TA Project Final

8/2/2019 TA Project Final

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PROJECT REPORT ONABB LTD. and SIEMENS

recruitment process

2011



PROJECT ON RECRUITMENT PROCESS

ABSTRACT

As an inevitable part of this project we had to choose an organization on which we have

to work as in group. We got through one of the very good organizations in electric

sector, a good opportunity for us to do our findings - required for the project. We also

got an opportunity to get associated with a behemoth like ABB Ltd. group. We got

engaged with ABB Ltd. Recruiting and Selection team. We had been collecting

information through the people working over there and as they were a part of recruiting

and selection department of ABB Ltd., helping us in the completion of the project so

undertaken.

The project that we undertook at our college IILM was to figure out and understand all the

recruiting and selection strategies and methodologies adopted by the firm at the business level as

well as by its employees at a very individual specific level. The aim of the latter was to discover

the separate uniqueness in the world to expanding their business globally. ABB Ltd. had to

multiply the resourcing sources like placement consultants and staffing agencies. But

collaborating and communicating with these sources was becoming an additional task for them.

The report gets concluded with some of our personal suggestions which, we feel would

help the firm function in the most fool proof manner, providing it with a fair amount of

value addition. ABB Ltd. requires rapid and efficient recruitment at all levels,

especially at the higher level of hierarchy. Recruitment at senior levels required

counting through several hundred resume to come across one suitable candidate. ABB

Ltd. also had a huge network of placements consultants and staffing agencies to cope up

with the rapid hiring process. But communicating and collaborating with these sources

was becoming an additional challenge. Sources that we have been depending on for getting

talent have increased with time, as also the mechanics of selection process. In order to track the

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ANUP KALITA

HINA SHUKLA

NEHA RANA

RITIKA MISRI

VASUNDHRA TYAGI

GROUP – 8

2nd

BLOCK




process from end-to-end and standardize the process flow across the organization, we decided to

automate recruitment. ABB Ltd. preferred Talent pool over others for its user friendly features

and high level of configurability. Management in ABB Ltd. expects Talent pool to help them.

ACKNOWLEDGEMENT

Working in association with a conglomerate, as huge as ABB Ltd., is a fantasy of many.

This could become a reality for us with the help of several people who are worth

finding a mention here. To begin with, I’d like to thank the recruitment department head

without whom, pursuing this fantasy would have been difficult.

I’d also especially like to thank the people who assigned for us to get to know the

information about how the talent acquisition used in the company. With helping of all

the people in ABB Ltd. group we couldn’t able to get enough information. In the

absence of whose guidance & expertise we’d not have been able to pursue and

successfully execute this project. They proved to be a very generous mentor who helped

us out in every possible manner.

The Head assigned few people who were helping to collect some important data and

facts. He ought to find a special mention here for the way he guided us throughout this

project. He has been a constant support at every step, guiding us towards the most

appropriate way of execution. He even played a very vital role in helping us on this

project for us.

We’d like to give a special mention to my team members without whose concerted

efforts and support, it would have been difficult for us to end up at ABB Ltd. We also

played a very vital role in helping each other to decide on what step we should take atwhich place for this project so we divided accordingly.

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We took the help in our college itself with some faculty members. They all have been of

immense help throughout. Also they played a very crucial role in guiding us towards

pursuing a sound and successful project completion. Specially, thanks to our ma’am

Ruchika Mehra who gave us this project in order to better understand the recruitment

process in any organization.

Last but not the least; we would like to mention my group members who contribute the

excellent efforts for collecting information as more as possible for this project we all

proved to be a constant supporter throughout the process of this project completion.

LIST OF CONTENTS

S.NO. PARTICULARS PAGE NO.

1. Company Goals and Beliefs 5-6

2. Company Overview 7-11

3. Literature Review 12

4. Research Objectives & Research Methodology 13

5. Recruitment Process of ABB Ltd. 14-15

6. Conclusion & Recommendation 15-16

7. About Siemens 17-30

8. Limitation & learning’s 31

9. References 32

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1.2 MISSION

➢ Improve performance: ABB helps customers improve their operating performance, grid

reliability and productivity whilst saving energy and lowering environmental impact.

➢ Drive innovation: Innovation and quality are key characteristics of our product, systems

and service offering.

➢ Attract talent: ABB is committed to attracting and retaining dedicated and skilled

people and offering employees an attractive, global work environment.

➢ Act responsibly: Sustainability, lowering environmental impact and business ethics are

at the core of our market offering and our own operations.

1.3 CULTURE

Good leaders are characterized by competence, ambition and integrity

All three ensure that we create value by fulfilling our commitments to our customers, our

employees and the communities and societies in which we operate, acting in accordance with

sound corporate values.

1.4 STRATEGY

ABB is a global leader in power and automation technologies that enable utility and industry

customers to improve performance while lowering environmental impact. With about 130,000

employees we are close to customers in around 100 countries.

With our technology leadership, global presence, application knowledge and local expertise, we

offer products, systems, solutions and services that allow our customers to improve their

operations – whether they need to increase the reliability of a power grid or raise productivity in

a factory.

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Focusing on our core strengths in power and automation technologies, we strive for organic

profitable growth. Our global manufacturing base ensures consistent top-quality products and

systems – made in ABB – for customers around the world. Our customers have broad and easy

access to ABB’s offerings - whether they buy from us directly or through distributors,

wholesalers, system integrators or other partners.

Our people work together seamlessly to deliver benefits for our customers. Our way of doing

business is values-based, leadership-driven and performance-oriented.

CHAPTER 2 COMPANY OVERVIEW

2.1 HISTORY

ASEA AB of Vasteras, Sweden and BBC Brown Boveri Ltd of Baden, Switzerland, announce

plans in August 1987 to merge their operations to form ABB Asea Brown Boveri Ltd,

headquartered in Zurich, Switzerland. Each parent company is to hold 50 percent of the new

company.

1988Operations begin January 5, 1988. In the first year, some 15 acquisitions are made, among them

the environmental control group Fläkt AB of Sweden, the contracting group Sadelmi/Cogepi,

Italy, and railway manufacturer Scandia-Randers A/S of Denmark.

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1989

In December, ABB finalizes the purchase of the worldwide power transmission and distribution

operations of Westinghouse Electric Corp. of the U.S. Also in December, ABB announces the

agreement to buy Stamford, Ct.-based Combustion Engineering Group. In total, ABB purchases

about 40 companies in 1989.

1990

ABB begins an aggressive program of expansion in Central and Eastern Europe and prepares for

expansion into Asia. The rate of acquisition slows in the U.S. and Western Europe, where a

period of consolidation and restructuring begins.

1991

Investments continue in Central and Eastern Europe, where ABB employs about 10,000 people

by year end. Extensive restructuring positions the company to meet the demands of recession

economies in North America and parts of Europe. Research & Development spending increases

by 20 percent

1992Recession management is accelerated and total employment reduced by 14,000. Employment in

Central and Eastern Europe rises to 20,000 people in 30 companies. In Asia, more than 20 new

manufacturing and service units are created through joint ventures, acquisitions, and Greenfield

investments.

1993

The Group continues its strategy of targeted expansion in Europe (including the former Soviet

Union), the Americas, and Asia Pacific. ABB introduces the GT24/GT26 gas turbine technology

opening new opportunities on the global market for high-efficiency, low-emission turbines.

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1994

ABB emerges from a two-year consolidation phase to begin new volume and profit growth. In

Western Europe and North America, the focus is on the fast-growing service and retrofit

markets, while demand for new infrastructure drives demand growth in emerging markets. In

Asia, ABB has 30,000 employees and 100 plants, engineering, service and marketing centers.

1995

ABB continues to expand its local presence in Asia and Central and Eastern Europe through

internal growth, acquisitions and majority joint ventures. ABB announces the merger of its

Transportation segment into a 50-50 joint venture with Daimler-Benz AG of Germany, effective

January 1, 1996. ABB selected as Europe's best company in technology and innovation

management.

1996

Demand in emerging markets continues to drive growth. Employment in these countries rises by

10,000, while selective downsizing continues in Western Europe and North America. ABB

completes the merger at the Board level by integrating its parent companies' Boards into the

ABB Group Board. Göran Lindahl is named ABB President and CEO, effective January 1, 1997,succeeding Percy Barnevik, who becomes non-Executive Chairman of the ABB Board of

Directors.

1997

ABB continues to reduce employment in Western Europe and add employees in various

emerging markets and Central and Eastern Europe. Employment also increases in growing

businesses, such as oil, gas and petrochemicals, automation and service-related activities. ABB

moves early to adjust its cost base in Western Europe and the U.S. - including the reduction of

12,000 jobs - and accelerates expansion in Asia to improve future competitiveness.

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1998

ABB took a number of significant steps in 1998 to position itself for improved growth. ABB

acquired Elsag Bailey Process Automation to position itself as a leader in the global industrial

automation market. It was the biggest acquisition in ABB's history. The company made a

number of other strategic acquisitions, and in early 1999 divested its 50-percent share in

Adtranz, its rail transportation joint venture with DaimlerChrysler. The industrial segments were

realigned to better match changing market conditions and the regional management layer was

dissolved to speed decision making. The restructuring announced in late 1997 was about 90

percent complete in 1998.

1999

Shareholders accepted an offer to replace ABB’s four-class share structure with a single class

share. Shares in the new Zurich-based ABB Ltd began trading on the Swiss stock exchange and

stock exchanges in Stockholm, London and Frankfurt at the end of June. ABB is now preparing

for a U.S. listing. ABB accelerated its shift to a knowledge and service company. Strategic

acquisitions included a major Brazilian industrial service company, U.S. and European financial

services companies, and an oil and gas equipment supplier in Argentina. ABB contributed most

of its power generation businesses to a 50-50 joint venture with ALSTOM of France, creatingthe world’s largest power generation supplier—ABB ALSTOM POWER. ABB divested its 50-

percent share in its rail joint venture Adtranz to DaimlerChrysler of Germany, and sold its

standard cables business. In December, ABB announced its intention to divest its nuclear power

activities.

2.2 INTRODUCTION TO ABB LTD

ABB is a global leader in power and automation technologies that enable utility and industry

customers to improve performance while lowering environmental impact. We are present in

around 100 countries. We leverage our technology leadership, global presence, application

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knowledge and local expertise to offer products and services that allow our customers to

optimize their operations. Our integration platform, Industrial IT, enables our customers to

manage their installations better and link up in real time with their own suppliers and customers.

The result is a leap in efficiency, quality and competitiveness. We focus on our core businesses

in power and automation technologies and have simplified our organization. This ensures that

our customers have quick and easy access to ABB's offerings, when and where they need us--

whether they buy from us directly or through distributors, wholesalers, system integrators or

other partners. Our businesses work together with one simple and seamless set of values for

customers.

Often called the General Electric of Europe, ABB Ltd. has two core business segments: power

technologies and automation technologies. Serving electric, gas, and water utilities, and also

industrial and commercial customers, the power technologies division offers a wide array of

products, systems, and services for power transmission and distribution and power plant

automation. Offerings include transformers, medium- and high-voltage products, power systems,

and utility automation systems. The automation technologies division specializes in

manufacturing-automation and process-automation products, services, and systems. ABB

transacts 55 percent of its total sales in Europe, 19 percent in the Americas, 18 percent in Asia,

and 8 in the Middle East and Africa. The Wallenberg family dynasty of Sweden holds about a 10 percent stake in the company. ABB (formerly known as ABB Asea Brown Boveri Ltd. was

formed in 1988 from the merger of Sweden's ASEA AB and Switzerland's BBC Brown Boveri

Ltd.--two companies founded in the late 19th century.

2.3 PRODUCTS OF ABB LTD

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1. Power Products

2. Power Systems

3. Discrete Automation and Motion

4. Low Voltage Products

5. Process Automation

2.4 COMPETITORS

1. Siemens

2. Continental Control Ltd.

3. Datar Switchgear Ltd.

4. Eon Electric Ltd.

5. Havells India Ltd.

6. Integra Switchgear Ltd.

7. JSL Industries Ltd.

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CHAPTER 3 LITERATURE REVIEW

3.1 RECRUITMENT

Recruitment refers to the process of attracting, screening and selecting qualified people for a job.

Recruitment is a process of finding and attracting capable applicants for employment. The

process begins when new recruits are sought and ends when their applications are submitted. The

result is a pool of applications from which new employees are selected.

The recruitment industry has four main types of agencies: employment agencies, recruitment

websites and job search engines, headhunters for executive and professional recruitment

and niche agencies which specialize in a particular area of staffing.

The stages in recruitment include sourcing candidates by advertising or other methods, screening

potential candidates by advertising or other methods, screening potential candidates using tests/

interviews, selecting candidates based on the results of the tests and interviews, and on-boarding

to ensure the candidate is able to fulfill their new role effectively.

3.2 RECRUITMENT PROCESS

JOB ANALYSIS

SOURCING

SCREENING AND SELECTION

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ONBOARDING

CHAPTER 4 RESEARCH OBJECTIVES AND RESEARCH

METHODOLOGY

4.1 RESEARCH OBJECTIVE

1. To know about the company and its competitors and comparing it with its competitors

2. To understand the recruitment process

3. To understand the recruitment process of the company and comparing it with the

recruitment process of its competitor

4.2 PROJECT DESIGN

➢ TYPE OF RESEARCH: Qualitative

➢ SAMPLE SOURCE:

✔ Primary Data: Face-to-Face Interaction

✔ Secondary data: Company documents, Internet, etc.

➢ STUDY AREA: Delhi

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CHAPTER 5 RECRUITMENT PROCESS OF ABB Ltd.

ABB ensures that the internal and external candidates they select for the job vacancies as well

suited both the culture of ABB and the requirements of the vacant position through the use of

globally consistent, professional and validated processes including interviewing, assessment,

reference checking and where appropriate background clearance.

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1. REQUIREMENT SPECIFICATION & JOB ADVERTISEMENT: ABB line

managers initiate the hiring process by creating requirement specifications. Then the, HR

professionals create job advertisements. The candidate can find the vacancies in the

websites for all the vacancies like for graduates, students, experienced, internship, etc.

Once the online application has been submitted for a job vacancy, the candidate will

receive an email confirming receipt of the application.

2. PRE-SELECTION ROUND: In the pre-selection round, ABB HR professionals start

the application screening process. Till that time, based on job requirements, ABBs HR

professionals search for and evaluate candidates whose details are already stored on therecruitment management system and may directly contact CV owners whose profile

matches the position requirements.

3. 1ST SELECTION INTERVIEW: After pre-selection round, the HR professional creates

a long list of the candidates who best fulfill the requirements of the job vacancy. Long

listed candidates will be invited to the first selection round.

4. 2ND SELECTION INTERVIEW: The outcome of the first selection round is a shortlist

of candidates, who are invited for the second selection round. This may include a

personal interview, referencing and/or background check activities.

5. FINAL SELECTION ROUND: During the final selection round, the successful

candidate is selected. The HR professional will contact the chosen candidate and will

make the candidate a job offer.

6. HIRING & INDUCTION: In that course, the successful candidate will join ABB and

the induction process will begin.

CHAPTER 6 CONCLUSION & RE COMMENDATION

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6.1 CONCLUSION

➢ They should attract and encourage more & more candidates to apply in the organization.

➢ They should try to create a talent pool of candidates to enable the selection of best

candidates for the organization.

➢ They should determine present and future requirements of the organization in conjunction

with its personnel planning and job analysis activities.

➢ They should try to link the employers with the employees.

➢ They should increase the pool of job candidates at minimum cost.

➢ They should reduce the probability that job applicants once recruited and selected will

leave the organization only after a short period of time.

1.2 RECOMMENDATION

➢ They should start referral system in the organization.

1.2 CHALLENGES

➢ Adaptability to Globalization: They main challenges they face is adaptability to

globalization, they should try to keep in tune with the changing times with the global

world.

➢ Lack of Motivation: There is always lack of motivation in the recruitment process.

➢ Process Analysis: The process should be flexible, adaptive and responsive to the

immediate requirements.

➢ Strategic Prioritization: The emerging new systems are both an opportunity as well sa challenge for the HR professionals. Therefore, reviewing staffing needs and

prioritizing the tasks to meet the changes in the market has become a challenge for

the recruitment professionals.

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CHAPTER 7 ABOUT

7.1 ABOUT THE COMPANY

Siemens AG is a German engineering conglomerate, the largest of its kind in Europe. Siemens

has international headquarters located in Berlin, Munich and Erlangen. The company has three

main business sectors: Industry, Energy and Healthcare with a total of 15 divisions. Worldwide,

Siemens and its subsidiaries employ approximately 4, 20,800 people in nearly 190 countries and

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reported global revenue of 76.651 billion euros for the year of 2009. Siemens AG is listed on the

Frankfurt Stock Exchange and has been listed on the New York Stock Exchange.

Siemens & Halske was founded by Werner von Siemens on 12 October 1847. Based on the

telegraph, his invention used a needle to print to the sequence of letters, instead of using Morse

Code.

7.2 PRODUCTS

1. Manufacturing It

2. Industrial

3. PCs

4. Telecommunications

5. Transportation

6. Control Systems

7. Healthcare

8. Energy

1. Power Generation2. Power Transportation

1. Other

7.2 OBJECTIVE

To attract and hire right talent based on competencies through an objective selection process,

ensuring right person for the right job, necessary to accomplish organizational goals.

7.3 PROCESS OVERVIEW

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(I) ATTRACT:

The objective of this step is to create a sustained ‘pull’ of the Siemens brand amongst

prospective job candidates. This is achieved through innovative and effective use of all

communication channels. The company would follow a variety of modes to offer recruitment

solutions depending upon business needs.

For this purpose the various sources of hiring can be broadly categorized as: Internal & External

Internal

This will comprise of prospective job candidates who are already a part of the Siemens family,

and references from Siemens employees. These are the preferred source of filling up an open

position. ‘External’ sources should be resorted only after due diligence has been done on

‘Internal’ sources.

Internal channels through which job candidates can source are:

• Employee Referrals

• Internal Job Postings

Employee Referral Schemes (ERS)

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Employees recruit new employees!

Under this, an existing employee of Siemens refers a known candidate for a particular position.

This process fosters a win-win situation for all involved stakeholders i.e. referrer, Siemens and

the referred candidate.

Rationale behind ERS

• To encourage employees to source talent and reward them for the same.

• To reduce recruitment costs substantially.

• To promote a positive attitude towards the company with our own employees.

• To reach a pool of candidates who are not actively looking out for a job, and who are thus

not attainable through other sources.

• To foster retention of workforce by fostering pride and better bonding amongst

employees.

• To reduce applicant sourcing time.

• To have uniformity across Siemens companies in India.

Features • Employees are informed about open positions through communication channels like e-

mails, notice boards, flyers etc.

• Employees are encouraged to refer for all open positions.

• Depending on business needs, an ‘employee referral bonus’ may be paid to the referrer in

case deemed necessary. The same is advertised in the communication and is used as an

attractive motivational tool to generate more referrals. The ‘employee referral bonus’ is

normally paid once the referred candidate has been selected and joins Siemens.

• Employees can refer any candidate matching the profile, other than people employed by

any of the Siemens group companies. An ex-employee could be referred however in such

a case ’referral bonus’ is not paid.

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Internal Job Postings (IJP):

This provides opportunities to existing Siemens employees to move into different roles within

and across business units / decisions aligned to their career aspirations thereby enhancing

employee’s skill, knowledge, development and career growth.

Internal job postings could be another channel through which existing Siemens employees can be

targeted for openings in the organization. Though this channel could provide qualified and

proven candidates for job openings, it has inter department / organizational ramifications. Due

diligence should be exercised before hosting ‘Internal Job Postings’.

Rationale behind IJPs:

• To fill up open positions by cross placing (transferring) suitable existing Siemens

employees, thus reducing costs and time to fill up vacancies.

• Motivate employees, improve retention and productivity by helping in matching

organizational needs with career aspirations of individuals

Features:

• Internal job postings are communicated to the relevant employee group through

appropriate channel such as hosting on the Intranet, emails, notices etc.

• Due to dependencies, proper process should be put in place to handle such application

and mitigate risks at both the receiving and provisioning end.

• Even for ‘internal’ candidates it is imperative that there is a proper selection process, and

candidates are evaluated on the required competencies.

• There should also be in place guidelines and mechanism to facilitate the transition of the

selected internal candidate, once the same has been principally agreed to.

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Job Portals are specialized job sites, which cater to almost all categories of jobs and candidates.

Examples of job sites are ‘Monster’, ‘Naukri’, ‘Times Job’, ‘Jobs Ahead’ ‘Dice’ etc. They are

widely used and the company could subscribe to the relevant ones. Other than the standard

features offered by ‘E-Recruitment’, job portals offer some distinct advantages:

• Ability to mine the large existing database of the ‘Job Portals’

• Most of the ‘Job Portals’ have some sort of resume management tool, which allow users

to manage their searches.

• It is an effective instrument to build and foster a strong global employer brand.

(ii) Company Web Page:

The Web Page is a strategic recruitment medium of the company, giving it a worldwide

presence. It provides online access to actual job opportunities. The essential features for hosting

job openings in the Company’s Web Page are the same as that for job portals except that they

appear on the company dedicated job and career page.

(iii) Press Advertisement – Print Media

Press advertisement is a tool through which the company’s pitch can be made to a large

audience. It has the potential to build the company’s brand not only amongst job seekers but alsoamongst prospective candidates and general public. Therefore other than impacting immediate

recruitments, it has a sustained impact on brand amongst public at large including potential

partners, vendors, educational and professional institutes etc.

Features

• Selection of the medium (regional / national, circulation, readership profile, target

audience, relevant supplement) and placement and size of the advertisement should be

evaluated carefully to ensure ‘value for money’.• Overall content and messaging to conform to ‘Corporate Communication’ guidelines.

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• Press advertisements typically attract huge number of applications. Therefore adequate

mechanism to process these applications should be set up before placing the

advertisement.

(iv) Placement Agencies:

Placement agencies / consultants specialize in sourcing and placing candidates in organizations.

They normally have a databank of candidates which the company can use. Sometimes these

agencies are also commissioned to head-hunt a specific candidate. These agencies by virtue of

their interaction with prospective candidates, who approach them for placements, also have an

impact on the reputation of the company in the market. Though recruitments through placement

agencies do have a cost implication for the company, their advantages are:

• Quick and managed response in providing suitable resumes.

• Ability to close openings requiring rare skills in a short span of time.

• Time and cost savings in aligning short listed candidates.

(v) Job Fairs:

Job Fairs and Events are normally sponsored by Job portals or Newspapers where companies areinvited to participate for talent scouting. They are an excellent platform for employer branding

and Recruiting.

Other than the visibility they provide to the company, they offer candidates a live feel of the

company in case they are held in the office premises. The face-to-face interaction with the

company personnel has a positive impact on candidates.

Features

• To attract a large number of candidates for bulk recruitments, which needs to be filled up

within a short span of time

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• Adequate publicity of the job fair by means of email, pint media, internet groups, radio &

TV and other channels is essential to make them a success.

(vi) Campus Recruitment:

Campus recruitment involves hiring high quality entry level Engineers and Management

Trainees from select engineering colleges and management institutes. This source provides a

large number of candidates. Given the reach and quality of interactions these campuses have

with stakeholders and with the society at large, this channel has a huge impact on the outlook

people have about the organization.

Traditionally it has been seen that campus recruitment provides the best ROI. Campus hires

perform better and have a higher retention rate. This, therefore, is strategically an extremely

potent source which needs to be developed, nurtured and managed in the best possible manner.

Purpose:

• To create a strong brand image on campuses as ‘Siemens One’, which offer a wide

choice of careers in diverse business areas.

•

To create strong awareness of the ‘Siemens’ values on the campuses.• It gives an opportunity for the company to share its dreams and aspirations – making

Siemens the preferred employer.

• To liaison and facilitate ‘Institute-Interaction’ which goes a long way in fulfilling

expectations of all stakeholders i.e. Students, the organization and the academic

institution

• To leverage a pool where good talent is available in large numbers

Features:

• Due to its strategic importance this channel warrants special focus, and in case requires

dedicated resources

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• Campus liaison is essential to create a strong brand and get a competitive slot in the

recruitment schedule of the campus, which is vital in hiring the best talent.

(II) SELECT

The objective of this step is to select the ‘best fit’ candidates through a systematic & structured

process. A robust selection process is vital for the long term success of the company. Besides

having a direct and immediate impact on recruitments, this step also impacts the overall

company culture, climate and its performance.

Purpose:

• To recruit the right type of people for the job, and ensure a high performance culture.

• Promote employee retention and motivation by recruiting people who ‘fit’ the

organization.

• By making the right decisions initially, rework is avoided and management time can be

spent on developmental activities rather than putting out fires.

• Have a motivated and competent team that enhances the overall performance of the

company.

Selection Process:

A detailed job description forms the basis for a sound selection decision. It describes the goals of

the function with corresponding responsibilities and competencies needed to fulfill these. The

Siemens Competency Framework distinguishes the necessary knowledge, experience and

capabilities, as required from a present as well as future perspective. The complete ‘selection’

cycle would comprise of the following:

• Pre-selection

• Evaluation through interviews and / or tests

• Hiring decision

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• Reference checks of the selected candidate

• Medical Test

(a) Pre Selection: It is the process of sifting through applications received in a systematic and

scientific manner so as to arrive at a shortlist of possible applicants who comply with the

requirements and competencies of the job profile.

This short listing is generally done by the HR team in conjunction with line personnel. The short

listed candidates are then taken through the further steps of the selection process.

(b) Interview / Test: The objective of this step is to select the ‘right’ candidate for the job.

Short listed candidates from the ‘Pre-Selection’ stage are evaluated to assess their

competencies, skill and fitment for the job.

It is essential that a candidate is evaluated on both i.e. technical competencies which pertain to

his / her role, as well as behavioral competencies.

The ‘Job Description’ forms the basis of benchmarking the candidate against the position and

arriving at a hiring decision. Application of the ‘more eyes’ principal, where-in more than one

person interviews the candidate, is strongly advised.

To assess a candidate against the defined competencies the following techniques could be used:

• Aptitude / Psychometric Test

• Technical Test

• Group Discussions

• Case studies

• Structured interview – Technical & HR

• Combination of these

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All recruiters and managers involved in the recruiting process should have to the necessary

knowledge, capabilities and should be trained accordingly.

Once a candidate has been assessed it is essential that all the assessors independently capture

their assessment in the ‘Interview Assessment’ form. This would help in analyzing and taking

corrective action related to the selection process, and also recorded for future reference.

This stage plays an important role in the opinion formed by the candidate about the company. It

is therefore essential that interviewers are aware of the same and use this opportunity to ‘sell’ the

company and the job to the candidate.

(III) HIRING DECISION :

Based on the interactions and evaluation of the candidate by various involved people, a decision

is arrived at as to whether to hire the candidate or not. This is where ‘more eyes’ principle has an

impact. Effort should be to arrive at a consensus. In case there is a conflict, the hiring manager

responsible, has the final decision on the selection of a candidate after consulting the HR

organization.

Reference Check:

It is mandatory that reference check is carried out before an offer is finally extended to a

candidate. As a security measure the candidate’s name is checked against a list of undesirable

elements. This tool is available in the intranet.

Reference checks can also be used to verify a candidate’s credentials. Due to the sensitive

nature of the subject reference checks ideally should be done with prior permission from the

candidate.

Only after a selected candidate is cleared, should an offer be extended to him / her.

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(IV) INDUCTION & INTEGRATION PROCESS

After ‘selection’, and an offer being made, the next step is to ensure that the candidate joins and

settles down in the organization. This is of vital importance as it impacts the productivity,

longevity and retention of the candidate in the organization. The steps primarily include

Induction and Integration, which is enumerated below.

(V) INDUCT

The objective of the ‘Induction’ is to ensure that the new joinee is set for a ‘flying start’ in the

organization. It introduces the person to the organization and sets the tone of the relationship

between employee and employer. The ‘Induction’ process kicks off much before the new joinee

physically joins the company, in the form of ‘keep warm’ plan for the person and preparations

for his/her impending joining by the organization. With forethought and a small amount of prior

organizing, the company can get the relationship off to a flying start leading to a more settled

and motivated employee, who responds to work, training, relationships in a more effective

manner, thereby having a positive effect on productivity and employee turnover.

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Purpose:

• To set to rest the anxiety of the new joinee right from day one in terms of company

environment, infrastructure provided and facilitate settling down in the organization.

• Cement the employee and employer relationship in the right sprit by giving the employee

a ‘good start’ in the organization.

• Develop a positive attitude in the employee right from day one though proper planning

and execution of his/her induction

• Good induction leads to a more settled employee, more effective response to training,

good work place relationships, lower employee turnover and better productivity.

Create an ‘Unforgettable Day’ first day for the candidate

(VI) INTEGRATE

The objective of this process is to “effectively integrate new hires to ensure a fast contribution to

the business and a high retention rate” This will make sure that a new hire is brought up to

speed and starts functioning at the desired level of efficiency.

The importance of a good and effective induction/integration can be gauged from the fact that

the cost of premature employee turnover could be between 150-200% of the annual income(replacement costs, lost revenue, induction costs extra workload for existing employees, and

other opportunity costs).

Purpose:

• Ensuring bonding with the team

• Ensuring familiarity with all related policies with required level of detail

• Background verification

• Discuss on role, responsibilities and competencies

• Goal / KRA setting with respective manager

• Discuss on development plans

• Assessment, feedback and confirmation of employee

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CHAPTER 8 LIMITATION & LEARNINGS

8.1 LIMITATION

➢ Time constraint

➢ Place constraint

➢ Lack of proper information

8.2 LEARNINGS

➢ Understood the recruitment process

➢ Understood the process followed in the company

➢ Got know how one companies recruitment process is different from its competitors

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CHAPTER 9 REFERNCE

1. http://en.wikipedia.org/wiki/Siemens

2. Person concerned at ABB Ltd.3. Company Brochures

4. Company Policy Book

-THANK YOU-

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http://en.wikipedia.org/wiki/Siemens

http://en.wikipedia.org/wiki/Siemens

TA Project Final

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