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  1. 1. Human resource management Project report on recruitment process in AccentureSubmitted by- Sourabh Arnikar Kundu Sec-A; Roll no.-11202005 MBA-1
  2. 2. Company profileAccenture is a global management consulting, technology services and outsourcing company.Committed to delivering innovation, Accenture collaborates with its clients to help them becomehigh-performance businesses and governments. With deep industry and business processexpertise, broad global resources and a proven track record, Accenture can mobilize the rightpeople, skills and technologies to help clients improve their performance. Accenture Ltd. is amanagement consulting, technology services and outsourcing organization with over 110 officesin 48 countries. The Company‘s business consists of using industry and business-processknowledge, service offering expertise and insight into, and access to, existing and emergingtechnologies to identify new business and technology trends, and formulate and implementsolutions for clients under demanding time constraints. Accenture helps clients identify and enternew markets, increase revenues in existing markets, improve operational performance anddeliver their products and services more effectively and efficiently.The Company‘s business is structured around five operating groups, which, together, arecomprised of 18 industry groups serving clients in every major industry. Resources. Accentureoffers expertise in consulting, technology and outsourcing to help clients perform at the highestlevels so they can create sustainable value for their customers, employees and shareholders. Weuse our industry and business-process knowledge, service offering expertise and insight intoemerging technologies to identify new business and technology trends and to formulate andimplement solutions for clients. Our industry focus gives us an understanding of industryevolution, business issues and applicable technologies, enabling us to deliver innovativesolutions tailored to each client or, as appropriate, standardized capabilities to multiple clients.Our three key service areas—Consulting, Technology and Outsourcing—are the innovationengines through which we develop knowledge capital, build world-class skills and capabilities,and create, acquire and manage assets central to the development of solutions for our clients. ·Consulting—Accenture clients draw upon our company‘s extensive industry and functionalexpertise. To complement our industry teams, Accenture offers expertise in strategy, businesstransformation, and specialty and functional consulting. · Technology—Accenture helpsorganizations manage the full range of their information technology needs. We develop anddeploy custom and application software to streamline and integrate business processes andsystems. We provide solutions to help organizations optimize their IT infrastructures and alsoturn data into insights. Working with our alliance partners Microsoft, Oracle and SAP, and ourAvanade subsidiary, we develop and deliver cost-effective, innovative, technology-enabledbusiness solutions.
  3. 3. · OutSourcing – Accentures outsourcing services include the business process outsourcing(BPO),application outsourcing and infrastructure outsourcing. Through our BPO services and units, wemanage specific business processes or functions for clients, providing solutions that are moreefficient and cost-effective than if the functions were provided in house Our global deliverymodel allows us to draw on the benefits of resources from around the world—includingspecialized technology skills, foreign language fluency, proximity to clients and time zoneadvantages—to deliver high-quality solutions under demanding time frames. Emphasizingquality, reduced risk, speed to market and predictability, our global delivery model enables us toprovide clients with price-competitive services and solutions that drive higher levels ofperformance. Accenture to recruit thousands of IT staff through Twitter and LinkedInAccenture plans to recruit 50,000 people this year, with 40% sourced through social media andwebsites such as Twitter and LinkedIn.In the UK, Accenture decided to set up its social media recruitment initiatives in-house withexisting workers developed as experts and used to train others.The UK operation is using sites such as LinkedIn and Twitter to help it fight the war for talent,says Suzy Style, Accentures head of recruitment.Style says social media enables a business to build relationships with professionals who could atsome point be the perfect employee."Currently there is a war for talent and we believe an organisations ability to develop long-termrelationships with candidates will become part of their competitiveness," says Style. "Therecruitment industry has changed and our sourcing strategy has changed."Social media gives us the ability to build networks with people and find niche skills we mightnot nornally see."She says the company will continue to use traditional recruitment methods but needs to broadenits net. Social media helps ensure it can reach all potential recruits and as a result have betterchoice.
  4. 4. Accenture decided to retrain staff that demonstrated a good understanding of social media. Thesestaff then became the trainers of larger groups of staff. Style says the company had to set thisnew strategy up in a short period and it chose not to buy external consultancy. "We had peoplethat could become experts quite quickly and roll out this training to others," she says.What Accenture UK is doing:1. Monitoring CVs on social networking sites Twitter and LinkedIn.2. Making Accenture jobs available for application on social media platforms.3. Creating and building qualitative talent community with long-term two-way relationships.Already there are clear indications of where different social media vehicles fit in recruitment.So far, Style says it is becoming clear that LinkedIn is a good way of building relationships withhigh-end consultants and Twitter is good for developing contacts with graduates.Within the 50,000 wanted recruits, Accenture is looking for a diverse group of employees,including telecom consultants, finance experts and software specialists. Style says social media isparticularly good for recruiting technology consultants because they tend to be in existingnetworks.Social media is growing as a recruitment tool. LinkedIn recently announced that although it hasbeen offering recruitment services in Europe for two years, it is increasing its focus on andinvestment in these services. LinkedIn said the number of job postings and applications triple inthe past year.One of LinkedIns customers, Microsoft, has had success looking for people with niche skills tofill roles on short notice.It is clear that social media and recruitment are comfortable bedfellows. Recruitment companies,businesses and jobseekers can all benefit from its use. If used successfully in Accentures currentrecruitment push, where it will run alongside traditional recruitment, it could become an industrybenchmark.Global management consulting, technology services and outsourcing company Accenture has180,000 employees and offices in 49 countries and brings thousands of new employees on boardevery year. As you might imagine, recruitment in a professional services company this size is amission-critical business process. Accenture is already quite successful with new college grads— BusinessWeek named the company #8 in ―Best Places to Launch a Career in 2007.‖ To evenmore effectively reach what the company thinks of as the ―Facebook audience,‖ in March of2008 Accenture launched a careers island in Second Life.The island features fairly traditional-looking reception and meeting spaces designed to ―feel likeAccenture‖ and effectively represent the corporate brand in a way that is appropriate in SecondLife. Accenture uses the island to network with prospective employees, answer questions jobcandidates have, and candidates that recruiters couldn‘t easily get together with otherwise (e.g.,
  5. 5. students in universities Accenture couldn‘t visit on a road show). The Accenture Careers islandalso offers a series of interactive games to engage peoples‘ minds (e.g., memorize as manydetails about a complex picture as you can, or calculate the counterbalance required to catapultyour avatar onto a landing pad) or encourage teamwork (e.g., balance your avatar on a disk whilenot knocking other avatars off their disks). Signage is available in six languages. To helpAccenture marketing and HR folks easily leverage the island for their recruiting and networkingevents, the project team developed and distributed ―how to‖ tools, templates (e.g., for marketingcommunications), and best practices information.Based on latest recruitment drives by Accenture, let us discuss the 4 stages that generally wouldconstitute the recruitment process by the company.Stage 1: Aptitude Test :This one hour test would carry around 50 - 60 questions from quantitative aptitude, verbal andnon verbal. Unlike most other companies the weightage given to quantitative aptitude would belesser and would constitute around 20 marks out of the total 60 marks. (However there could bevariations in this distribution)Stage 2 : Group Discussion :GDs would be conducted among a group of around 10 to 15 candidates per batch.Communication and leadership skills would be tested. Generally the elimination would bearound 50% in this round. (GDs may be skipped in some placement drives.)Stage 3 : Technical Interview :This is an usual stage like most other companies where you will be grilled on your coursesubjects, areas of interest, basic programming concepts etc. While there is no hard and fast ruleregarding subject matter of the questions, its good to stay prepared (at least revise basics) on allprobable areas.Stage 4 : HR Interview :This is again the same as many other companies, where the interviewer would check if you carrynecessary attitude to fit into the organization. There could be questions on your goals,achievements, real life problem solvingAccenture Graduate Recruiting Process - at Accenture in the United StatesThe recruiting processYour first step is probably to review this website to get a feel for who we are, the type of workwe do, our working environment, our people and who we employ. Alternatively, contact yourcampus careers services office to find out about positions that are available or contact therecruiting division in your local Accenture office.
  6. 6. Your campus careers service will also have information about whether we will be visiting youruniversity. If so you can come and meet us in person and discuss the appropriate way to submityour resume or CV. This will likely be by filling in an application form, giving your resume orCV to one of our recruiters or applying online via our careers website. Your campus careersservices office will have a listing of recruiting events on your campus that Accenture will beattending.The interview processTo ensure that we hire the most appropriate individuals for Accenture opportunities, we conducta rigorous interview process. A recruiter may contact you to discuss your resume or CV. Thismay result in a first interview with a recruiter, who will want to discuss your experiences andinterests at a high level. You will also have the opportunity to get additional information aboutthe position and what it is like to work at Accenture. If you are selected to participate in the nextstage of the process, you may have interviews with Accenture executives and require a more in-depth discussion of your skills and experiences.Your recruiter will contact you to let you know your status in the recruiting process.Accenture‘s Recruiting Process for Experienced Professionals at Accenture in IndiaThe recruiting processYour first step is probably to review this website to get a feel for who we are, the type of workwe do, our working environment, our people and who we employ.If you decide Accenture is right for you, please search our jobs database for available positionsthat match your skills and interest, and follow the instructions to submit your resume or CV.The interview process
  7. 7. To ensure that we hire the most appropriate individuals for Accenture opportunities, we conduct a rigorous interview process. A recruiter may contact you to discuss your resume or CV. This may result in a first interview with a recruiter, who will want to discuss your experiences and interests at a high level. You will also have the opportunity to get additional information aboutthe position and what it is like to work at Accenture. If you are selected to participate in the nextstage of the process, you may have interviews with Accenture executives and require a more in- depth discussion of your skills and experiences. Your recruiter will contact you to let you know your status in the recruiting process.The Math Behind Accenture‘s Restructuring Will more cuts come?Accenture announce that they were going to reduce their senior executive ranks by about 7%.The company stated:Approximately $128 million of the charge is for severance and related costs of workforceactions, primarily at the senior-executive level, which are designed to ensure that the company‘sglobal workforce is properly aligned to best serve the evolving needs of its clients and itsbusiness. Accenture said that these actions will reduce its senior-executive ranks byapproximately 7 percent.Global Services magazine estimates that a 7% reduction in Accenture‘s senior executive ranksequates to 336 personnel who will be let go. By their math, Accenture would have 4800 seniorexecutives. That number feels about right and a recent departee from Accenture pegged analmost identical number for me. Accenture would be setting aside approximately $350,000 perousted executive. I made my own inquiry regarding that figure and learned that depending on theexecutive, severance packages could run from 20 weeks pay for more junior executives to 1 yearfor more experienced executives and maybe more for the highest level executives. Given theamount Accenture is reserving, the firm may be culling more of the middle to top levelexecutives this time around.Accenture stated:―The realignment of our senior-executive workforce will help ensure that Accenture has the rightpeople, skills and capabilities, at the right levels and in the right places. The affected executivesare highly skilled and valued professionals, and we will be working with them, as appropriate, tohelp them find new opportunities outside of Accenture that take advantage of their experienceand expertise.‖
  8. 8. But what is likely to also happen is that the company will terminate a significant number of non-senior executives, if it already hasn‘t done so. In a firm like Accenture, when you ax a seniorexecutive, these firms often ax those in the pyramids under those executives. For a large systemsintegrator, you can expect a staff to senior executive pyramid of 50:1. In an outsourcer, expectthe ratio to be closer to 100:1 while a management consultancy might have a 12:1 or 20:1pyramid.In Accenture‘s case, their 2008 annual report indicates that the company has 186,000 employees(54,000 of these were new in 2008). If my estimate of Accenture‘s senior executives is correct,then Accenture has a staff to executive ratio of approximately 39:1 (i.e., 186,000employees/4800 senior executives). If Accenture culls the full pyramids of these exiledexecutives then a total of approximately 13,000 employees will get the ax sometime. That‘s a lotof people.So, how many people will Accenture let go? It will likely be considerably more than the 336executives but nowhere near 13,000 people. If they were going that deep, their financial reservewould have been significantly larger. My guess is that they‘ll cull mostly from their senior ranksfor now as these persons are the most expensive to carry from a payroll perspective. Lower levelstaff will be culled as they roll off chargeable work. As in any integrator, those persons who arenot chargeable are the most vulnerable to being let go. The ‗involuntary‘ or ‗managed‘ attritionof these staff people will likely not incur high separation or severance costs that would beseparately indicated in Accenture‘s financial statements as the bloodletting will be continuousand gradual. The severance costs for these people, on a per capita basis, probably will not be asgenerous as that offered for the senior executives.Also, note that the company may have been actively ‗managing‘ its involuntary attrition for itsnon-executives throughout the year. If so, the senior executives may be some of the last cutsthey‘ll make for now.Should readers care that Accenture is thinning its ranks? Yes. The company may be signalingthat a broad based economic recovery is not showing up in their pipeline. They may be reducingtheir executive ranks as they don‘t need as many executives to sell, deliver and manage thereduced workload they are anticipating. They hung onto these executives hoping the economywould be improving substantially by now but new client work is not trending in the way it usedto do so. In fact, Accenture management may believe that some market changes may bepermanent and no longer require the services of so many executives.