A PROJECT REPORT ON

IMPROVING HIRING PROCESS

THROUGH ARC TEAM AT
GENPACT

Kasturba Gandhi College for Women

Submitted
By
Rohini
HT NO:13-05-120
 DECLARATION
The project work entitled “IMROVING HIRING ROCESS THROUGH ARC
TEAM” is done by me at HYDERABAD in Partial fulfillment for the award of
Master of Business Administration-M.B.A from Kasturba Gandhi P.G
College from women(Affiliated to osmania university) West Mare dally,
Secundarbad.
This work was not submitted to any other university for the award of any
degree earlier. This work is also not published in any journal or Magazine.

ROHINI
 Certificate

This is to certify that E. Rohini, a student of Master of Business Administration

(HR), Kasturba Gandhi College for Women, has successfully completed her
Project Work on “Improving Hiring process Through ARC Team at Genpact”
in our organization during the period of.

She has been enthusiastic, diligent and consistent in the study

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

We wish her all the success in her future endeavor.

(Chaintanya Reddy)
Manager Human Resource
 ACKNOWLEDGEMENT

The work on this project has been an inspiring, often exciting, sometimes
challenging ,but always interting experience. It has been made possible by other
people, who have supported me.
Iam very grateful to my supervisors Mr.Chaitanya Reddy & Mrs.Amanda
Gomes who have given me the chance to participate in an interesting research
as this. They have supported me with their encouragement and many fruitful
discussions.
I would like to thank My principle Mrs. Sara Haiti for giving me this
great opportunity .I would also like to express my sincere thanks to Mrs.Rama
saraswati ,Sr.Associate professor,Dept of Bussiness Management for her
invaluable experience and advice.
The close cooperation with M.suman gouri & P.Mamtha and other
employees of GENPACT was a unique experience.
Finally, I wish to thank my Parents for their continuous support and
encouragement

Rohini
MBA IV Semester
 Contents

I. Introduction

II. COMPANY PROFLIE

III. Research Methodology

• Objectives of study

Tools & Techniques of Data Collection

• Limitations of the study

IV. Analysis and Interpretation

V. Findings and Conclusions

• Suggestions

• Bibliography

• Annexure
INTRODUCTION TO RECRUITMENT AND SELECTION
RECRUITMENT:
Recruitment is the process of the searching for and obtaining applications so as
to build a pool of job seekers from whom the right people for the right jobs may
be selected.
The purpose of recruitment is to build a pool of applicants. Recruitment
represents the first contact a company makes with potential employees.
Recruitment done well will result in better selection.

Meaning and Definition

In simple terms, recruitment is understood as the process of searching for and
obtaining applicants for jobs, from among whom the right people can be selected.
A formal definition of recruitment is:
It is the process of finding and attracting capable applicants for employment. The
process begins when new recruits are sought and ends when their applications
are submitted. The result is a pool of applicants from which new employees are
selected.
Though, theoretically, recruitment process is said to end with the receipt of
applications, in practice the activity extends to the screening of applications so as
to eliminate those who are not qualified for the job.

Purpose and Importance

The general purpose of recruitment is to provide a pool of potentially qualified job
candidates. Specifically, the purposes are to:

1. Determine the present and future requirements of the organization in

conjunction with its personnel planning and job analysis activities.
2. Increase the pool of job candidates at minimum cost.
3. Help increase the success rate of the selection process by reducing the
number of visibly under qualified or overqualified job applicants.
4. Help reduce the probability that job applicants, once recruited and
selected, will leave the organization only after a short period of time.

5. Meet the organization’s legal and social obligations regarding the

composition of its workforce.

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

appropriate candidates.
 7. Increase organizational and individual effectiveness in the short term an
long term
8. Evaluate the effectiveness of various recruiting techniques and sources for
all types of job applicants.

Recruitment process
As was stated earlier, recruitment refers to the process of identifying and
attracting job seekers so as to build a pool of qualified job applicants. The
process comprises five interrelated stages, viz.
i. Planning
ii. Strategy development
iii. Searching
iv. Screening
v. Evaluation and control

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

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

1. Present employees
 Promotions
 Employee referrals
2. Former employees

II. External recruitment

1. Advertisements
2. Employment exchanges
3. Campus recruitment
4. Walk-ins, write-ins and talk-ins
5. Consultants
6. Competitors
SELECTION
Meaning and definition
Selection refers to the process of picking the right candidates from the pool of
applications.

It is the process of differentiating between applicants in order to identify (and

hire) those with a greater likelihood of success in a job.

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

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

First, work performance depends on individuals. The best way to improve

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

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

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

An organization with a false positive error incurs three types of costs. Thee first
type is incurred while the person is employed. This can be the result of
production or profit losses, damaged company reputation, accidents due to
negligence, absenteeism, and the like. The second type of costs is associated
with the training, transfer or terminating the services of the employee. Costs of
replacing an employee
with fresh one-costs of hiring, training and replacement- constitute the third type
of costs. Generally, the more important the job, the greater the cost of the
selection error.

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

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

False True Positive

Negative (‘ High Hit’)
Error
True Negative False Positive
(‘ Low Hit ‘) Error

Success

Failure

Failure Success
Predicted Predicted
Outcomes of the selection decision

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

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

Organization for selection

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

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

2. It facilitates contact with applicants because issues pertaining to

employment can be cleared through one central location.

3. It helps operating managers to concentrate on their operating

responsibilities. This is especially helpful during peak hiring periods.

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

techniques do hiring.

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

jobs.
6. Hiring costs may be cut because duplication of effort is minimized..
Ideally, a section process involves mutual decision making. The organization
decides whether or not to make a job offer and how attractive the offer should be.
The candidate decides whether or not the organization and the job offer fit his or
her needs and goals. In reality, the selection process is highly one-sided. When
the job market is extremely tight, several candidates will be applying for a
position, and the organization will use a series of screening devices to hire the
candidate it feels is most suitable. When there is a shortage of qualified workers,
or when the candidate is a highly qualified executive or professional who is being
sought after by several organizations, the organization will have to sweeten its
offer and come to a quicker decision.

Environmental factors effecting selection

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

supply and demand of specific skills in the labor market, unemployment rate,
labor-market conditions, legal and political considerations, company’s image,
company’s policy, HRP, and cost of hiring. The last three constitute the internal
environment and the remaining form the external environment of the selection
process.
Preliminary interview

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

eliminate unqualified applicants. This is usually followed by a preliminary
interview the purpose of which is more or less the same as scrutiny of
applications, that is, elimination of unqualified applicants. Scrutiny enables the
HR specialists to eliminate unqualified job seekers based on the information
supplied in their application forms. Preliminary interview, on the other hand, helps
reject misfits for reasons, which did not appear I the application forms. Besides,
preliminary interview, often called ‘ courtesy interview is a good public relations
exercise.

Selection tests
Job seekers who pass the screening and the preliminary interview are called for
tests. Different types of tests may be administered, depending on the job and the
company. Generally, tests are used to determine the applicant’s ability, aptitude
and personality. Ability tests (also called achievement tests) assist in determining
how well an individual can perform tasks related to the job. An excellent
illustration of this is the typing test given to a prospective employee for a
secretarial job. An aptitude test help determine a person’s potential to learn in a
given area. An example of such a test is the General Management Aptitude Test
which many business students take prior to gaining admission to a graduate
business school program.

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

to function in a particular working environment.There are various tests designed
to assess a candidate’s personality. The Bernsenter Personality inventory, for
example, measures one’s self-sufficiency, neurotic tendency, sociability,
introversion and extroversion, locus of control, and self-confidence. The Thematic
Appreciation Test (TAT) assesses an individual’s achievement and motivational
levels. Other personality tests, such as the California Psychological Inventory
(CPI), the Thurston Temperament Survey (TTS), Minnesota Multiphase
Personality (MMPI), and Guilford-Zimmerman Temperament Survey, have been
designed to assess specific personality traits.
Interest tests are used to measure an individual’s activity preferences. These
tests are particularly useful for students considering many careers or employees
deciding upon career changes.

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

been said that an individual’s handwriting can suggest the degree of energy,
inhibitions and spontaneity, as well disclose the idiosyncrasies, and elements of
balance and control. For
Example, big letters and emphasis on capital letters indicate a tendency towards
domination and competitiveness. A slant to the right, moderate pressure and
good legibility show leadership potential. Employers usually consult graphologists
to supplement their usual personnel recruitment procedures. Polygraph tests
(polygraph is a lie detector ) are designed to ensure accuracy of the information
given in the applications. Department stores, banks, treasury offices and jewelry
shops that are those highly vulnerable to theft or swindling- may find polygraph
tests useful.

Choosing tests
Tests must be chosen based on the criteria of reliability, validity, objectivity and
standardization.
Reliability refers to standardization of the procedure of administering and scoring
the test results. A person who takes a test one day and makes a certain score
should be able to take the same the next day or the next week and make more or
less the same score. An individual’s intelligence, for example, is generally a
stable characteristic. So if we administer an intelligence test, a person who
scores 110 in March would score close to 110 if tested in July. Tests which
procedure wide variations in results serve little purpose in selection.

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

given job. A test that has been validated can be helpful in differentiating between
prospective employees who will be able to perform the job well and those who
will not. Naturally, no test will be 100 per cent accurate in predicting job success.
A validated test increases possibility of success.
There are three ways of validating a test. The first is concurrent validity. This
involves determining the factors that are characteristic of successful employees
and then using these factors as the yardsticks. Predictive validity involves using a
selection test during the selection process and then identifying the successful
candidates. The characteristics of both successful and less-successful
candidates are then identified. Synthetic validity involves taking parts of several
similar jobs rather than one complete job to validate the selection test.

Employment interview
The next step in the selection process is employment interview. An interview is
conducted at the beginning and at the end of the selection process. The
emphasis here is on the later.

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

acceptability. It is considered to be an excellent selection device. Its popularly
stems from its flexibility. Interview can be adapted to unskilled, skilled,
managerial and professional employees. It allows a two-day exchange of
information, the interviews learn about the applicant learns about the employer.

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

No two interviewers offer similar scoring after interviewing an applicant. Lack of
validity is another limitation. This is because, few departments use standardized
questions upon which validation studies can be conducted. Finally, biases of
interviews may could the objectivity of interviews.

The employment interview can be

1. one-to-one
2. Sequential
3. Panel

In the one-to-one interview, there are only two participants- the interviewer and
the interviewee. The sequential interview, strength and knowledge-base of each
interviewer, so that each interviewer can ask questions In relation to his or her
subject area of each candidate, as the candidate moves from room to room.
The panel interview consists of two or more interviews and the figure may go up
to as many as 15. Any panel interview is less intimate and more formal than the
one-to-one, but if handled and organized well, it can provide a wealth of
information. If not handled carefully, the panel interview can make the candidate
feel ill at ease and confused about whose question to answer and whom to
address. Interviewers themselves are likely to experience nightmare, not knowing
who will ask which question and in what order.

Objectives of interviews
Interview has at least three objectives-
1. Helps obtain additional information form the applicant
2. Facilities giving general information to the applicant such as company
policies.
3. Job, products manufactured and the like ;and
4. Helps build the company’s image among the applicants.

Types of interviews
Interviews can be of different types. The usual types are structured, unstructured,
mixed and behavioral and stress producing.
Guidelines for interviews
DO’s Don’ts
1. Plan the Interview 1. Start the interview unprepared
2. Establish an easy and informal 2. Plunge too quickly into demanding
relationship questions
3. Encourage the candidate to talk 3. Ask leading questions
4. cover the ground as planned 4. jump to conclusions on inadequate
5. probe where necessary evidence
6. analyze career and interests to 5. Pay too much attention to isolated
reveal strengths, strengths or
weaknesses, patterns of weaknesses.
behavior 6. Allow the candidate to gloss over
7. maintain control over the direction important facts
and time taken for the 7. talk too much
interview

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

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

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

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

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

Campus recruitment is often an expensive process, even if the recruiting process

eventually produces job offers and acceptances. Majority of those would leave
the organizations with in the first five years of their employment. Some people
attribute this high rate of turnover to the lack of challenge offered by the
organizations

Reference and Background checks

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

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

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

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

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

Genpact is a leading provider of Business Services & Technology Solutions.

Since it was established in 1997, the company has been driving process
improvements to help enterprises improve their revenue, cash, costs, margins,
speed, and customer relationships globally.

Operating in six countries, Genpact combines strong business and domain

knowledge with Six Sigma and Lean quality methods to deliver important year-
over-year cost and productivity gains to customers.

In 2005, Genpact’s revenues were $493 million. A company majority owned by

GE and the private equity firms of General Atlantic and Oak Hill Capital Partners,
Genpact has 20,000 highly skilled associates specialized by industry -
banking/finance, insurance, manufacturing, transportation, and automotive and
by the impact areas they serve - sales & marketing analytics, supply chain and
aftermarket services, financial services core operations & collections, finance &
accounting, information technology services, and enterprise application services
& program management.
 Global operations centers are located in:.

Global Service Delivery

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

Genpact India

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

Genpact Europe

Genpact has state-of-the-art operations centers in Budapest, Hungary and in Bucharest,

Romania. Budapest is home to nearly 700 associates who come from 29 countries. They
work out of two facilities in the Hungarian capital and serve customers across Europe in 15
languages.

Genpact India

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

State-of-the-art infrastructure with a robust telecommunications network (redundant route

diverse fiber network) connects Genpact to its clients across the globe.
Genpact is the largest private user of international bandwidth in India. A stringent physical
and data security system, round-the-clock crisis management help lines, backup devices
and recovery sites, and readiness for general emergency form the core of its Business
Continuity Planning (BCP) and Disaster Recovery Planning (DRP) initiatives.

Genpact has also developed G i r i s h

A V P
J a g
extensive
a n n a t h
expertise in many industrial
verticals C e n t r a l H i r i n g
such as
Insurance,
G a r i m a M a l h o t r a M a n a g e r A p a r n a S a Rd ha u h u l K h a n n
Consumer M a n a g e r H Y D S o u r c i n g M a n a g e r A s s t M a n a g e
H Y D O p e r a t i o n s C a m p u s B L R H i r i n g / S o

R a j a S h a r a d a R a mS aa ci h K a u n m d ae P r a r a m e s h w A a mr a an n d a G A o b m h ei s s h e k J a i O s wp ea ln
M a n a g e m e M n at nT a r ag ie n m e ee M n at nT a r ag ei n m e ea M n at nT a r ag ei n m e ea n M t a T n r a gi n e e m e e n S t e T n r i a o i r n Oe e f f iA c se sr t . M a n a g e r
A R C U p d a A t i R o nC C a l l i nV g o i c e H i r i nF gi n a n c e H i r i n Pg a r i c h a y H C y ad m p u s A T P C a m p u s
H y d H y d H y d H y d

Banking
B h a
v i n R a Sj a h n e i r y l A n t Ah od ne y l i n e P e r e i r a
& C
H
o
R A s s o c iF a i t n e a n c e
l l e c t i o n s H i r i n g
H i S r i e n ng i o r O
P a r i c h a y
f f i c e r
C G
Retail
Finance,
A a r o n N e l s o n C h a i t a n y a R e d d y
H R A s s o c i a t e A s s t . M a n a g e r
I T S e r v i c e s H i r i n g C h a n n e l P a r t n e r s

Y a j u s h i M a r e l l a
H R A s s o c i a t e
M a p l e L e a f H i r i n g V e •n n Al astep
e P rbefore
a s s a making
n a an offer.
C h a n n e l P a r t n e r s
R a g i n i

S
•
h i l p a P a r i k h
Cross-checks candidates status (last

C andi
S e n i o r O f f i c e r interview comments, if applied before)
2 Sites S t a r l e e n V
M
T
I S
S o u r c i n g
s p o c
&
from TEAM CONNECT
9 CoE’s
S e r e n e A b y
4 CoE’s A a r t i J a g d e 2e Sites
s h English
A s s&
D
French
•T B t . Check
M
on Re-application policy after 1
a n a g e r
S r H R A s s o c i a t e
600 Employee’s
4 CoE’s 7 CoE’s
I n d u s t r i a l H i r i n g 6335 Employee‘s Mth

register
CV Inflow Hyderabad
Hyderabad
Gurgaon
Bangalore
TC Process Tele screen - 2Kolkata
Sites HiringS u r a j N a r i n
English, French
1400 Employee’s
Jaipur
English & French
& line up
French, German Spanish
Activity
6000 Employees
BLR Hiring/Sourcing
Asst.
Aparna
Rahul
Asst
Senior
ATP Manager
Parichay
Campus
Khanna
Officer
Sadhu
Open Kolkata