of Genpact in detail to facilitate understanding of

the complexities of the sourcing process

To study and understand the sourcing process at Genpact in specific.

To develop a practical exposure to the work life in corporate and the

intricacies of a recruiter jobs in a BPO industry.

MethodologyScope of Study: The study is carried out at GENPACT, Uppal, Hyderabad. The

study is that of a CASE method and covers sourcing at the entry-level positions

(band 5) in l COEs (Centers of Excellence) in the organization

A study was conducted on the sourcing procedure through observation and

enquiry. Changes were suggested in the procedure that would lead to saving

Hiring teams time and effort.

For the purpose of collecting data to understand the approvability of Hiring team

on the recommended procedure, a structured sheet which contains information

about the various requirements and hence the sheet is named as WOW SHEET.

DATA COLLECTION:Primary Data: The primary data is gathered through Observations and Active

Involvement in the process as the researcher is a project trainee.

Secondary Data: The secondary data is gathered from Academic Texts, Company Documents and Manuals. P revious Format & Process

Format: -Earlier the wow sheets were a combination of feedback form & referral sheet, which contained questions, related to the experience of the candidate at Genpact opinion rather than referrals. Priority was given to the feedback of the interview process rather than collecting referrals.It contained questions relating to the candidates opinion on the initial telephonic interview (Prescreening), Genpact site, Logistics, rounds of interview he had attended, overall experience and referrals (if any.)

Process: -Feedback forms were given to the candidate at the time of PIR (Personal introduction round) & were collected from the candidates who were declined in PIR. Feedback forms are collected from the candidates as and when the candidate is declined in further rounds.The process was followed, as the sheets administered were more of feedback forms than referral sheet. Hence, when the candidate would complete the rounds of interview feedback sheets are collected from the candidate.

OK Candidates registers at the

reception

OKCandidates attends PIR recives the

WOW sheet

OK 1600 Voice OK HR & Line interview

OK Offer

Collect the WOW sheet

Collect the WOW sheet

Collect the WOW sheet

Not Ok Not Ok Not Ok

Start Offer

Current Format & Process Format: - The current wow sheet exclusively contains the information about the various openings & also qualifications required for the respective openings; This gives a brief idea to the candidate, of the various openings available in Genpact. The purpose of the wow sheet is to collect the referrals from the candidates who come for the interview.Contact details of the company are also provided in the part of the wow sheet that is to be taken by the candidate, for his reference.

Process: - WOW SHEETS are administered to the candidates as and when they get registered at the interview area and asked to submit the sheets at the time of leaving the premises. This leaves the candidate with ample time to understand the requirement and refer the names & contact details of his referrals. The details of candidate such as his name & contact number are also required, to up-date him with the status of his referral.

OK

Candidates registers at the reception and

receives CANDIDATE REFERENCE

SHEET

OKCANDIDATE REFERNCE

SHEET is collected

OKCandidates attends PIR recives the

WOW sheet

OK 1600 Voice OK HR & Line interview

OK Offer

Collect the WOW sheet

Collect the WOW sheet

Collect the WOW sheet

Not Ok Not Ok Not Ok

Start Offer

TOOLS AND TECHINQUES OF DATA COLLECTION:

Activity Oracle/TC ARC TEAM     Pre Calling

Take a dump(Run a query everymorning) Allocation of database to the team .

          Screening

Checking the resumes for candidates .

Calling to candidates to check their comm skills,

  contact number,educ qulifications,work exp & lining/ scheduling them for interview

 DOB(incase of any age bar for certain process. and also whether they are ok with relocating

  Like for the process of CC the age bar is 33

,& also agree with the conditions asked( like working for night shifts,

    pay scale etc)   Scheduling

Schedule the candidates for interview for the

selecting candidates who are good enough and ok with the

 particular requirements with the company

terms and conditions of Genpact. And asking them to come down

    for an interview, on candidate's avaliability .     Schedule Sheet

lining up candidates for interview for that particular day

The team will line up candidates for further rounds of interview

    and mail the details to logstics requesting them

    to allow the candidates    for inteview for which we raise request     Voice -1800

Lining up candidates who are for voice Based process

Any one in the team will coordinate the voice round of interview

 (which is conducted by a team located at Gurgoan)

(which is conducted by a team located at Gurgoan)

 to check out the flow of english language,grammatical for profiles like CC,Tech Supp

 , errors, prononucation, fluency,vocabulary,vonarcular&  

  comprehension.According to this,  

 there are 3 different ratings for candidate  

  (I) V.R-Voice Reject  

 (ii) V.T-Voice Trainable (iii) V.A-Voice Assessment.  According to this candidate is eligible for the next  

  round.ie HR round  On floor

corordinating the candidates who come down

Once the candidate walk in for interview on the floor, the floor

  for interviewmanager (One of the team member who coordinates candidates

    on floor) will give them candidate profile sheet, WOW sheet(the

    sheet in which

    candidate is asked to give the referral of candidates who are

    interested to work with companyHR Interviews

The candidate goes through the personal round of interview .

After filtering candidates from the above rounds of interview,

 it is done to check out the stability to work more than 8 hours

the candidates go through HR round of interview

 ,quick learning tips, confidence levels, career planning,  

 Issue of diversity & also motivation of employee  

 we go to the depth of the candidate profile ,ask for his  

  previous exp,check on his stability, confidence level  

  ,career prop restive.  

  The status and comments of the HR rounds.  

  are given in the software       

CAREER GROWTH AT GENPACT

SENIOR LEVEL

Senior vice president

Vice president

Assistant vice president

MIDDLE LEVEL

Manager

Assistant Manager

Management Trainee

ENTRY LEVEL

Process Developer

Process Associate

ANALYSIS AND INTERPRETATION

1) How long your organization is associated with Genpact hyd?

o 0-2 yrs o 2-5 yrs o 5yrs & above

INFERANCE:

Hence people find it is good.

2) why did you choose this organization ?

o For market value o For its good relation ship o For its work environment o Others(if specify)

INFERANCE:

Hence they find it good for its work Environment

3) How many other clients do you have which have a requirement of manpower like

Genpact/more than Genpact?

o 0-2 o 2-5 o 5 &above

INFERANCE:

Hence it has a good market value.

4) From the above MNC Clients how many have similar kind of recruitment like Genpact hyd?

o 1-2 o 2-4 o 5 & above

INFERANCE:

Hence it has a good market value.

5) On an avg ,what is the monthly requirement of manpower for Genpact hyd?

o 1-10 o 10-25 o 25-50 o50-above

INFERANCE:

Hence More Man Power is Required.

6)What is the avg requirement of manpower for other MNC clients of your organization

?(as described in question 4)

o 1-10 o10-25 o25-50 o50-above

INFERANCE:

Hence average requirement of Man Power is more than compared to others.

7) The avg recruitment for other MNC clients I comparison to Genpact hyd?

O Less o More

INFERANCE:

Hence the average requirement is more.

8) If more for others lease specify the reasons

O Not satisfied with commercial termsO Not satisified with process recruitment of GenactO Candidates are not opting for GenpactO Other(mention below)

INFERANCE:

Hence the Candidates are opting for GenPact.

9) What is your feedback on the association in recruitment with an organsiation like

Genpact?

O Good o Satisfactory o Poor o Others

INFERANCE:

Hence Recruitment with Genpact is Satisfactory.

10) Your view on recommended selection process

O Excellent o Good o Average o poor

INFERANCE:

Hence they find it average Selection Process.

11) Is it good to screen the candidate over the phone?

O Yes O No

INFERANCE:

Hence Maximum Agree it is good to Screen Candidates over the Phone.

12) Is the new hiring process saving your productive time?

O Yes o NO

INFERANCE:

Hence people conclude that the new Hiring Process is Saving their time.

13) Is the new hiring process resulting in the reduction of work?

O Yes O No

INFERANCE:

Hence it is Reducing the work load.

Suggestion:

1) Refresh the old database in order to source those profiles which we couldn’t process previously. Eg: B.E, B.tech , M.C.A & Undergrad

2) Multi processing of the candidates profile whenever suitable .

3) Employees working in shift-basis to get in touch with the candidate would ensure better productive(on day-to-day activity)

Implementations:

1) Classify the profile into proper category & refresh the data according to their educational background

2) Flexibility of a candidate to be looked into for different process.

3) Calling should be continued till 9:00 in the night, to get the eligible candidates.

4) Regress followup should be there for every candidate.

5) To performer should be promoted irrespective of their turnover.

SUMMARY

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-

selected them selves out of job candidacy; that 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. If the right person is selected, he is a valuable asset to the organization

and if faulty selection is made the employee will become a liability to the organization.

Therefore, it deserves great care and concern to formulate and implement

recruitment strategies and sourcing process, with a foresight towards higher

organizational achievement.

The sole purpose of the project was to study the sourcing process vis-à-vis to Entry

Level Openings and to recommend changes in current process to make sourcing

more cost effectiveness.

A detailed and exhaustive study was done on the net through various relevant

websites. This was done for the delineation of the appropriate recruitment and

sourcing methods that generally, contribute to the effective sourcing of the suitable

personnel, to know the Business Process Outsourcing industry profile and to know

the company details.

Changes were suggested in the format of the sourcing sheet & also the time it is

administered to the candidate, to make the sourcing channel more efficient.

Limitations:Although every study has its own limitations, this process has also its own limitations.

Candidates wait time should be reduced ie, the wait time between the two rounds of interview should be reduced.

The Selection Process should be faster.

This Process lacked the ability to access the complete personality of the applicants.

Sugesstion:

1) Refresh the opld database in order to source those profiles which we couldn’t process previously. Eg: B.E, B.Tech, M.C.A. & Undergrad.

2) Multi processing of the candidates profile when ever suitable.3) Employees working in the shift-basis to get in touch with the candidate

would ensure better productive\ity (on day-to-day activity)

FINDINGS AND CONCLUSION

SUGESSTIONS

BIBILIOGRAPHY ANNEXURE

ANNEXURE

Annexure

Questionnaire

Objective: To assess the effectiveness of the Recommended Selection Process.

Name : __________________

Designation : ________________________________________________________

1. Your view on recommended selection process.

a) Excellent b) Good c) Average d) Poor

2. Is it good to screen the candidate over the phone?

a) Yes b) No

If Yes, why?

If No, why?

3. Is the new hiring process saving your productive time? a) Yes b) No

4. Is the new process resulting in the reduction of work?

a) Yes b) No

5. Your valuable suggestions if any

6) How long your organization is is associated with Genpact Hyd?O 0-2 yrs o 2-5 yrs o 5yrs & above

7) Why did you choose this organization?O For market value o for its good relation ship o for its work

environment o others (if specify)

8) How many other clients do you have which have a requirement of manpower like Genpact/more than Genpact?

O 0-2 o 2-5 o5 & above

9) From the above MNC clients how many have similar kind of recruitment like Genpact hyd?

O 1-2 o 2-4 o 5 & above

10) On an avg, what is the monthly requirement of manpower for Genpact hyd?O 1-10 o 25-50 o 50 & above

11) What is the avg requirement of manpower for other MNC clients of your organization?(as described in question 4)

O 1-10 o 10-25 o 25-50 o 50 & above

12) The avg recruitment for other MNC clients compared to Genpact hyd?O Less O More

13) If more for others please specify the reasons

O not satisfied with commercials termsO Not satisfied with process recruitment of GenpactO Candidates are not opting forGenpactO Other(mention below)

14) What is your feedback on the association in recruitment with an organization like Genpact?

O Good O Satisfactory O poor O Others

OBSERVATION

The observation is based on the feedback of the questionnaire that was filled by the employees of all the departments.

The questionnaire is regarding the measurement of the effectiveness of the recently initiated hiring process done through the Associate Recruitment Centre (ARC).

The feedback received was positive . Most of the executives were found satisfied with the selection process, which according to them is fully competent in picking up the best sutable candidates for the respective positions.

Most of the employees came up with a view that the screening of the candidates over the phone led to the minimization of the recruitment costs and through this technique a greater number of candidates can be reached within a short span of time.

However, some of the employees of the organization believed that this process lacked the ability to assess the complete personality of the applicants.

Benefits: -

1. Brief idea of the openings available, is given to the candidate before he gives referrals, for him to have better understanding of the openings.

2. Contact details provided help the candidate to keep in touch with the company.

3. More leads are generated through this process

4. The new process results in building database.

RECOMMENDATIONS

After conducting a study of the roles & policies of thehiring process of Genpact, it can be judicially stated that the patterns , procedures and strategies for selection and recruitment by Genpact are result oriented. Hence to a great extent this organization is very much successfully achievement of the goals. The selection process is very much successful in meeting its regular targets of hiring and ARC has made great improvement in that.

1. Changes are suggested in the format of the WOW Sheet to give more

information about the current openings & requirements, to the respondents

2. WOW Sheets should be administered to the candidates as soon as they

get registered to avoid any bias in the response in case of the candidate

being declined.

3. This process should be followed religiously to build the database of the company.

Conclusion

The Direct to candidate method of sourcing is the most cost effective methodThe contribution of this channel to the overall sourcing activity has to be constantly increased. The wow-sheet / referral sheet process leverages every candidate already sourced to interview with Genpact, to lead to many more such candidates.

Over the past 45 days, using the suggested process, the contribution of the referral method to the sourcing pool has increased from 6 referrals per day to 115 referrals per day. This suggested process should be rigorously followed by the sourcing team month on month to ensure we keep the direct to candidate way of sourcing increasing continuously.

Bibliography

PERSONAL HUMAN RESOURCE MANAGEMENT—Third edition ’98 Authors

David A. Decenzo & Stephen P. Robbins

“Human Resource and personnel Management”, 2nd edition, - K.Aswathappa

“Human Resources Management”, 7th Edition- Gary Dessler:

“Personnel Management”, 12th edition, - C.B. Mamoria:

“Personnel and Human resource Management”, 3rd edition- P. Subba Rao

Internet Sites

www.hr.com/index.cfm

<http://www.hr.com/index.cfm>

www.hr.state.tx.us/geninfo

www. Genpact.com