Internship in Ciel HR - Rebin J Anselm

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PERFORMANCE ANALYSIS OF EMPLOYEES OF
CIEL HR AND BUSINESS DEVELOPMENT
PROJECT IN CIEL HR
SUMMER PROJECT
SUBMITTED BY
REBIN J. ANSELM (F17049)
FOR THE AWARD OF
POST GRADUATE DIPLOMA IN MANAGEMENT
(2017 - 2019)

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BONAFIDE CERTIFICATE
This is to certify that the Summer Project entitled PERFORMANCE ANALYSIS OF
EMPLOYEES OF CIEL HR AND BUSINESS DEVELOPMENT PROJECT IN CIEL
HR submitted by Mr. Rebin J Anselm to LIBA, LOYOLA COLLEGE, CHENNAI for the
award of Post Graduate Diploma in Business Management is a bona fide record of research
work undertaken by them under my supervision. The contents of this report in full or in parts
have not been submitted to any other Institute or University for the award of any degree or
diploma.
Chennai – 600 034
Date:
Research Guide:
Professor Chellaiah S.
LIBA, Chennai
Company Guide:
Ms. G. Shreya
Consultant - Business Development
CIEL HR

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INTERNSHIP DETAILS
Name Rebin J. Anselm
Company Ciel HR Services Private Limited
Address: Ma Foi House
Door No.41, Plot No 3726, Q block
6th Avenue
Anna Nagar
Chennai 40.
Website www.cielhr.com
Contact +91 9789452205
Period 8 weeks (02.04.2018 to 25-05-2018)
Guide Dr. S. Chellaiah
Professor

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ACKNOWLEDGEMENT
I am extremely indebted to all the people who have helped me in completing this internship
successfully.
I am grateful to Professor Chellaiah S., for all his knowledge and insights regards to this
project without which it would not have been possible.
I would like to express my gratitude to Mr. M. Nandakumar, for providing me the
opportunity to be a part of CIEL HR and its operations. I want to extend my gratitude to Mrs.
Anitha, for her immense support in making me achieve my goals in my internship and all the
exposure that she gave during my intern period. I also would like to thank Ms. Shreya,
Business Development, CIEL HR – Anna Nagar, for her constant support and guidance
which helped me complete the project on time.

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ABSTRACT
The internship project given to me is the business development of Ciel HR services, mapping
clients and a basic HR research on performance evaluation of the consultants in Ciel HR. The
business development project starts from sourcing the client details, presentation of services,
and signing of agreement. It took a long time to learn networking skills and the ability to
convince the client to work with Ciel HR in recruiting talents for their company.
The performance evaluation of the consultants was based on the net effort they put in,
irrespective of the talents and skills they naturally got. They were evaluated so as it will give
the management a clear picture of how to improve the performance of an exceptionally
talented consultant by getting his full potential instead of just achieving a lower target.
In the research, numerous factors are considered to figure out the potential and constraints of
every consultants individually, with which calculations were made to seclude out the effort
part of the performance.

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CONTENTS
ACKNOWLEDGEMENT………………………………………………………………..
ABSTRACT……………………………………………………………………………
LIST OF TABLES……………………………………………………………………
LIST OF FIGURES…………………………………………………………………...
Chapter 1 COMPANYPROFILE
1.1 Ma Foi Management Consultants………………………………………………...
1.2 Vedior and Randstad……………………………………………………………..
1.3 Ma Foi Strategic Consultants…………………………………………………….
1.4 Ciel HR…………………………………………………………………………...
Chapter 2 SERVICES OFFERED
2.1 Types of Services Offered………………………………………………………..
2.2 Hiring……………………………………………………………………………..
2.2.1 Executive Search…………………………………………………………………
2.2.2 Perm Recruitment………………………………………………………………...
2.2.3 RPO………………………………………………………………………………
2.3 Staffing…………………………………………………………………………...
2.4 Pooling……………………………………………………………………………
Chapter 3 BUSINESS DEVELOPMENTPROJECT
3.1 Prelude……………………………………………………………………………
3.2 Industry Vertical………………………………………………………………….
3.3 Executive Contact………………………………………………………………...
3.4 Database Management……………………………………………………………
Chapter 4 PITCHING
4.1 Introduction………………………………………………………………………
4.2 Elevator Pitch…………………………………………………………………….
4.2.1 Check Identity…………………………………………………………………….
4.2.2 Self Intro………………………………………………………………………….
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4.2.3 Company Intro………………………………………………………………..
4.2.4 USP…………………………………………………………………………...
4.2.5 Services provided……………………………………………………………..
4.2.6 Fix appointment………………………………………………………………
4.2.7 Questions/Replies…………………………………………………………….
4.3 Key Clients……………………………………………………………………
Chapter 5 DEAL CLOSURE
5.1 Documentation of Company Background……………………………………
5.2 Credit Mantri……………………………………………………………….
5.3 Etiquette……………………………………………………………………..
5.4 Presentation and Negotiation……………………………………………
Chapter 6 DOCUMENTATION
Chapter 7 ANALYSIS OF CIEL HR’S CLIENT BASE
7.1 Data collection………………………………………………………………..
7.2 Brief analysis of Ciel HR’s client base………………………………...
Chapter 8 INTRODUCTIONTO THE HR RESEARCH
8.1 Prelude………………………………………………………………………..
8.2 Research Problem………………………………………………………….
8.3 Objectives…………………………………………………………………...
8.3.1 General Objective………………………………………………………….
8.3.2 Specific Objectives………………………………………………………..
8.4 Hypotheses…..……………………………………………………………..
8.4.1 Null Hypothesis……………………………………………………………
8.4.2 Alternate Hypothesis……………………………………………………...
Chapter 9 RESEARCHDESIGN
9.1 Volume based evaluation……………………………………………………..
9.2 Toughness factor…………………………………………………………..
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9.3 Conversion factor…………………………………………………………...
9.4 Personality factor…………………………………………………………
Chapter 10 DATA COLLECTION
10.1 Methodology…………………………………………………………………...
10.2 Data collection………………………………………………………………
Chapter 11 CALCULATION OF RESULT
11.1 Personality factor………………………………………………………………
11.1.1Personal Connect…………………………………………………………...
11.1.2Communication skills……………………………………………………...
11.1.3Consultant’s Grasping ability…………………………………………….
11.1.4Ability to express views…………………………………………………...
11.1.5How frequent fillers are used……………………………………………..
11.1.6Clarity of consultant’s voice……………………………………………...
11.1.7Articulation…………………………………………………………………..
11.1.8Judgement of candidate’s dynamicity…………………………………..
11.2 Conversion factor…………………………………………………………...
11.3 Toughness factor……………………………………………………………
Chapter 12 RESULT AND APPLICATION
12.1 Result…………………………………………………………………………..
12.1.1Toughness factor……………………………………………………………
12.1.2Personality factor…………………………………………………………...
12.2 Concise results………………………………………………………………
12.3 Application…………………………………………………………………..
Chapter 13 CONCLUSION
Chapter 14 REFERENCE
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LIST OF TABLES
Table 4.1 Key Clients...............................................................................................................12
Table 5.1 Investments - Credit Mantri.....................................................................................14
Table 10.1 Data Collection - Position Details .........................................................................23
Table 10.2 Data Collection - Candidate Availability...............................................................25
Table 10.3 Data Collection - Articulation................................................................................26
Table 10.4 Data Collection - Performance...............................................................................26
Table 10.5 Data Collection - Experience.................................................................................29
Table 12.1 Result Toughness Factor........................................................................................35
Table 12.2 Result Personality Factor .......................................................................................35
Table 12.3 Concise Results......................................................................................................36
LIST OF FIGURES
Figure 1.1 USP of Ciel HR ........................................................................................................2
Figure 2.1 Types of Services Offered ........................................................................................3
Figure 2.2 Executive Search Process .........................................................................................4
Figure 2.3 Perm Recruitment Process........................................................................................5
Figure 2.4 RPO Detailed View ..................................................................................................6
Figure 2.5 Staffing Process ........................................................................................................6
Figure 7.1 Distribution of Clients - Industry Verticals ............................................................17
Figure 7.2 Distribution of Clients - Administration.................................................................18
Figure 7.3 Distribution of Clients - Position Shared................................................................18
Figure 9.1 Toughness Factor....................................................................................................21
Figure 9.2 Personality Factor...................................................................................................22

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CHAPTER 1
COMPANY PROFILE
1.1 Ma Foi Management Consultants
With the liberalization of Indian economy came into existence in 1991, Mr. K. Pandiarajan
with his wife Mrs. Hemalatha Rajan, started the Ma Foi Management Consultants in 1992
with its headquarters in Chennai. By 1996, the company reported expansion along multiple
locations in India. After five long years in 2001, Ma Foi becomes a global brand with its
presence in many countries.
1.2 Vedior and Randstad
In 2004, the Ma Foi group merged with the Dutch HR company Vedior to start several new
projects with Ma Foi Academy as one of the notable initiative. Seeing the tremendous growth
of the Ma Foi groups in India, Randstad, one of the biggest HR companies in the world
acquired Ma Foi groups in 2008. Again, being a Dutch company themselves, acquired two
more HR startups to make a stronger presence in India. Randstad India thus become one of
the largest HR company in India today.
1.3 Ma Foi Strategic Consultants
It was in 2011, the merger with the Randstad ended. In the very first month of 2012, Mr. K.
Pandiarajan started his own Ma Foi Strategic consultants and in the same year in August, he
incorporated Ma Foi Analytics. The Ma Foi Strategic consultants, apart from being a HR
company, extended further into the strategic consultancy. Due to the non-competence clause
that the company made with the Randstad, the Ma Foi groups cannot make its footprint again
into the recruitment industry for the next three years.
1.4 CIEL HR
At once the non-competence clause got over, in 2015, the Ma Foi groups made its second
venture into the HR industry, under the brand name Ciel HR, where Ciel in French means
Sky. With Mr. K. Pandiarajan as the chair, Mrs. Hemalatha Pandian as the director, Mr.
Aditya Narayan Mishra as the CEO and Mr. Santhosh Kumar Nair as the COO, Ciel HR
Private Limited was started in the month of August in 2015, headquartered in Bengaluru.
During the Inception, they had offices in four locations in India, which now had grown into

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46 locations and is still in expansion mode with an aim to have 100+ branches soon. The
company now has around 750 clients in numerous industry verticals with the Chennai base
working mostly on the automobile and auto parts sector.
Apart from being in India, the Ciel HR made its Global presence in 2016 by having its new
branch in Dubai. The Unique selling proposition of the Ciel HR is that the recruitment and
staffing
processes are driven by technology and analytics. The Ciel HR claims that there is a
conversion rate of 70% while the market standard is 15-20%.
Figure 1.1 USP of Ciel HR

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CHAPTER 2
SERVICES OFFERED
2.1 Types of Services offered
With the advent of Gig Economy, the temporary staffing requirements for the companies is
increasing day in and day out. Thus, companies are demanding a variety of HR services with
a lot of flexibility into it. Recognizing the industry need, Ciel HR had produced a broad list of
services to be offered to the company.
2.2 Hiring
There is a big gap between the companies in search of talents and people searching for jobs
with talents that the companies need. The hiring process is the bridge between these two,
helping the companies getting their needs solved and the people getting placed in a platform
that rightly exploits their talent. Ciel takes care of recruitment at all levels from executive to
the lower level. Apart from the blue-collar job roles, Ciel works on all the lower level
positions.
Hiring
• Executive Search
• Perm recruitment
• RPO
Staffing
Pooling
Figure 2.1 Types of Services Offered

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2.2.1 Executive Search
The Executive search in the hiring services is one of the most challenging job the company
faces. The attrition ratio is higher, but the important problem is that the conversion rate and
the availability of candidates are less. Thus, it requires much more dedication in doing such
job. The executive search includes the following things that should be kept in mind while
doing the job.
• Understanding the unique context of the role
• Co-creating a search brief tailored to these unique requirements
• Using secondary research to identify target companies
• Assessing candidates with our unique competency profiling tool
• Providing a 30, 60 and 90-day engagement program with new hires
The Executive search process can be clearly understood by the following representation.
2.2.2 Perm Recruitment
Perm Recruitment covers the same recruitment process but to the middle level and lower
level positions. Since the positions are lower levels compared to the former, the availability
Search brief Sign-
off
Search Plan
AttractPotential
Candidates
Evaluate
competency match
Co-ordinate
meetings
Identify finalists
Offer and
Referencechecks
Keeping the other
finalists warm
30-60-90day
contact plan
Figure 2.2 Executive Search Process

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of candidates is more as the requisition of talents is comparatively less. The talent requisition
is always proportional to the CTC of the position and inversely proportional to the
availability of candidates. Thus, the perm recruitment does not need much expertise to work
in. The next major problem in it is the attrition ratio being lower in this category. Positions in
this category are more volatile as the candidates has the higher chance of getting convinced
with a new position with a slight increase in CTC.
2.2.3 RPO
As a part of Business Process Outsourcing (BPO), Recruitment Process Outsourcing (RPO) is
growing these days, where the company will request for a dedicated HR for the company.
The HR from the recruitment agency will be working for the company under the payroll of
the agency themselves wherein the company need to pay only for what they get. Thus, the
companies were no need to recruit a HR for themselves making the deal a mutually benefit
one.
The advantages of RPO includes the following factors, End to end recruitment, higher
conversion ratio (as it is directly from the company), analytics driven assessments, campus
connect and vendor management. RPO differs from perm hiring and staffing, in that it
assumes ownership of the design and management of the recruitment process and the
responsibility of results.
There are several types of RPO available in Ciel HR. The below picture represents the same
in detail.
Figure 2.3 Perm Recruitment Process

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2.3 Staffing
The advent of sharing economy paved way for the concept of access economy wherein, the
business rent property in case of selling. Similarly, in case of permanent recruitment, they
Figure 2.5 Staffing Process
Contract
signing
KYD* for
Transition/
Recruitment
Joining &
Induction
Monthly
payroll input
from Client
Running the
payroll
Invoicing
Collect and
Pay Deputees
Statutory
disbursement
Periodic
Review
Figure 2.4 RPO Detailed View

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hire people temporarily for a project or a term. The concept is more common in abroad and is
growing in India too. The staffing process can be explained with the following representation.
The candidate will be under the Ciel payroll and the company can subscribe for the gears and
other services such as GPS tracking facilities for which they are charged separately.
Ciel provides constant support for the workforce and solve all issues related to the working
community, reducing the administrative pain to the company. The Ma Foi Analytics comes
into play in satisfying the gears that the contract workers need. The contract is usually made
for a project or a term of mostly 24 months.
2.4 Pooling
The pooling service in Ciel is in inception level. It is an e-marketplace that pools resources on
bench and makes them available for short projects for companies. The talent seekers can get
to use the experienced talents and pay as they use. The talent givers can get to utilize the
bench better. It is more like freelancing and people can register their skills and their familiar
projects in which they can work for. If the company is need of a similar project to be get
done, they will approach the pool service provider and the right talents for their projects.

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CHAPTER 3
BUSINESS DEVELOPMENT INTRODUCTION
3.1 Prelude
Sourcing of clients is the biggest challenge the company is suffering from. The business
development project takes the challenge and pour in clients with need in various positions.
While choosing a client, we should ensure that whether the client could afford the
compensation terms with the agency.
The benefit that the client gets when given the recruitment project to the company is that the
candidates that we are producing to the client for final interviewed are well chosen,
handpicked from millions of profiles that the company comes across. Thus, it is a mutually
beneficial one to join hands with the Ciel HR for recruitment process.
3.2 Industry Vertical
As discussed earlier, the Chennai branch of Ciel HR is specialized in Automobile and Auto
parts manufacturing industry as the HR experts in the company are having hands-on
experience on the respective field. Apart from that, BFSI, FMCG, Construction,
Entertainment and Education industries are also concentrated.
There are five SIPCOT zones in the south west Chennai, near Sriperumbudur and two zones
in north west Chennai near Gummidipoondi. These are the zones where one could find
around 1000 automotive companies from multinational to national level. They may not be
aware of the Ciel HR brand and its long legacy Ma Foi groups.
3.3 Executive Contact
A list of companies was made that counts around 300 in number, concentrated mostly on the
automotive sector. Companies from other industry verticals were also chosen. The company
signed a contract with the Naukri giant to get access to the large pool of candidates who have
applied for jobs.
An Application Tracking System (ATS) is developed by the Analytics team from the Ma Foi
group to access and store the resume easily and effectively. Options to shortlist according to
the client needs can also be done using it. The executive people or decision-making people

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from the HR department of the company names are listed out. Their professional career path
can be visualized by using their LinkedIn profile.
By providing different keywords based on their professional career path, we can get the
resume of the executive from the portal. Proper filters and keywords should be used to get the
proper list of presence of the expected profile. The Naukri database may provide the
confirmed or not confirmed contact number and a mail id of the Executive. The database is
updated by the collected details.
Apart from the ATS, there are many other ways that we can find the contact details of the
executive person. One such thing is Lusha. Lusha gives free 5 credits per month with which
we can find contact details of the LinkedIn profile we chose for a company at rate of one
contact per credit. Lusha works well on some profiles and in some, it goes wrong providing
either wrong contact details or no details at all.
3.4 Database Management
The contact details of the Executive people we have found so far is recorded in a spreadsheet.
We mostly use Google spreadsheets for recording as it is a perfectly synchronized shareable
sheet, which enables us to work on the same spreadsheet from different screens. We will
record all the details of the conversation that we have made with the client to have a track on
the company for future reference.

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CHAPTER 4
PITCHING
4.1 Introduction
Pitching is the next grandiose thing that turns the whole scene upside down in business
development. Convincing a client in accepting the services and pricing model is a challenging
thing and it needs basic pitch to start up with.
4.2 Elevator Pitch
The below given list is what we must talk to the client while pitching in. We should have a
personal connect with the client. We can ask whether they can remember us as we have
spoken to them last evening or something like that and should ask only if it happened earlier.
If you can get some time to extend the conversation even deeper, we can hear some industrial
difficulties that they are sharing with you.
4.2.1 Check identity
Good morning sir/mam. Am I talking to (name)?
4.2.2 Self intro
This is (Rebin) from Ciel HR services, a subsidiary of Ma Foi foundation. Is it appropriate
time to talk to you?
4.2.3 Company intro
Hope you know ma Foi group!? Ma Foi foundation is a 23-year-old recruitment company
started by Mr. K.P.R. we have pan India coverage with over 46 offices in 23 cities which
includes all the tier 1 and tier 2 cities of India.
4.2.4 USP
To talk about our unique selling proposition, we have a well experienced team of HR people
with over 10 to 12 years of industrial exposure. And our strong technology driven recruitment
technique distinguishes our performance over other competitor agencies. And, our service is
so good that we filter the CVs and give you less options in selecting the final candidates. Of
that, we could assure that you will select more than 40% of the produced profiles. Apart from
this, the way we produce the profile to your desk shows our uniqueness in the market. The

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profile we submit contains a three-page report about the candidate, that we make with the
help of our HR experts.
4.2.5 Services provided
We are providing both permanent hiring and flexible staffing services. We do have lots of
clients more than 750 in various industry verticals and they are well satisfied with our
service.
4.2.6 Fix appointment
So, could you please spare us some time for a meeting in person, coming (Monday) or
(Tuesday), so that we could give you a good presentation about our service and your benefits
in getting our service.
4.2.7 Questions/replies
1. How did you get my number?
We have a huge repository of executive contacts (and as you know Mr. K.P.R. has a wide
range of contacts)
2. I am Busy Right Now.
So, when will be the right to call you? (can I call you back (tomorrow by 11.00 a.m.?) Or (by
3.00 p.m.?))
3. Are you still under Randstad?
No, in 2012, Mr. K.P.R. exited the HR business with Randstad and started Ciel HR with his
wife, Mrs. Latha Rajan in August 2015. All other services are still under the name of Ma Foi.
4. What is your pricing model?
The pricing is based on the depth of service that is needed to be done.
5. Will it be costlier?
Let us have a talk on it.
6. Is your presence available overseas?
Yes, in Dubai and Uganda. Soon we are starting in the US.
7. I am not responsible for this

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Can I get the contact details of the (person in-charge)?
8. I already told that there is no vacancy
You asked me to call back next week.
9. We are already working with another vendor
(Talk about USP)
10. I am not in Chennai
Is it possible to get the contact details of the HR Head?
4.3 Key clients
We can talk about our key clients while pitching in. The list of the key clients that we are
putting in should be relevant to the target company.
Table 4.1 Key Clients
Industry Vertical Client Name
Automobile Daimler, TAFE, Scania, MAN, Mitsubishi, Bombardier, Essar
IT Flipkart, Amazon,
Manufacturing Saint-Gobain, Essar Oil, JSW,
Courier DLF
Health care/Pharma Ranbaxy, Care, KMCH, Cauvery, Dr. Reddy’s, Omega
Healthcare, Abbott, GSK, Amrutanjan
Finance Mahindra Home Finance, Standard Chartered, BNP Paribas, TVS
Credit, Yes Bank, IFMR, Royal Sundaram, Toyota Financial
Services, TATA AIA Life, Varam, Federal Bank, Lakshmi Vilas
Retail café coffee day, Chai Point, VKC, Metro, Jockey, Scott, Classic
Polo, Marico, Priya, TT, Schmitten, Dhathri, Fine organics, AMI
Bio-tech
Entertainment Wonderla
Service JLL, Airtel, Everwood

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CHAPTER 5
DEAL CLOSURE
5.1 Documentation of the company background
After the fixation of appointment with a client, we must prepare a document that shows every
move that the company made in the history. The document thus prepared will be helpful as it
will give a clear idea about the client before having a meet with them. Details like the
revenue, employee strength, headquarters, office locations and so on. The below is a sample
of Documentation that was made on a Fin-tech company called Credit-Mantri.
5.2 Credit Mantri
Founders
Credit Mantri was started by three Ex-employees of Citi Bank. They are.
1. Mr. Ranjit Punja (CEO)
2. R. Sudarshan
3. Gowri Mukherjee
Started Year
2011
Organization Type
Private Limited Company (3 Promotors)
Products
1. Database Management
2. Online credit score provider – Service
3. Getting lender based on the score
4. All notifications and advice to common people (like unpaid dues)
Industry Vertical
Diversified Financial Services [Non-Banking Financial Company (BFSI)]
Registered Office
T. Nagar, Chennai, Tamil Nadu

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Competitors
1. Credit Seva
2. Credit 4 loan
3. Credit Vidya
4. Credit Sudhaar
5. Paisa Bazaar
6. Clear my Clues
7. Bank Bazaar
Growth
• June 2012 – 15000 viewers
• February 2014 – 45000 viewers
• 2016 (Projected) – 100000 viewers
Revenue
Around $ 1 million
Investments
Table 5.1 Investments - Credit Mantri
ROUND FUNDING DATE AMOUNT INVESTORS
Series B Feb 2017 $7.6M IDG Ventures India
Series A Jun 2015 $2.5M IDG Ventures India,
Elevar Equity, Accion
Venture Lab
Total: $10.1M
Employees
Around 200
Review
• Ranjit Punja – 86/100 (Owler’s Rating) (Rank – 1 in the Diversified Financial
Services sector)

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• Credit Mantri was chosen as one of the companies in 2017 Fintech 250 by CB
Insights. CB Insights is one of the leading reviewers of companies in India. They
release national rankings annually.
Customer Reviews
Many people complain that it is a fake company as it shows low credit score to everyone to
attract people for paid consultancy and failed to keep their promise.
Other Important Information
1. For taking loan, your CIBIL score should be more than 750
2. Credit Mantri’s Technology – Integrated with 13 banks and 7 NBFCs
3. Credit history up to 36 months were analyzed.
5.3 Etiquette
There is some basic etiquette that the industry wants to follow up. Punctuality is the first most
thing that the clients expect for us. Some companies intentionally make us wait and test our
patience. Sometimes they may even have a notice of how we behave while waiting for the
client meeting. At once the meeting starts over, we should exchange the business cards.
Etiquette seems to be playing a leading role in getting the agreement done as there were so
many recorded failures of meetings just because of the etiquette failures.
5.4 Presentation and Negotiation
We can have a general talk with the client before having the presentation on. We will explain
about the services and flexibility that we provide. We can also discuss about the experience
we had with the key clients from similar industry. Next comes the important phase of
meeting, the pricing. Mostly, the clients will not be satisfied by the pricing model we
produce. The very next mandatory thing to be done is convincing that the pricing is
justifiable. Then comes the talk about the unique selling proposition of Ciel HR. Once the
negotiation got over, documentation process starts up.

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CHAPTER 6
DOCUMENTATION
Once the meeting got over, a ground analysis about the availability of the positions shared is
checked. After this basic research, once the Team lead gives permission to take up the
project, the acceptance mail is send to the client. The documents that talks about the contract
agreement is prepared.
The agreement document contains a usual bond that says that the agreement is legal, and both
the parties signed up the contract in full knowledge. The agreement validity is mentioned in
the document. Till end of the agreement, all the positions that the company shares with the
agency, the agency need to find candidates to fit in the position.
Then comes the compensation terms. For perm hiring, the best practice is to charge a part of
the CTC of the position shared. Usually, we will charge from one month to two-month CTC
of the position depends upon the availability of candidates, experience needed, and
qualifications expected.
Then we must add other details like notice period, attrition period, and other agreement terms
to the agreement paper. After the acceptance of the terms by both the General Manager of
Ciel HR and the representative of the company, the agreement comes into effect.

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CHAPTER 7
ANALYSIS OF CIEL HR’S CLIENT BASE
7.1 Data Collection
The agreements signed so far by Ciel HR were digitalized recording distinctive features of
the agreement separately in a spreadsheet. With the help of analytics tools like Excel and
SPSS, we produced a clear detailed nature of the client base of the Ciel HR branch in
Chennai.
7.2 Brief analysis of Ciel HR’s client base
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Autom
otive
Constr
uction
Educat
ion
Electr
onics
Energ
y
FMC
G
Health
care
Jewelr
y
Manuf
acturin
g
NBFS Real
Estate
Techn
ology
Transp
ortatio
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4 3 6 3
3 5 5 3 3 1 2 6
2 3 3 2 2 6 3 2 3
1 2 12 6 3 3 5 3 4
Distribution of Clients Based on the Industry
Vertical Across Various Quarters
1 2 3 4Quarter
Figure 3.1 Distribution of Clients - Industry Verticals

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Figure 7.2 Distribution of Clients - Administration
Figure 7.3 Distribution of Clients - Position Shared
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15
20
25
30
35
40
H L M
Distribution Of Position Levels That The Ciel
Hr Worked Across Various Quarters
1 2 3 4Quarter
0
5
10
15
20
25
30
35
40
45
50
Corporate Family Startup
Distribution Of Administration Model Of
Clients Across Various Quarters
1 2 3 4Quarter

19
CHAPTER 8
INTRODUCTION TO THE HR RESEARCH
8.1 Prelude
This is an analysis of Ciel HR consultant’s net effort to achieve the given target positions
based on a range of factors. As per the request of the Team lead, I undertook the research.
There are six consultants working in the team under the team lead. Out of six, four were
regular employees. So, we could do the research only on those four.
There are totally two sub categories in the team, value, and volume. Each dealing with
diverse types of projects. The Value team looks after middle level and higher-level projects.
They mostly take projects having CTC more than 9 lakh CTC. The Volume team works on
lower and middle level positions, i.e., positions under 9 lakh CTC.
The team structure was formed just six months before the research was started. So, the results
were found to be quite immature and needs more data to feed in. We considered some crucial
factors to talk about the effort the consultant is putting in per day.
8.2 Research Problem
The effort put forth by each consultant to reach their target is different from the actual output
they have achieved. So, the actual output does not reflect the net effort that the consultant put
in.
8.3 Objectives
8.3.1 General Objective
To analyze the effort put forth by consultants based on their personal skills and toughness of
the project given to the consultant.
8.3.2 Specific Objectives
1. To gain a deep understanding of the functioning of value and volume team by
understanding the differences in projects assigned
2. To quantify the efforts taken by the consultants to reach their targets and create an
index with
3. controlled differential factors to compare the results which will also prove to be useful
in setting targets in the future.

20
8.4 Hypotheses
8.4.1 Null Hypothesis
The net effort that the consultant put in is based on the factors that has been chosen for
research.
8.4.2 Alternate Hypothesis
The net effort that the consultant put in is not only based on the chosen factors but also on
some uncontrollable/unmeasurable factors.

21
CHAPTER 9
RESEARCH DESIGN
9.1 Volume based Evaluation
Since there are two types of businesses happening in Ciel HR, we cannot just measure the
efficiency with one common parameter. The Value business is high in income but low in
numbers, but the Volume business is low in income and high in numbers. Earlier, the revenue
is considered as a scale of measurement.
We believe in having three factors that is directly or indirectly proportional to the effort that
the employee needs to put in. They are, toughness factor, conversion factor and Personality
factor. So, the effort index formula goes like,
Effort Index =
𝑇𝑜𝑢𝑔ℎ𝑛𝑒𝑠𝑠 𝐹𝑎𝑐𝑡𝑜𝑟∗𝐶𝑜𝑛𝑣𝑒𝑟𝑠𝑖𝑜𝑛 𝐹𝑎𝑐𝑡𝑜𝑟
𝑃𝑒𝑟𝑠𝑜𝑛𝑎𝑙𝑖𝑡𝑦 𝐹𝑎𝑐𝑡𝑜𝑟
9.2 Toughness Factor
The toughness factor can be
measured under various
attributes, which arises from the
level of position the consultant is
closing and the candidate that the
consultant interacts with.
Each attribute under this factor
can either be multiplied or
divided. The multiplication is
done when the influence of the
attribute is indirectly
proportional to the number of
positions closed, and division is
done when the influence of the
attribute is directly proportional
to the number of position closed.
Toughness
factor
Position
CTC
Experience
Skills
Timing
Location
Candidate
CTC
Experience
Skill
Attrition
ratio
Location
Figure 9.1 Toughness Factor

22
9.3 Conversion Factor
The conversion factor depends upon both client and candidate. The conversion ratio data is
enough to get the value of conversion factor.
9.4 Personality Factor
This factor considers the experience of each consultants in the industry and the professional
skill sets they have. The professional skills can be broken into three sets. They are, the
communication skills (that includes the clarity of speech and volume), articulation and the
personal connect the consultant can build with the candidate. The personal connect can be of
two types, shallow and deep. The consultants are marked against these two measures, while
shallow connect includes all the steps that the consultant has taken to relate the job
description with the candidate and deep connect includes all the moves that the consultant
takes to make the candidate feel that the consultant is closely compared to them.
Figure 9.2 Personality Factor
Personality
factor
Professional
skill set
Communication
skills
Articulation
Personal
Connect
Shallow Deep
Experience of
the consultant

23
CHAPTER 10
DATA COLLECTION
10.1 Methodology
We prepared a set of questionnaires, and a spreadsheet for the research. We defined some
important attributes that affects each factor. The collected data is presented below.
10.2 Data Collection
Once the structure formation is done, the data to be collected is formulated and the response
sheet is developed. We split into two and recorded the responses from the consultants. The
response sheet is taken at four different intervals. On the start of the day (SOD), details like
the positions and candidate they are looking for are taken. The details so collected is useful in
calculating Toughness factor. Then comes the two sets of information that are to be collected
one before call and another after call. These data were mostly for figuring out personality
factor. At the End of the Day (EOD), all the details about the number of positions closed and
the conversion factor are asked. The job description is asked for the past one quarter to get a
clear idea about the CTC, position, skill sets needed for the candidates they are working in.
The response sheet goes like this.
Table 10.1 Data Collection - Position Details
SOD Praveen Sudarshan Abhishek Nilofer
Position 1 Finance
Manager
Xorail Wabtec - QA
Automation Architect
Cube Cinemas
- QCN Sales
Content
Writer -
Ashlok
CTC 20 Negotiable (12-15) 10-15 20 to 30 K
Experience 13+ years 10 to 15 8-10 6 months
Qualificatio
n
ICWA BSc. /BE Computer,
Mathematics
Degree Degree
Skill 1 Sap Automation Testing Writing
Skill 2 Regression Testing
Skill 3
Skill 4
Industry Manufacturin Automobile Television/Rad Engineering

24
g io
Location Chennai Bangalore Mumbai Ambattur
Shift Day Day Day Day
Hours 8 8 8 8
Position 2 Senior Cost
Accountant
Shatal - GM Operations
CTC 8 20 to 25
Experience 4.5 to 6 years 15 to 20
Qualificatio
n
ICWA BE Mechanical
Skill 1 Sap Plant Operations
Skill 2 Sales /BD
Skill 3
Skill 4
Industry Manufacturin
g
Location Chennai Coimbatore
Shift Day
Hours 8
Candidate 1
CTC 15-20 6 to 9 9-10 5.5 K
Experience Match Match 8-9 1 year and
above
Qualificatio
n
Match B.Sc./ B.E./ M.Sc./ M.E. Degree Degree
Skill 1 Match Match Match Writing
Skill 2 Match Match SEO
Skill 3
Skill 4
Industry Match IT/Manufacturing/Locomoti
ve
Television /
Radio
Writing
Location TN Pref: Bangalore Mumbai Initially TN.
Chennai

25
suitable
Shift Day Day Day Any
Hours Any Any Any Any
Candidate 2
CTC 4 to 5 15 to 20
Experience Match Match
Qualificatio
n
Match B.E. Mechanical
Skill 1 Match Sales/BD
Skill 2 Plant Operations
Skill 3
Skill 4
Industry Match Engineering/Manufacturing
Location TN Pref: Coimbatore
Shift Day Day
Hours Any Any
Table 10.2 Data Collection - Candidate Availability
BC Praveen Sudarshan Abhishek Nilofer
Choice Keywor
ds used
Posit
ion 1
Automation
testing, Manual
testing,
Networking
interface
testing,
Regression
Testing
Ad space,
Media
Marketing,
Media Sales,
Ad space
selling
15
Posit
ion 2
Plant
operations,
Sales,
Marketing,
head operations
Posit

26
ion 3
Posit
ion 4
Keywor
d
combina
tions
used
Posit
ion 1
4(5) 3
Posit
ion 2
Posit
ion 3
Posit
ion 4
Occurrence Keyw
ord
Prof
iles
Keywo
rd
Profil
es
Keyw
ord
Prof
iles
Keyw
ord
Prof
iles
Availa
bility
of
keywor
ds
Position 1 Anyon
e
772 All 275 Blogs
writer
railroa
d,
locomo
tive,
railway
, so on
121(2
)
Conte
nt
Write
r
IBM
rationa
l
377(8
)
ad
hoc
social
media
online
marke
ting
conte
nt
writer
AT+R
T
social
media

27
marke
ting
SEO
conte
nt
writin
g
Conte
nt
Writi
ng
Position 2 plant
operati
ons,
sales
plant
operati
ons,
head
operati
ons
811
(mon
ster)
Position 3
Position 4
Relevance of keywords

28
Table 10.3 Data Collection - Articulation
AC Praveen Sudarshan Abhishek Nilofer
Clarity Number of
fillers
1 1 1 2
Number of
repetitions
2 5 2 1
Number of
repeat
requests
1 1 2 1
Total clarity 2 1 2 2
Number of
Previous
candidates
connected
Email 0 0 0 0
Phone 10 0 1 2
SMS 0 0 0 0
Level of Connect Shallow
(JD)
7 8 7 7
Deep (BG) 6 4 3 4
Articulation 3 2 2 3
Table 10.4 Data Collection - Performance
EOD Praveen Sudarshan Abhishek Nilofer
Number of candidates
called
18 17 9 10
Number of calls
attended
13 12 8 6
Number of positive
responses
6 2 0 0
Number of positions
closed
Number of clients
worked
1 2 1 1
Number of positions 2 2 1 3

29
worked
Number of calls
personally connected
10 0 1 2
Conversion Ratio
(Consultant's Data)
Number of hours
worked (Net) in %
55 77.3 52.38 66.75
Number of hours used
personally in %
45 6.5 23.82 14.5
Number of hours
wasted by technical
error in %
0 16.2 23.8 18.75
References 2 0 1 3
Table 10.5 Data Collection - Experience
Info Praveen Sudarshan Abhishek Nilofer
Experience Overall 9 years 7 years 3 years 10 months
Experience in Ciel HR 2 years 5
months
1 month 2 months 10 months
Attrition ratio (for a
quarter)
40% 40% 0% 50%
JD Sent Sent
Clients worked 7 5 10
Positions worked 11 5 12
Conversion ratio 65% 60% 0% 22.22%
CTC (Average) 12-12 12-13 2-3 2-2.2
CTC (Median) 12 12 3 2.1
CTC (High) 20 20 6 3.6
CTC (Low) 8 8 1.14 1.4
Experience (Median) 8 8 3 1
Hard Skills * 7 7 3 3
Soft Skills * 4 4 7 7

30
CHAPTER 11
CALCULATION OF RESULT
11.1 Personality Factor
To calculate the efforts of the employees and compare it, their personal factors such as the
consultant’s experience, skills etc. must be normalized. To minimize the effect of this factor
on the effort score, it is divided. This factor is further classified into three- personal connect,
communication skills and articulation skills.
The personal connect factor caters to the relationship of the consultant with the candidates
and referencing abilities; the communication skills factor includes the quality of the
consultant’s communication; the articulation skills factor is concerned about how well a call
is handled.
This factor is calculated for a score total of 700. 1/7th of the total weightage is given to
Personal Connect as it is affected by experience, 2/7th of the weightage is provided to
communication skills as it is assumed that it consists of basic skills which would be the same
for all the consultants, 4/7th of the weightage is given to the articulation skills for it plays a
key role in construction of relationship with the candidates and affects the actual output.
11.1.1 Personal Connect
The personal connect factor is calculated based on four attributes namely Number of calls
personally connected, references asked, level of connect – Shallow (explanation of JD) and
Deep (Personal connect with the candidate and their background).
Weightage
Number of calls personally connected: 40%
References asked: 35%
Level of connect – Shallow: 10%
Level of connect – Deep: 15%
Formulae
A percentile score of all the attributes for each of the consultants is calculated separately. The
sum of the scores of each attribute is taken as the score of personal connect.

31
Score of Attribute X =
𝐶𝑜𝑛𝑠𝑢𝑙𝑡𝑎𝑛𝑡′
𝑠 𝑠𝑐𝑜𝑟𝑒 ∗ 𝑊𝑒𝑖𝑔ℎ𝑡𝑎𝑔𝑒
Total score
𝑅𝑒𝑙𝑎𝑡𝑖𝑣𝑒 𝑠𝑐𝑜𝑟𝑒 𝑜𝑓 𝑐𝑜𝑛𝑠𝑢𝑙𝑡𝑎𝑛𝑡′
𝑠 𝑝𝑒𝑟𝑠𝑜𝑛𝑎𝑙 𝑐𝑜𝑛𝑛𝑒𝑐𝑡 = ∑ Attribute(k)score
𝑥
𝑘=0
11.1.2 Communication skills
The communication skills factor analyses the consultant’s ability to provide and receive
information effectively. This factor consists of the attributes consultant’s grasping ability and
the ability to express views.
11.1.3 Consultant’s Grasping ability
Formula
Weightage of attribute (Repeat request) is 100% and the scoring is taken in the negative
manner.
Consultant′
s Grasping ability =
100 − ( 𝐶𝑜𝑛𝑠𝑢𝑙𝑡𝑎𝑛𝑡′
𝑠 𝑠𝑐𝑜𝑟𝑒 ∗ 𝑊𝑒𝑖𝑔ℎ𝑡𝑎𝑔𝑒)
Total score∗ 3
11.1.4 Ability to express views
This factor is further divided into two attributes namely Shallow connect and Repetitions.
Each of the attributes is given equal weightage as one is concerned with the description
ability of the JD and the other calculated the repetitions made which inversely affects the
quality of expression of views.
Weightage
Shallow connect: 50%
Repetitions made: 50%
Formulae
Score of Attribute (Shallow Connect) =
𝑠 𝑠𝑐𝑜𝑟𝑒 ∗ 𝑊𝑒𝑖𝑔ℎ𝑡𝑎𝑔𝑒
Total score
Score of Attribute (Repetitions made) =
𝑠 𝑠𝑐𝑜𝑟𝑒 ∗ 𝑊𝑒𝑖𝑔ℎ𝑡𝑎𝑔𝑒)
Total score ∗ 3

32
𝑅𝑒𝑙𝑎𝑡𝑖𝑣𝑒 𝑠𝑐𝑜𝑟𝑒 𝑜𝑓𝑡ℎ𝑒 𝑓𝑎𝑐𝑡𝑜𝑟 = ∑ Attribute(k)score
𝑥
𝑘=0
11.1.5 How frequent fillers are used
The filler usage is one of the factors which figure out the quality of a consultant’s
communication and it affects articulation skills. As it affects the factor inversely, the score is
also calculated inversely.
Score of Attribute (Fillers usage) =
𝑠 𝑠𝑐𝑜𝑟𝑒 ∗ 100)
Total score ∗ 3
11.1.6 Clarity of consultant’s voice
This factor is calculated from the value given in the response sheet. Only when there is clarity
can the articulation be effective.
Score of Attribute (Clarity) =
𝑠 𝑠𝑐𝑜𝑟𝑒 ∗ 100
Total score
11.1.7 Articulation
The actual articulation skills of the consultant as per the response sheet is taken into
consideration
Score of Attribute (Articulation) =
Total score
11.1.8 Judgement of Candidate’s dynamicity
The ability to judge the candidate’s credibility is termed as the factor judgment of candidate’s
dynamicity. As the conversion ratio is the direct measure of this attribute, 100% weightage is
given to this.
Weightage
Conversion ratio: 100%
Formula
Score of Attribute (Articulation) =
𝑠 𝑟𝑎𝑡𝑖𝑜 ∗ 100
Sum of ratio
Personality factors = Sum of all factors

33
11.2 Conversion factor
Conversion factor, as explained earlier, is based upon two people, the candidate, and the
client. Since, the client’s choosy nature is uncontrollable, the candidates’ component of the
conversion ratio is taken as 50%. The rest half will be taken as zero as it is unmeasurable.
Conversion ratio is calculated based on No. of positions offered and No. of positions
produced by the consultant.
Conversion ratio =
𝑁𝑢𝑚𝑏𝑒𝑟 𝑜𝑓 𝑝𝑜𝑠𝑖𝑡𝑖𝑜𝑛𝑠 𝑜𝑓𝑓𝑒𝑟𝑒𝑑
Number of positions produced by the consultants
11.3 Toughness factor
The Toughness factor, as explained earlier, depends upon the position the consultant is
working on. Since all the members of a team (Volume or Value) works on almost related
positions, the score for all the members from a team is the same.
Weightage
The weightage given for each of the factors are based on how much the attribute’s value
differ for every team. Since median CTC for the value team is 6 times as that of the volume
team, the contribution of the CTC effect should be low compared to the Experience levels
dealt by the value team is only four times as that of the volume team. So, the percentile
contribution of each member is taken and since the percentage contribution is inversely
proportional to the differences in values, the values are calculated as if the difference between
the total and the observed value is the required value.
So, the weightage for each attribute goes this way,
CTC: 19%
Experience: 24%
Hard skills: 28.5%
Soft skills: 28.5%
Formulae
Score of Attribute (CTC) =
Total score

34
Score of Attribute (Experience) =
Total score
Score of Attribute (Hard skill) =
Total score
Score of Attribute (Soft skill) =
Total score
𝑇𝑜𝑢𝑔ℎ𝑛𝑒𝑠𝑠 𝐹𝑎𝑐𝑡𝑜𝑟 =
𝑆𝑢𝑚 𝑜𝑓 𝑎𝑙𝑙 𝑠𝑐𝑜𝑟𝑒𝑠
2

35
CHAPTER 12
RESULT AND APPLICATION
12.1 Result
The calculations were made using the data from the response sheet. The results of the
findings are as follows.
12.1.1 Toughness Factor
Table 12.1 Result Toughness Factor
Factor Question Praveen
Sudarsha
n
Abhishek Nilofer
Toughness
CTC (19%) 16.357 16.357 2.64 2.64
Experience (24%) 19.2 19.2 4.8 4.8
Hard Skills (28.5%) 19.95 19.95 8.55 8.55
Soft Skill (28.5%) 10.36 10.36 18.13 18.13
Total 65.867 65.867 34.12 34.12
Normalized Total (For 50%
weightage)
16.46675 16.46675 8.53 8.53
12.1.2 Personality Factor
Table 12.2 Result Personality Factor
Factor Question Praveen
Sudarsha
n
Abhishe
k
Nilofer
Communicatio
n Skills
Rate the consultant's
grasping ability
26.67 26.67 20 26.67
Rate the consultant's
ability to express their
views
25.395 22.06 25.38 27.05
Articulation
Skills
How frequent are the
fillers (um, you know...)
used
26.67 26.67 26.67 20

36
Rate the clarity of
consultant’s voice
26.67 20 26.67 26.67
How well the
conversation is
articulated
30 20 20 30
How well the
candidate's dynamicity
is judged
44.15 40.75 0 15.93
Personal
Connect
How well the consultant
creates a personal
connect with the
candidate
50.063 6.27 13.95 29.589
Total 229.618 162.42 132.67 175.909
Normalized Total (For 100% Weightage) 32.8 23.2 19 25
12.2 Concise Results
Table 12.3 Concise Results
Primary Specific Praveen Sudarshan Abhishek Nilofer
EI (in%)
TF 16.46675 16.46675 8.53 8.53
CF 22.075 20.375 0 7.965
PF 32.8 23.2 19 25
EI
TF 1.1646675 1.1646675 1.0853 1.0853
CF 1.22075 1.20375 1 1.07965
PF 1.328 1.232 1.19 1.25
EI 1.070608321 1.137961447 0.912016807 0.937395316
The Effort Index (EI) shows how much a consultant is putting effort to achieve the target
given. This shows how much target can be given to a consultant to get the largest output. This
way of target fixation reduces the under-utilization of human resources.
12.3 Application
The effort index gives the effort taken by the consultants in a condition where the differential
factors have been controlled. Since the effort taken depends on the target given, the potential
of the consultants can be used to the maximum by setting targets so. This helps in increasing
the overall output of the team.

37
Target for the consultant =
𝐼𝑑𝑒𝑎𝑙 𝑠𝑐𝑜𝑟𝑒
Effort Index
Suppose, if candidate A shows more conversion than candidate B, it doesn’t mean that
candidate A has put in more effort than the candidate B. It may be because of their skill,
experience, or previous data, which helped them achieve the same. The effort index clearly
shows how much the candidate is working and enables the managing authority to decide the
target that must be set to each consultant. The ideal score as mentioned above should be set
by the managing authority, depending upon the usual target setting, expected target setting
and the total targets achieved.
Furthermore, different motivation methods can be used to increase the effort index of a
consultant. That way too the effort index can help the managing authority to manage the
human resources effectively.

38
CHAPTER 13
CONCLUSION
The report shows a detailed view of my internship happenings. It was very pleasure, doing
internship in Ciel HR. They gave a wholesome experience of how every consultant and staff
in Ciel HR work. I got hand-on experience in face-to-face interviewing, client meetings, cold
calling, convincing clients, and research works as well. As a part of my internship, I have
done a minor HR research as per the request of the management and brought in four clients to
the company in my intern period. I have fixed appointments with the clients and attended the
meeting along with my senior consultant. I also proposed many cost-cutting actions that the
company can implement, if found relevant.
I worked for hiring people for a BPO company for one week, as a part of my internship.
Through that, I got hands-on experience on networking with people with lower professional
profile. I could find the etiquette difference between people from diverse professional
profiles. I have also made Social media marketing for the recruitment process, inviting people
all around the city to take up the walk-in interview. I also guided new-coming interns in
mapping clients and cold calling. I along with my colleagues went for various colleges
around Anna Nagar for the access of the student database. Everybody in my internship were
so friendly and supportive in every part of my internship.

39
CHAPTER 14
REFERENCE
Web Resources
1. https://www.inc.com/geoffrey-james/6-ways-to-convince-customers-to-buy.html
2. https://en.wikipedia.org/wiki/Ma_Foi_Strategic_Consultants
3. http://mafoibusinessconsulting.com/index.php/footprints/
4. https://www.investopedia.com/terms/g/gig-economy.asp
5. http://smallbusiness.chron.com/types-assessments-used-human-resources-
departments-13876.html
6. http://www.who.int/hrh/tools/hrd_instrument.pdf
7. http://open.lib.umn.edu/humanresourcemanagement/chapter/11-1-performance-
evaluation-systems/
8. https://personnel.ky.gov/DHRA/EPES-EmpOrientCourse.pdf
9. http://www.ulm.edu/hr/documents/peshandbook.pdf

Internship in Ciel HR - Rebin J Anselm

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