Summer Training Report

SUMMER TRAINING REPORT

ON

DESIGINING ANALYSIS TOOL & EFFECTIVENESS

OF THE RECRUITMENT

SUBMITTED IN PARTIAL FULFILLEMENT OF THE REQUIREMENT OF

POST GRADUATE PROGRAMME

BY

PRIYANKA SHEE

BATCH-2010-12

ROLL NO-10-838

IILM GRADUATE SCHOOL OF MANAGEMENT

OBJECTIVES

1. Objective of this project is measure the effectiveness the recruitment & design the tool and analysis of this survey.

2. Objective of this study is what are the various strategy adopt to acquire & retain the talent.

ACKNOWLEDGEMENT

It is with a sense of great pleasure and satisfaction that I am presenting this internship report.

I sincerely acknowledge my gratitude to Mr. Pradeep R & Mr. Abhijit Mitra Senior Manager (Human Resource) for giving me an opportunity to do this project.

My deep sense of gratitude to Ms. Barnali chatterjee & Mrs. Sabari Das (Senior executive manager) of Siemens Pvt. Ltd Kolkata for providing information about their company's products and helping me throughout the training.

I take this opportunity to convey heart ful thanks to placement office of IILM GSM and, for providing me with the necessary infrastructure, thereby giving me freedom to carry out the summer internship training in my area of interest.

I also owe my sincere thanks to my faculty mentor Dr. Richa Mishra of IILM Graduate School of Management for their valuable guidance and suggestion in the preparation of this report and completing the same successfully.

Last but not the least, I feel indebted to all those persons and organizations who have provided helped directly or indirectly in successful completion of this study.

Thanking You

Priyanka shee

DECLARATION FORM

I hereby declare that the Project work entitled________________________

_____________________________________________(write the title in Block Letters) submitted

by me for the Summer Internship during the Post Graduate Diploma in Management Program

to Institute for Integrated Learning in Management, Greater Noida is my own original work and

has not been submitted earlier either to IILM GSM or to any other Institution for the fulfillment of

the requirement for any course of study. I also declare that no chapter of this manuscript in whole

or in part is lifted and incorporated in this report from any earlier / other work done by me or

others.

Place :

Date : Signature of Student

TABLE OF CONTENT

Topics Page no

1. INTRODUCTION

2. OBJECTIVE

3. RESEARCH METHODOLOGY

4. COMPANY PROFILE

5. COMPANY STRUCTURE

6. PRODUCTS & SERVICE COMPETITORS

7.

EXECUTIVE SUMMARY

The project report is all about recruitment and selection, acquisition process that is an important part of any organization. Recruitment highlights each applicant’s skills, talents and experience. The selection involves developing a list of qualified candidates, defining a selection strategy, identifying qualified candidates, thoroughly evaluating qualified candidates and selecting the most qualified candidate. Talent acquisition process as practiced by many companies. If right person is appointed at right place the half work has been done. I

In this project, I have tried to cover all the important point of strategic planning of the recruitment means talent acquisition. Talent Acquisition means need to sell the job. The project is all about attracting the candidates & to retain the new employees. Now-a-days increasing many global organizations in India. In every human resource department are sourcing from diverse and disparate talent pools to build crucial talent pipelines from top talent. To attract the right people HR dept need to offer them a unique employee value proposition.

The core concept of Talent Acquisition is to get away from fill the box thinking to one that is more proactive part of the recruitment. In this process of talent acquisition is planning, sourcing, assessing, hiring and on-boarding of new or existing employees into appropriate positions within the organization. The process applies to all types of employment relationships, including full and part-time employees, contractors, contingent staff, or outsourced worker relationships. The focus of the process is on attracting talented workers to the organization. The main factor is which I tried to found that increasing competition & the shortage of talented workers.

Talent acquisition is new trend of recruitment process. In traditional recruitment only fill the open positions or vacancies. Talent acquisition means not only filling open positions but also identifying future openings and filling those positions or creates a talent pool. Companies today are facing a severe shortage of talent. In order to gain competitive advantage, companies need to invest in the two most critical components of talent acquisition: sourcing and assessment. This two strategy is the best strategy talent acquisition.

INTRODUCTION

Human Resource is a basic need of any work to be done. According to,

ARTHUR LEWIS: “There are great differences in development between countries which seem to have roughly equal resources, so it is necessary to enquire into the difference in behavior.

The project report is all about recruitment and selection process that is an important part of any organization & acquire a new talent..

Talent is becoming recognized a core competitive asset in business organization. Many companies adopted talent management programme & process is an effort to attract, select, develop, engage & retain talented employees who can help to achieve the business objectives. Strategic Talent Acquisition has to be a long-term view of not only filling positions today, but also using the candidates that come out of a recruiting campaign as a means to fill similar positions in the future. These future positions may be identifiable today by looking at the succession management plan, or by analyzing the history of attrition for certain positions.

Many industrial researchers discover that, companies need for talent, particularly leadership talent, was growing faster than the available supply. The alignment is between the talent brand & employer brand.

In this project I have tried to cover all the important point that should be kept in mind while acquisition and selection process and have conducted a research study through a questionnaire that I got it filled with all the employers of four different company &employee, applicant, candidates of Siemens, and tried to find out which methods and various other information related to talent acquisition and tries to come to a conclusion at what time mostly the manpower planning is , what the

various strategic plan is used for attracting the candidates and on what basic the selections is done.

Not only for attracting the candidates, new employee also. In this project I had also cover how to retain new employees. This is actually a part of behavioral mechanism of recruitment. These are the effectiveness of the recruitment.

LITERATURE REVIEW

Theorization part of the behavioral phase of recruitment

HR department’s today are tasked with maintaining staffing levels, reducing vacancy rates and identifying passive candidates for critical-to-fill positions with less resources/budget.

Organizations face the serious challenge of outperforming recruitment requirements while managing process efficiency.

Talent acquisition is managing all the sub-processes involved in finding, attracting, and eventually hiring highly talented individuals who will integrate smoothly and productively into the company& the culture. Talent acquisition helps streamline the entire recruiting process and reduce overall recruiting costs. This is a micro part of recruitment. Basically behavioral part focus on recruitment process

Talent Acquisition describes the overall strategic process around identifying market sectors, targeting client prospects, running direct marketing campaigns, selling and receiving the order (i.e. acquiring a new talent), so Talent Acquisition involves all the sub-processes around finding, attracting and engaging highly talented individuals into your organization.

Factors of the Behavioral Part Of the talent acquisition

Employer Branding : An employers brand is the image seen through the eyes of, employees and potential hires. Employment branding is the employer’s unique traits and characteristics that are valued by employees and prospective employees and is used apart of the employers marketing strategy. It is the way an organization distinguishes itself internally and externally.

Employment is a 2-way partnership; the employer and prospective employee attract each other with a mutually beneficial employment proposition. As part of creating this proposition, an employer needs to understand its current and future audience, anyhow this audience intersects with what the employer is and what it hopes to achieve. The employment brand will allow the organization to know what it is selling and will help candidates know what they may be purchasing ́in terms of potential commitment.

Explor e new marketing outlets – using Internet-based technologies social networking sites, to reach passive candidates and targeted groups. To create efficiency in recruitment process & workflows& obtain input from hiring

Managers. Social media is a multi way communication where the level of engagement is good indicator of the level of influence.

Social media is a powerful and cost-effective tool that can be leveraged to promote employer brand. It can use it to communicate, illustrate, and solidify employer’s vision and mission. It can use it to provide a preview of what it’s like to work for organization, effectively starting the on boarding process even before an employee is hired

Expand the talent pipeline- proactively build & expand the pool of the candidate. To emphasize the strategic work force planning. When the talent need arises, to scale back& freeze the talent acquisition efforts.

Pre-Boarding - pre-boarding is the process of beginning the integration of a new hire into the new organization & work team. The first aspect of pre-boarding process is-

Role ambiguity - Newcomers often do not have a clear definition of the full scope of their responsibilities & objectives. Indeed, they may not know whose expectations beyond those of their immediate supervisor. They are required to meet in order to be successful. Newcomers who are successfully assimilated develop a clear view of their role. They understand the tasks they are expected to perform & the work priority that should govern how they allocate their time & other resources.

Plan- the planning phase of talent acquisition involves the development of staffing level plans to meet the needs of the business strategy and operational plans. Such plans should cover the number of staff required by organizational product groups, the po ten t ia l source o f such s ta f f and the appropriate employment relationship, their required skills and competencies, and the appropriate budget for the staffing plan.

Source- the sourcing phase involves sourcing these job requisitions through the se lec ted rec ru i t ing channe ls . Human resource o rgan iza t ions today can eas i l y manage multiple channels for recruitment including an internal career Web site, Internet job boards, staffing agencies with their own Web sites, employee referral programs, university or association Web sites.

Assess- the assessment phase inc ludes a range o f ac t i v i t ies to assess the qualifications of the applicants that initial screening criteria, and to select the lead ing

cand ida tes fo r the pos i t ion . Assessment ac t i v i t ies inc lude in te rv iew ing , internal testing programs, third-party assessment services, background checks, employment verification, and reference checks. The assessment activities w i l l d e p e n d o n t h e c o m p a n y ’ s p o l i c y a n d t h e c o s t o r t i m e i s i n v o l v e d .

Hire- the hiring phase includes activities to coordinate and manage candidate communications and notifications, offer letter creation and approval, offer making, negotiations and offer acceptance. These activities may involve one or more top candidates.

On boarding- the on-boarding phase traditionally includes all of the activities that need to occur dur ing the f i r s t few days o f employment . Th is inc ludes comple t ing the req u i red government and company fo rms, enro l l i ng in the employee in ben ef i t s programs, and providing company policies and other information as part of the “new h i re package. ” I t a lso inc ludes conduc t ing an in i t ia l employee or ien t a t ion to the c o m p a n y .

Now-a-days developed a multi channel sourcing strategy along with structured interview tools to tap the right kind of people to match the criteria. Internal Resource Centre team Works tirelessly on developing one of the most comprehensive database through –

Employee referrals Social Networking (Twitter, Face Book, etc.) Headhunting Cold Calling SMS campaign Walk - In Institutes Alumni Databases Advertising (in blogs, on sites, Billboards, newsletters, and mailing groups) Job Portals

Just-in-time recruitment- j u s t i n t i m e r e c r u i t m e n t i s d i s t r i b u t i o n s t r a t e g y o f t a l e n t a c q u i s i t i o n . Recruitment is also a time-sensitive

business and the phase is picking up. It’s a concept of total quality management. Readiness time lines are given, quality assurance is used in everything whether its recruitment or quality process. This is a proactive process of the recruitment. Strategic HR needs to adapt employer branding to targeted top performer.

Personality Pattern:- Personality plays a great role in the acquisition. New comers who are high self-mentoring have been found to more proactive seek out & be influenced by the mentors. Basically managers are proactive personality.

The Talent Paradigm

BIBLIOGRAPHY

1. ARTHUR LEWIS,2. K. Aswahthappa (2001),Human Resource and Personnel Management3. www.google.com

RESEARCH METHODOLOGY

In everyday life human being has to face many problems like social, economical, financial problems. These problems in life call for acceptable and effective solutions and for this purpose, research is required and a methodology applied for the solutions can be found out.

Research was carried out at SIEMENS Pvt .Ltd to find out the “various strategic planning of the recruitment.”. Theory says the research design must specify the data collection method, research instrument and sampling plan. This is basically exploratory research. In this project I had designs a tool & did survey & then I did the analysis part .

TALENT PARADIGM

Talent Acquisition

Talent Retention

Talent Development

Data Collection:-

The primary data was collected through

1. Observation2. Interview3. Questionnaire

Sample Size:-

Sample Size was taken 45 in employee side(employee side segmented in three parts that is employee, applicant, candidate).In employer side sample size was 16.

Questionnaire:

Employer side:

1. What do you expect your budget for recruiting developing & retaining employee to change over 3 yrs?a. Yes, b. no, c. may be, d. may not be

2. How employer brand building to attract & retain the best talent?

a. Advertisement, b. Social networking c. consultancy, d. none of these

3. Which broadly defined job description are the most critical in terms of attracting & retaining employees?

a. Marketing b. Automation c. Logistics d. Engineering

4. What is the objective of the employee on boarding programmer in your organization?

a. for introduction ,b. for integration, c. for relationship management . d. for retention

5. Is the on boarding process same for all the employees who are joining in the organization?

a. all candidates, b. not for all candidates, c. selected candidates, d. none of these

6. What impression do you want to give new hire about the type of people who work in this organization?

a. Powerful impression b. cooperative c. Competent d. Reliable

7. Excluding financial compensation which of the following do you believe are your organization most effective means of rewarding motivating & retaining talent?

a. providing opportunity, b. providing mentoring c. providing training

8. In the next three years how effective will the following elements of compensation be in terms of attracting &retaining top performer?

a. Base pay, b. Health care benefits c. child care cost, d. Job security e. equity benefits

your company have a workplace violence prevention plan?

9. Does your company have a workplace violence prevention plan?

a. yes b. no , c. In progress. d. some what extent

10. What major challenges are you facing when you recruit talented people?a. salary negotiation, b. good facility provider, c. Extra benefit d. financial benefits.

Employee Side :

1. Do you want to be a part of Siemens?Ans - a. yes, b. no, c not yet. d. not now.

2. What do you think about Siemens brand equity?

a. good, b. very good, c. not so much good, d. bad

3. How significant is brand for you while choosing your employer?

a. Extremely significant, b. Significant, c. Some what significant, d. Not significant

4. Name the top five brands that come to your mind when you think about your career?

5. Excluding financial compensation what rewards to motivate you?

a. Job role, b. Freedom, c. Power, d. Authority

6. Which type of leadership you prefer?

b. Authoritative, b. cooperative c. Competent d. Reliable

7. What type of development do you think appropriate for you career growth in organization?

a. Skill assessment, b. stress assessment, c. behavioral training d. personality grooming

8. How do you perceive Brand?

a. Quality, b. Trademark, c. Brand associates.

7. How much corporate brand loyalty of any company in your job career is composed& affected?

a. affected, b. very much affected, c. not affected, d. none of these.

If Siemens hires you then how long do you plan to be with this organization?

Ans - a.5-10 yrs, b. 10-15 yrs c. 15-20 yrs, d. Till retirement

10. What do you feel about your career in Siemens industry?

a) Flourishing with tremendous opportunities

b) Stagnating

c) Declining

d) Others

11. What do you see as the most important opportunities for improvement in your career if you join to this company?

Additional Question :

1. What part of the recruitment process attracts you?

2. What would you suggest for improvement in the recruitment process?

3. Do you have any specific concerns that have not been addressed?

4. What was for you the most difficult part of the recruitment?

Company History

Siemens was founded in Berlin by Werner Von Siemens in1847. As an ordinary inventor, engineer and entrepreneur, Werner Von Siemens made the world’s first pointer Telegraph and electric dynamo, the inventions that helped put the spin in the Industrial revolution. For over 50 years, Siemens has been active in India, where it holds leading positions in its Energy, Industry and Healthcare Sectors, while Siemens IT Solutions and Services functions across all three Sectors. In 2008, Siemens India was the top ranked company by Business Week in its annual rating of Asia’s 50 companies.

The quality policy of Siemens is "Customer Satisfaction through Continuous Improvement”. The main

objective of this company is to create value for customers. Siemens is today technology giant in more than

190 countries.

Siemens Pvt. Ltd. located in Kolkata, India with approx 400 employees, in the field of Technology Solutions business for customers among various steel makers. Siemens is a world renowned technology provider. Siemens has extensive experience in providing a totally cost optimized packages to their customers. On the basis of their vast experience, innovative solutions they are capable of offering highest operational, economical & environment friendly production.

The Company has eleven segments: Industry automation, Drive Technologies, Building Technologies, Industry Solutions, Mobility, Fossil Power Generation, Oil & Gas, Power Transmission, Power Distribution, Healthcare and Real Estate.

Werner von Siemens

http://www.siemens.com/press/en/pp_cc/2007/10_oct/sosep200729_01_1465443.htm

SIEMENS’S VISION STATEMENT

“To remain market leader and technology pace setter in the engineering and electronics industry by utilizing the high tech expertise in Siemens group worldwide to maintain strong and prominent local

presence.”

This is the compelling vision that Siemens India has created through the active contribution of its employees. This not only define the way they live and work but also serves a reminder to deliver the best to their customers, shareholders, colleagues, partners& employees at all times.

Embedded in this vision are the core values of Integrity, Customer centricity, Passion for winning, Innovation and Empowered team that they have collectively defined and committed to working towards.

Competitors of Siemens

1. ABB LTD.2. ALSTOM 3. GENERAL ELECTRIC CO.4. DANIELI

PARTNERS

SIMPLEX

Peter Löscher, President and CEO of Siemens AG

FINANCIAL PROFILE OF THIS COMPANY

Siemens is a global powerhouse in electronics and electrical engineering, operating in the industry, energy and healthcare sectors. The company has around 400,000 employees (in continuing operations) working to develop and manufacture products, design and install complex solutions for individual requirements.

For over 160 years, Siemens has stood for technical achievements, innovation, quality, reliability and internationality. Today, Siemens is a global powerhouse with activities in nearly 190 regions.

In fiscal 2008, Siemens had revenue of EUR 77.3 billion and income from continuing operations of EUR 1.859 billion. As a non-bank financing provider, we supply Siemens and business-to-business customers worldwide with capital for infrastructure, equipment and operations. Siemens markets & industry have an expert manager of financial risks within Siemens and a competent investor in innovative technologies and sustainable infrastructures. In fiscal 2010, our Industry sector had some 204,000 employees worldwide, activities in more than 130 countries, total revenue of 34.9 billion euro’s and profit of 3.5 billion euro’s.

PRODUCT & SERVICES OF THIS COMPANY

Siemens have many products, solution & services. These are mentioned below:-

1. Industry Sector : - Siemens Industry Sector is the world’s No. 1 supplier of manufacturing, transportation, building and lighting systems. In automation technologies and a comprehensive array of industry solutions, Siemens trying to increasing the productivity, efficiency and flexibility of strong customers base in the industry and infrastructure segments

2. Energy Sector:- Siemens Energy Sector is the world’s leading supplier of a wide range of products, solutions and services for power generation, transmission and distribution as well as for the production, conversion and transport of the primary fuels oil and gas. Siemens are the only supplier worldwide with comprehensive knowhow encompassing the entire energy conversion chain and, in particular, plant-to-grid connections and other types of interfaces. Siemens focus primarily on the requirements of energy utilities and industrial companies, particularly those in the oil and gas industry.

3. Healthcare Sector:- Siemens Healthcare Sector is one of the world’s largest healthcare providers, Siemens Healthcare the first integrated healthcare company to combine imaging and laboratory diagnostics, therapy solutions and medical information technology and supplementing such with consulting and services.

4. Equity Investment:- In general, the segment Equity Investments comprises equity stakes held by Siemens that are accounted for by the equity method or at cost and which are not allocated to a Sector, a Cross-Sector Business, SRE, Pensions or Corporate Treasury for strategic reason.

5. Nokia-Siemens Network:- This network leading global enabler of telecommunications services, With focus on innovation and sustainability, this telecommunication provide a complete portfolio of mobile, fixed and converged network technology as well as professional services including consultancy and systems integration, deployment, maintenance and managed services. This is one of the largest telecommunications hardware, software and professional services companies in the world.

Strong areas of Siemens

Siemens has been increasing it’s spend on Research and Development activities. The increased infrastructural and financial support reflects the Company’s resolve to stay ahead of competition by delivering innovative quality products and its commitment to total customer satisfaction.

Internal Strengths of Siemens are the core competencies, corporate capabilities and

Resources that provide the basis for a company’s strategy, other strength points are the -

Diversity is a success factor for Siemens. High quality and Vast range of products. Brand image and own production. After sale service and online service Strong position in market & high market share. Highly motivated& satisfied employees.

At Siemens, end-to-end products, systems and solutions for industrial and building automation as well as infrastructure installations are provided. These solutions cover project management, engineering and software, installation, commissioning, after-sales service, plant maintenance and training.

Today, like 160 years ago, research, development and innovation at Siemens are geared to the major needs of the day. Innovations from Siemens have changed the world: from the invention of the dynamo to the world’s largest, most efficient gas turbine; from the first commercial light bulb to the luminescent white light-emitting diode (LED); from the first electronic controls to the intelligent factory; from the first electric streetcar to maglev trains capable of traveling more than 500 kilometers an hour; and from the first images of the inside of the human body to 3D all-body scans.

Achievements of Siemens

1870: The India line

The Indo-European telegraph line or India line from London to Calcutta (under construction since 1867)

entered service in the spring of 1870. Its length was almost 11,000 kilometers.



1856: Telegraph using the Siemens armature

In 1856 Werner von Siemens invented the H armature or Siemens armature and used it in a pointer telegraph

with a hand magneto (railway telegraph).

1874: Cable ship „Faraday“

The Siemens cable ship “Faraday” (c. 5,000 GRT) was built in 1873/1874 by William Froude to the design of the

Siemens brothers. By 1884 this ship had laid 6 transatlantic telegraph cables.




1866: Dynamo machine

The dynamo machine, invented by Werner von Siemens in 1866. With the dynamo an era began in which electrical energy could be generated economically in large amounts.

Jun 23, 2008 | Most powerful gas turbine for the power plant Irsching

With a power output rating of 375 megawatts (MW), the SGT5-8000H gas turbine in Irsching, near Ingolstadt, Germany, is the world`s biggest and most powerful gas turbine. Its output is sufficient to provide the population of a city like Hamburg or Barcelona with power.


http://www.siemens.com/press/en/presspicture/pictures-photonews/2007/pn200701/pn200701-10.htm


Current topic: RFID augments hospital processes

Radio bracelets can inform physicians of a patients medical history almost instantly. An RFID (Radio Frequency Identification) chip stores the wearers data, which can be accessed by a hand-held computer or laptop. Treatment and administrative procedures are made more transparent and economic through this technology; it also makes patient identification more reliable. RFID patient bracelets from Siemens are currently in use at the Saarbruecken Clinic and at the New York Jacobi Medical Center

Current topic: Transrapid in Shanghai

Developed and delivered by Siemens: The Transrapid in Shanghai is a technological superlative and a forward-looking answer to the transportation problems of this megacity.




2001: Siemens on the US stock market

A large banner on the building of the New York Stock Exchange marks the start of Siemens on the Wall Street on 12th March 2001. The initial market rate for Siemens share certificates was at 112.25 USD.

.

2007: Akquisition of Dade Behring

With the acquisition of the US company Dade Behring Siemens tightens its position as a trendsetter in the health care sector. Dade Behring is specialized exclusively on laboratory diagnostics. Early detection of a disease in order to take countermeasures – that`s the big chance of laboratory diagnostics.




Current topic: CT with „dual energies“ makes diagnosises easier

For the first time a CT can distinguish automatically different kinds of tissue in one scan. The Somatom Definition by Siemens provides two x-ray sources that can work simultaneously with different radiation levels. With the software syngo Dual Energy the CT can detect for example vessels and bones distinguishable from each other. Conventional CTs needed two scans for this purpose. The new possibilities enable doctors to make faster and more precise diagnoses. The picture is provided by the Universitätsklinik Großhadern in Munich.

Oct 10, 2007 | Current topic: Offshore wind farm Burbo

Burbo Bank Offshore Wind Farm in Liverpool Bay with 25 wind turbines supplied by Siemens Power Generation. Erection of the type SWT-3.6-107 wind turbines are rated at 3.6 megawatts (MW) was completed ahead of schedule in only 43 days. Following commissioning and hookup of the offshore wind farm, the wind turbines will start commercial operation, supplying environment friendly power to more than 80,000 households as of the end of 2007. The offshore wind farm has a total installed capacity of 90 megawatts.




2007: Akquisition of UGS

In May 2007 the Texan company UGS became a part of Siemens Automation and Drives (A&D). This business development helps Siemens to optimally merge the real and the virual worlds of production with each other. This means great savings for the customer: Thanks to simulation technology complex processes of a complete factory can be optimized and downtime can be drastically reduced. The picture shows a simulation in the field of car production.

Current topic: Ostar Lighting

Osram has developed a small light-emitting diode spotlight that achieves an output of more than 1,000 lumens for the first time. That’s brighter than a 50-watt halogen lamp, thereby making the device suitable for a broad range of general lighting applications. The Ostar Lighting LED can provide sufficient light for a desk from a height of two meters, for example. Its small size also enables the creation of completely new lamp shapes.




Oct 10, 2007 | 1923: “Siemens-D-Zug” radio

The “Siemens-D-Zug” or express train, a crystal detector receiver with a three-stage tube set and horn loudspeaker, was unveiled at the first Great German Radio Exhibition in 1924.

Oct 10, 2007 | 1936: W48 telephone

The W48 telephone set was introduced in 1936 and manufactured until 1960. It has since become a classic.




1976: Ultrasound Vidoson 735

In 1976 Siemens developed an enhanced ultrasound device that could be used in gynecology and obstetrics, but also in internal medicine for diagnostic purposes. The scanner enables images of cross sections of the human body on a scale of 1:1 at a rate of 15 to 30 frames per second

1959: Simatic control system

Simatic, a modular electronic control system develops into an important element of Siemens automation technology after 1959 (photo taken in 1961).




Oct 10, 2007 | 1959: "Siemens 2002“ computer

The “Siemens 2002” data-processing system, shown to the public in Hanover, 1959. It was the world’s first mass-produced fully-transistorized universal computer.

Oct 10, 2007 | 1983: Simatic S5

In collaboration with the users Siemens developed with the Simatic S5 an instrument for operating, observing and diagnosing production processes.




2006: Bayer Diagnostics und Diagnostic Products Corporation

Siemens takes over Bayer Diagnostic as well as Diagnostic Products Corporation and thus expands its position in the growth market of molecular diagnostics. The picture shows modern laboratory automation: Analysis systems like those from the Adiva series transporting samples to the test stations.

1897: Share of Siemens & Halske

One of the first share certificates of Siemens & Halske AG, which was transformed into a stock company in 1897.




1897: Brakpan power plant

Stator for one of the three-phase generators in the Brakpan power station, near Johannesburg/South Africa, 1897.

1896: X-ray diagnostic equipment

X-ray diagnostic equipment in a doctor’s surgery of 1896.




1905: Engineers in a laboratory

Engineers in the laboratory of Siemens & Halske’s Wernerwerk in Berlin-Siemensstadt, 1905.

1905: Tantalum lamp

Advertisement for the tantalum lamp of Siemens & Halske, 1905: It was the first practical metal filament incandescent lamp.




1900: Cable factory Kabelwerk Westend

The first Siemens factory - the Kabelwerk Westend, initially for the manufacture of cables - near Berlin in the area which later became Siemensstadt, about 1900.

1879: First electric railway

At the Berlin Trade Fair, 1879: the world’s first electric railway (powered from external source), built by Siemens.




1881: Telephone exchange

First German telephone exchange in Berlin (manually operated), installed by Siemens & Halske, 1881.

1881: First electric tramway

The world’s first electric tramway at Lichterfelde near Berlin, built by Siemens, 1881.




1892: Erding power plant

First municipal three-phase AC power station, built by Siemens, at Erding/Upper Bavaria, 1892.

1856: Letterhead of Siemens & Halske

Letterhead of the Siemens & Halske Telegraph Construction Company, 1856.




1847: First workshop of Siemens & Halske

View on to the back premises of 19 Schöneberger Straße, Berlin, where the first workshop of Siemens & Halske was opened in October 1847.


GRAPHICAL ANALYSIS

Q1.BUDGET FOR RECRUITING

Option 1 Option 2

Option 3 Option 4

Q2.EMPLOYER BRAND BUILDING

Option 1 Option 2

Option 3 Option 4

Q3.ATTRACT JOB DESCRIPTION

Option 1 Option 2

Option 3 Option 4

Q4.OBJECTIVE OF THE ONBOARDING

Option 1 Option 2

Option 3 Option 4

Q5.IS ONBOARDING PROCESS SAME FOR ALL

Option 1 Option 2

Option 3 Option 4

Q6.IMPRESSION MANAGEMENT

Option 1 Option 2

Option 3 Option 4

Q7.EXCLUDING FINANCIAL COMPENSATION WHICH THING MOTIVATE

Option 1 Option 2

Option 3 Option 4

Q8.RETAIN THE TOP TALENT

Option 1 Option 2

Option 3 Option 4

Q9.WORKPLACE VIOLENCE PREVENTION PLAN

Option 1 Option 2

Option 3 Option 4

Q10.MAJOR CHALLENGE FACE WHEN RECRUITMENT PART DONE

Option 1 Option 2

Option 3 Option 4

Q1.what do you think about Siemens

Option 1 Option 2

Option 3 Option 4

Q2.what do you about Siemens Brand Equity

Option 1 Option 2

Option 3 Option 4

Q3.how significant is brand fr you when you choosing employer

Option 1 Option 2

Option 3 Option 4

Q4.are you consider Siemens Brand is in top 10 in world

Option 1 Option 2

Option 3 Option 4

Q5.excluding financial compensation which thing motivate you

Option 1 Option 2

Option 3 Option 4

Q6.which type of leadership you prefer

Option 1 Option 2

Option 3 Option 4

Q7.what type of development is appropriate for your careergrowth

Option 1 Option 2

Option 3 Option 4

Q8.how do you perceive Brand

Option 1 Option 2

Option 3 Option 4

Q9.If Siemens hires you how long do you plan to be with this company

Option 1 Option 2

Option 3 Option 4

Q10.what do you feel about Siemens Industry for your career

Option 1 Option 2 Option 3

Option 4

STATISTICAL REPORT

COMPARISON 1

Employer Side

Q2.EMPLOYER BRAND BUILDING :

150%

350%

Q2.EMPLOYER BRAND BUILDING

Employee Side


Option 133%

Option 367%



Option 144%

Option 322%

Option 433%


INTERPRETATION

From the above result it can be interpreted that employer branding is a vital part of talent acquisition. This result said that every candidate attract very much only this component. Employer branding is also correlated with company brand value. In a marketing perspective this point plays

a major role in talent acquisition. This result based on the employer response & candidates, applicant response also.

COMPARISON 2

Employer Side

Q7.EXCLUDING FINANCIAL COMPENSATION WHICH THING MOTIVATE

Option 225%

Option 375%


Employee Side

Q5.excluding financial compensation which things motivate you

Option 133%

Option 222%

Option 344%


INTERPRETATION

in comparison 2, it can be interpreted that almost employer choose option 3,that means training programme,in this result it can be said that all employer think training programme is the most importent programme to motivate the new employee & old employee also.It is most the importent process to retain the employees. On the other hand most of the employees opted on option 3 means power.On this result it can be interpreted that most of the talent people are want power & indepency,freedom.So there is a overlapped point that is employer expectation& employees satisfaction.

COMPARISON 3

Employer Side

Q8.RETAIN THE TOP TALENT

Option 120%

Option 240%

Option 320%

Option 420%


Employee Side


Option 122%

Option 244%

Option 333%


INTERPRETATION

from the above result it can be interpreted that in employer side,in the whole employer population 60% are opted 2nd option means all most HR dept think that health care benefit is the most important benefit to retain the top talent.on the other hand in employee side most of the employees opted they wants to stay in this company till retirement,so in this comparison it can be said that Siemens have a very low attrition rate

Employer Side


Option 150%

Option 250%


INTERPRETATION

in this above result it can be interpreted that in the whole population of employer, 50% employer opted option 1 & 50% employer opted option 2.This is basically forcasted of talented people which is done by the

HR.Thisis all involved in how to retain,what is the cost of the recruitment & budget& auditing also.


Option 125%

Option 325%

Option 450%


INTERPRETATION

From the above result it can be showed that in this diagram 50% respondents are opted option 3 & 50% respondents opted 4.So in this case it can be interpreted that on boarding process is importent for all employees & talented employees also.This is strating phase of the engagement process.


Option 350%

Option 450%


INTERPRETATION

From the above result it can be interpreted that in the whole population most of the respondents opted option 3 & 4.That means al most respondents response 3&4,employer think that the main objective of this programme are retention & engagement.


Option 2100%


INTERPRETATION

From these result it can be interpreted that all are respondents opted that option 2.on this above result found to be that HR people are think same as.onboarding programme is importent for all candidates.


Option 225%

Option 475%


INTERPRETATION

From the above result it can be interpreted that in the whole population 75% employer opted option 4 that means the result said that all most employer want to give to the reliable impression to new hire employees.


Option 225%

Option 350%

Option 425%


INTERPRETATION

From the above result it can be said that 50% respondents are opted option 3.So it can be concluded that the work prevention plan in progress & it something new implemented done by the HR.


Option 350%

Option 450%


INTERPRETATION

From the above result it can be interpreted that in the whole population, 50% respondents are opted option 3& 4.So it can be concluded that all the employer share their experience that is when they recruit new hire the major demand of the candidate side is they want financial benefits most.

Employee Side


Option 122%

Option 278%


INTERPRETATION

In this result it can be inferred that in this whole population 78% candidates are choose option 4 .Means al most candidates think that siemens brand is top 10 in this world.


Option 122%

Option 233%

Option 444%


INTERPRETATION

From this result it can be interpreted that 45% candidates choose that option 4.that means almost respondents choose reliable leadership they prefer.It means everybody wants a freedom feeling in organisation.

Q7.what type of development is appropriate for your career growth

Option 256%

Option 344%

Q7.what type of development is appropriate for your careergrowth

INTERPRETATION

From this result it can be interpreted that 56% employee choose option 2 & 44% employee choose option 3.That means all most employees are wants stress assessment & behavioural training for their career growth.


Option 144%

Option 233%

Option 322%


INTERPRETATION

From the above result it can be interpreted that in the whole population 45 % candidates & employee choose option 1 that means these employees perceive brand as in quality & 33 % employees & candidates choose option 2 that means these employees perceive brand as in trademark.So it can be said that this is basically employees perception about brand.


Option 178%

Option 222%


INTERPRETATION

From the above result it can be interpreted that in the whole population 78 % candidates & employee choose option 1.That means most of the employees think In siemens they can get chance flourishing & tremendeous opportunity for their career in Siemens.

Recommendation

Siemens is a very good company, there do not require any recommendation & suggestion, but further of my project it can be recommended They need to be concentrate on more advertisement.

ConclusionThe recruitment process is both long and costly, and when a mistake is made it can be catastrophic for the organization and the individual involved. Furthermore, the process is complex and offers as many opportunities for making a bad decision as a good one. So, effective recruitment and selection needed. Effective recruitment and selection is critical to company success in the future. Employing the right person, in the right job and the right time will save managers endless hours. We think the proposed system makes the recruitment and selection process more effective for the organization.

Summer Training Report

Documents

Transcript of Summer Training Report