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1. CHAPTER 1
RECRUITMENT OVERVIEW
1.1 Recruitment and Selection
Recruitment and selection are two of the most important functions of personnel
management. Recruitment precedes selection and helps in selecting a right candidate.
Recruitment is a process to discover the sources of manpower to meet the requirement
of the staffing schedule and to employ effective measures for attracting that
manpower in adequate numbers to facilitate effective selection of efficient personnel.
Staffing is one basic function of management. All managers have responsibility of
staffing function by selecting the chief executive and even the foremen and
supervisors have a staffing responsibility when they select the rank and file workers.
However, the personnel manager and his personnel department is mainly concerned
with the staffing function.
Every organization needs to look after recruitment and selection in the initial period
and thereafter as and when additional manpower is required due to expansion
and development of business activities.
‘Right person for the right job’ is the basic principle in recruitment and selection.
Ever organization should give attention to the selection of its manpower, especially its
managers.
The operative manpower is equally important and essential for the orderly working of
an enterprise. Every business organization/unit needs manpower for carrying
different business activities smoothly and efficiently and for this recruitment and
selection of suitable candidates are essential.
Human resource management in an organization will not be possible if unsuitable
persons are selected and employment in a business unit.

2. Meaning: Recruitment
Recruitment means to estimate the available vacancies and to make suitable
arrangements for their selection and appointment. Recruitment is understood as the
process of searching for and obtaining applicants for the jobs, from among whom the
right people an be selected.
A formal definition states, “It is the process of finding and attracting capable
applicants for the employment. The process begins when new recruits are sought and
ends when their applicants are submitted. The result is a pool of applicants from
which new employees are selected”. In this, the available vacancies are given wide
publicity and suitable candidates are encouraged to submit applications so as to have a
pool of eligible candidates for scientific selection.
In recruitment, information is collected from interested candidates. For this different
source such as newspaper advertisement, employment exchanges, internal promotion,
etc. are used. In the recruitment, a pool of eligible and interested candidates is created
for selection of most suitable candidates. Recruitment represents the first contact that
a company makes with potentialemployees
1.2 Recruitment planning
The manpower planning process for the year would commence with the company’s
budgeting activity.
The respective Functional heads would submit the manpower requirements of
their respective functions/ departments to the board of Directors as part of the
annual business plan after detailed discussion with the head of human Resource
Function along with detailed notes in support of the projected numbers
assumptions regarding the direct and indirect salary costs for each position.
A copy of the duly approved manpower plan would be forwarded by the HR
department for their further actions during the course of the year.
The annual budget would specify the manpower requirement of the entire
organization, at different levels, in various functions/departments, at different
geographical locations and the timing of the individual requirements.

3. It would also specify the requirement budget, which is the cost allotted towards the
recruitment of the budgeted staff and the replacement of the existing employees.
The manpower plan would also clearly indicate the exact time at which the incumbent
should be on board in such a way that the Regional HR has adequate notice for the
time lapses involved in sourcing any other activities.
The Regional HR’s would undertake the planning activity and necessary preparations
in advance of the anticipated requirements, as monthly and quarterly activities on the
basis of the approved budget, estimated separations and replacements therefore.
The vacancies sought to be filled or being filled shall always be within the approved
annual manpower budget and no recruitment process shall be initiated without the
formal concurrence of the Head of the Regional HR under any circumstance.
Head of the Regional HR shall also have the responsibility to monitor the
appointments being considered at any point of time with specific respect to the duly
approved manpower budgets.
1.3 IDENTIFYING THE JOB
Typically, sources and search methods are activated by the issuance of an employee
requisition. This means that no actual recruiting takes place until lone managers have
verified that vacancy does exist or will exist.
If the organization has planned well and done a good job of developing its sources
and search methods, activation soon results in a flood of applications and/or resumes.
The application received must be screened. Those who pass have to be contacted and
invited for interview. Unsuccessful applicants must be sent letter of regret.

5. 1.4 SOURCES OF RECRUITMENT
Every organisation has the option of choosing the candidates for its recruitment
processes from two kinds of sources: internal and external sources.
The sources within the organisation itself (like transfer of employees from one
department to other, promotions) to fill a position are known as the internal sources of
recruitment.
Recruitment candidates from all the other sources (like outsourcing agencies etc.) are
known as the external sources of recruitment.

6. SOURCES OF RECRUITMENT
Internal Sources Of Recruitment
1. TRANSFERS
The employees are transferred from one department to another according to
their efficiency and experience.
2. PROMOTIONS
The employees are promoted from one department to another with more
benefits and greater responsibility based on efficiency and experience.
3. Others are Upgrading and Demotion of present employees according to
their performance.
4. Retired and Retrenched employees may also be recruited once again in
case of shortage of qualified personnel or increase in load of work. Recruitment
such people save time and costs of the organisations as the people are already
aware of the organisational culture and the policies and procedures.

7. 5. The dependents and relatives of Deceased employees and Disabled
employees are also done by many companies so that the members of the family
do not become dependent on the mercy of others.
1.5 PROCESS / STEPS IN SELECTION
1. Preliminary Interview: The purpose of preliminary interviews is basically to
eliminate unqualified applications based on information supplied in application forms.
The basic objective is to reject misfits. On the other hands preliminary interviews is
often called a courtesy interview and is a good public relations exercise.
2. Selection Tests: Jobseekers who past the preliminary interviews are called for
tests. There are various types of tests conducted depending upon the jobs and the
company. These tests can be Aptitude Tests, Personality Tests, and Ability Tests and
are conducted to judge how well an individual can perform tasks related to the job.
Besides this there are some other tests also like Interest Tests (activity preferences),
Graphology Test (Handwriting), Medical Tests, Psychometric Tests etc.
3. Employment Interview: The next step in selection is employment interview. Here
interview is a formal and in-depth conversation between applicant’s acceptability. It is
considered to be an excellent selection device. Interviews can be One-to-One, Panel
Interview, or Sequential Interviews. Besides there can be Structured and Unstructured
interviews, Behavioral Interviews, Stress Interviews.
4. Reference & Background Checks: Reference checks and background checks are
conducted to verify the information provided by the candidates. Reference checks can
be through formal letters, telephone conversations. However it is merely a formality
and selections decisions are seldom affected by it.
5. Selection Decision: After obtaining all the information, the most critical step is the
selection decision is to be made. The final decision has to be made out of applicants
who have passed preliminary interviews, tests, final interviews and reference checks.

8. The views of line managers are considered generally because it is the line manager
who is responsible for the performance of the new employee.
6. Physical Examination: After the selection decision is made, the candidate is
required to undergo a physical fitness test. A job offer is often contingent upon the
candidate passing the physical examination.
7. Job Offer: The next step in selection process is job offer to those applicants who
have crossed all the previous hurdles. It is made by way of letter of appointment.
8. Final Selection

9. CHAPTER 2 1.1
KKKK OVERVIEWKPO OVERVIEW
Knowledge Processing Outsourcing is an emerging sector and is growing at a very
rapid rate. Many high- end areas of specialization that were earlier not considered for
outsourcing are now being outsourced and are being handled by KPOs. Factors like
cost, technology and labour availability, etc. force organizations to outsource their
high- end work. India has become a major KPO player in the world. Indian KPO
sector has many opportunities for SMEs. Indian economy, the education system,
political stability, technology, communication skills and qualified workforce
altogether make India an excellent location for KPOs. KPO industry has a bright
future. Let's get to know KPOs in detail.
2.1KPO: An Overview
Knowledge Process Outsourcing (KPO) is one step ahead of Business Process
Outsourcing (BPO). It started emerging in India around the turn of the century, when
the global industries realized that apart from software development and technical
support, knowledge work could also be outsourced. It involves transfer of business
processes to other geographic locations; specialized domain specific knowledge and
business expertise of a higher level rather than just process expertise.
The following are the areas associated with the KPO sector.
 Animation & Design
 Advanced Web Applications
 Business and Technical Analysis
 Business & Market Research
 Data Analytics
 Financial Consultancy and Services
 Intellectual Property (IP) Research
 Learning Solutions
 Legal Services
 Medical Services
 Network Management

10.  Pharmaceuticals and Biotechnology
 Research & Development
 Training & Consultancy
 Writing & Content Development
Many companies have started outsourcing their high-end processes like Market
Research (MR), Equity Research, Engineering Design, Intellectual Property Rights
(IPR), Legal Services, Remote Education and Publishing Operations to India after the
success of BPOs.
These companies outsource their processes to India for:
 Cost savings
 Operational efficiencies
 Access to highly skilled workforce
 Improved quality
A KPO can provide quality work and on- time delivery with uninterrupted
services. KPOs are the next big thing in the outsourcing sector. Initially, KPOs
focused on data collection, updating financial models, patent searches and
basic data mining. But now KPOs have also started focusing on sector
insights, equity research, patent analytics, high end data mining, analysis and
recommendation. Some of the hot destinations for KPOs other than India are
Russia, China, Czech Republic, Ireland and Israel.

11. 2.2 BUSINESS PROCESS OUTSOURCING (BPO)
Business process outsourcing (BPO)is a subset of outsourcing that involves
the contracting of the operations and responsibilities of specific business functions
(or processes) to a third-party service provider. Originally, this was associated
with manufacturing firms, such as Coca Cola that outsourced large segments of its
supply chain.
BPO is typically categorized into back office outsourcing - which includes internal
business functions such as human resources or finance and accounting, and front
office outsourcing - which includes customer-related services such as contact
center services.
BPO that is contracted outside a company's country is called offshore outsourcing.
BPO that is contracted to a company's neighbouring (or nearby) country is called near
shore outsourcing.
Often the business processes are information technology-based, and are referred to
as ITES-BPO, where ITES stands for Information Technology Enabled
Service.[2] Knowledge process outsourcing (KPO) and legal process
outsourcing (LPO) are some of the sub-segments of business process outsourcing
industry.
In 2010, the Philippines surpassed India as the largest business process outsourcing
industry in the world. After growing 20 per cent in 2012, the BPO industry of the
Philippines is estimated to gross revenue of upwards to $25 billion by 2016. By these
estimates, the Philippines' BPO industry will account for approximately 10 per cent of
the nation's GDP.

12. Industry size of BPO
India has revenue of US$ 10.9 billion from offshore BPO and US$ 30 billion from IT
and total BPO (expected in FY 2008). India thus has some 5-6% share of the total
BPO Industry, but a commanding 63% share of the offshore component.
This 63% is a drop from the 70% offshore share that India enjoyed last year: despite
the industry growing 38% in India last year, other locations like Philippines, and
South Africa have emerged to take a share of the market.
The South African call centre Industry has grown by approximately 8% per year since
2003 and it directly employs about 54,000 people, contributing 0.92% t South
Africa’s gross domestic product (GDP).
China is also trying to grow from a very small base in this industry. However, while
the BPO industry is expected to continue to grow in India, its market share of the
offshore piece is expected to decline. Important centres in India are Bangalore,
Hyderabad, Chennai, Kolkata, Mumbai, Pune, Patna, Trivandrum, Bhubaneswar and
New Delhi. In fact, the Philippines has overtaken India as the largest call centre
industry in the world in 2010.
The Association of Southeast Asian Nation (ASEAN) countries, along with the
People's Republic of China and India—known collectively as ACI countries—are
likely to see services like BPO figure strongly in their economies over the medium
term.
Services trade among ACI countries has been growing at a very rapid rate over recent
years, despite starting from a relatively low baseline. Although data are scarce and
must be interpreted with caution, an analysis of applied services sector policies in the
region suggests there is much policy makers can do to intensify this process, and
increase the pace at which the transformation to a service economy is taking place.
Eastern Europe is also an emerging BPO destination. McKinsey reported that in 2010,
33,000 jobs were moved to Eastern European countries. While the overall size of the
industry and the number of developers in Eastern Europe is lower than India, the
knowledge of European more specialized projects are to be outsourced language such
as French, Spanish, German and Italian by many Eastern Europeans, as well as the

13. overall high quality of education in these locations, allows the BPO industry in this
region to continue to grow. For example, the region has an estimated 17.2 million
people with a tertiary education, compared to 13.6 million in India, making it an
attractive choice for BPO
2.3DIFFERENCE BETWEEN KPO’s & BPO’s
BPO KPO
 It provides services like
customer care, technical
support through voice
processes, tele-marketing,
sales, etc.
 Low end services
 Process expertise
 Pre-defined processes
 It employees not- so-qualified
workers as it
focuses on communication
skills
 KPO provides in-depth
knowledge, expertise and
analysis on complex areas like
Legal Services, Business &
Market Research, etc.
 High end services
 Knowledge expertise
 Requires application,
understanding of business and
analytical bent of mind
 It involves skill and expertise
of knowledge workers with
excellent educational
background.

14. INDIA KPO INDUSTRY 2011- GROWTH FORECAST TILL 2015
KPO refers to process of outsourcing knowledge intensive tasks and functions
and India is a dominant player in this market with 70% market share. Indian KPO
players offer market research, data analytics, legal services, content and publishing
services, pharma data processing etc. Evalueserve estimates Global KPO industry to
grow to $ 17 billion by 2014, from current $9 billion in 2011 and is expected to grow
at an annual rate of approximately 24% for the next four years (2010-14).
Chart: 1 Global KPO Industry Market Size and Number of FTEs (2006-2014)
KPO firms in India would employ approximately 205,000 professionals generating
revenue of $ 10 billion by 2014 from current $ 5.95 billion and
135,000 professionals in 2011. Evalueserve predicted Global KPO market will reach
$17 billion revenue by 2011 in 2005. KPO market slowed down due to the Global
financial crisis. With tough competition from Latin American, Eastern European and
some Asia Pacific countries, India KPO market is expected to grow by 20% annually
lower than KPO industry annual growth rate of 24%. But India is expected to retain
its dominant position in near future.

15. Chart: 2 India KPO Industry Market Size and Number of FTEs
(2006-2014)
2.4NASSCOM estimates on KPO Market
According to Nasscom-Crisil study, knowledge services outsourcing industry
in India is expected to grow at a CAGR of 22.2% over 2015 from $2 billion in 2010
and touch $5.6 billion. Globally, knowledge services landscape is expected to grow
from $2.9 billion in 2010 to $7.9 billion by fiscal 2015. Business research would
continue to be the most widely adopted service line with a 39.4% share, representing a
$2.2 billion opportunity. Share of data analytics, on the other hand, is expected to
increase from 18.5% to 20.6% ($1.15 billion) over the same period. Legal Process
Outsourcing is also expected to record robust growth of $1.3 billion by FY15. In
terms of verticals, financial services would continue to be the largest contributor with
a 32% market share ($1.4 billion), followed by healthcare at 19.5% and hi-tech and
telecom and retail at 13% each.

16. Advantage India in KPO
Indian KPOs have significant competitive advantages in terms of low-cost offerings,
skilled manpower with sales and marketing capabilities, domain expertise and
knowledge of regulatory compliances. Highly educated professionals in engineering,
medicine, management, accountancy, company secretary, legal fraternity are available
in India. The Indian KPO providers offer a range of solutions to various industry
segments such as FMCG, engineering, automobile, telecom, R&D, BFSI, etc.
Specialized professionals with specific domain knowledge, problem solving and
analytical skills and experience are required who demand 15-20% higher salaries that
BPO professionals.
With tight SLAs and quality services, Indian KPO vendors deal with confidential
data, including financial data, treasury and cash management functions and
investment portfolio decisions. Indian KPO Vendors not only ensure safety of
confidential client data but also have better work tools and processes, more
sophisticated client centricity, higher billing rates and more domain focused
organizations.
2.5India KPO Industry - Future Concerns
The KPO industry was affected by Global financial crisis that caused significant slow
down in revenues and presently KPO industry is maturing. The range of services has
expanded from initial research and analytics. And as the market has developed,
variety of offerings such as legal process outsourcing and clinical trial management
are included. KPO industry is also facing the challenge of adequate talent availability

17. and high attrition rate among young professionals. Skills shortages particularly
relating to pharma clinical trials etc are major concern in India KPO. Wage inflation
is another cause as India is losing out on the lower cost advantage.
Investments are to be made in developing the infrastructure, buying tools and
technologies, develop risk management and to protect confidential client data. The
KPO market is expected to grow significantly in coming five years and so is
competition from other countries, In Asia Pacific, China, Philippines and Sri
Lanka are becoming viable destinations particularly for Pharma, healthcare and
Accounting related KPO respectively Russia and
Eastern European countries like Poland, Hungary are also emerging as attractive KPO
destinations for engineering and design related KPO. Near shoring is advantageous
for Latin American countries as they are near to US and Canada.
Current European debt crisis and US Economic slowdown are causing concern for
India KPO industry. Global Financial crisis in 2008 had a drastic effect on the
industry where clients cut down spend and KPO industry slowed down and missed its
revenue targets. India KPO vendors are gearing up to such a scenario with reducing
prices, improving the skill sets, investing in new technologies and looking for high
end work that is going to help the clients to overcome slowdown and crisis.
Particularly there is focus on improving and acquiring the Pharma, healthcare and life
sciences related skills and professionals as significant investments are announced by
US and other governments.
India KPO Vendors understand the challenges that exist and they are developing the
necessary strategies and acquiring the relevant skills to overcome short term
challenges and significantly grow revenues in long term.

18. CLASSIFICATIONS OF KPO SECTOR
The KPO sector can be classified into 8 major segments: -
 Legal Services: These include drafting contracts, reviewing transactional &
litigation documents, research memoranda & due diligence reports,
negotiations, Prosecuting patents, etc. Some of the KPOs working in this area
are Wipro, Pangea3, Atlas Legal, Manthan Services, etc.

 Financial Services: These include financial data mining, insurance, risk
assessment, equity research, underwriting, fund management, actuarial
analytics, debt collection and recovery, corporate & market research, etc.
Some of the KPOs working in this area are Smart Analyst, Office Tiger, the
Smart Cube.
 Engineering and R&D: These include finite analysis, 3D conversion and
modeling, technical specifications for tenders, value engineering,
computational fluid dynamics analysis, etc. Some of the areas and KPOs
working in these areas are:
 Telecom R&D: Qualcomm, Nokia, Lucent Technologies, Alcatel,
Ericsson.
 Software R&D: Phillips, Microsoft, Baan, Adobe, SAP Labs, BMC
Software, IBM, Yahoo, HP, Sun Micro system Auto /Engineering’s,
Google.
 Auto/Engineering: Neil soft, Delphi, General Motors
DaimlerChrysler, Plexion, Quest, Whirlpool.

19.  Market Research and Analytics: These include services like writing &
editing, secondary & primary research, formatting client reports, conversion of
findings to knowledge, etc. Some of the KPOs working in this area are market
Rx, Pipal Research, value serve, Inducts, Office Tiger, Copal Partners,
CRISIL, etc.
 Writing and Content Development: These include services like
content delivery, digitization of content, data enrichment & warehousing, pre-press
work, proofreading, template designing, text composition, etc.
 Pharmaceutical and Biotech R&D: These include clinical research,
research & development, drug discovery, etc. Some of the KPOs working in
this area are Bayer, GlaxoSmithKline, Biocon, Eli Lilly, AstraZeneca, Dr.
Path Labs, etc.

20.  Healthcare Services: These include diagnostic, genetic profiling,
oncology tests, HIV & allergy, etc. Some of the KPOs working in this area are
Clingene, Avesthagen, Ranbaxy
 Education and Training: These include private tutorials, curriculum
design, K-12, teaching, content development, etc.

21. u

22. CHAPTER 3
HIRING IN KNOWLEDGE PROCESS OUTSOURCING /
BUSINESS PROCESS OUTSOURCING
The Knowledge Process Outsourcing or KPO Industry is young and growing. With
business execution directly correlated to talent quality and its deployment, both the
quality of talent and efficiency of sourcing the same is very important.
The KPO industry has varied talent requirements. While language communication and
analytical skills are considered a must, multiple processes require specific domain
skills. The industry has a unique challenge of not only acquiring the right aptitude but
also either finding domain knowledge and ensuring trainability in the domain.
The addressable supply of candidates for KPOs includes the 4+ million graduates
every year, finding employable candidates remains a challenge. Less than 10% of all
graduates are employable or trainable for the sector. Thus, not only finding
employable graduates possessing the relevant KSAs (knowledge, skills and attitude)
but even finding trainable candidates is challenging. The latter is more daunting since
trainability is hard to predict.
Business process outsourcing firms are beginning to hire directly from colleges and
universities, a practice pioneered and perfected by country's information technology
services industry, which is now slowing down such campus recruitment. The more
organized hiring is being prompted by the changing nature of work, which is rising in
complexity and value, calling for more regular supply of talent with specific skills.
However, unlike IT services companies which hired mostly from engineering
colleges; BPOs are casting their net wider to include medical, commerce and law
graduates.

23. The $21-billion (Rs 1.3 lakh crore) sector employs 11 lakh people and is projected to
grow to $50 billion (Rs 3.1 lakh crore), with employment potential for 18 lakh
professionals by 2020. "We will be visiting colleges across the sectors which will be
one of the advantages that BPM companies will bring to the campuses," said
SandipSen, CEO at Aegis, which employs around 55,000 and has revenues of about
$1 billion (Rs 6,200 crore).
However, BPOs are not expected to recruit at the same scale as IT sector, which
employs nearly 30 lakh professionals but has cut down hiring now because of
moderating pace of growth and greater automation. "These are specialized positions
and only those who can hit the ground running will be hired," said
RituparnaChakraborty, co-founder and senior vice-president, Team Lease, which
offers staffing services to BPOs.
As a result companies are looking to work with colleges and campuses around
curriculum and course development so that students have relevant skills by the time
they graduate. "Students are upbeat about the sector with good career prospects and
are keen to learn relevant skills," said Sanjeev Bansal, director, Amity Business
School. In future, a certification is also being planned as a necessary requirement to
be hired in the industry.
Industry experts however caution that campus hiring, especially from business
schools and other specialized educational instituted pose the risk of higher costs for
the BPOs, whose growth has so far been driven by labor cost arbitrage between it can
offer to clients in markets such as US and Europe.
While the KPO sector in India market is expected to grow significantly during the
next few years, industry today faces the challenge of adequate talent availability and
high attrition rate among young professionals. Further, services in this sector are
specialized and professionals with specific domain knowledge are only preferred.
This calls for reformation of practices in both education sector and corporate sector.
On one hand school and campus education needs to be more focused on building
basic language and aptitude capabilities in students. And on the other corporates need

24. to look beyond the top few colleges to attract employable youth. Aspiring Minds has
been working continuously in this space to bridge the employability gap and bring
employable youth from lesser known institutes in front of recruiters. Standardized
employability assessments should be the hiring criteria instead of relying on proxies
like colleges rank, Class XII marks, city of college etc.
3.1JOB DESCRIPTION & JOB SPECIFICATION
Broad qualifications for recruitment for a beginner in:
InsuranceProcess
Graduates/PGs /Diploma equivalent to Graduates from any discipline, Preferably
B.Com, Graduates/Finance background
Backend process
Graduate/Diploma-holder equivalent to Graduates from any discipline with good
typing skills
Voice Process
Graduate/PGs/Diploma holder’s equivalent to Graduates from any discipline
Engineers from other streams like Civil, Agricultural are also considered.
Technical Services
Graduate/PGs/Diploma holder’s equivalent to Graduates from any
discipline,PreferableBask/BCA.
Graduates/Tech Diploma Engineers from mainstream (Software/Computers).
Engineers from other streams like Civil, Agricultural are also considered.
Graduates in any discipline are eligible to apply. In some cases, even under-graduates
are considered. However, openings in the areas of Technical Support, Human
Resource Management, Engineering Designs and Research Outsourcing and Finance
and Accounting (F&A) would require professional qualifications such as an MBA,
MCA, CA, CFA, Law, PhD, BE/BTech.

25. 3.2SOURCES OF RECRUITMENT
The sources of recruitment may be broadly divided into two categories: internal
sources andexternal sources. The most commonly used internal source of recruitment
are employees referral, Tranfer and Promotions the external sources on which kpo
relies headhunting unsolicited walkin Interview.
Front Line Call AttendersExternal Recruitment – Consultants, Job PortalsReasons
Less Cost & Time ( for 50 candidates) Huge Candidate pool with expected skill set
Shortlisting can be done quickly Less training for “Experienced”
candidatesRequirements  For fresher ( Induction Training ) Stress Management
Training
Supervisor – Call DirectorInternal & External RecruitmentInternal – Internal Job
posting, Employee Reference, Promotion Reasons: Less Cost (Possibly no cost ) Less
Time No need for induction training (Promotion) Motivation (Promotion) Increased
Loyalty & MoraleIf not available by Internal sources, External - Consultants Reasons:
Less Time “New Blood” – ‘New Ideas”
. Middle Level Managers Internal & External SourcesInternal – Employee
ReferralsExternal – Head Hunting Preference for Employee Referrals If not – Head
Hunting through ConsultantsReasons Less cost & time Reliability
General Aptitude Test
Most players in the BPO industry administer an aptitude test as part of the selection
process. For example, the GAT (General Aptitude Test) at IBM Daksh is a web-based
test. It comprises multiple-choice questions on analytical reasoning, numerical
reasoning, grammar test, computer test (technical/semi-technical).
The verbal tests include free speech round where the candidate is assessed for
language proficiency, the ability to articulate thoughts, rate of speech and listening
and comprehension skills.

26. For Transaction Processing and KPO-related jobs the selection process is slightly
different. The selection process covers written function test, panel interview for
checking subject matter, taking help of Subject Matter Experts (SMEs) and an HR
interview to check if the candidate would fit in with the company’s culture, says
Praveen Kamath, Global Head of Talent Acquisition, Wipro BPO. He adds that for
some of the critical and high-end financial services requirements there is an additional
round of discussion/interview with the client to ascertain the fitment.
For inbound and outbound voice-based jobs for international and domestic markets,
recruiters look for a good voice and articulation of thoughts, says DP Singh, director,
HR, IBM Daksh. Other qualities recruiters look for include communication skills,
grammar, proficiency in English, managerial and operational skills with leadership
qualities and a strong sense of discipline. In addition, reasonable level of
understanding of the domain goes a long way in helping the individual settle in
quickly once he/she joins, says Kamath of Wipro BPO. Adaptability, points out DP
Singh of IBM Daksh, is also important to succeed in this industry. “Recruitment
avenues or channels we tap for recruiting employees includes employee referrals,
walk-ins, advertisements, campus, job fairs, portals and our channel partners.” says
Singh.

30. CHAPTER 4
COMPANY OVERVIEW
Tata Consultancy Services Ltd is an information technology (IT) company. The
company offers a range of IT services, outsourcing and business solutions. They also
offer IT infrastructure services, business process outsourcing services, engineering
and industrial services, global consulting and asset leveraged solutions. Their
segments include banking, financial services and insurance; manufacturing; retail and
distribution, and telecom. The company is a part of Tata Group, one of India's most
respected business conglomerates and most respected brands. They are headquartered
in Mumbai. They are having 142 offices in 42 countries as well as 105 delivery
centers in 20 countries. The company shares are listed on the National Stock
Exchange and Bombay Stock Exchange of India.
Tata Consultancy Services Ltd was incorporated in the year 1968. Tata Sons Ltd
established the company as division to service their electronic data processing (EDP)
requirements and provide management consulting services. In the year 1971, they
started their first international assignment. The company pioneered the global delivery
model for IT services with their first offshore client in 1974. In the year 1981, the
company set up India's first IT R&D division, the Tata Research Design and
Development Centre at Pune. In the year 1985, they set up their first client-dedicated
offshore development center for Compaq (then Tandem). In the year 1989, they
delivered an electronic depository and trading system called SECOM for SIS
SegaInterSettle, Switzerland. In the year 1997, the company opened their new
corporate training facility at Trivandrum.
In the year 1998, they started virtualization of business. In the year 1999, they got
SEI-CMM Level 5 certification for their Qwest, HP, SEEPZ &Sholinganallur centres.
Also, in the year 20000, they got SEI-CMM Level 5 certification for their Calcutta,
Bangalore, Lucknow Hyderabad, GEDC, Ambattur and Ahmedabad centres. In the
year 2001, the company completed the acquisition of public sector unit, CMC Ltd. In
the year 2002, they expanded their geography into new growth markets like China/
Uruguay. The company saw outsourcing opportunity in E-Commerce and related

31. solutions and set up its E-Business division with ten people. By 2004, E-Business was
contributing half a billion USD to the company. During the year 2004-05, the
company acquired WTI Advanced Technology Ltd and TCS Business Transformation
Solutions Ltd (Previously, Phoenix Global Solutions (India) Ltd), subsequently these
two companies became the subsidiaries of the company. In August 9, 2004, the
company became a publicly listed company.
During the year 2005-06, the company acquired three companies Comicrom S A,
Chile, Financial Network Services (Holdings) Pty Ltd, Australia (FNS) and Swedish
Indian IT Resources AB (SITAR). The company made strategic alliances with
Diligenta Ltd for Life Insurance business. Also, they entered into a Joint Venture
Agreement with the State Bank of India. The new company was formulated and
named C-Edge Technologies Ltd (C-Edge) for providing advanced technology
solutions and world-class domain consulting for the banking and financial services
sector. During the year, the company ventured into a new area for an Indian IT
Services Company. In April 2005, Tata Infotech Ltd with their three wholly owned
subsidiaries, namely Airline Financial Support Services (India) Ltd, Aviation
Software Development Consultancy India Ltd and TCS Business Transformation
Solutions Ltd were amalgamated with the company. During the year 2006-07, the
company in partnership with the Government of Madhya Pradesh formed a company,
namely MP Online Ltd, for offering a wide range of computer enabled services in the
State of Madhya Pradesh.
During the year 2007-08, the company opened a centre in Cincinnati, USA, and a
large centre in India at Hyderabad and laid the foundation for a large centre in Pune.
They launched a major brand building initiative in order to articulate and propagate its
new brand positioning. Also, they signed a new multi-year contract with Chrysler
LLC for providing a comprehensive portfolio of IT services. TKS Services S.A.,
Quartz Software Technology S.A. and Tata Consultancy Services Financial Solutions
Limited merged with Tata Consultancy Services Switzerland Limited with effect from
April 1, 2007. In May 25, 2007, the company through their wholly owned subsidiary,
Tata Consultancy Services Do BrasilDesenvolvimento De ServicosLtda, acquired
100% equity interest in a Brazil based Company, GT Participacoes S.A.

32. During the year 2008-09, the company acquired Citigroup Inc.'s (Citi) 96.26%
interest in TCS e-Serve Ltd (formerly known as Citigroup Global Services Limited),
the India-based captive BPO, for a total consideration of USD 504.54 million. In
addition, Citi signed an agreement with the company to provide process outsourcing
services to Citi and their affiliates for an aggregate amount of USD 2.5 billion over a
period of 9.5 years. During the year, the company through their subsidiary, Tata
Consultancy Services Asia Pacific Pte Ltd, subscribed to 100% share capital of Tata
Consultancy Services (Thailand) Ltd and Tata Consultancy Services (Philippines) Inc.
In June 2008, the company got $11.5 million transformational deal to design, install
and integrate a tax administration system for the Uganda Revenue Authority (URA).
In July 29, 2008, the company won the highest incremental improvement award and
moved to the Industry Leader position in the Tata Business Excellence Model
('TBEM') at the JRD QV Awards ceremony.
In October 22, 2008, the Tata Infotech Deutschland GmbH has merged with Tata
Consultancy Services Deutschland GmbH. The merged entity is a wholly owned
subsidiary of the company. In December 11, 2008, the company subscribed to 50%
share capital of National Power Exchange Ltd, established to promote trading of
electrical power in India. In June 5, 2009, the company, through their wholly owned
subsidiary, Tata Consultancy Services Canada Inc, acquired 100% interest in ERI
Holdings Corp. In January 1, 2010, the company, through their wholly owned
subsidiary, TCS Iberoamerica S.A., subscribed to 100% interest of TCS Uruguay S.A.
In January 1, 2010, they purchased 100% interest of MGDC S.C., Mexico, through
their wholly owned subsidiaries, TCS Uruguay S.A. and TCS Argentina S.A. In June
2010, the company signed a multi-year outsourcing contract with Telenor Norway.
In June 30, 2010, Syscrom S.A., Chile merged with Tata Consultancy Services BPO
Chile SA, a wholly owned subsidiary of TCS Inversiones Chile Limitada. Also,
Custodia De documentosInteresLimitada, Chile merged with Tata Consultancy
Services BPO Chile SA, a wholly owned subsidiary of TCS InversionesChilLimitada.
During the year 2010-11 , the company set up five subsidiaries namely, MahaOnline
Limited, Diligenta 2 Limited, MS CJV Investments Corporation, Retail FullServe
Limited and CMC eBiz Inc. Also, Financial Network Services (H.K.) Limited was
liquidated and de-registered during the year. The Company entered into an agreement

33. with the Government of Maharashtra pursuant to which a new subsidiary company,
MahaOnline Ltd (MahaOnline) was setup on July 28, 2010 with equity participation
from TCS and Government of Maharashtra.
The company won a contract for establishing and managing the State Data Centre for
the state of Uttar Pradesh. In February 2011, they signed five year contract with du,
the integrated telecom service provider in the United Arab Emirates. Also, they
launched iON - a fully integrated information technology solution for Small and
Medium Business (SMB). iON provides on-demand business solutions using scalable
cloud computing technology. It has been developed to deliver IT in the third
generation service model to SMBs. In August 2011, the company and the Singapore
Management University (SMU) announced the establishment of the TCS-SMU iCity
Lab to be located at SMU. The collaboration agreement signed states the two
organizations are partnering to create a new research facility to develop industry
standards and IT frameworks for the emerging intelligent city (iCity) model of urban
development.
In December 2011, Call Genie Inc. announced that it has entered into a five year
reseller agreement with Tata Consultancy Services (TCS) the IT services, consulting
and business solutions firm, whereby TCS will resell the full suite of Call Genie and
UpSnap Mobile products worldwide. In February 2012, the company signed a multi-year,
multi-million euro contract with Europcar. After a rigorous evaluation process,
Europcar Information Services (EIS), the company's IT subsidiary, selected TCS to
manage strategic IT Services development for its French operations.
Also, the company and Mitsubishi Corporation announced a new joint venture,
Nippon TCS Solution Center Ltd, for the Japanese market. Nippon TCS Solution
Center will offer a full service suite of IT, BPO and Infrastructure services to
Japanese corporations. TCS Japan will have 60% stake with Mitsubishi Corporation
having a 40% stake. The joint venture will also establish a nearshore delivery center
in Japan.

34. 4.1 History
It began as the "Tata Computer Centre", for the company Tata Group whose main business was
to provide computer services to other group companies. F Coli was the first general
manager. JRD Tata was the first chairman, followed by names Palkhivala. One of
TCS' first assignments was to provide punched card services to a sister concern, Tata
Steel (then TISCO).
It later bagged the country's first software project, the Inter-Branch Reconciliation System
(IBRS) for the Central Bank of India. It also provided bureau services to Unit Trust of
India, thus becoming one of the first companies to offer BPO services. In the early 1970s,
Tata Consultancy Services started exporting its services. The company pioneered the
global delivery model for IT services with its first off shore client in 1974. TCS's
first international order came from Burroughs, one of the first business computer
manufacturers.
TCS was assigned to write code for the Burroughs machines for several US-based
clients. This experience also helped TCS bag its first onsite project - the Institutional
Group & Information Company (IGIC), a data center for ten banks, which catered to
two million customers in the US, assigned TCS the task of maintaining and upgrading
its computer systems. In 1981, TCS set up India's first software research and development center,
the Tata Research Development and Design Center (TRDDC).
The first client-dedicated offshore development center was set up for Compaq (then Tandem)
in1985.In 1989, TCS delivered an electronic depository and trading system called
SECOM for SIS Sega Inter Settle, Switzerland. It was by far the most complex
Project undertaken by an Indian IT company. TCS followed this up with System ‘X’
for the Canadian Depository System and also automated the Johannesburg Stock Exchange (JSE).
TCS associated with a Swiss partner, TKS Tekno soft, which it later acquired .In the
early 1990s, the Indian IT outsourcing industry grew tremendously due to the Y2K
bug and the launch of a unified European currency, Euro. TCS pioneered the factory
model for Y2K conversion and developed software tools which automated the conversion
process and enabled third-party developers and clients to make use of it In 1999.
TCS saw outsourcing opportunity in E-Commerce and related solutions and set up
its E-Business division with ten people. By 2004, E-Business was contributing half a

35. billion dollars (US) to TCS On 9 August 2004, TCS became a publicly listed
company, much later than its rivals, Infosys, Wipro and Mahindra Satyam During
2005, TCS ventured into a new area for an Indian IT services company –
Bioinformatics In 2008, the company went through an internal restructuring exercise
that executives claim would bring about agility to the organization.
4.2 Indian branches
TCS has development centers and/or regional offices in the following
Indian cities:-Ahmedabad, Baroda, Bangalore, Bhubaneswar, Kochi, Kolkata, Lucknow,
Mumbai, Noida, Pune, Thiruvananthapuram, Patna, Haldia.
Global units
Africa: South Africa, Morocco Asia (Outside India): Bahrain, Beijing, Hong
Kong, Hangzhou, Shanghai, Indonesia, Israel, Japan, Malaysia, Saudi Arabia, Singapore, South
Korea, Taiwan, Thailand, UAE(Dubai)Australia: Australia Europe: Belgium, Denmark,
Finland, France, Germany, Hungary, Iceland, Ireland, Italy, Luxembourg,
Netherlands, Norway, Portugal, Spain, Sweden, Switzerland, United Kingdom North
America: Canada, Mexico, USA South America: Argentina, Brazil, Chile, Colombia,
Ecuador, Uruguay, Peru
4.3 Employees
TCS is one of the largest private sector employers in India with core strength inexcess of 186,914
individuals. TCS has one of the lowest attrition rates in the Indian IT industry. In the
past TCS has been criticized by its employees in Public forums on its Appraisal
and Promotion policies.

36. 4.4 HUMAN RESOURCE PLANNING AT TATA CONSULTANCY SERVICES
LIMITED
About the Company: Tata Consultancy Services Limited (TCS). Tata Consultancy
Services Limited (TCS): is a software services consulting company, one of the largest
provider of information technology and business process outsourcing services in Asia.
Tata Consultancy Services Limited (TCS) is a flagship subsidiary of one of India's
largest and oldest conglomerate company, the Tata Group, which has interests in areas
such as energy, telecommunications, financial services, manufacturing, chemicals,
engineering, materials, government and healthcare.
Analysis of business factors in Tata Consultancy Services Limited
(TCS)
The major factors that are taken into account while planning the human
resource planning are:
 Schedule of available resources
 Skills of available resources
 Some of the minor factors:
 Personality conflicts among the employees
 Attendance History of the employees
 Team player
 willingness to work on given project
Additional major factors:
 Production forecasting
 Economic conditions which may cause the company to lay-off or cut-back, or
increase their workforce.

37. Workforce Analysis in Tata Consultancy Services Limited (TCS)
To manage its workforce efficiently, TCS reorganised its global operations in April
2008. The company had nearly 140,000 employees then, but it needed a structure that
allowed it to build a nimble organisation to capture new growth opportunities. The
new model divided the operations of the company into five groups — industry
solutions, major markets, new growth markets, strategic initiatives, and organisational
infrastructure. The company was reorganised into many smaller operational units
consisting of 3,000-14,000 employees, each pursuing the best possible growth in their
individual domain. Each business unit manages its own costs and is accountable for
its margins. This has turned out to be an important enabling mechanism for better
control of the various margin levers.
Each of these groups had a director who began reporting to Chandrasekaran this
restructuring took nine months. Chandrasekaran’s task, thus, was also to build an
army of leaders.
According to Ajoy Mukherjee, vice-president and head of global human resources at
TCS, the overall workforce planning is done when the business plan for the year is
prepared — typically between December-January and mid-February. It takes into
account the growth of each of the business unit and the engagements those are getting
into. This helps the company understand the skill sets each one of those needs to focus
on. After this, TCS takes into account the company’s overall growth rate and the
demand scenario. “The rate of attrition at TCS is about 14.6 per cent.
In recent years, excluding the 2008-10 downturn, TCS has been recruiting about
30,000 people every year. The challenge before the management is to keep this huge
base of employees spread across 42 countries connected and motivated. “People are,
without question, TCS’s greatest asset,” acknowledges TCS vice-chairman, S
Ramadorai,
TCS has a very methodological way in laying the base requirements for this process.
Sales team lays down the year’s projection in advance detailing the kind of projects
they expect to win and in which all areas. This is possible for a conglomerate like
TCS based on their years of experience in the market which allows them to be
predicting the trend based on history. While these projections are certainly reviewed
quarter in advance, but it still gives a reasonable heads up to the human resource
department for them to plan what kind of people will be required to be hired. The
business personnel lay out a clear job description of what kind of people will be
required at various levels.
TCS does recognize that keeping the cost under control is certainly an important
factor and so plans to hire a fair mix of fresh graduates and lateral hires. While lateral
hires continue to be expensive due to market dynamics, fresh graduate hiring helps
them keeping their overall cost low.

38. It is the process of analyzing and understanding the workforce and planning for
projected shortages and surplus in specific occupations and skill sets.
In Tata Consultancy Services Limited (TCS), workforce analysis should be made
based on their projects. So that only they can realize the needs to assess the further
requirements or improvements what is to be made to the current plan.
Internal Scan in Tata Consultancy Services Limited (TCS)
What are the factors which affecting the Tata Consultancy Services Limited
internally, that is to be identified. Then the required steps can be taken to create a
solution and to enhance the HR capacity in order to meeting the Tata Consultancy
Services Limitedly goals.
The internal factors may be as: work environment, quality of work life, relationship
with their peers/subordinates, etc., In Tata Consultancy Services Limited (TCS),
internal factor which affecting HR capacity might be their compensation structure.
Definitely, it will lead to create a problem while attaining the goals. So that, the
grievances must be monitored by the management and also they should take
preventive measures.
Monitoring, Evaluating and Reporting in Tata Consultancy Services
Limited (TCS)
The human resource plan ends up with monitoring and evaluating the workforce
capacity and then reporting the results of the performance to measure performance,
set targets, and finally the results can be integrated together to make decisions and to
determine the future priorities.

39. 4.5SOURCES OF RECRUITMENT
The main sources of recruitment are:
Internal promotion-advancement from within the company where an employee
works; usually given to those with a successful record of accomplishment. Applicants
should inquire about the possibility for internal promotions before accepting a
position with a company.
Campus Placements:
TCS is probably the largest IT recruiter in India with over 30,000 freshers being every
year. The company conducts massive campus and off campus placements across India
at regular intervals. Though the percentage of candidates recruited from campus and
off campus are significantly different, the stages in placement are essentially the
same.
3. Agencies for the unemployed-
These are those agencies that that help people to stay afloat for with their most basic
needs and expenses, during the period of unemployment. During this period these
agencies help the unemployed person to get a job by providing resources like –
contacts with employers and etc.
4. online job portals soften via agents for specialist posts or the use of other local media
(e.g. commercial radio)
Employee referral is an internal recruitment method employed by organizations to identify
potential candidates from their existing employees' social networks. An employee referral
scheme encourages a company's existing employees to select and recruit the suitable
candidates from their social networks.
a) Written Test b) Tech Interview c) HR Interview
a) Written Test :
(Thisis based on some of the recent ONLINE tests. Pattern and distribution of
questions in offline tests could be different)
Written test consists of three major sub divisions namely a) Verbal b) Aptitude and c)
Reasoning. Good thing about all these three sub tests is that generally there would be
no negative marks. Also the perception is that there is no individual cut off
requirement in any of these sections.

40. Verbal section would normally carry about 30 questions for a duration of around 20
mins. Quantitative aptitude would carry around 35 questions for a duration of about
40 mins and critical reasoning would carry about 10 questions for a duration of 30
minutes.
Aptitude/Reasoning/Verbal ability Topics to concentrate
Puzzles, Probability, Time and work, Coding and decoding, Numbers, Simple
equations Permutation and combination, Average, Statement problem, etc.
b) Tech Interview :
Once shortlisted from written test, you would be grilled on technical questions from
your course subjects and areas of interest. TCS is known for tough technical questions
unlike most other companies and hence it is essential that you stay thoroughly
prepared. Elimination from tech interview could be high due to the tough nature of
questions.In Technical Interview basically questions are based on your college
project, computer languages and others , whateveryou have written in your
resumequestionsandothers
c) HR Interview :
TCS generally has a separate HR interview with a different panel. Normally questions
include goals, willingness to work in team etc. Generally there would be least
elimination from HR round.There will be questions to test personality,
communication skills,behaviour and spontaneity.
The REFERENCE CHECK FORM-should be filled up separately by two referees.
The first page of the Reference Check Form requires the details of the referees.The
second page includes the details with the feedback of the referees.
The REFERENCE CHECK FORM should be filled up separately by two referees.
Who are associated with the candidates
We, filling the reference check form gives the company an assurance that we will be
loyal towards our work.

41. MEDICAL TIE UP
You are required to submit a medical certificate only in the format prescribed by TCS which needs to be
verified by a registered medical practitioner with minimum qualification as M.B.B.S.

44. CHAPTER 5
COMPANY STUDY AT UGAM SOLUTIONS
5.1Ugam Overview
Ugam Research is a leading global provider of market research operations solutions,
with over 1200 knowledge associates in India, the USA and the UK.
A pioneer in the market research operations field, we are internationally recognized
for providing innovative solutions, our depth of domain expertise and experience,
world – class quality and operations underscored by strong processes and systems.
We consistently go above and beyond to add significant value, not just adhering to
our clients’ standards and processes, but also improving upon them
Ugam Solutions is a leading research and analytics firm providing cutting edge
solutions to global retailers, brands, and insights-based consultancies to improve their
business performance. Ugam’s analytics solutions for pricing, assortment, and
conversion decisions help retailers and brands grow and retain their customers.
Nine of the largest 25 of the Top 500 internet retailer companies are benefitting from
these solutions that uniquely combine the best of domain consulting, analytics
expertise, and a state-of-the-art big data technology platform.
Ugam Solutions is a large and experienced business:
 1300 Plus Employees and Growing
 Over 13 Years’ Experience

45. 5.2The Meaning of Ugam
The word Ugam has its origin in the ancient language Sanskrit and means source.
When used as a noun, the word Ugam connotes beginning or origin.
Sanskrit is the ancient sacred language of India and is one of the oldest languages in
the world; it is the origin of many words in languages including Russian, Chinese,
Greek, English and many European languages. Similarly, Ugam Research is one of
the pioneers in the realm of Market Research. We combine innovation and industry
best practices to provide solutions that help our partners excel.
We will continue to focus on being a source of pioneering business solutions in the
market research industry.
Ugam Solutions is one of the top companies in:
 Best Rising Stars in Healthcare
 Best Rising Stars in Retail and Consumer Goods and Healthcare
 Best 10 Rising Stars in UK
 Best Rising Stars in Healthcare
Mumbai, India, 26th May, 2011
Ugam Solutions Pvt. Ltd., a leading provider of marketing decision support solutions
including market research operations, advanced analytics and online marketing
servicesto global organizations, has been included in the rankings of top companies
by IAOP® in the 2011 Global Outsourcing 100®list, in the categories –
Best Rising Stars in Healthcare,
Best Rising Stars in Retail and Consumer Goods and Healthcare,
Best 10 Rising Stars in UK and
Best 20 Rising Stars in Western Europe.
IAOP is the global, standard-setting organization and advocate for the outsourcing
industry around the world.
The Global Outsourcing 100 List was independently judged by Michael F. Corbett,
Chairman, IAOP and a group of experienced outsourcing buyers.
The panel evaluated applicants on four critical characteristics: size and growth,
customer satisfaction, organizational competencies, and management capabilities.

46. The service providers are organized into two categories: Leaders and Rising Stars.
Leaders are companies with more than USD 50 million in revenues for their most
recent fiscal year or more than 5000 employees.
Rising stars are those companies which can be categorized below this threshold.
However, they have the potential to move to the Leaders category very soon.
Commenting on this achievement, Sunil Mirani, Chief Executive Officer, Ugam
Solutions said, “We are extremely proud to have made to the prestigious IAOP Global
Outsourcing 100® in so many categories.
It epitomizes the trust and confidence that Ugam, as an organization, has built over a
period of time with its customers. It is a great honor to get recognition for our focused
and collaborative approach in providing our clients with better solutions for their
marketing decision support needs, professionally executed, and professionally
delivered.”
5.3About Ugam Solutions
Ugam Solutions is a leading provider of Marketing Decision Support Solutions to
global organizations since the last 10 years. Founded in 2000, Ugam Solutions is an
ISO 27001 certified company with a workforce of 1100+ knowledge associates across
USA, UK and India.
Ugam’s service offerings include: a. Market Research Operations – The Market
Research operations services include multi-country and domestic Project
Management, Survey Programming, International Online and Telephone Data
Collection, full service Healthcare Data Collection, Data Cleaning and Tabulation,
Multivariate Analysis, Open Ended Coding, Charting, Report Writing, and Panel
Support Services.
Business Intelligence and Predictive Analytics – Ugam’s Business Intelligence and
Predictive Analytics solutions aid a better understanding of consumer behavior by
blending the deep analytical skills of the team with the capability to deal with high
volume complex data sources, integrate data across platforms, and extract business
intelligence using high-end data mining tools and techniques.
Competitive Intelligence Solutions – Ugam’s Competitive Intelligence Solutions
like PriceTrac™ and PromoTrac™ help retailers in their pricing strategy by providing
insight into their competitor’s prices, promotions and product assortments – thereby
enabling companies to improve margins and increase sales.
Content Solutions – Ugam’s Content Solutions offers services like catalog
development and categorization, taxonomy development, image processing, data
aggregation, content moderation and content optimization resulting in real-time and
relevant search optimized content that enables better decision making by end-customers
and increases sales.

47. With a culture that is completely performance driven, Ugam Solutions focuses on
delivering best quality results to clients using best-of-the-breed methodologies and
modern infrastructure.
About IAOP
The International Association of Outsourcing Professionals (IAOP) is the global,
standard-setting organization and advocate for the outsourcing profession. With more
than 110,000 members and affiliates worldwide, IAOP helps companies increase their
outsourcing success rate, improve their outsourcing ROI, and expand the
opportunities for outsourcing across their businesses.

48. Interview at Ugam Solutions – Mario Thirituvaraj
Recruitment Process in brief:
The problem of need for people results in resource requirement. The particular
department head is approached by this problem by a subordinate having this problem.
The department head approves the same if he/she finds this requirement a necessity. If
it is approved then the department head raises the request to the HR department. HR
department gets all the details like what kind of resource is needed to be hired,
deadline for the requirement, etc.
Then HR department decides on a pool of people where they can find the appropriate
resource. Once the pool is decided, they approach an agency for this pool.
The agency can be Naukri, Monster or any other recruitment agencies.
The HR department gets all the contact details of a ‘n’ number of candidates based on
‘x’ number requirement and ‘n’ is always greater than ‘x’.
These numbers are decided based on the post requirement data they would have.
Once they get this data, they start contacting the candidates and arrange for an
interview.
The Interview steps are as follows :
1. Aptitude (Common for everyone–)
2. Technical round (written)
3. HR (One to one)
4. Department interview (One to one)
If selected then the candidates are hired and the HR offers them. If the
candidate accepts then update the status on recruitment system .Once ‘x’ is
achieved they close this requirement.

49. Conclusion
Conclusion- Materials, People, systems, tools, knowledge, management, equipment,
processes, attitudes all are input for any king of production cycle in an organization.
To increase productivity of any organization they need to develop staffing process
properly and consider the following important ISSUES: Planning Motivation
Organizing Managerial Function s Staffing Directing Co-Coordinating Controlling
Transformation of the demographic makes up of the workforce, including
internationalization, Quality of employee recruitment decision must be ensured, and
selection processes are complex and involve human making so that, should careful
monitoring to minimize subjectivity and ensure fairness, Human is the most dynamic
resources for an organization, getting the best person is a critical task, Recruitment
and selection are an integral component of human resources activities, which include
employees training, development, compensation and employee relation
To increase productivity, growth and progress, effective and dynamic recruitment and
selection procedures are essential. A qualified person is the beginning of better
performance. All organization needs a strong team to accomplish their goals and
objectives. Without proper recruitment and selection process, it’s too tough to build
up dynamic working group and successive atmosphere for all tasks.