Tech Mahindra Project Report Essay Example for Free

Tech Mahindra Project Report Essay Chapter i industry analysis 1.1 Competition in the industry: HIGH The intensity of rivalry competitors in an industry refers to the extent to which firms within an industry put pressure on one another and limitseach other’s profit potential. According to porters 5 forces industry analysis framework, the intensity of rivalry among existing firms is one of the forces that shape the competitive structure of an industry. It depends on different factors such as Number of competitors, Industry growth, Degree of differentiation, exit barriers, Client’s switching cost. Looking at each of them: 1.1.1. Number of competitors Software industry consists of numerous players, because of the rivalry will be more intense. Presence of a large number of players in industry leads to competition and rivalry among companies. Threat from rivalry and competition poses a threat to domestic companies. 1.1.2. Industry growth Indian software industry has registered a strong rate in the past few years. Outsourcing has played a major role in the growth of Indian software industry. Software export has registered a very strong annual average growth rate of 45%during past years. Software industry is one of fastest growing industry in India. 1.1.3. Degree of differentiation Industry’s offerings are undifferentiated which leads to high rivalry. Industry players are providing equivalent after sales services, which includes installation, training etc. 1.1.4. Exit barriers Exit barriers for existing software companies are low as the initial capital requirement is low in software industry. 1.1.4. Client’s switching cost- When clients switching cost is low, industry rivalry is more intense. Clients are articulate for their need and generally ask for customized product. So switching from one product to another is not taken place generally and if they switch, they generally go for the software which suits to their current platform and configuration and prefer the same vendor. So, for customized software, clients switching cost is low. Competitors of Mahindra Satyam in different categories are: * Tata Consultancy Services * Wipro * Infosys * HCL Technologies 1.2. Potential of new entrants into industry: MEDIUM As evidenced by the huge number of players in the Software field, barriers to entry are very low. Costs of developing a product are relatively low, and a few thousand dollars are all that may be needed to create a product and step into the market.Factors influencing potential of new entrants are differentiation, brand establishment, initial capital investment, and economies of scale. 1.2.1. Differentiation: Highly differentiated products or well-known brand names are both barriers to entry that can lower the threat to new entrants.Differentiation can be done in many ways but it’s costly for thecompany. Industry offerings are undifferentiated which leads to highrivalry. Industry players are providing equivalent after sale services,which includes installation, training etc. 1.2.2. Brand establishment: In software industry, branded products do not have any impacton client’s requirement. Thus, brand establishment is low whichmakes low barrier for new entrants. 1.2.3.Initial capital investment:Initial capital investment is low in establishing new company insoftware industry. Software industry is based on intellectual property thus it does not require higher capital investment. 1.2.4. Economies of scale: Due to financial crisis, many companies share their human resource skill to handle more than one project. By resource sharing they develop more software products. Thus an economy of scale is moderate. Another reason for high threat of new entrants is favorable government policies. Location is one of the favorable factors as such location does not have any major impact on software development target market. 1.3. Power of suppliers: LOW There are no suppliers to speak of in this industry, since all that is needed is an idea and some coders to get it up and running. 1.3.1. Availability of vast talent pool: Software professional are widely present across the globe, including fresher and experience which provide employers high benefit to recruit at competitive salary package. There is a largesupply of trained and educated professionals. 1.3.2. Skill differentiation: There is a low skill differentiation among the software professionals which makes the employers able to switch human resources. 1.3.3. Buyer concentration: When buyer’s concentration is high, suppliers power is low,employer are more concentrated focused for their required humanresource skill.Other factors which make the suppliers power low are due to slowdown, job cuts and layoffs. 1.4. Power of customers: HIGH The answer to this is dependent on the particular segment we are talking about. Since many of the players in this segment are mega corporations, the bargaining power of customers is extremely low for the small business segment. But in the enterprise segment, the customers themselves are mega global corps; the bargaining power is a lot more. Therefore, it is hard to make a sweeping statement for the entire industry. 1.4.1. Buyers switching cost: When clients switching cost is low, buyers power is higher.Clients are articulate for their need generally ask for customized product. So switching from one product to another is not taken placegenerally and thus buyers switching cost is low where as it is high for buying products at the organization level as it requires highinvestment in terms of money as well time. Employees do not acceptthe change easily which affects their productivity. 1.4.2. Buyers concentration: If buyers are concentrated compared to sellers, if there are few buyers and many sellers buyer power is high. Generally buyers go for customized software, on time investment, which makes them more concentrated. 1.4.3. Buyers price sensitivity: If the consumer is price sensitive well educated regarding the product, the buyer power is high. Market is highly price conscious promotion driven. Outsourcing has major role in Indian software industry; international clients are more prices sensitive. 1.4.4. Buyers information availability: As the software products are developed based on clients requirements, buyers are well informed about the software products. 1.5. Threat of substitute products This is a somewhat dicey point. The boundaries of the â€Å"online collaboration software† market are very vague. Under the banner of â€Å"enable remote teams to work together†, just about anything under the sun can be passed off as an online collaboration solution – email, a document manager, social networking sites, activity streams, project management solutions, mind mapping solutions, web conferencing solutions, intranet tools, real time coauthoring, IM and more. Recent times have seen a minor convergence of sorts, where solutions integrating many of the above mentioned tools – business email service, document management, project management, workspaces etc. in a single suite have hogged thelimelight. With all these vaguely similar solutions looking to serve the same core need, you can bet the market is packed like sardines in a tin. CHAPTER II – COMPANY ANALYSIS 2.1. Company profile Mahindra Satyam formerly known as Satyam Computer Services Limited is an Indian IT services company based in Hyderabad, India (Now it became Tech Mahindra effective from 26 June 2013 with merger approval by Andhra Pradesh  and Maharashtra high courts).It was founded in 1987 by B RamalingaRaju. Mahindra Satyam is a part of the Mahindra Group which is one of the top 10 industrial firms based in India.Mahindra Satyam is a part of the USD 7.1-billion Mahindra Group which is one of the top 10 industrial firms based in India. The company offers consulting and information technology (IT) services spanning various sectors, and is listed on the New York Stock Exchange, the National Stock Exchange (India) and Bombay Stock Exchange (India). The company offered consulting and information technology (IT) services spanning various sectors, and was listed on the Pink Sheets, the National Stock Exchange (India) and Bombay Stock Exchange (India). Mahindra Satyam (OTC: SAYCY), a leading information, communications and technology ICT company providing top-class business consulting, information technology and communication services. Leveraging deep industry and functional expertise, leading technology practices and a global delivery model, enable companies achieve their business goals and transformation objectives. Mahindra Satyam is ranked #5 in Indias software services firms behind Tata Consultancy Services, Wipro, Infosys and HCL Technologies and overall #161 in Fortune India 500 list for 2012. Powered by a pool of talented IT and consulting professionals across enterprise solutions, client relationship management, business intelligence, business process quality, operations management, engineering solutions, digital convergence, product lifecycle management, and infrastructure management services, among other capabilities. | | Vision –â€Å"To be the world’s most valued ‘ICT’ Company†| Development and delivery centers in the US, Canada, Brazil, the UK, Hungary, Egypt, UAE, India, China, Malaysia, Singapore and Australia serve numerous clients, including several Fortune 500 companies. Part of the $14.4 billion Mahindra Group, a global industrial federation of companies and one of the top 10 business houses based in India. The Group’s interests span automotive products, aviation, components, farm equipment, financial services, hospitality, information technology, logistics, real estate and retail. * Customer First: Respond to customers speedily, courteously and effectively * Good Corporate Citizenship:Seek long-term success for all stakeholders without compromising on ethics or transparency * Individual Dignity:We value the individual, uphold the right to express disagreement, and respect the time and efforts of others. Nurture fairness, trust and respect * Professionalism: We impart freedom and the opportunity to excel and to grow; support innovation and well-reasoned risk taking, demanding performance * Quality focus: We make quality a value driver in our work, our products and our interactions. Do it â€Å"First Time Right† In the reoriented turf of global markets and trends, new capabilities and agility hold the key to business continuity and sustained profitability. Leaders at Mahindra Satyam in their unique roles as corporate executives, address these fundamental activities of the corporate office. They have a team of truly global players who have helped the Company emerge as a global player of reckoning. CP Gurnani (popularly known as CP) is the CEO of Mahindra Satyam and MD of Tech Mahindra.CP played a pivotal role in the three year transformational journey of Mahindra Satyam and is spearheading the eventual merger with Tech Mahindra. VineetNayyar serves as Chairman of Supervisory Board of Tech Mahindra GmbH. He is also a trustee of Vidya Education Foundation, Cathedral Vidya Trust, Mahindra Education Foundation and Mahindra Satyam Foundation. 2.2. Mahindra Satyam services Mahindra Satyam provides services in the following areas: * Aerospace and Defense * Banking, Financial Services Insurance * Energy and Utilities * Life Sciences Healthcare * Manufacturing, Chemicals Automotive * Public Services Education * Retail * Consumer Packaged Goods * Travel, Transport, Logistics * Telecom, Infrastructure, Media and Entertainment Semiconductors * Information Technology Their expertise has made them the choice of three of the top five companies in food products, two of the top five in pharmaceuticals, four of top the five in networking and communication equipment, two of the top five in chemicals, three of the top ten in aerospace and defense, four of the top ten in electronics and electrical equipment, five of the top ten in automotive and automotive parts, one of the top five in industrial and farm equipment, three of the top ten in gas and oil, and one of the top three in semiconductors. 1. AEROSPACE: The Mahindra Aerospace division was created in 2007 to expand our existing automotive and manufacturing expertise to the growing aerospace industry. Through their Components sector (known internally as the Systech sector), they acquired several companies with design and manufacturing experience. 2. AFTERMARKET: Theyentered the aftermarket industry in 2001 to create a business ecosystem for pre-owned cars that mirrors the ecosystem for new cars. They have set about to professionally organize the pre-owned car industry in India so that you can trust you’re getting a quality vehicle. Mahindra First Choice Wheels is India’s first multi-brand pre-owned car business. 3. AGRIBUSINESS: The Mahindra Groups close linkage to rural India and agriculture is almost as old as the company itself. Their tractor business, more than forty years old, continuously sets new benchmarks for reliability and quality—a fact reflected by our 40 percent market share in India. 4. AUTOMOTIVE: In 1947, they introduced India to the utility vehicle. More than 65 years later, theyre still Indias premier utility vehicle (UV) company, but theyve also grown quite a bit. In addition to making groundbreaking UVs like the Scorpio and Bolero, Mahindra offers cars, pickups, and commercial vehicles that are rugged, reliable, environmentally friendly, and fuel-efficient. 5. COMPONENTS: They entered into the components industry (known internally as Systech) as Indias global competitiveness took off. Leveraging domain expertise in the automotive and farm equipment sectors and a series of acquisitions, we have grown rapidly in skill and scale. 6. CONSTRUCTION EQUIPMENT: Mahindra Mahindra entered the Construction Equipment industry in February 2011 with the launch of the Mahindra Earth Master Backhoe Loader. Already one of the world’s largest markets, demand for construction equipment is growing in India. Their unparalleled dealer network makes the Earth Master available across the country. 7. CONSULTING SERVICES: Through our consulting services, we help companies keep up with the fast-changing business climate. Their special Services Group is constantly reevaluating its information security and risk management processes as the environment shifts, dealing with known threats and anticipating future risks. 8. DEFENSE: Theyve been involved with defense systems since 1947 when we became importers, assemblers, and then adapters. From there, they have moved into designing and constructing our own line of armored vehicles to become the largest private sector supplier to the government.Theyve now expanded into defense systems like sea mines, surveillance solutions, weapons, ammunition, and more. 9. ENERGY: First, they envision bringing reliable and innovative power back-up solutions to India that ensures an uninterrupted power supply for all the critical sectors of the economy. Their line of diesel generators offers electricity backup to remote locations to power banks, hospitals, schools, businesses, and industry. 10. FARM EQUIPMENT: Through this network of services, they aim to empower the rural farmer and transform rural productivity, income, and living standards. They are willing to improve farm lifestyles by making hard work easier, increasing yields, and increasing returns. From low cost tractors that cater to farmers with marginal landholdings, to higher performance tractors with superior features, theyve revolutionized the farm equipment space. 11. FINANCIAL SERVICES: Mahindra Finance and its subsidiaries offer a complete range of financial services and insurance solutions for both businesses and personal life. Their flagship financial services business provides vehicle, asset, and personal financing. Their general and life insurance broking services provide customers with security and protection. 12. INDUSTRIAL EQUIPMENT: Mahindra entered the industrial equipment market in 1992 with a range of high-efficiency conveying equipment for the cement industry. Their longstanding experience in manufacturing gave us a firsthand understanding of the importance of reliable and effective material handling equipment. They quickly expanded to serve the power plants, heavy chemicals, and mineral processing in addition to cement. 13. INFORMATION TECHNOLOGY: Mahindra has a leading presence in the global Information Technology (IT) industry, offering a full range of IT solutions and support through four outstanding companies with special expertise. They design industry-specific IT solutions to help our clients take advantage of the new opportunities and adapt to the new challenges of a changing world. 14. LERE HOSPITALITYISU: When they entered Leisure Hospitality in 1996, very few affordable vacation options were available for Indian families. They saw a tremendous opportunity to open up a new industry and bring real benefits to a large segment of underserved customers. 15. LOGISTICS: The transportation needs of our automotive sector drew us into the logistics business in 2000. The success of our internal strategic operation led our expansion to serve a variety of corporate customers across many industries. 16. REAL ESTATES: Their innovative integrated business cities are revolutionizing the way Indians work, live, and play. Working with the Indian government’s Special Economic Zone scheme, they’ve created two brand-new cities designed to facilitate business excellence and a relaxed, healthy lifestyle. 17. RETAIL: Their first retail foray, the Mom Me retail chain, positions us as first movers in the market for maternity and baby needs. Before their entry, Indian mothers had to visit an array of shops to buy here, baby healthcare supplies there, and nursery furniture at a third place. 18. TWO WHEELER: Mahindra became the first Indian two-wheeler manufacturer to enter the Moto Grand Prix Championships, showcasing their engineering and technology expertise on a platform where the best in the world compete. We aim to grow into a major player in the Indian Two Wheeler industry with a robust presence in all product segments. 2.3. SWOT Analysis Strength 1. Global Presence 2. Broad range of research and development services 3. Broad service portfolio 4. Strategic alliances 5. Strong financial position, company has revenue of US $ 1.8 billion and employee strength of 33,353 Weakness 1. Low operating margin of other group of companies. Opportunities 1. New Brand Identity and synergy with the parent company 2. Launching BPO services 3. Huge potential in domestic market 4. Increasing in Global IT spending Constraints 1. Potential negative impact of Satyam related litigation 2. Emergence of potentially disruptive technologies/practices, data security breaches 3. Fluctuations in currency exchange 4. Process Non-compliance 5. Increasing cost of Human capital 6. Risk due to increasing IT complexity 2.4. HR Departments at Mahindra Satyam Various departments under HR functions has been divided into 5 parts mentioned below 1. Recruitment 2. Generalist(Business HR/ Unit HR) 3. Training Development 4. Compensation benefits 5. MSLW(Mahindra Satyam Learning World) Recruitment: The stages of the recruitment process include: job analysis and developing a person specification; the sourcing of candidates by networking, advertising, or other search methods; matching candidates to job requirements and screening individuals using testing (skills or personality assessment); assessment of candidates motivations and their fit with organizational requirements by interviewing and other assessment techniques. Generalist(Business HR/ Unit HR) : This department understands the business areas they support, key drivers in developing that business, potential barriers to the success of the business and through this understanding and delivering customer focused HR solutions to the business to support its strategy. Training Development: Handles a planned activity conducted after a thorough need analysis and target at certain competencies, most important it is to be conducted in a learning atmosphere in order to improve an employee’s performance. Compensation benefits: The Compensation Benefits (CB) specialist looks after the pay structures and fringe benefits of employees within the organisation. The role aims to provide equity and consistency in how salaries and benefits are put together across different levels. At their most strategic level,  the CB specialist can devise salary levels, incentives, commission structures and benefits packages that can affect the performance of an entire organization. MSLW (Mahindra Satyam Learning World): an  enterprise-wide learning ecosystem that captures and delivers the learning and development needs of all our associates through a single platform has been setup. Courses such as induction, entry-level training, continuous competency development, performance evaluation, and career-path development have been offered. 2.5. Structure of Recruitment department at Mahindra Satyam Figure 1 Depicts the structure of the HR Recruitment department at Mahindra Satyam Management Campus Associate Referral Msat Career site Recruitment Agencies Print Media Engineering Campus E Sourcing Direct Applications Recruitment Lead Recruitment Lead Recruitment Lead Team Members Team Members Team Members CHAPTER III – DISCUSSION ON TRAINING 3.1 Roles and Responsibilities 1. Roles * Sourcing profiles * Scheduling interviews * Collect the list of short listed candidates from the tech panel * Conducting HR Round * Collecting required documents for offer release * Preparing trackers on status of the candidates(Shortlisted/Rejected) 2. Responsibilities * Releasing offers * Ensuring that the pre-job formalities have been done before on boarding 3.2 Description of task a) Sourcing profiles as per the Job Description b) Calling the candidates and assuring with them whether they are looking for a job change or not. Collecting information such as Total experience (Texp), Total relevant experience (Rexp), Current salary (CCTC), Expected salary (ECTC), Current location and Notice period (NP). The format is shown below in the table. c) Sending the profiles of the interested candidates to the technical panel. The report was in below shown format. Table no.1 Depicts the format in which the details of the interested candidates are sent to the tech panel S.no| Name | Email id | Contact No.| Current Company | Texp| Rexp| CCTC| ECTC| NP d) Scheduling interviews (Telephonic / face 2 face) for shortlisted candidates and sending interview call letters to the candidates. e) Blocking the schedule of the tech panel as per time slot provided by the candidate. f) Verifying whether the interview has been done as per the schedule. If not rescheduling the interview if required. g) Checking with the tech panel whether the candidate has been shortlisted or rejected. h) If shortlisted, whether the candidate has to take up another round of interview (generally with the clients). i) If the candidate has cleared all the mandatory rounds, conducting a HR round with candidate. Asking questions such as why are you looking for a change, negotiations on CTC, communication skills and rating them accordingly in the IOS sheet (Interview Observation sheet). The rating in the IOS Sheet is in the form of SMART. Example of IOS sheet is shown in Figure no. 3 All the details in the IOS are filled up as per the candidate’s performance in the Technical and HR round: 1. Circle: Circle in the IOS refers to the Competency development group i.e entire Mahindra Satyam is divided according to the functions they perform. The Competency development group(CDG) comprises of three parts a) Integrated engineering services (IES) * PEG (Product Engineering services) * AES (Aerospace engineering services) b) Infrastructure management services(IMS) c) Consulting Enterprises Services (CES) 2. Applicant id : It is generated through ERP system i.e. Oracle people soft system by giving in some information such as Passport No, Date of birth, e-mail id and providing in all general details of the candidate. 3. Rating: Tech panel and HR rating are as per SMART scale wherein S – Excellent M – Good A – Average R Below average T – Inefficient 4. Band: Mahindra Satyam does not have designation rather it has bands to represent the position and the roles of an employee. They have bands such as S1 , S2 , U1 , U2 determined by years of experience and various other factors. 5) Deviation: They could be certain deviation from the interviewers matrix, they are: * Hike deviation: Generally Mahindra Satyam provides a salary hike of 30% on the current CTC. But if the candidate is expecting salary hike * more that 30%. Then it is called as deviation in the salary matrix; in that case we need approvals. * Grid deviation: If the candidates are demanding a higher band than the provided band, then we need to take approvals from Chief operating officer. 6) Notice Pay: If the candidate has a certain notice period and we want the candidate to join immediately. Then few companies have buy out option so that the companies relieves the candidate immediate on the payment of certain amount. That is known as Notice pay. 7) Background reference no.: Before an employee is given an offer letter, Mahindra Satyam has a background check of the candidate. Documents such as address proof, virtue template, previous company service certificate, Current Company offer letter, 2 months’ salary slips, highest degree certificate and mark sheets are to be produced to the BG vendor for the BG verification. Once BG verification is done, BG vendor produces a BG Reference no. which assures that all the provided details are correct and also can be used for future reference checks. Figure No.3 Depicts the IOS Sheet j. Sending a list of documents that the candidate is supposed to send for BG verification and Offer release if he/ she has been shortlisted. k. Releasing  the offer letter of the candidate through the ERP system if all the supporting documents and background check has been done. l. Preparing a tracker on how many candidateswhere scheduled for the interview and how many candidates have been shortlisted. Was the requirement closed or not. If not, checking what were the qualification or key words for the selected candidates so that it can be used for further search of candidates. m. Calling and updating the selected candidates the DOJ as they might be certain rejections from candidate side. n. To assure that the new joinee has done all pre – joining formalities (To fill up the virtue in the company website, Health checkup etc.) to avoid any discrepancies during on – boarding. CHAPTER IV – ANALYSIS OF RESEARCH UNDERTAKEN 4.1. Background In the current corporate scenario, the most important resource for any organization is Human Resources. Managing human resources has become ever more complicated through the generations. In Human Resource Management, recruitment plays a very crucial part. Recruitment creates a pool of prospective employees for the organization so that the management can select the right candidate for the right job from this pool. Recruitment acts as a link between the employers and the job seekers and ensures the placement of right candidate at the right place at the right time. Undertaking this process is one of the main objectives of management. Indeed, the success of any business depends to a large extent on the quality of its staff. Recruiting employees with the correct skills can add value to a business and recruiting workers at a wage or salary that the business can afford, will reduce costs. People are integral part of any organization today. No organization can run without its human resources . In today’s highly complex and competitive situation, choice of right person at the right place has far reaching implications for an organization’s functioning. Employee well selected and well placed would not only contribute to the efficient running of the organization but offer significant potential for future replacement. This hiring is an important function. The process of hiring begins with human resource planning (HRP) which helps to determine the number and type  of people on organization needs. Job analysis and job design enables to specify the task and duties of hobs and qualification expected from prospective job HRP, job analysis, job design helps to identify the kind of people required in an organization and hence hiring. It should be noted that hiring is an ongoing process and not confined to formative stages of an organization. An enterprises grows, diversifies, take over the other units all  necessitating hiring of new men and women. In fact the hiring function stops only when the organization ceases to exist. Hiring involves two board activities:- 1. Recruitment 2. Selection 4.1.1. Recruitment: It refers to the process of finding possible candidates for a job or function, usually undertaken by recruiters. It also may be undertaken by an employment agency or a member of staff at the business or organization looking for recruits. Advertising is commonly part of the recruiting process, and can occur through several means through online, newspapers, using newspaper dedicated to job advertisement. A recruitment process should be: * Efficient Cost effective in method and sources * Effective Producing enough suitable candidates * Fair Ensuring that decisions are made on merit without discrimination 4.1.2. Selection:Selection is the process of identifying individuals who have relevant qualifications/experience/skills and competencies to fill in the jobs. Once there is a pool of applicants for a job, the next step is to select the best candidate for the job. Selecting the right employees is critical because: †¢ The organizations performanceisdependentonitsemployees.Employeeswiththerightskillsandattributeswilldoagoodjob. †¢Itiscostlytorecruitandhireemployees.Hiringandtraining a new employee costs a lot of money †¢ Incompetenthiringcouldimpactthe organization inabigway.Theemployeemaycommitwrongfulactthatwillimpactthe image ofthe organization adversely. 4.2. RESEARCH METHODOLOGY 4.2.1. STATEMENT OF PROBLEM For the leverage of organization development, efficient workforce is necessary. The purpose of the report is to overcome the recruitment challenges and improve the selection methods to hire efficient employees with the motto of low cost and profit maximization. 4.2.2. OBJECTIVES OF THE STUDY †¢To study the existing recruitment and selection process at Mahindra Satyam. †¢To study various factors involved in recruitment and selection process. †¢To find employers and employees opinion about present process and provide asuggestion for improvement. 4.2.2. SCOPE OF THE STUDY Recruitment life cycle starts from sourcing the profiles, through referral program or through any other sources we get required profiles for the next round. Once the candidate got selected, one needs to follow up the candidate till he/she joins the company. This project is useful to know about the entire recruitment cycle in Mahindra Satyam, including the effectiveness of recruitment cycle. 4.2.3. METHODOLOGY Sample Size Design: * 25 samples are collected from the employers. * 25 samples are collected from employees. Sampling Process: Convenience Sampling: A convenience is obtained by selecting ‘convenient’ population units. The method of convenience sampling is also called the chunk. A chunk refers to that fraction of the population being investigated which is either by probability or by judgment but by convenience. Sources of data collection: * Primary data:Data which were a fresh and for the first time. To obtain the primary data a questionnaire has been prepared for both the employers and the employees and were generated to get the feedback. And this questionnaire was designed to find out the effectiveness of Recruitment and Selection process. * Secondary Data: Secondary data is collected from internet, registers, records, journals, articles, magazines and annual reports of the organization to study the recruitment life cycle of Mahindra Satyam. Data collection Instrument: For the collection of primary data questionnaire has been used .Since it is one of the effective way of collecting the data but the design begins withanunderstandingofthecapabilities of aquestionnaire and how they can help in research. If it is determined that a questionnaire isto be used, the greatest care goes into the planning of the objectives. Tools for analysis: Percentage analysis: In percentage analysis, charts like bar chart and pie charts are used topographically represent the results from percentage analysis of the questionnaire. Limitations * The period for study is one month, so the detailed analysis about the process isdifficult. * The study was made only with limited number of samples. * The respondents may give false information. * The study is limited to Bangalore office 4.3. Recruitment process at Mahindra Satyam Recruitment Procedure in Msat: 4.4.1. Requirement: Whenever there is requirement in a project, respective project head shares the requirement in following format with the recruitment head. Format as follows Table no. 4 Represents the format when there is a vacancy No. of positions| | Years of experience| | Role of the profile| | Technical skills| | Job description| | Work location| | Salary range(if any)| | Once the recruitment head receives the above format, he/she shares with the respective team head of the recruitment, and then team head shares with the recruiter of that specific skills. 4.4.2. Sourcing: Once the recruiter receives the format, he/she starts sourcing. Sourcing is very important step in recruitment. As we know the definition, right person at right time in right position is the motto of recruitment. So to get right candidates, sourcing is to be done by using different sources. Mainly we source from naukri, monster and recruitment agencies. Firstly we check referees and then we go for external sourcing methods. Depending on the number of positions it to be filled, recruiter sources the profiles accordingly. Recruiter also source profiles till technical team satisfied with the profiles and till the positions got filled. 4.4.3. Interview: Once the recruiter get the required number of profiles, shares the profiles with the technical team by keeping the profiles in track to avoid duplicates. Technical team shortlist the profiles either by telephonic or face to face interview and then shares the shortlisted profiles to the recruiter. Recruiter then conducts hr discussion and salary discussion with profiles and then sends all the documents of the candidate to BG team. 4.4.4. Offer letter: If the shortlisted candidate profiles are gone through the BG team, and if they are not fake, offer letter will be released to the candidates. Depending up on the notice period of the candidate’s current company offer letters are released. 4.4.5. Joining: Once the candidate received the offer letter, he/she may join or may not join the company. Joining of the candidate is very crucial part in entire recruitment life cycle. One needs to solve the issues of the candidate related to joining. Candidate may or may not satisfy with salary offered, may or may not interested in the role discussed or may fail to complete joining formalities. Follow up team plays very crucial role in recruitment, this team is responsible to increase the percentage of joining then rejections. Their main role is to solve all the concerns of the candidates as soon as possible and negotiate with them to join in the company then the mentioned date in offer letter.Roles and responsibilities of follow up team will be discussed in the next project. 4.4.6. Findings: COMPARITIVE ANALYSIS Net Joining Figure no. 2 Depicts the net joining of Mahindra Satyam with various other competitors for the year 2012 2013 | Q1| Q2| Q3| Q4| Infosys| 1026| 7646| 5311| 3041| TCS| 3271| 10717| 12497| 11700| Wipro| 4854| 2975| 3591| 2894| Mahindra Satyam| -932| 346| 764| 434| Source: cite hr Comparison: Table No.4 Net joinings when compared with competitors (Quarterly) * The highest recruitment in the FY2012-13 was done by Tata Consultancy Services. * Mahindra Satyam has shown signs of revival very strongly post the rough patch the organization faced in 2009. * The Referral fee paid in India of the three organizations are given below : The maximum referral fee paid is equal for all the three organizations. The Minimum referral fee paid is the highest in Mahindra Satyam. The referral fee paid abroad are given below – | Infosys| MahindraSatyam| TCS| Min| $1000| $750|  £750| Max| $3000| $2000|  £2,000| The minimum referral paid for referrals abroad is $750 (Mahindra Satyam) and the maximum is $3000 (Infosys). Non Cash Rewards – Mahindra Satyam: At Mahindra Satyam, every quarter the B-Channel Team develops a new scheme which involves non cash rewards (Ex. IPhone, LCD TV, etc) where the employee with highest number of referrals (joinings) is presented the prize. The referral fee is also paid during these schemes. Apart from this, employees who have referred a considerable number of applications are presented with prizes (Ipod, MP3 Players, Travel Vouchers,etc). This is done with a view to encourage employees to participate in the employee referral program and do not get discouraged by the fact that only one employee has won the prize. Infosys TCS: Infosys TCS do not have a policy of giving non cash rewards to its employees in the Employee Referral Program. Wipro:- Wipro gives out non cash rewards in the form of LCD T.V., Home Theatre, Foreign Holidays, etc. 4.4. ANALYSIS AND INTERPRETATION OF DATA Charts Prepared Based on Hr.’s Employees Feedback 4.5.5. DEMOGRAPHICS OF THE RESPONDENTS: 4.5.6.1. AGE Table no.5 Showing different age groups of the respondents (N=50) AGE | NO. OF RESPONDENTS| PERCENTAGE| 18 – 25 | 12| 24| 26 – 35 | 21| 42| 36 – 45 | 10| 20| 45 Above | 7| 14| (Source: Primary Data) Graph no.1 showing different age groups of the respondents Inference:From the above table it can be analyzed that 24% of the employees were between the age group 18-25 (young age), 42% of the employees were between the age group 26-35 (mid-age) , 20 % of the employees were between 36 – 45 years and 14 % are above the age of 45. 4.5.6.2. GENDER Table no. 6 Showing gender of the respondents (N=50) GENDER| NO. OF RESPONDENTS| PERCENTAGE| | | (%)| FEMALE| 18| 36| MALE| 32| 67| TOTAL| 50| 100| (Source: Primary Data) Graph no.2 Showing Gender of the respondents INFERENCE: From the above graph it can be seen that 67% of the employees are Male and 33% were Male and hence it can be inferred that the company has more male employees. 4.5.6.3. YEARS OF EXPERIENCE Table No. 7 Depicts the years of experience of respondents (N=50) Years of Experience| No. of respondents| Percentage| 0 2 years| 6| 12| 3 5 years| 16| 32| 6 8 years| 12| 24| Above 8 years| 16| 32| (Source: Primary Data) Graph no.3 Showing years of experience of the respondents INFERENCE : From the above graph we can say that 12% of the respondents are having 0 – 2 years of experience, 32% are having 3 – 5 years of experience, 24% are having 6 – 8 years of experience and 32% are having above 8 years of experience. So it can be analyzed that there are majority of employees who are having 3 – 5 and Above 8 years of experience. 4.5.6. FEEDBACK FROM THE HR PERSONNEL 4.4.2.1 Major source used for recruitment Table No. 8 shows the major source used for recruitment process (N=25) Source| Respondents feedback| Percentage| Campus recruitment| 4| 16| Sourcing (Job Portals)| 9| 36| Employee referrals| 7| 28| Consultancies| 5| 20| (Source: Primary Data) Graph no.4 Depicts the major source of recruitment INFERENCE: From the above table it is clear that the major source of recruitment is through sourcing through job portals i.e. 36% of the HR personnel use Job portals for recruitment process. However, it has been noticed that if the Employee is a fresher then Campus recruitment is a preferred source. And if it is a lateral employee then the other sources are mostly preferred. Since at Mahindra satyam they have HR recruiting team separate for freshers and laterals therefore the ratio varies. 4.4.2.2. Factor Which Affects To Recruit Best Candidate Table No. 9 Depicts the factors that influence to recruit the best candidate (N=25) Factor| Respondents Feedback| Percentage| Image of the organization| 4| 16| Internal organizational policies| 2| 8| Job Profile| 10| 40| Package offered| 8| 32| None of the above| 1| 4| (Source: Primary Data) Graph no.5 Factors which affects to recruit best candidate INFERENCE:So this implies that Job profile is the most attractive factor for influencing an individual to apply for a job at Mahindra Satyam followed by Package offered and Image of the organizational policies. 4.4.2.3. Employer’s opinion about the process for identifying job vacancies Table no.10 Depicts the process for identifying Job vacancies (N=25) Opinion| Response| Percentage| Step by step process| 17| 68| No step by step process| 8| 32| (Source: Primary Data) Graph no.6 Shows the process for identifying Job vacancies INFERENCE: 17 respondents said that their organization follow a step by step process withcertain rules and regulations in identifying job vacancies and 8 respondents said that their organization does not follow a step by step process with certain rules and regulations in identifyingjob vacancies. 4.4.2.4. If shortlisted applicant cannot be interviewed on the scheduled day Table No. 11 Shows what action is to be taken if the shortlisted applicant cannot be interviewed on the scheduled day (N=25) Opinion| Respondents| Percentage| Offer another date, location| 14| 56| Will hold the applicant| 7| 28| Exclude that person from the process| 4| 16| (Source: Primary Data) Graph no.7 Shows action to be taken if shortlisted candidate cannot be interviewed on the scheduled day INFERENCE: 56 % of the employers feel that it is better to offer another date, location as they don’t want to loose an opportunity to absorb the best candidate. 28 % would prefer holding the applicant and least employers would exclude that person from the process. 4.4.2.5. Barriers to Effective Recruitment and Selection Table No. 12 Depicts the Barrier to effective recruitment and selection process (N=25) Barrier| Response| Percentage| Shortage of qualified applicants| 7| 28| Competition for the same applicants| 9| 36| Difficulty finding and identifying applicants| 9| 36| (Source: Primary Data) Graph no.8 Shows the barriers of effective recruitment and selection process INFERENCE:The main objective of selection is to hire people having competence and commitment. This objective is often defeated because of certain barriers. It has been observed that both Competition for the applicants and difficulty in finding and identifying applicants is are the major barriers of the recruitment process. 4.4.2.6. Opinion of the employer for various questions These questionshave been clubbed together for ease of analysis since they have only two options Yes and No as their options. Table No. (N=25) Opinion| Yes | No | Is job analysis conducted for each position| 19| 6| Consider internal candidates before external recruitment| 21| 4| Do you accept late applications| 9| 16| Is JD provided for all job vacancies| 20| 5| organization measure the cost of recruiting sources| 17| 8| (Source: Primary Data) Graph no.9 Opinion of the employer for a set of questions INFERENCES: * It can be inferred from the above that job analysis is conducted for maximum roles however about 6 respondents out of 25 say that job analysis is not conducted for few roles. * 21 employers say that they consider internal candidates before external recruitment however 4 respondents contradict the statement. * 9 respondents said that they do accept late application as they don’t want to lose the right talent which is one of the major factors in recruitment â€Å"Choosing the right talent at the right place and right time†. So, it depends on the criticality of the Job/Role. But, 16 respondents out of 25 said that they don’t accept late applications. * It can be inferred from the above the graph no. 9 majority of then provide Job Description for all job vacancies however 5 respondents say that Job description is not provided which might lead to acquire improper talent. * It has been seen that out of 25, 17 say that Organization measures the cost of recruiting sources however 8 respondents said that organization doesn’t measure recruiting cost. Table No. 13 Opinion of the employer for a set of questions (N=25) Opinion| Yes | No | HR department perform all initial screening of candidates| 22| 3| Panel interviews are used| 15| 10| Allow a referee as a panel member| 4| 21| reference checks considered on all candidates| 18| 7| Validate the tests used in selection process| 20| 5| Graph no.9 Opinion of the employer for a set of questions INFERENCE: * 22 of 25 respondents say that they perform all initial screening of candidates however rest all say that they do not perform any initial screening. * 15 respondents say that panel interviews were used and 10 respondents say that they don’t prefer having panel interviews. * It can be inferred from the above tables that the person who gives reference cannot take interview of the candidate. * 18 respondents say that they perform reference checks and 7 respondents say that they don’t perform reference checks. * 20 say that they validate the test before taking interview since they have technical tests which might be helpful in screening the candidates and 5 said that they don’t validate the test. 4.4.2. Feedback from the Employees 4.4.3.1. Sources your organization rely heavily for recruitment Table No. 14 Depicts sources through on which Mahindra Satyam rely heavily for recruitment (N=25) Source| Respondents| Percentage| Internal| 16| 64| External| 9| 36| Total| 25| 100| (Source: Primary Data) Graph no.9 Source organization rely on for recruitment INFERENCE: Employees feel that their organization depends on internal sources i.e 64 % of the employees have a perception that their organization depends on employee referral rather than any other sources. Referrals generated by recruiters directly soliciting them from prospective candidates and new employees will have a measurable and positive impact on the quality  of hire (studies show referrals make better performing hires), cost-per-hire (little to no cost for these referrals), and time-to-fill ratios. 4.4.3.7. Channel an individual would prefer easy to post resume Table No. 15 Shows Channel an individual would prefer to post resume (N=25) Channel| Response| Percentage| job sites| 8| 32| company websites| 2| 8| Consultancy| 5| 20| Referrals| 10| 40| (Source: Primary Data) Graph no. 10 Shows Channel an individual would prefer to post resume INFERENCE: It has been observed that 40% of employees prefer posting their resumes to referrals as it is one of the effective sources of recruitment followed by job sites by 32%, consultancy by 20% and company websites by 8%. As it was seen in the previous inference drawn by the employers that employee referrals is one of the most effective source which attracted the pool of talent so is with the employees that they prefer posting their resumes to employees assuming that the probability to get selected is high. 4.4.3.8. Source through which the respondent got recruited at Mahindra Satyam Table No. 16 Source through which the respondents got recruited at Mahindra Satyam (N=50) Source| Response| Percentage| Newspaper sources| 2| 8| Journals/Periodicals| 1| 4| College recruiting| 8| 32| Employee referral| 9| 36| Job portals| 5| 20| (Source: Primary Data) Graph no. 11 Shows Channel an individual would prefer to post resume INFERENCE: It has been observed that 9 Employees have been recruited through Employee referral, 8 being employed through college recruiting, , 5 through Job portals, 2 through newspapers and 1 being employed through periodicals/Journals. 4.4.3.9. Type of questions employers asked in the interview Table No. 17 Shows the type of questions asked during interview (N=25) Type of questions| Response| Percentage| Relaxing questions| 6| 24| Tough questions | 10| 40| Icebreaking questions| 9| 36| (Source: Primary Data) Graph no. 12 Depicts the type of questions asked during interview INFERENCE: It has been inferred that 40% of the interviewers prefer asking Tough questions during the interview whereas 36% prefer asking icebreaking questions and 24 % prefer asking relaxing questions. 4.4.3.10. Opinion of the employee for various questions These questionshave been clubbed together for ease of analysis since they have only two common options Table No. 18 Shows Opinion of the employee for various questions (N = 25) Opinion| Yes | No | Visit the website of the company before the interview| 19| 6| Ever rejected an offer in any company| 16| 9| Satisfied with the selection techniques | 17| 8| test and the interview process is lengthy| 9| 16| Were questions given prior to the interview| 0| 25| Were you comfortable with your interviewer| 15| 10| Were all the candidates interviewed in the same way| 20| 5| Were people involved in recruitment supportive to you| 18| 7| Was induction/training provided after joining | 12| 13| Graph no. 13 Depicts the Opinion of the employer for various questions INFERENCE: * From the above figure we can infer that 19 employees gothrough the company website before attempting the interview however 6 do not prefer going to the company website. * Depending upon various factors16 people rejected an offer from a company but 9 of them never rejected an offer. * In the recruitment process 17 employees are satisfied with the selection techniques and 8 employees are dissatisfied. * In the interview process 9 employees felt that the process has been lengthy and 16 employees felt that it was not much lengthy. * In the selection process none of the employees were given questions prior to the interview. * It can be inferred that 15 respondents of the 25 were comfortable during the interview however 10 of them felt uncomfortable during the interview. * 20 Respondents say that all the candidates were interviewed in the same way rest all say that they were biased. * It can be inferred that the recruitment team was pretty supportive to them with 18 out of 25 supporting the statement rest all were not satisfied with the recruitment team. * Training was provided to 12 out of 25 respondents rest all were not provided as major of them said that they already worked in the same domain was the main reason for not being provided training. 4.4.3. Analysis Of Opinion Regarding Respondent Being Employer And Employee And Rating About Recruitment Selection Process Table No. 19 Shows observed countfor rating on recruitment process (N=50) RESPONDENT | RATING ABOUT RECRUITMENT AND SELECTION PROCESS | | Effective | Very Effective | Not Effective | No opinion| Total| EMPLOYER | 5| 14| 5| 1| 25| EMPLOYEE | 7| 7| 6| 5| 25| Total | 12| 21| 11| 6| 50| Percentage (%)| 24| 42| 22| 12| 100| (Source: Primary Data) Graph no. 13 Rating about recruitment and selection process INFERENCE: 24% employers rated that the process is effective, 42% of employers ratedthat the process is very effective, 22% of employers rated that the process is not effective,12% of employers said no opinion about the process. Referrals generated by recruiters directly soliciting them from prospective candidates and new employees will have a measurable and positive impact on the quality of hire (studies show referrals make better performing hires), cost-per-hire (little to no cost for these referrals), and time-to-fill ratios. 4.5 Findings * A majority of the respondents prefer to post their resume through Job referrals and job sites. * The percentage analysis shows that the organization relies heavily on internal sources. * A majority of employees inferred that they are satisfied with the response given after recruitment. * A majority of employers inferred that there organization is following a step by step process with certain rules and regulations in identifying job vacancies. * The percentage analysis shows that the organization is conducting job analysis and job description for each job position. * Most of the employers inferred that they are measuring the cost for the recruitment sources by comparing the validated budget versus approved budget. * It has been inferred that the employees are satisfied with the present recruitment and selection process. * Major barrier for effective recruitment and selection process are competition for the same applicants with the competitors and difficulty in finding and identifying applicants * Major source of talent is obtained through Employee referrals. 4.6 Conclusions This project â€Å"A STUDY ON EFFECTIVENESS OF RECRUITMENT ANDSELECTION PROCESS† was helpful to know about the recruitment and selection process at Mahindra Satyam. This study inferred that most of the employers andemployees are satisfied with the present process. This study was helpful to study thesources of recruitment and selection techniques methods used.The study on recruitment and selection is more an ART rather than a process HR professional is having a big responsibility to hire a best person from the available talent pool. At the same time, one needs to be cost conscious. The employer should judge onindividual merits and set the same standards for all. In the present scenario, â€Å"It is the biggest challenge for a HR manager to hunt for talent. 4.7 Recommendations: * From the study, it is found that majority of the employees prefer to post their resume in companies website and referrals. So the company can have exclusive career link in its website to post resume. * By using a separate link with resume screening software, the resumes can be screened and managed effectively. * It has been noticed that relocation is the main problem for a candidate’s rejecting an offer. So by providing a good salary and accommodation, relocation problem can be solved. Thus the recruitment process can be made effective by retaining the recruited candidate. Since it has been seen that Employee referrals is one of the major source or recruitment. So the following steps could be taken to make the employee referral program more effective and productive – 1. Rapid Response – The referral team should respond to the referred candidate and referring employee within reasonable time so that the employee feels his contribution is being considered and recognized. 2. Priority Processing – The referred applications should be given a priority for processing over other sources to ensure that the employee and the referral feel that they are special. 3. Expedited Interviewing – To promise that all employee referral candidates are interviewed within a certain number of days. 4. 5. Increase Recognition – Apart from the monetary and non-monetary rewards, employee recognition should be emphasized on. This can be done by publicly recognizing employees and managers for participating in the process. It can either be a small personalized thank you note or even an announcement through the notice board. 6. Referral Activities – Visiting top performers and coach them through a talent discovery exercise to generate referrals for a particular need. 7. Educate and encourage – Fighting corporate policies that discourage social media participation and  educate employees and managers about how to effectively use social networks for professional purposes, and then encourage mass participation. Also educate them regarding the advantages of employee referral program, so that each and everyone actively participate in the process. Apart from that the organization can rely on proactive referrals in the following ways – 1. On-boarding Referrals – Through this step, the organization can ask the new hires to make referrals during on-boarding. This can be very effective as they would have a larger network to access from as compared to the present employee’s social network. 2. Follow up Interviews – Following a successful referral, interview the referring employee to thank them for the contribution they have made. Also find out how they sourced the new hire from their network and ask for additional referrals. 3. Referral Events – To hold referral events and hiring parties for referrals in order to garner attention, to educate and get spot referrals. 4. A Referral Database – To develop a pool of referrers who can be proactively approached. Select these individuals based on their past referrals and the likelihood that they would know someone with a particular skill set. BIBLIOGRAPHY 1. www.ere.net 2. www.hrworld.com 3. www.citehr.com 4. www.mahindrasatyam.com 5. www.infosys.com 6. www.tcs.com 7. www.timesjobs.com ANNEXURE STUDY ON EFFECTIVENESS OF RECRUITMENT AND SELECTION PROCESS IN MAHINDRA SATYAM (Questionnaire for Employers) EMPLOYER PERSONAL DETAILS 1. Name : 2. Designation : 3. Age: a) 18 -25 b) 26 – 35 c) 36 -45 d) above 45 4. Marital status: a) Married b) unmarried 5. Years of Experience: a) 0 – 2 years b) 3 – 5 years c) 6 – 8 years d) Above 8 years RECRUITMENT 1. What type of process are there for identifying job vacancies in your organization? a) Follow step by step process with certain rules. b) No step by step process. c) Not aware. 2. Is job analysis conducted for each position? a) Yes b) No 3. Do you give consideration to internal candidates for all jobs before outside recruitment begins? a) Yes b) No 4. Do you accept late applications? a) Yes b) No 5. Is there any job description for each vacancy including the purpose, tasks and responsibilities? a) Yes b) No 6. Which recruitment source do you feel is effective from the below? a) Newspaper sources b) Professional journals/periodical c) Campus recruitment d) Employee referral e) Consultancies f)All the above 7. Does your organization measure the cost of these recruiting sources? a) Yes b) No If yes specify: 8. Identify any one factor which affects you to recruit best candidate? a) Image of the organization b) Government influence c) Internal organizational policies d) None of the above SELECTION 11. Do you have any standard pattern in selection process? (From initial interview to final placement) a) Yes b) No 12. Does HR department perform all initial screening of candidates? a) Yes b) No 14. Are panel interviews are used? a) Yes b) No 15. Can you allow a referee as a panel member? a) Yes b) No 16. Are reference checks considered on all candidates? a) Yes b) No 17. Are candidate telephone interviews, teleconferencing or video conferencing conducted before personnel interview? a) Yes b) No 19. Do you professionally validate the tests used in selection process? a) Yes b) No 20. What your organization will do if short listed applicant cannot be interviewed on the scheduled day? a) Offer another date, location. b) Will hold the applicant and used whenever needed. c) Consideration may be given to exclude that person from the process. d) No opinion. 21. Does your organization conduct medical examination for employees during selection process? a) Yes b) No 22. Finally rate the recruitment and selection process used in your organization a) Effective b) Very effective c) Not effective STUDY ON EFFECTIVENESS OF RECRUITMENT AND SELECTION PROCESS IN MAHINDRA SATYAM (Questionnaire for Employees) PERSONAL DETAILS: 1. Name : 2. Designation : 3. Age: a) 18 -25 b) 26 – 35 c) 36 -45 d) above 45 4. Marital status: a) Married b) unmarried 5. Years of Experience: a) 0 – 2 years b) 3 – 5 years c) 6 – 8 years d) Above 8 years RECRUITMENT AND SELECTION 1. Did you visit the website of this company before coming for the interview? a) Yes b) No 2. What is your experience in this company? a) 0 – 2 years b) 3 – 5 years c) 6 – 8 years d) Above 8 years 3. Which sources your organization rely heavily for recruitment? a) Internal sources b) External sources 4 .Which channel do you prefer easy to post your resume? a) jobsites b) company websites c) consultancy d) referrals 5. Through which source did you get recruited in this company? a) Newspaper sources b) Professional journals/periodicals c) College recruiting d) Employee referral e) Job portals 6. Which type of recruitment sources reaches you soon? a) Newspaper sources b) Professional journals/periodicals c) College recruiting d) Employee referral 7. Have you ever rejected an offer in any company? a) Yes b) No 8. State the reason for rejecting the offer. a) Relocation b) Salary c) Growth d) Others 9. State the reason for accepting the offer in this organization? a) Image of the organization b) Government influence c) Internal organizational policies d) None of the above 10. Are you satisfied with the response given after recruitment? a) Yes b) No 11. Are you satisfied with the selection techniques used in your organization? a) Yes b) No If No, give reason: 12. Do you feel that the test and the interview process is lengthy? a) Yes b) No 13. What type questions they asked you in the interview? a) Relaxing questions b) Tough questions 14. Did they give the questions prior to the interview? a) Yes b) No 15. Did you felt comfortable with your interviewer? a) Yes b) No 16. Were all the candidates interviewed in the same way? a) Yes b) No If No, state reason: 17. The people who are all involved in the recruitment and selection process were very supportive to you a) Yes b) No 18. The final decisions about the appointment should be based only on merit? a) Yes b) No If No means state reason: 18. Did your organization provide you induction or orientation programme after placement? a) Yes b) No If yes means mention how effective and useful, 20. Finally how much you satisfied with the present recruitment and selection processfollowed in your organization? a) Satisfied b) Highly satisfied c) Dissatisfied d) Highly dissatisfied e) No opinion

Early Cold War :: essays research papers

Major Sources of Discord between the Bolsheviks and European States: 1917 to 1921   Ã‚  Ã‚  Ã‚  Ã‚  There were several major sources that created discord between the Bolsheviks and western states in Europe from 1917 to 1921. Conflicting ideologies that each attacked the very fabric of the other’s respective society led to the notion that capitalism and communism could not coexist. The attempts of both actors to hold control of their own political system and to expand their political ideas internationally led to major conflicts between them. Also, the lack of respect for the upstart Bolshevik government by the west led to misperceptions concerning the actions of the Soviets. Russia’s unsatisfactory involvement in World War I and their abrupt departure from the war which affected the western Allies war effort created much disenchantment between the two sides. The imperial and expansionist nature of both groups of actors led to conflict as the creation of both communist and non-communist blocs began with the independence of Poland as a free state in 1 919. By using the Communist party as a vehicle to inject Communism into societies abroad, the Bolsheviks began to make free countries take notice of the threat that the â€Å"worker’s party† presented and began to act in strong opposition of Communism. The actions of both sides began a race for an expansion of two different ideologies which created conflict so strong that in due time another World War seemed inevitable. The â€Å"Cold War† had begun.   Ã‚  Ã‚  Ã‚  Ã‚  The fundamental difference between Russia and Europe was extremely contrasting views in ideology. The modernization of politics in the late 1800’s and early 1900’s had created similar political movements in both Europe and Russia meant to increase the authority of the masses over their own government. These movements replaced authoritarian regimes with political systems that were created to better the lives of the common people (Harris). Leading states of Europe such as France and Britain began to take the path of â€Å"social democracy† in which the working class would be given a voice through parliamentary elections (Harris). Also by organizing the proletariat through trade unions, social democracy allowed for collective bargaining to lead to improvements in working conditions, pay, benefits, and other factors that helped to limit the exploitation of lower class labor (Harris). On the other hand, the Bolshevik model for serving in the best i nterests of the common people was not to raise the level of the proletariat by giving them more rights and a stronger political voice, but to bring down the upper class that was exploiting them by destroying the caste system altogether.

Artistic Nudity

Artistic censorship is the downfall of high school artwork. The classroom is being subjected to rules which limit the subject of students’ work. Censorship creates a naive and uneducated society, which in turn produces more and more generations of naive children. When a person puts their art out in the public to be judged, just that should happen. It should not be covered or hidden, censored or discarded. Art is impractically criticized based on its subject. It should be looked at as one person’s opinion, not a public’s fear.You are lying naked, exposed and vulnerable on a hard, uncushioned wooden floor. Your innermost feelings and opinions are painted out for the world to see; you can do nothing except accept the ruthless opinions of others. Exposing yourself to the public places an indescribable pit in your stomach. It puts you in the most defenseless of positions. Your beliefs are too radical. In turn, the common man suppresses them, and your vulnerability inc reases. You are shut down, pushed aside and hidden in a closet where you will sit to collect dust.Your opinions are there with you. They are unwanted by the outside world, and therefore, censored. Did you hear that dirty word just come out of your mouth? It was appalling; your mother would be ashamed of you. Censored. What were you thinking? Nothing should be censored. Nothing should sit pushed aside. It should all be out for the world to see, and to criticize. Your opinions, your artistic opinions, put into a tangible form should never, ever be hidden. Censorship is best defined as when an individual is forced to â€Å"suppress their own values, attitudes and beliefs. (Anderson and Garoian, 1996). It is the black rectangle that covers nudity, the obnoxious bleep that blocks out profanities and the curtain that discloses art work. In high school classrooms, the issue of art censorship has become increasingly prevalent in the last ten years. (Kushner, 1999). Educators, high school s taff members and community critics have begun to draw a line segregating what is acceptable and what is not. That line is continually getting tighter, meaning the level of acceptability is becoming more and more strict.Technology, warfare, politics and drug use are all maturing; with this, comes the maturity of high school students’ opinions. Then, in turn, comes advancing art: which many older (and often more conservative) people find shocking or offending. Art is created to appeal to or offend different interest groups. Artists intentionally compose their pieces to â€Å"challenge the assumptions of the audience [and] provoke reaction and discussion. † (Anderson and Garoian, 1996). Provocation is the one and only reason to ever create a piece of art.If, for any reason, this provocation is censored, it depletes the entire artistic background of a work of art. Art without meaning is simply decoration. In the classroom, suppression is forcing art to fit into a square bo x, â€Å"devoid of all values. † (Garoian and Anderson, 1996). Radical viewpoints are by far the most effective way for an artist to gain attention from an audience. When these viewpoints are unable to be viewed, people are no longer attracted to art. Censorship eliminates public interest in art and increases the naivety of a society.All over the country and more so all over the world, people are afraid of new ideas. They are afraid of encountering real, exposed-to-the-bone artistic nudity. This fear embeds itself in our entire culture, forcing censors to eliminate things we supposedly don’t want to see. Simply eliminating things that are different creates a very innocent society. Without being exposed to new things, we become victims of the censors, and that is never a good thing. So as the future progresses, my art work will continue to push past the black censor bar.

Mutual Intelligibility Definition and Examples

Mutual Intelligibility is a situation in which two or more speakers of a language (or of closely related languages) can understand each other. Mutual intelligibility is a continuum (that is, a gradient concept), marked by degrees of intelligibility, not by sharp divisions. Example and Observations Linguistics: An Introduction to Language and Communication: [W]hat allows us to refer to something called English as if it were a single, monolithic language? A standard answer to this question rests on the notion of mutual intelligibility. That is, even though native speakers of English vary in their use of the language, their various languages are similar enough in pronunciation, vocabulary, and grammar to permit mutual intelligibility. . . . Hence, speaking the same language does not depend on two speakers speaking identical languages, but only very similar languages. The Mutual Intelligibility Test Hans Henrich Hoch: [The] distinction between language and dialect is based on the notion [of] mutual intelligibility: Dialects of the same language should be mutually intelligible, while different languages are not. This mutual intelligibility, in turn, would then be a reflection of the similarities between different varieties of speech.Unfortunately, the mutual-intelligibility test does not always lead to clear-cut results. Thus Scots English may at first be quite unintelligible to speakers of the various varieties of Standard American English, and vice versa. True, given enough time (and goodwill), mutual intelligibility can be achieved without too much effort. But given an even greater amount of time (and goodwill), and a greater effort, also French might become (mutually) intelligible for the same speakers of English. In addition, there are cases like Norwegian and Swedish which, because they have different standard varieties and literary traditions, would be called different languages by most people, including linguists, even though the two standard languages are mutually quite intelligible. Here, cultural and sociolinguistic considerations tend to overrule the mutual intelligibility test. One-Way Intelligibility Richard A. Hudson: [A]nother problem regarding the use of mutual intelligibility as a criterion [for defining a language is] that it need not be reciprocal, since A and B need not have the same degree of motivation for understanding each other, nor need they have the same amount of previous experience of each others varieties. Typically, it is easier for non-standard speakers to understand standard speakers than the other way round, partly because the former will have had more experience of the standard variety (notably through the media) than vice versa, and partly because they may be motivated to minimise the cultural differences between themselves and the standard speakers (though this is by no means necessarily so), while standard speakers may want to emphasize some differences. Glen Pourciau: Theres a fat man who comes in here with pills sometimes and I cant understand a word he says. I told him Ive got no problem with wherever he comes from but I have to be able to understand him. He understands what Im saying and he talks louder. I dont hear well, but it doesnt help anything for him to say whatever it is hes saying in a louder voice. Bidialectalism and Mutual Intelligibility in The Color Purple Celie in The Color Purple: Darlie trying to teach me how to talk. . . . Every time I say something the way I say it, she correct me until I say it some other way. Pretty soon it feel like I cant think. My mind run up on a thought, git confuse, run back and sort of lay down. . . . Look like to me only a fool would want you to talk in a way that feel peculiar to your mind.