Orientation on Recruitment process and talent management, Tata Consultancy Engineers

Orientation on Recruitment Process & Talent Management
By
Pooja Soni
IV semester
Reg. 12MB9812

GUIDE
PROF. AVJEET KAUR
Project Report Submitted to the University Of Mysore in partial
Fulfillment of requirements of IV semester MBA degree
Examination-2014
K.R.MANGALAM INSTITUTE OF MANAGEMENT
UNIVERSITY OF MYSORE
NEW DELHI-110048

CERTIFICATE
T h i s i s t o c e r t i f y t h a t t h e p r o je c t w o r k “ O r i e n t a t i o n o n R e c r u i t m e n t
P r o c e s s & T a l e n t M a n a g e m e n t ” i s a b o n a f i d e r e c o r d o f wo r k d o n e
b y Pooja Soni u n d e r g u i d a n c e o f M s . Av je e t Ka u r i n p a r t i a l
f u l f i l l me n t o f t h e r e q u i r e me n t s f o r t h e p r o j e c t .

Ms. Avjeet Kaur
(HR Faculty)
Date: 30/09/2013

K.R.MANAGALAM INSTITUTE OF MANAGEMENT

STUDENTS’S DECLARATION
I, Pooja Soni, student of M.B.A, hereby declare that the project entitled, “Orientation on
Recuritment Process & Talent Management” submitted in partial fulfillment of the degree for
Master of Business Adminnistration to “K.R.MANAGALAM INSTITUTE OF
MANAGEMENT” is of my own creation.
I further declare, that all the facts and figures used in the project are of my own research and hard
work.

SUBMITTED BY:Pooja Soni (MBA)

ACKNOWLEDGEMENTS

I take immense pleasure in thanking Mr. Ashish Verma, respected Assistant
Manager – HR for having permitted me to carry out this project work under the
premise of TCE. I will also like to give a special mention to Ms. Avjeet Kaur,
respected HR faculty who gave me the opportunity to proceed with the project.

Pooja Soni
(MBA-4th Semester)
Date: 30/09/2013

Index
SR.NO

CONTENT

PAGE NO.

1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20

Executive Summary
Objective of the Report
Services offered by TCE
Organizational Structure of TCE
Vision & Mission
Code Of Conduct
HR practices in TCE
Human Resource Planning
Model of HRP System
Orientation/Onboarding
Recruitment & Selection
Process of Recruitment
Recruitment at TCE
Roles and Responsibility of Engineers TCE
HR Interview Questions
Talent Management
Talent Management Process
DFD and ERD for HR activities
Suggestion for Talent Management
Suggestion on Reducing Recruitment Cost
and Improve Recruitment Quality

1
2
3
6
9
9
15
15
17
32
37
42
45
47
48
50
57
74
77

21

Conclusion

79

22

Bibliography

81

EXECUTIVE SUMMARY
Tata Consulting Engineers Limited (TCE) is one of India's leading engineering consulting
organizations. Established as Tata-Ebasco Consulting Engineering Services in 1962, the
company is now a wholly-owned subsidiary of Tata Sons Limited. TCE is ISO 9001 - 2008
certified by Lloyd's Register Quality Assurance.TCE offers a wide range of multi-disciplinary
services in project engineering across several sectors. The firm has completed more than 5,000
assignments, including the engineering of several power plants with total installed capacity of
over 41,000MW, several large urban water supply and waste water projects (including those for
smaller towns), facilities inside battery limits and offsite facilities for several chemical and
industrial plants. TCE has always endeavored to provide state-of-the-art technology and costeffective solutions to its clients. This in turn has helped TCE to earn an international reputation
and awards for engineering excellence.
TCE QSTP-LLC, a subsidiary of TCE established in Doha, Qatar, operates from Qatar Science
& Technology Park Free Zone. TCE has successfully carried out several assignments overseas in
South East Asia, the Middle East, Africa, Europe, Asia Pacific, Australia and the Americas. TCE
has done projects funded by:






World Bank
Asian Development Bank
United Nations Development Bank
Japan Bank for International Corporation
United Nation Industrial Development Organization and many more.

TCE has highly qualified and experienced professionals on its rolls. Design offices are located in
several cities in India - Mumbai, Bangalore, New Delhi, Chennai, Kolkata, Pune and Jamshedpur, a
subsidiary office in Qatar and branch offices in the USA and South Africa.
TCE brings a set of unique skills and strengths to projects, thus enabling the company to achieve
excellence and customer satisfaction in a wide range of industries and business sectors.








Value driven organization
Vast experience gained over 45 years.
Adaptability to handle diverse projects
Large, well qualified and experienced workforce with cross-cultural experience
Well established quality system
Familiarity with International Standards
Strong customer orientation.

1

OBJECTIVES OF THE REPORT:
1)
2)
3)
4)
5)

To understand about the organization
To understand the internal recruitment process
To understand the external recruitment process
Learn the importance of Orientation process
Understand various Talent Management schemes

2

Services Offered by TCE

TCE provides wide range of services with major roles in:
TCE operates in multiple roles:
For the lender
 Lender's engineer
For the owner
 Owner's consultant
 Detailed engineering consultant
 Project management consultant
 Sub consultant to PMC
For the EPC contractor
 Detailed engineering consultant
 Project Management consultant
The range of TCE services covers the entire gamut of project engineering and management, from
inception to project commissioning, and turnkey design, supply and installation of TCE
engineered equipment. TCE’s scope of services cover:








Pre-project activities
Design engineering
Procurement assistance
Project management and co-ordination
Inspection and expediting
Construction supervision
Commissioning support

Pre-project activities







Site assessment and surveys
Environment impact assessment
Preliminary planning
Evaluation of technologies
System studies
Feasibility and detailed project reports

3

Design engineering








Basic studies/engineering
Concept and system design
Detailed specification
Design calculations and drawings
Enquiry specifications
Technical bid analysis
Vendor drawing review

Procurement assistance






Vendor prequalification
Issuing enquiries and receiving offers
Commercial bid evaluation
Purchase recommendation
Purchase order preparation

Project management and coordination







Project planning, scheduling and control
Budgetary and cost control
Communication management
Interface co-ordination
Contract administration
Liaison with statutory authorities

Inspection and expediting





Vendor appraisal
Stage wise inspection
Final inspection
Expediting deliveries

Construction supervision








Monitoring of project schedule and cash flow
Planning of field activities
Scheduling, monitoring and control of field activities
Supervision
Certification
Safety
Site coordination

4

Commissioning support
 Start-up and commissioning assistance
 Site performance tests
 O& M manual preparation
 As-built documentation
 Training of owner's personnel
 Trouble shooting
Tata Consulting Engineers Limited & Dassaul Systemes alliance combines TCE’s core
capabilities in key Energy, Process, Utilities and Construction sectors and Dassault Systèms’
3DEXPERIENCE solutions .to provide services such as:







Simulation of plant behavior in virtual world to analyze efficiency and safety at optimum
cost and anticipate the risk associated with the plant
Multi disciplinary plant 3D for integrated digital plant knowledge, conflict detection and
resolution.
Virtual operator training to ensure leaner operation and maintenance
Engineering analysis for reliable and robust designs.
Simulation of construction/refurbishment/maintenance in safe virtual world to execute it
right the first time in real world
Program management for optimizing EPC project execution collaboratively across the
value chain

Customers will benefit from the smart solutions that TCE has to offer –








Holistic PLM solutions across segments
Enhanced customer experience
Resource optimization
Value engineering that are safety and environmentally sustainable
Technical requirements combined with business needs
Virtual delivery model
Predictive risk management

Dassault Systems((Euronext Paris: #13065, DSY.PA), is a world leader in 3DSExperience
Solutions and Product Lifecycle Management (PLM) solutions.

5

Organizational Structure of TCE:-

Board of Directors

Managing Director

Chief Operating
Officer

BU1-Power



BU2Chemical

BU3- Infrastructure
& Industrial

BU4- Mining
& Mineral

BU5- Steel &
Metal

Power: TCE has participated in power projects aggregating over 41,000MW capacity in
India and abroad. Its expertise and competencies extend to both conventional and nonconventional power generation – coal and oil-fired thermal plants, gas turbine based open
and combined cycle plants, cogeneration plants, diesel generator plants, hydro power
stations, pumped storage schemes and nuclear power plants.
TCE provides a wide range of services to meet the diverse requirements of different
participating agencies - utilities, independent power producers (IPP), EPC contractors and
lending institutions. Decades of experience in the design and development of power
plants has enabled the company to pioneer features and improve efficiency, availability
and reliability of units.
Primarily, TCE's role is that of an Architect and/or Engineer for several clients, including
the state electricity boards in India. The company has also been associated with several
power projects implemented on an EPC basis as Owner's Engineer. TCE has provided
pre-bid engineering services as well as detailed engineering services to Indian and foreign
EPC contractors. The company has also conducted due diligence studies and other
services as Lender's Engineer on power projects.



Infrastructure and Industrial : TCE has been deeply involved in engineering and
consulting on a large number of infrastructure development projects across India and
overseas. The company has been very active in projects relating to water supply, sewage
and wastewater treatment, building of roads and bridges, airports, seaports and harbors.

6

Over the last 30 years, TCE has also worked on planning, designing, building and
supporting urban development projects that include information technology parks, hotels,
hospitals, new townships, as well as special projects such as earthquake resistant housing
and renovation of flood-affected structures.
TCE contributes its expertise and competencies to a large number of industries and
sectors. The following projects are cement, automobiles and auto components, glass,
tyres and other industrial sectors Special projects.


Chemical: TCE has been associated with the chemical industry since the 1970s. The
company has built up a broad bank of experience and knowledge in a large number of
sub-sectors.



Steel and Metal: Steel and metals, plays a crucial role in development of India. It
encompasses recovery, refinement and processing of ferrous as well as non ferrous
metals used in Iron & Steel production. Steel production in India is around 58 million
tons / year against world production of 1350 million tons / year. Projected Indian steel
production capacity for year 2020 is estimated to be 300 million tons / year.
Such a capacity creation requires huge design and engineering support in various facets
of iron & steel making, starting from mining, beneficiation (crushing, screening, washing,
jigging), iron making (DRI, BF), steel making (BOF, EAF, IF), continuous casting (slab,
bloom, billet, near shape casting), rolling (hot & cold), finishing (annealing, galvanizing,
tinning, color coating).



Mining and minerals : TCE has vast experience in geological services, mine
planning and a range of allied activities. It has highly experienced professionals in the
fields of geology, mining, environmental and geotechnical engineering, material
handling, mine infrastructure facilities and utility services. Its technical services received
encomiums from the clients for their high level of accuracy and reliability. TCE is a onestop solution for any mining project - from conceptualization to commissioning.

TCE has expertise in the following areas:
1. Planning and monitoring of mineral exploration programs
2. 3-D geological/ore body modeling
3. Conceptual, scoping, pre-feasibility, feasibility studies
4. Detailed Project Reports (DPR)
5. Site selection studies, due diligence.
6. Technical evaluations and consulting for mines.
7. Technical evaluations and consulting for mine plans including equipment selection
8. Design of material handling system
9. Design of mine infrastructure facilities and utility services
10. Technical due diligence studies
11. Pre-bid technical services and detailed engineering
12. Technical services as owner's engineer
7



Nuclear : TCE has extensive experience in the field of civilian nuclear energy in:

1.
2.
3.
4.
5.

Power generation
Auxiliary facilities
Waste disposal
Fuel fabrication
Fuel handling
The company has been responsible for detailed project reports, detailed design
and
engineering and procurement for all conventional systems – reactor buildings, civil
structures, piping design and auxiliary systems associated with the nuclear power
generation, layout, instrumentation and control, electrical systems and cabling.
TCE has also provided design engineering consultancy, procurement and inspection
assistance, construction and commissioning supervision and project and construction
management services for waste tank farms, spent fuel storage facilities and fuel
reprocessing facilities.



Construction: TCE has extensive experience in providing Construction Supervision,

1.
2.
3.
4.
5.
6.
7.

Construction Management/ Project Management services in the following sectors:
Power
Infrastructure
Buildings and IT Parks
Chemical
Industrial, Mining, Minerals and Metallurgical
Nuclear
Safety Related Services

8

VISION & MISSION

Vision:
To be an internationally respected engineering consultant offering comprehensive solutions.

Mission:
Provide technically excellent and innovative solutions, for adding value for all stakeholders and
operate globally as professional consulting engineers.

Values:
a.
b.
c.
d.
e.

Customer satisfaction and loyalty
Employee dignity and self respect
Technical excellence with professional ethics
Organizational and individual growth
Responsibility to society

Tata Code of Conduct:
Tata codes of conducts are guidelines for business ethics that all the employees of the
organization and the company adhere to. Ethics are referred as principle which helps in defining
the righteous way / actions to be taken in certain situation. TCOC do not define rules to be
followed but simple principle that one must take account of. Few are as follows:
o

Financial Reporting and Records

o

Competition

o

Equal-Opportunities Employer

o

Gifts and Donations

o

Government Agencies

o

Political Non-Alignment

o

Health, Safety and Environment

o

Quality of Products and Services

o

Corporate Citizenship

o

Co-operation of Tata Companies
9

Clause:1
National interest
The Tata Group is committed to benefit the economic development of the countries in which it
operates. No Tata company shall undertake any project or activity to the detriment of the wider
interests of the communities in which it operates.
A Tata company’s management practices and business conduct shall benefit the country,
localities and communities in which it operates, to the extent possible and affordable, and shall
be in accordance with the laws of the land. A Tata company, in the course of its business
activities, shall respect the culture, customs and traditions of each country and region in which it
operates. It shall conform to trade procedures, including licensing, documentation and other
necessary formalities, as applicable.
Clause:2
Financial reporting and records
A Tata company shall prepare and maintain its accounts fairly and accurately and in accordance
with the accounting and financial reporting standards which represent the generally accepted
guidelines, principles, standards, laws and regulations of the country in which the company
conducts its business affairs. Internal accounting and audit procedures shall reflect, fairly and
accurately, all of the company’s business transactions and disposition of assets, and shall have
internal controls to provide assurance to the company’s4 board and shareholders that the
transactions are accurate and legitimate. All required information shall be accessible to company
auditors and other authorized parties and government agencies. There shall be no willful
omissions of any company transactions from the books and records, no advance-income
recognition and no hidden bank account and funds. Any willful, material misrepresentation of
and / or misinformation on the financial accounts and reports shall be regarded as a violation of
the Code, apart from inviting appropriate civil or criminal action under the relevant laws. No
employee shall make, authorize, abet or collude in an improper payment, unlawful commission
or bribing.
Clause:3
Competition
A Tata company shall fully support the development and operation of competitive open markets
and shall promote the liberalization of trade and investment in each country and market in which
it operates. Specifically, no Tata company or employee shall engage in restrictive trade
practices, abuse of market dominance or similar unfair trade activities. A Tata company or
employee shall market the company’s products and services on their own merits and shall not
make unfair and misleading statements about competitors’ products and services. Any collection
of competitive information shall be made only in the normal course of business and shall be
obtained only through legally permitted sources and means.

10

Clause:4
Equal opportunities employer
A Tata company shall provide equal opportunities to all its employees and all qualified
applicants for employment without regard to their race, caste, religion, colour, ancestry, marital
status, gender, sexual orientation, age, nationality, ethnic origin or disability. Human resource
policies shall promote diversity and equality in the workplace, as well as compliance with all
local labour laws, while encouraging the adoption of international best practices.
Employees of a Tata company shall be treated with dignity and in accordance with the Tata
policy of maintaining a work environment free of all forms of harassment, whether physical,
verbal or psychological. Employee policies and practices shall be administered in a manner
consistent with applicable laws and other provisions of this Code, respect for the right to privacy
and the right to be heard, and that in all matters equal opportunity is provided to those eligible
and decisions are based on merit.
Clause:5
Gifts and donations
A Tata company and its employees shall neither receive nor offer or make, directly or indirectly,
any illegal payments, remuneration, gifts, donations or comparable benefits that are intended, or
perceived, to obtain uncompetitive favors for the conduct of its business. The company shall
cooperate with governmental authorities in efforts to eliminate all forms of bribery, fraud and
corruption.
However, a Tata company and its employees may, with full disclosure, accept and offer nominal
gifts, provided such gifts are customarily given and / or are of a commemorative nature. Each
company shall have a policy to clarify its rules and regulations on gifts and entertainment, to be
used for the guidance of its employees.
Clause:6
Government agencies
A Tata company and its employees shall not, unless mandated under applicable laws, offer or
give any company funds or property as donation to any government agency or its representative,
directly or through intermediaries, in order to obtain any favorable performance of official
duties. A Tata company shall comply with government procurement regulations and shall be
transparent in all its dealings with government agencies.
Clause:7
Political non-alignment
A Tata company shall be committed to and support the constitution and governance systems of
the country in which it operates. A Tata company shall not support any specific political party or
candidate for political office. The company’s7 conduct shall preclude any activity that could be
interpreted as mutual dependence / favour with any political body or person, and shall not offer
or give any company funds or property as donations to any political party, candidate or
campaign.

11

Clause:8
Health, safety and environment
A Tata company shall strive to provide a safe, healthy, clean and ergonomic working
environment for its people. It shall prevent the wasteful use of natural resources and be
committed to improving the environment, particularly with regard to the emission of greenhouse
gases, and shall endeavour to offset the effect of climate change in all spheres of its activities. A
Tata company, in the process of production and sale of its products and services,shall strive for
economic, social and environmental sustainability.
Clause:9
Quality of products and services
A Tata company shall be committed to supply goods and services of world class quality
standards, backed by after-sales services consistent with the requirements of its customers, while
striving for their total satisfaction. The quality standards of the company’s goods and services
shall meet applicable national and international standards.
Clause:10
Corporate citizenship
A Tata company shall be committed to good corporate citizenship, not only in the compliance of
all relevant laws and regulations but also by actively assisting in the improvement of quality of
life of the people in the communities in which it operates. The company shall encourage
volunteering by its employees and collaboration with community groups. Tata companies are
also encouraged to develop systematic processes and conduct management reviews, as stated in
the Tata ‘corporate sustainability protocol’ from time to time so as to set strategic direction for
social development activity. The company shall not treat these activities as optional, but should
strive to incorporate them as an integral part of its business plan.
Clause:11
Cooperation of Tata companies
A Tata company shall cooperate with other Tata companies including applicable joint ventures,
by sharing knowledge and physical, human and management resources, and by making efforts to
resolve disputes amicably, as long as this does not adversely affect its business interests and
shareholder value. In the procurement of products and services, a Tata company shall give
preference to other Tata companies, as long as they can provide these on competitive terms
relative to third parties.
Clause:12
Public representation of the company and the Group
The Tata Group honours the information requirements of the public and its stakeholders. In all its
public appearances, with respect to disclosing company and business information to public
constituencies such as the media, the financial community, employees, shareholders, agents,
franchisees, dealers, distributors and importers, a Tata company or the Tata Group shall be
12

represented only by specifically authorized directors and employees. It shall be the sole
responsibility of these authorized representatives to disclose information about the company or
the Group.
Clause:13
Third party representation
Parties which have business dealings with the Tata Group but are not members of the Group,
such as consultants, agents, sales representatives, distributors, channel partners, contractors and
suppliers, shall not be authorized to represent a Tata company without the written permission of
the Tata company, and / or if their business conduct and ethics are known to be inconsistent with
the Code.
Clause:14
Use of the Tata brand
The use of the Tata name and trademark shall be governed by manuals, codes and agreements to
be issued by Tata Sons. The use of the Tata brand is defined in and regulated by the Tata Brand
Equity and Business Promotion agreement. No third party or joint venture shall use the Tata
brand to further its interests without specific authorization.
Clause:15
Group policies
A Tata company shall recommend to its board of directors the adoption of policies and
guidelines periodically formulated by Tata Sons.
Clause:16
Shareholders
A Tata company shall be committed to enhancing shareholder value and complying with all
regulations and laws that govern shareholder rights. The board of directors of a Tata company
shall duly and fairly inform its shareholders about all relevant aspects of the company’s business,
and disclose such information in accordance with relevant regulations and agreements.
Clause:17
Ethical conduct
Every employee of a Tata company, including full-time directors and the chief executive, shall
exhibit culturally appropriate deportment in the countries they operate in, and deal on behalf of
the company with professionalism, honesty and integrity, while conforming to high moral and
ethical standards. Such conduct shall be fair and transparent and be perceived to be so by third
parties. Every employee of a Tata company shall preserve the human rights of every individual
and the community, and shall strive to honour commitments. Every employee shall be
responsible for the implementation of and compliance with the Code in his / her environment.
Failure to adhere to the Code could attract severe consequences, including termination of
employment.
13

Clause:18
Regulatory compliance
Employees of a Tata company, in their business conduct, shall comply with all applicable laws
and regulations, in letter and spirit, in all the territories in which they operate. If the ethical and
professional standards of applicable laws and regulations are below that of the Code, then the
standards of the Code shall prevail.
And many more.

14

HR PRACTICES IN TCE

HUMAN RESOURCE PLANNING
Planning is very important to our everyday activities. Several definitions have been given by
different writers what planning is all about and its importance to achieving our objectives. It is
amazing that this important part of HR is mostly ignored in HR in most organizations because
those at the top do not know the value of HR planning. Organizations that do not plan for the
future have fewer opportunities to survive the competition ahead. This article will discuss the
importance of HR planning; the six steps of HR planning that is: Forecasting; inventory, audit,
HR Resource Plan; Plan of Action; Monitoring and Control.

DEFINITION OF HR PLANNING
Quoting Mondy et (1996) they define it as a systematic analysis of HR needs in order to ensure
that correct number of employees with the necessary skills are available when they are required.
When we prepare our planning program, Practitioners should bear in mind that their staff
members have their objective they need to achieve. This is the reason why employees seek
employment. Neglecting these needs would result in poor motivation that may lead to
unnecessary poor performance and even Industrial actions.
HR Planning involves gathering of information, making objectives, and making decisions to
enable the organization achieve its objectives. Surprisingly, this aspect of HR is one of the most
neglected in the HR field. When HR Planning is applied properly in the field of HR
Management, it would assist to address the following questions:
1.
2.
3.
4.

How many staff does the Organization have?
What type of employees as far as skills and abilities does the Company have?
How should the Organization best utilize the available resources?
How can the Company keep its employees?

HR planning makes the organization move and succeeds in the 21st Century that we are in.
Human Resources Practitioners who prepare the HR Planning program would assist the
Organization to manage its staff strategically. The program assists to direct the actions of HR
department.
The program does not assist the Organization only, but it will also facilitate the career planning
of the employees and assist them to achieve the objectives as well. This augment motivation and
15

the Organization would become a good place to work. HR Planning forms an important part of
Management information system.
HR have an enormous task keeping pace with the all the changes and ensuring that the right
people are available to the Organization at the right time. It is changes to the composition of the
workforce that force managers to pay attention to HR planning. The changes in composition of
workforce not only influence the appointment of staff, but also the methods of selection, training,
compensation and motivation. It becomes very critical when Organizations merge, plants are
relocated, and activities are scaled down due to financial problems.
Human resources planning is an important component of securing future operations. For
sustainability, plans must be made to ensure that adequate resources are available and trained for
all levels of an organization. Although policy organizations are stretched to meet current service
requirements, it is important that they also spend time to create plans to ensure there will be
officers to fill future positions. These plans must be prepared well in advance, with targets set for
the short, mid and long term. Not only must adequate resourcing be considered for the bulk of
the workforce but special consideration must be given for the leadership of each organization.
This requires developing specialized succession plans for identifying and grooming potential
future leaders. The leader candidates must receive management, leadership, and all relevant
knowledge and skills training. Plans should also be created to leverage the knowledge of those
leaving today’s leadership roles so that future leaders are fully informed. Securing future
policing operations requires careful planning and a clear implementation strategy.
On employees: The way to hold employees today is to make their work and their dayto-day activities in the company exciting enough for them to stay. Not everyone will
stay, but I think if we can empower more people and are willing to pass on the
responsibility for that, and if people are satisfied and motivated, there’s less chance of
them wanting to leave and go to a competitor.
By- Ratan Tata

On ethics: What worries me is that the threshold of acceptability or the line between
acceptability and non-acceptability in terms of values, business ethics, etc, is blurring.
By- Ratan Tata
The basic purpose of having a manpower plan is to have accurate estimate of required manpower
with matching skills requirements. The main objectives are:
. Forecast manpower requirements.
. Cope with changes – environment, economic, organizational.
. Use existing manpower productively.
. Promote employees in a systematic way.

16

MODEL OF HRP SYSTEM
 Human Resource Policies:










Manpower Planning
Recruitment & Selection
Training & Development
Performance Appraisal
Promotion, Transfer, & Demotion
Administration Section
Grievance Handling
Kaizen suggestion
Welfare Activities
Orientation

17

1)Manpower Planning : which is also called as Human Resource Planning consists of putting right
number of people, right kind of people at the right place, right time, doing the right things for which
they are suited for the achievement of goals of the organization. Human Resource Planning has got an
important place in the arena of industrialization. Human Resource Planning has to be a systems
approach and is carried out in a set procedure. The procedure is as follows:
1. Analyzing the current manpower inventory
2. Making future manpower forecasts
3. Developing employment programmes
4. Design training programmes
Steps in Manpower Planning
1. Analysing the current manpower inventory- Before a manager makes forecast of future
manpower, the current manpower status has to be analysed. For this the following things have
to be noted Type of organization
 Number of departments
 Number and quantity of such departments
 Employees in these work units
Once these factors are registered by a manager, he goes for the future forecasting.
2. Making future manpower forecasts- Once the factors affecting the future manpower
forecasts are known, planning can be done for the future manpower requirements in
several work units.
The Manpower forecasting techniques commonly employed by the organizations are as
follows:
a. Expert Forecasts: This includes informal decisions, formal expert surveys and
Delphi technique.
b. Trend Analysis: Manpower needs can be projected through extrapolation
(projecting past trends), indexation (using base year as basis), and statistical
analysis (central tendency measure).
c. Work Load Analysis: It is dependent upon the nature of work load in a
department, in a branch or in a division.
d. Work Force Analysis: Whenever production and time period has to be analysed,
due allowances have to be made for getting net manpower requirements.
e. Other methods: Several Mathematical models, with the aid of computers are
used to forecast manpower needs, like budget and planning analysis, regression,
new venture analysis.
18

3. Developing employment programmes- Once the current inventory is compared with
future forecasts, the employment programmes can be framed and developed accordingly,
which will include recruitment, selection procedures and placement plans.
4. Design training programmes- These will be based upon extent of diversification,
expansion plans, development programmes,etc. Training programmes depend upon the
extent of improvement in technology and advancement to take place. It is also done to
improve upon the skills, capabilities, knowledge of the workers.
Importance of Manpower Planning

1. Key to managerial functions- The four managerial functions, i.e., planning, organizing,
directing and controlling are based upon the manpower. Human resources help in the
implementation of all these managerial activities. Therefore, staffing becomes a key to all
managerial functions.
2. Efficient utilization- Efficient management of personnels becomes an important function
in the industrialization world of today. Seting of large scale enterprises require
management of large scale manpower. It can be effectively done through staffing
function.
3. Motivation- Staffing function not only includes putting right men on right job, but it also
comprises of motivational programmes, i.e., incentive plans to be framed for further
participation and employment of employees in a concern. Therefore, all types of
incentive plans becomes an integral part of staffing function.
4. Better human relations- A concern can stabilize itself if human relations develop and
are strong. Human relations become strong trough effective control, clear
communication, effective supervision and leadership in a concern. Staffing function also
looks after training and development of the work force which leads to co-operation and
better human relations.
5. Higher productivity- Productivity level increases when resources are utilized in best
possible manner. higher productivity is a result of minimum wastage of time, money,
efforts and energies. This is possible through the staffing and it's related activities (
Performance appraisal, training and development, remuneration)
Need of Manpower Planning

Manpower Planning is a two-phased process because manpower planning not only analyses the
current human resources but also makes manpower forecasts and thereby draw employment
programmes. Manpower Planning is advantageous to firm in following manner:
1. Shortages and surpluses can be identified so that quick action can be taken wherever
required.
2. All the recruitment and selection programmes are based on manpower planning.
3. It also helps to reduce the labour cost as excess staff can be identified and thereby
overstaffing can be avoided.
4. It also helps to identify the available talents in a concern and accordingly training
programmes can be chalked out to develop those talents.
5. It helps in growth and diversification of business. Through manpower planning, human
resources can be readily available and they can be utilized in best manner.
19

6. It helps the organization to realize the importance of manpower management which
ultimately helps in the stability of a concern.

20

2) Training and Development:
Human Resource Management, training and development is the field which is concerned with
organizational activity aimed at bettering the performance of individuals and groups in
organizational settings. It has been known by several names, including human resource
development, and learning and development.
Harrison observes that the name was endlessly debated by the Chartered Institute of Personnel
and Development during its review of professional standards in 1999/2000. "Employee
Development" was seen as too evocative of the master-slave relationship between employer and
employee for those who refer to their employees as "partners" or "associates" to feel comfortable
with. "Human Resource Development" was rejected by academics, who objected to the idea that
people were "resources" &m dash; an idea that they felt to be demeaning to the individual.
Eventually, the CIPD settled upon "Learning and Development", although that was itself not free
from problems, "learning" being an overgeneral and ambiguous name. Moreover, the field is still
widely known by the other names.
Training and development (T&D) encompasses three main activities: training, education, and
development. Garavan, Costine, and Heraty, of the International Institute of Market Research
and Analytics, note that these ideas are often considered to be synonymous. However, to
practitioners, they encompass three separate, although interrelated, activities:
Training: This activity is both focused upon, and evaluated against, the job that an individual
currently holds.
Education: This activity focuses upon the jobs that an individual may potentially hold in the
future, and is evaluated against those jobs.
Development: This activity focuses upon the activities that the organization employing the
individual, or that the individual is part of, may partake in the future, and is almost impossible to
evaluate.
The "stakeholders" in training and development are categorized into several classes. The
sponsors of training and development are senior managers. The clients of training and
development are business planners. Line managers are responsible for coaching, resources, and
performance. The participants are those who actually undergo the processes. The facilitators are
Human Resource Management staff. And the providers are specialists in the field. Each of these
groups has its own agenda and motivations, which sometimes conflict with the agendas and
motivations of the others.
The conflicts that are the best part of career consequences are those that take place between
employees and their bosses. The number one reason people leave their jobs is conflict with their
bosses. And yet, as author, workplace relationship authority, and executive coach, Dr. John
Hoover points out, "Tempting as it is, nobody ever enhanced his or her career by making the
boss look stupid." Training an employee to get along well with authority and with people who
entertain diverse points of view is one of the best guarantees of long-term success. Talent,
21

knowledge, and skill alone won't compensate for a sour relationship with a superior, peer, or
customer.

3) Performance Appraisals
Performance Appraisals is the assessment of individual’s performance in a systematic way. It is a
developmental tool used for all round development of the employee and the organization. The
performance is measured against such factors as job knowledge, quality and quantity of output,
initiative, leadership abilities, supervision, dependability, co-operation, judgment, versatility and
health. Assessment should be confined to past as well as potential performance also. The second
definition is more focused on behaviors as a part of assessment because behaviors do affect job
results.
Performance Appraisals and Job Analysis Relationship
Job Analysis à

Performance Standards à

Performance Appraisals

Describe the work and
personnel requirement of a
particular job.

Translate job requirements
into levels of acceptable or
unacceptable performance

Describe the job relevant
strengths and weaknesses
of each individual.

Objectives of Performance Appraisals
Use of Performance Appraisals
1.

Promotions

2.

Confirmations

3.

Training and Development

4.

Compensation reviews

5.

Competency building
22

6.

Improve communication

7.

Evaluation of HR Programs

8.

Feedback & Grievances

4 Goals of Performance Appraisals
General Goals

Specific Goals

Developmental Use

Individual needs
Performance feedback
Transfers and Placements
Strengths and Development needs

Administrative Decisions / Uses

Salary
Promotion
Retention / Termination
Recognition
Lay offs
Poor Performers identification

Organizational Maintenance

HR Planning
Training Needs
Organizational Goal achievements
Goal Identification
HR Systems Evaluation
Reinforcement of organizational needs

Documentation

Validation Research
For HR Decisions
Legal Requirements

23

Performance Appraisal Process
1.

Objectives definition of appraisal

2.

Job expectations establishment

3.

Design an appraisal program

4.

Appraise the performance

5.

Performance Interviews

6.

Use data for appropriate purposes

7.

Identify opportunities variables

8.

Using social processes, physical processes, human and computer assistance

4)A Transfer is the movement to another job that is previously established through an approved
personnel requisition, has the same salary range and may involve a salary increase. A transfer
may result in a title change.
A promotion is the movement to another job in a higher job classification and will result in a
title change. There are two types of promotions.
o Market-based promotions occur when an employee assumes another job that has a
higher value in the marketplace and has been assigned a higher salary range.
o Contribution Level promotions occur when an employee assumes another job that
has been assigned a higher contribution level and a higher salary range in the job
classification system.
A demotion is the movement to a job with a lower salary range and/or lower contribution level.
A demotion may result in a title change and may involve a decrease in salary.
5)Administration section:
Human Resource (HR) administration refers to the managing of human capital within an
organization or industry. Once called “personnel management,” human resources is leading the
way for improving the overall employment experience for billions of hard-working professionals
around the world. In addition, human resource administration provides the business strategy by
which organizations can meet the demands of the future.
In many organizations, human resource administration is handled by a team of human resources
professionals headed by a senior human resources director. The duties of the members of the
team can range from recruiting and employee relations to payroll and benefits administration.
The entire team works together to achieve the human resources goals of the organization under
the direction of the human resources manager.
24

For the best results, HR administration should be closely linked with the executive management
of an organization. Each department must communicate the personnel needs and goals of the
company on a regular basis so that the human resources division can best support the objectives
of the organization. Without continual communication and resources, any organization can face
shortages of skilled staff to handle the many responsibilities in departments, resulting in low
performance.
A growing majority of organizations rely on human resources outsourcing to manage the
administration of human resources. This practice can often be a more cost-effective way to
ensure that all personnel matters are handled responsively and professionally by a team of human
resources specialists that have the training and expertise needed to get the job done, In addition,
outsourcing of human resources processes can save companies significantly because there is no
need for an in-house team. Outsourcing human resources work is a practice that many small to
medium sized businesses use to save time, money and get a larger range of services that will
adapt to a growing organizational structure.
For many companies, contracting a portion of services to an independent human resources
consulting firm makes good business sense. Human resources consultants can handle some or all
of the human resource administration such as payroll, recruiting, or training needs of the
company so that leaders can focus on running the business. In this case, the consulting firm
creates custom solutions that will best support the needs of the company, without trying to take
over any of the operational aspects.

Human resource administration of today requires trained individuals who have the personality
traits and the commitment to providing expert support. When planning a human resources
strategy, it's best for organizations to look for human resources professionals who have the
education and experience to manage the complex issues that human resources departments often
face. In addition, human resources divisions must stay on top of employment and legal trends in
order to best protect the companies they serve.

6)Grievance Handling : Purposes of the Grievance Procedure:
The primary purposes of a grievance procedure are to:
(1) channel conflict into an institutionalized mechanism for peaceful resolution;
(2) facilitate communication between labor and management regarding problems that arise in a
collective bargaining relationship;
(3) enable employees to complain with dignity knowing that there is a system of appeals leading
to an impartial decision-maker; and
(4) enforce compliance with the terms and conditions negotiated by the parties.
Handling Employee Grievance:
The following checklist is provided as guidance when an employee comes to you with a
complaint:

25

CHECKLIST FOR HANDLING EMPLOYEE COMPLAINTS:
PREREQUISITES:
-Know the contract.
-Make sure that meetings with employees to handle complaints are held in accordance with any
contract provisions that regulate the time and/or location for such meetings.
-Develop good listening and note taking skills.
-Be prepared to spend the time to get the evidence and testimony to support your case and to
refute management's case.
-Treat all employees fairly and consistently.
-Do not make judgments about the case to the employee or anyone else until you get the facts.
-Keep good records of all transactions, oral and written, that occur from the time a complaint is
brought to you until the case is resolved in the grievance procedure or in arbitration.
-Know who, when and how to ask for help.
INTERVIEW:
-Let the employee tell his/her story without interruption. Take notes. When the employee has
finished, ask, "Is there anything else you would like to add?"
-Review the employee's description of the case with him/her to make sure you have all the facts.
Make sure you get the answers to the questions who, what, when, where, why and how.
-Ask the employee for the names, addresses and telephone numbers of any witnesses. Then ask
the employee to tell you what he/she thinks each witness knows about the case. Record this
information. Try to clarify any uncertainties about what a witness is supposed to know.
-Ask the employee to give you all of the evidence he/she has concerning the case. Make copies
so that no information is lost.
-Before the employee leaves, check one more time to make sure you have all the facts, names of
witnesses and evidence.
REVIEW:
-Refer to the grievance procedure in the contract to make sure the issue the employee has raised
is defined as a proper subject of a grievance. If you are uncertain, ask for help. If the issue is not
a proper subject of a grievance, the best thing to do is to tell the employee and explain how this
affects his/her case.
-Check to make sure that the procedural requirements set forth in the grievance procedure have
been complied with.
Key considerations include:
-Is the complaint timely?
-Who should the employee and/or union representative meet with at the first step?
-What information must be presented by both parties at the first step?
-Review the contract provisions alleged to have been violated to make sure they fit the issue
described by the employee and that no provisions have been left out.
-Review the evidence. Go through all the documents the employee has given you. Make sure
everything is dated and signed. Carefully check the content of each document to find out what it
actually states, if this information pertains to the case and is timely. Check for inconsistencies in
the documents and between the documents and the information the employee has given you.
Make a list of all inconsistencies. Check to see if the documents contain the names of other
potential witnesses that the employee did not mention and/or that might be called by
26

management. Make a list of these persons and find out how to contact them.
-Find out is there is any other evidence, e.g., rules and regulations, past grievances and
arbitration decisions, past practice, documents in the employee's personnel file that he/she may
not have, etc., that have a bearing on the case as viewed by both the union and the employer.
Request documents from the employer as appropriate, in a timely fashion and in writing.
-Match the evidence you have with the list of potential witnesses. Make a list of questions to ask
each witness when you interview them. Be sure to include at the end of each list the questions,
"Is there anything else you would like to add?" and "Do you know of any other witnesses?"
-Interview witnesses. Apply the guidelines as set forth in II. Also, carefully check the following
things as you consider what witnesses state that they know about the case:
-Does the witness have direct personal knowledge about what happened or is his/her knowledge
based only on hearsay (i.e., second hand)?
-Is the witness credible (i.e., able to give a reasonable explanation about the events, and an
honest, accurate accounting even if this means revealing negative things about his/her
record/conduct)?
-Does the witness' statement confirm what the employee has said, or are there
differences/inconsistencies?
-Does the witness have any reason to be less than truthful in stating what he/she knows about the
case?
-If there is more than one witness who knows about a given event, note which ones would be
best able to present clear testimony under the pressure of examination and cross-examination at
an arbitration hearing.
-Verify name, address, telephone, work shift and location.
ANALYSIS:
After you have thoroughly reviewed all of these matters, you may find that a complaint is not
grievable/arbitrable or that the case lacks merit. One way to proceed is to explain your findings
to the employee and ask if there is any additional information he/she has that might have a
bearing on the case. If not, you should be guided by local or international union policy and
perhaps by counsel, in determining how to handle this situation. Grievances lacking merit should
be screened out to conserve a union's resources for other cases. This can be done by committee in
consultation with an international representative or counsel. This determination should be made
with care because unions have a legal duty to fairly represent all employees in the bargaining
unit whether or not they are union members.
-Can you account for any inconsistencies in the case and, if so, how?
-Are there any mitigating circumstances that could explain the employee's behavior and thus
lessen or remove any disciplinary action?
-Does the evidence and testimony the union has demonstrate one or all of the following:
-Disparate treatment;
-Arbitrary and capricious action; and/or Discrimination.
-Are there any past practices which pertain to the case and, if so, how?
-Does the evidence and testimony the union has support the remedy requested or should some
modification be made in that remedy?
-Do you have hard evidence and testimony based upon direct personal knowledge to support
your case or is your case largely based upon circumstantial evidence?
-Is the remedy requested reasonable or is it nonsensical, outside the scope of the employer's or of
27

an arbitrator's authority to grant? Would it be impossible to implement even if granted, etc.?
-Is the contract provision(s) you are relying upon modified by more specific language in the
provision or elsewhere in the contract?
-Where rules and regulations are concerned, have they been posted and given to employees, are
they reasonable and have they been fairly, consistently and equitably enforced?
-What has been the outcome of other similarly situated cases? Does this information help or hurt
your case? How?
Once you have reviewed and analyzed all these considerations with respect to the union case,
prepare a summary of what you think the employer's response will be and determine if you have
a sound rebuttal for each of the points the employer could raise.
FILING:
Be sure to properly and timely complete the grievance form. This includes such items as: names;
dates; signatures; clear and accurate statement of the complaint; contract clauses alleged to have
been violated; and remedy requested.
This is a checklist, not a magic wand. It highlights key points to consider in handling employee
complaints. This task is time consuming and requires the application of a number of skills. There
are no real short cuts. If you take them, an employer will usually find them at some stage in the
grievance procedure or in arbitration. The result may be very damaging involving not only loss
of a case that might have been won, but also expenditures of time, other resources and credibility
that a union can ill afford.
Handling Discipline and Discharge Cases:
In all likelihood, most of the grievances you handle will involve discipline or discharge. Since
management is the party that took the action, (i.e., is the moving party) the BURDEN OF
PROOF is on the employer to show that it has just cause for such action. This means that, in
arbitration, management must go first in showing what evidence and testimony it has to support
the action taken. A union then responds with the evidence and testimony it has in defense of the
grievant and as rebuttal to the case presented by the employer. There are 7 commonly accepted
tests for just cause. These are:
1. If a rule is alleged to have been violated, was that rule reasonable?
2. Was the grievant given adequate notice that the conduct
complained about was improper?
3. Was the alleged offense sufficiently investigated?
4. Was the investigation fair?
5. Was the misconduct proved?
6. Did the employee receive equal treatment with all others who have
committed a similar offense? If not, were there any mitigating
circumstances?
7. Was the penalty appropriate for the offense committed?
Refer back to the Checklist for Handling Complaints to remind yourself of the type of
information you must collect to support a complaint in a discipline or discharge case. Remember
to find out: who; what; when; where; why; and how. Collect all of the evidence and interview
witnesses, then review and analyze these in relation to the 7 tests listed above. This will give you
an idea of the strength of support for the union's case. Remember, you must also consider what
evidence and testimony management may be able to present and assess your case accordingly.

28

Contract Interpretation Cases:
These cases involve disputes over the interpretation of contract language. Unlike discipline and
discharge cases, the party that claims the contract language has been improperly interpreted has
the burden to go forward in presenting its case. Critical to prevailing in a contract interpretation
case can be: evidence obtained from the bargaining history of the parties (what have they done in
the past, for how long, and what was the intent at the bargaining table); and have any past
practices developed that have changed the meaning of that contract language. The tests for a
binding past practice are that the practice must be: (1) unequivocal; (2) clearly enunciated and
acted upon; and (3) readily ascertainable over a reasonable period of time as a fixed, and
established practice accepted by both parties. Mutual acceptance may be tacit, however, an
implied mutual agreement determined by inference from the circumstances. It is very important
in contract interpretation cases that you obtain witnesses who were actually at the bargaining
table when the disputed language was agreed to, and/or have direct knowledge that the language
has been rolled over in successive contracts without dispute for a period of years, or of past
practices that have changed the meaning of the disputed language. In such cases, the kinds of
proof that can be critical to support either party's case may include:
Copies of past contracts;
Notes from bargaining sessions;
-Other documentation that will prove how the language has actually been Implemented (e.g.,
other arbitration awards);
-Employees with long service that can testify about how a contract provision has been
implemented;
-Whether the disputed language is clear and unambiguous on its face;
-is general language limited by more specific language in the same provision or elsewhere in the
contract;
-Are the disputed terms being interpreted in normal language or as they usually are in your
business or is the interpretation strained;
2. Study the grievance procedure and practice in your organisation and present a brief report.
COMPANY POLICY
COMPANY .................. aims to resolve problems and grievances promptly and as close to the
source as possible with graduated steps for further discussions and resolution at higher levels of
authority as necessary.
Statement of General Principles
• Complaints must be fully described by the person with the grievance
• The person(s) should be given the full details of the allegation(s) against them
• The person(s) against whom the grievance/complaint is made should have the opportunity and
be given a reasonable time to put their side of the story before resolution is attempted
• Proceedings should be conducted honestly, fairly and without bias
• Proceedings should not be unduly delayed.

29

PROCEDURES
The following is a four level process:
1. The Employee attempts to resolve the complaint as close to the source as possible.
This level is quite informal and verbal
If the matter is not resolved
2. The Employee notifies the Supervisor (in writing or otherwise) as to the substance of the
grievance and states the remedy sought.
Discussion should be held between employee and any other relevant party.
This level will usually be informal, but either party may request written statements and
agreements.
This level should not exceed one week.
If the matter is not resolved:
3. The Supervisor must refer the matter to the Manager (or Board of Directors if applicable).
A grievance taken to this level must be in writing from the employee.
The Supervisor will forward to the Manager any additional information thought relevant
The Manager will provide a written response to the Employee
The Manager also communicate with any other parties involved or deemed relevant.
This level should not exceed one week following the next scheduled meeting.
If the matter is not resolved:
4. The Employee will be advised of his/her rights to pursue the matter with external authorities
if they so wish.
7)Welfare Activities: Welfare facilities can be largely categorized into two types:



Intramural facilities: These are provided within the establishment such as rest centers
canteen, uniforms.
Extramural facilities: These are activities which are undertaken outside the
establishment such as child welfare, transport facility etc.

Examples of Welfare Facilities
Intramural Facilities











Drinking water
Toilets
Washing & bathing facilities
Rest shelters
Uniforms
Protective clothing
Recreating facilities
Canteens
Subsidized food
Medical aid

Extramural Facilities
 Housing
 Education facilities
 Maternity benefits
 Transportation
 Sports facilities
 Leave travel
 Vocational training
 Holiday homes
 Cooperative stores
 Fair price shops
 Social insurance

30

Benefits of Employee Welfare Measures







They provide better physical and mental health to workers and thus promote a healthy
work environment.
Facilities like housing schemes, medical benefits, and education and recreation facilities
for worker's families help in raising their standards of living. This makes workers to pay
more attention towards work and thus increases their productivity.
Employers get stable labor force by providing welfare facilities. Workers take active
interest in their jobs and work with a feeling of involvement and participation.
Employee welfare measures increase the productivity of organization and promote
healthy industrial relations thereby maintaining industrial peace.
The social evils prevalent among the labors such as substance abuse, etc are reduced to a
greater extent by the welfare policies.

8) Kaizen and Management: Management has two major components:
1. maintenance, and
2. improvement.
The objective of the maintenance function is to maintain current technological, managerial, and
operating standards. The improvement function is aimed at improving current standards. Under
the maintenance function, the management must first establish policies, rules, directives and
standard operating procedures (SOPs) and then work towards ensuring that everybody follows
SOP. The latter is achieved through a combination of discipline and human resource
development measures.
Under the improvement function, management works continuously towards revising the current
standards, once they have been mastered, and establishing higher ones. Improvement can be
broken down between innovation and Kaizen. Innovation involves a drastic improvement in the
existing process and requires large investments. Kaizen signifies small improvements as a result
of coordinated continuous efforts by all employees.

31

Orientation/Onboarding:
The orientation program is an introductory program that extends from 1 hour to 1 day at most. It
is established by the HR personnel of the firm for newly recruit or the trainee such that they get
adjusted to the new environment and feel welcomed in the organization.
Employee orientation is part of a long-term investment in a new employee. It is an initial process
that provides easy access to basic information, programs and services, gives clarification and
allows new employees to take an active role in their organization.




Introduce new employees to their new environment
Make new employees feel welcome and comfortable
Retain a pool of new, capable employees

Benefits:
 Establish clear standards that help reduce disputes and limit liability
 Promote consistent management
 Inform new employees of the company’s policies
 Demonstrate a commitment to equal treatment of personnel
 Provide protection from claims of discrimination and sexual harassment
In some organizations an employee handbook is available to all employees. The content of the
handbook covers the key topics covered in an orientation session for new employees.

32

What is the difference between Orientation and On-boarding?
Orientation is an event; on-boarding is a process.
Orientation is a structured event that focuses on the information the new employee needs to
know to get started, such as an introduction to the organizational structure, policies, and
procedures. It is once piece of the on-boarding process. On-boarding however can last anywhere
from 3 months to a year, depending on the responsibilities of the position and the amount of
organizational understanding necessary to be successful in the role. The goal is to align new
employees with Ryerson's culture, mission, and values, and focuses on strengthening the
employee's connection to the organization and its people. It provides a more strategic plan for
employee success than orientation alone.
For information on group specific employee orientation programs, see group sections.

Whose Responsibility is On-boarding?
On-boarding is a shared responsibility with activities managed by the hiring department/faculty,
Human Resources and, in some cases, e.g. for faculty, the Learning and Teaching office and
Office of the Vice Provost, Faculty Affairs.

Employee







Attends New
Employee
Orientation
workshop and
any other group
specific
workshops,
e.g. faculty
orientation
Submits
completed new
hire
documentation,
including
employment
equity self
identification
survey, some of
which may be
done online
Completes the
self-guided

Department/Faculty









Human Resources/
Learning and
Teaching Office/ Vice
Provost, Faculty
Affairs

Pre-Arrival Activities
Completes or approves
any new hire
documentation/authorizat
ions
Ensures workplace is set
up
Provides information
about technology access
and any necessary
department requests or
approvals.
For each employee that
requires accommodation
in the event of an
emergency, work
together to review the
instructions
on implementing
individualized emergency
plan and complete
the individual emergency
33





Processes new
hire
documentation
where
necessary
Coordinates
and facilitates
orientation
session



orientation
(through the
online Onboarding portal,
coming soon!).
Responsible for
identifying a
disability that
may not be
apparent, which
may require
accommodation
in the event of
an emergency.





plan form.
Conducts departmental
welcome and
introductions
Conducts on-boarding
follow up

Supervisor's Pre-Arrival Activities
The following should be done to prepare for the new hire's arrival:









Call the new hire to confirm the start date, time, location, parking or other transportation
options and dress code, if applicable.
Assemble a department orientation packet and orientation schedule, including names and
titles of colleagues and people with whom the new person will commonly interact; where
to find frequently used information/forms; etc.
Prepare the work area/office, including arranging for phones, computer equipment, etc.
Obtain appropriate key(s) or other means to access work area.
If the employee is relocating from another country or province, make sure to walk them
through the relocation policy.
Provide information on system access and submit any necessary system access requests
and approvals for department/job specific systems as necessary.
Purchase any necessary new equipment (computer, printer, cell phone, PDA, etc.) as
approved.
Order necessary supplies.

The first day
One of the most lasting impressions employees have of their department and the university is
how they are treated during their first day on the job.
Suggested activities for the first day may include, where appropriate, e.g. faculty, full time staff,
etc.:




Make sure you (as hiring manager) and/or a designated faculty/staff member is present to
greet the new employee
Introduce him/her to co-workers and work areas
Identify a go-to person or mentor
34









Review the job responsibilities and objectives
Coordinate a site/office tour (include copy machine, employee mailboxes, supplies,
where to buy food and eat and restrooms)
Coordinate a group lunch
Review and explain on-line resources
Conduct basic telephone and computer instruction (if required)
Meet with HR or administrative staff to review and sign up for benefits, Ryerson ID card,
etc. if applicable (This will be available via the portal in 2012)
Review basic guidelines (i.e. security , emergency procedures , parking, office and work
hours, if applicable)

During the first and the second weeks on the Job
The goal is to ensure that the employee understands Ryerson's mission , the Academic Plan , any
Faculty or department plans, and how these tie into the expectations and responsibilities of the
job. Meet with the employee to establish goals and job expectations, to complete the planning
stage of performance evaluation and review the performance management process. There may be
group specific performance management and evaluation processes, e.g. faculty evaluation and
review, some of which may be detailed in policies or collective agreements.










Meet with the employee and create a development plan to ensure acquisition and
maintenance of needed professional and/or job specific skills and knowledge.
Ensure the mentor and new employee are meeting and establishing a productive
relationship, where applicable.
Ensure that some work assignments are ready for the employee so that he or she can feel
productive immediately.
Share unwritten rules, nuances, and traditions with the employee (such as casual Friday).
Review other departments' overall functions where relevant.
Schedule meetings with key faculty and/or staff members from outside the employee's
team or work group that they will be interacting with, e.g. for faculty meeting with
Research and Innovation staff.
Review relevant decision making processes.
If the employee will supervise others, ensure he or she meets with direct reports one-onone and as a group.
Ensure the employee completes any mandatory training that is a condition of
employment, such as AODA training .

Until end of probation
The goal is to review the expectations, progress made, areas for improvement and to continue
efforts towards integration.
Make sure to:
 Discuss initial experience and whether it matches the employee's expectations
 Discuss any concerns or issues the employee has
 Review progress towards initial goals
35







Review progress on development plan
Identify any additional systems or job specific training needed
Identify any upcoming opportunities to meet with key individuals
Answer any questions
Solicit feedback from employee

36

RECRUITMENT & SELECTION
Recruitment refers to the process of screening, and selecting qualified people for a job at an
organization or firm, or for a vacancy in a volunteer-based organization or community group.
While generalist managers or administrators can undertake some components of the recruitment
process, mid- and large-size organizations and companies often retain professional recruiters or
outsource some of the process to recruitment agencies. External recruitment is the process of
attracting and selecting employees from outside the organization.
A. Internal

Sources:-

. Promotions and Transfer
. Job postings
. Employee Referrals
B. External Sources:. Advertisement

. Employment Agencies
. On campus Recruitment
. Employment exchanges
. Education and training institute

37

Recruitment refers to the process of attracting, screening, and selecting qualified people for a job
at an organization or firm. For some components of the recruitment process, mid- and large-size
organizations often retain professional recruiters or outsource some of the process to recruitment
agencies. The recruitment industry has five main types of agencies: employment agencies,
recruitment websites and job search engines, "headhunters" for executive and professional
recruitment, niche agencies which specialize in a particular area of staffing, or employer
branding strategy and in-house recruitment. The stages in recruitment include sourcing
candidates by advertising or other methods, and screening and selecting potential candidates
using tests or interviews.
SOURCES

OF

RECRUITMENT

In-house recruitment
Under pressure to reduce costs, both large- and medium-sized employers tend to undertake their
own in-house recruitment, using their human resources department, front-line hiring managers
and recruitment personnel who handle targeted functions and populations. In addition to
coordinating with the agencies mentioned above, in-house recruiters may advertise job vacancies
on their own websites, coordinate internal employee referrals, work with external associations,
trade groups and/or focus on campus graduate recruitment. Some large employers choose to
outsource all or some of their recruitment process(recruitment process outsourcing) however a
much more common approach is for employers to introduce referral schemes where employees
are encouraged to source new staff from within their own network.

38

Internal Sources of Recruitment
The internal sources of recruitment are:1. Promotions : Promotion means to give a higher position, status, salary and responsibility
to the employee. So, the vacancy can be filled by promoting a suitable candidate from the
same organization.
2. Transfers : Transfer means a change in the place of employment without any change in
the position, status, salary and responsibility of the employee. So, the vacancy can be
filled by transferring a suitable candidate from the same organization.
3. Internal Advertisements : Here, the vacancy is advertised within the organization. The
existing employees are asked to apply for the vacancy. So, recruitment is done from
within the organization.
4. Retired Managers : Sometimes, retired managers may be recalled for a short period.
This is done when the organization cannot find a suitable candidate.
5. Recall from Long Leave : The organization may recall a manager who has gone on a
long leave. This is done when the organization faces a problem which can only be solved
by that particular manager. After he solves the problem, his leave is extended.
Merits of Internal Sources
The benefits / advantages / merits of using internal sources of recruitment:1. It is time saving, economical, simple and reliable.
2. There is no need of induction training because the candidate already knows everything
about the organization, the work, the employee, the rules and regulations, etc.
3. It motivates the employees of work hard in order to get higher jobs in the same
organization.
4. It increases the morale of the employees and it improves the relations in the organisation.
5. It reduce executive turnover.
6. It develops loyalty and a sense of responsibility.
Demerits of Internal Sources
The limitations / demerits of using internal sources of recruitment:1. It prevents new blood from entering the organization. New blood brings innovative ideas,
fresh thinking and dynamism into the organization.
39

2. It has limited scope because it is not possible to fill up all types of vacancies from within
the organization.
3. The position of the person who is promoted or transferred will be vacant.
4. There may be bias or partiality in promoting or transferring persons from within the
organization.
5. Those who are not promoted will be unhappy.
6. The right person may be promoted or transferred only if proper confidential reports of all
employees are maintained. This involves a lot of time, money and energy.

External Sources of Recruitment
The external sources of recruitment are:1. Management Consultants : Management consultants are used for selecting higher-level
staff. They act as a representative of the employer. They make all the necessary
arrangements for recruitment and selection. In return for their services, they take a
service charge or commission.
2. Public Advertisements : The Personnel department of a company advertises the vacancy
in newspapers, the internet, etc. This advertisement gives information about the company,
the job and the required qualities of the candidate. It invites applications from suitable
candidates. This source is the most popular source of recruitment. This is because it gives
a very wide choice. However, it is very costly and time consuming.
3. Campus Recruitment : The organization conducts interviews in the campuses of
Management institutes and Engineering Colleges. Final year students, who're soon to get
graduate, are interviewed. Suitable candidates are selected by the organization based on
their academic record, communication skills, intelligence, etc. This source is used for
recruiting qualified, trained but inexperienced candidates.
4. Recommendations : The organization may also recruit candidates based on the
recommendations received from existing managers or from sister companies.
5. Deputation Personnel : The organization may also recruit candidates who are sent on
deputation by the Government or Financial institutions or by holding or subsidiary
companies.
Advantages of External Sources
The benefits / merits / advantages of using external sources of recruitment:40

1. It encourages young blood with new ideas to enter the organization.
2. It offers wide scope for selection. This is because a large number of suitable candidates
will come for the selection process.
3. There are less chances of bias or partiality.
4. Here there is no need to maintain confidential records.

Limitations of External Sources
The demerits / limitations of using external sources of recruitment:1. It is very costly. This is because advertisements, test, medical examination etc., has to be
conducted.
2. It is very time consuming. This is because the selection process is very lengthy.
3. It may not develop loyalty among the existing managers.
4. The existing managers may leave the organization if outsiders are given higher post.

41

Process
A) Job analysis: The proper start to a recruitment effort is to perform a job analysis, to
document the actual or intended requirement of the job to be performed. This information is
captured in a job description and provides the recruitment effort with the boundaries and
objectives of the search. Oftentimes a company will have job descriptions that represent a
historical collection of tasks performed in the past. These job descriptions need to be reviewed or
updated prior to a recruitment effort to reflect present day requirements. Starting recruitment
with an accurate job analysis and job description ensures the recruitment effort starts off on a
proper track for success. Job analysis defines the duties and human requirements of the
company’s jobs. The next step is to recruit and select employees. We can envision the
recruitment and selection process as a series of steps:
1) Decide the positions to fill, through personnel planning and forecasting.
2) Build a pool of candidates or these jobs, by recruiting internal or external
candidates.
3) Have candidates complete application forms and perhaps undergo initial
screening interviews.
4) Use selection tools like tests, background investigations, and physical exams to
identify viable candidates.
5) Decide who to make an offer to, by having the supervisor and perhaps others
interview the candidates.

B) Sourcing
Sourcing involves:
a)Advertising, a common part of the recruiting process, often encompassing multiple
media, such as the Internet, general newspapers, job ad newspapers,
professional publications, window advertisements, job centers, and campus graduate
recruitment programs; and
b) Recruiting research, which is the proactive identification of relevant talent who
may not respond to job postings and other recruitment advertising methods done in
a). This initial research for so-called passive prospects, also called name-generation,
results in a list of prospects who can then be contacted to solicit interest, obtain a
resume/CV, and be screened.
C) Screening and selection
Suitability for a job is typically assessed by looking for skills, e.g. communication, typing, and
computer skills. Qualifications may be shown through résumés, job applications, interviews,
educational or professional experience, the testimony of references, or in-house testing, such
as for software knowledge, typing skills, numeracy, and literacy, through psychological tests or
employment testing. Other resume screening criteria may include length of service, job titles and
42

length of time at a job. In some countries, employers are legally mandated to provide equal
opportunity in hiring. Business management software is used by many recruitment agencies to
automate the testing process. Many recruiters and agencies are using an applicant tracking
system to perform many of the filtering tasks, along with software tools for psychometric testing.

Onboarding:
"Onboarding" is a term which describes the process of helping new employees become
productive members of an organization. A well-planned introduction helps new employees
become fully operational quickly and is often integrated with a new company and environment.
Onboarding is included in the recruitment process for retention purposes. Many companies have
onboarding campaigns in hopes to retain top talent that is new to the company; campaigns may
last anywhere from 1 week to 6 months.

Internet recruitment and websites:
Such sites have two main features: job boards and a résumé/curriculum vitae (CV) database. Job
boards allow member companies to post job vacancies. Alternatively, candidates can upload a
résumé to be included in searches by member companies. Fees are charged for job postings and
access to search resumes. Since the late 1990s, the recruitment website has evolved to encompass
end-to-end recruitment. Websites capture candidate details and then pool them in client accessed
candidate management interfaces (also online).

What are Recruiting agencies?
Recruitment agencies are designed to manage the recruitment process from start to finish.
Recruitment agencies hold large databases of candidates and can advertise on your behalf. Their
advertising methods include both print and online mediums although the latter has become more
common in recent years.
Advantages
 Reduces the impact on company resources and time spent on recruitment
 Agencies can manage & pay contract workers and take care of tax issues
 You can often get a rebate for unsuitable placements within a specific period of time or
be provided with another candidate
 Expertise and knowledge in their specialist field
Disadvantages
 Lost time if they are not able to find a suitable candidate
 Expensive – you may have to pay as much as 20% of the employee’s first years annual
salary. This means that if an employee is paid 80%in the first year you could be paying as
much as 20% in recruitment fees per vacancy. Even at a conservative 12% you would be
paying 10%.

43

Planning and forecasting:
Employment personnel planning: The process of deciding what positions the firm will have to
fill, and how to fill them. The recruitment and selection process starts with employment or
personnel planning. This is the process of deciding what positions the firm will have to fill, and
how to fill them. Personnel planning embrace all future positions, from maintenance clerk to
CEO. However, most firms call the process of deciding how to fill executive jobs succession
planning. Employment planning should flow from the firm’s strategic plans. Plans to enter new
business build new plants or reduce costs all influence the types of positions the firm will need
to fill (or eliminate).

44

Recruitment Process in TCE
Recruitment will be carried out either through campus or Lateral (Including staff on Fixed
Tenure Contract (FTC) for the complete recruitment process.
Depending upon the requirements company may engage technical/functional experts on long
term, short term or as required basis.

Campus Recruitment
Campus Recruitment Programme is a bench strength programme wherein selected candidates go
through an year long training programme before absorption.
Trainees are selected through premier institutes as well as other recognized institutes across the
country. Institutes from remote geographical areas/places are also visited by TCE to provide
opportunities to candidates, facilitating new employees coming from diverse regions,
background and cultures.

Lateral Recruitment
Lateral recruitment to be done based on current and future workforce requirements and
skill/experience criteria.

Buddy and Mentoring:
This is a program held within the TCE organization to help newly recruit to feel comfortable
with the company’s environment and to help them to understand the roles and policies of the
organization.
Buddy:
 Make joinee feel at home.
 To help new joinee get familiar with TCE process and policies for first 6 months.
Mentoring:
 Help and support individual to manage their own leaving order to maximize once
potential.
Steps involved in recruitment:
1)
2)
3)
4)
5)

Finalizing Job Description
Organization Structure for Positional Requirements.
Sourcing for appropriate CVs
Short listing of CVs
Interview
45

Selection process:
The selection in Campus Recruitment is done through written test and technical Interview.
Trainees are selected from premier institute like IITs & NITs as well as other recognized
Engineering Colleges.
For lateral recruitment candidates are selected /recruited from job sites, advertisement,
recruitment agencies, direct applicants and the employee referral system. Selected candidates are
put through psychometric test and pre-employment medical test.

46

Roles and Responsibility of engineers TCE:
As a Civil Engineer:
Civil engineering is one of the most popular and broadest fields of engineering. It is a branch of
engineering that deals with the construction and design of highways, dams, buildings, tunnels,
bridges, reservoirs and other similar facilities. Civil engineers have a great deal of responsibility
in their field. They are directly responsible for the planning and management of construction to
take place. Not only do they aid in designing but also take an effective part in estimating,
scheduling, obtaining materials, planning, costs, controlling costs and selecting equipment that is
to be used.
In the field of a construction civil engineer, design of the process analysis, construction,
mathematics and science all are very important and necessary. Civil engineers are also directly
responsible for the construction of many important buildings that you come across on a daily
basis.
There are two crucial aspects within this field. You may face difficulty in consulting both a civil
engineer and contracting a civil engineer. The key responsibility of a consulting civil engineer is
regarding designing of the project while contracting civil engineers deal with the actual
construction where they play a significant role in transforming a planned designed layout into
real architecture. Moreover, being a civil engineer, there are many further specializations that are
an essential part of the sector.
A civil engineer job is engaged in different activities starting from the selection of land to the
final construction.


Role of Civil Engineer:
Analysis & Design of RCC / Steel Structures for:
•Buildings which house equipments
•Special Structures like Chimneys, Canals, Roads, Bridges, Dams, Silos and Bunkers
•Supporting Structures for Pipes, Cable Trays, Conveyors
•High rise office buildings
Water Treatment and Supply, Sewerage Treatment
Geotech investigation reviews
Environmental aspects



Role of Mechanical /Chemical Engineer :
•Systems design – Selection of suitable process technology, Equipment sizing and Design
Basis
•Plot Plan And General Arrangement Drawing
•Equipment Specifications – Pumps, Fans, Compressors, Boilers, Turbine, Heat
exchangers, Cranes, Hoists , Water Treatment Systems, Coal, Ash and Other Material
Handling Systems
•Piping Layouts
•Air Conditioning & Ventilation Sizing, Duct Layout
•Equipment Inspection
47



Role of Electrical Engineer:
•System Design – Power requirement, Power
distribution, Switchyard and Substation Design,
Electrical Control and Protection, Relay Coordination
•Single Line Diagrams
•Equipment specification – Motors. Transformers,
Batteries, Switch Gear, Cables etc.
•Equipment Layout, Cable Layout, Earthing Layout
•Power System Studies
Transmission & Distribution

HR Interview Questions for TCE:




















Tell me about yourself?
Why should I hire you?
What are your strengths and weaknesses?
Why do you want to work at our company?
What is the difference between confidence and overconfidence?
What is the difference between hard work and smart work?
How do you feel about working nights and weekends?
Can you work under pressure?
Are you willing to relocate?
What are your goals?
What motivates you to do a job?
What makes you angry?
Give an example of your creativity?
How long will you be willing to work with us if hired?
Are you not overqualified for this position?
Explain how would you be an asset for the company?
Would you lie for the company?
Who has inspired you in your life and why?
What was the toughest decision you ever had to make?

HR questions for experienced people:







From everything you have learned about this role, me and our company, tell me how you
feel you did make a contribution?
Why should we hire you?
If you could start your career over again, what would you do differently?
When I contact your last supervisor and ask which area of your work needs the most
improvement, what will I learn?
Describe the best boss you ever had?
Tell me about what motivates you?
48








What frustrates you?
Tell me about the toughest negotiation you have ever been in?
How do you involve your staff when an important company strategy decision needed to
be made?
Where do you see yourself in five years?
Give an example of your creativity?
What kind of salary and offer you are looking for?

For the employees of the organization Performance management system (PMS) is conducted
under which the performance of the employees is managed against standards. Important point to
consider is to define the Key Result Area (KRA) and Key Performance Area(KPA).
KRA refers to general areas of outcomes or outputs for which the department’s role is
responsible. A typical role targets three to five KRA.
Identifying KRA will help individuals:
 Clarify their roles
 Align their roles to organizational strategic plan
 Focus on result rather than activity
 Communicate their roles and purpose to others
 Set objectives and goals
 Prioritize their activity and therefore, improve their time/work management.
When KRA is large, it is broken into manageable area of managing evaluation which are referred
to as KPA’s. Key performance indicator is also set accordingly.
Performance Management System helps in:
 Helps in defining the objective of job role.
 Set standards which are achievable
 Measure the actual performance to standards
 Analyze the result
 Improve the limitation and create innovative methods to enhance performance efficiency.
 Maintain the performance by continuous monitoring.
 Sustain by adhering to change.

49

Talent Management
In today‘s challenging business environment of going global and competition becoming intense,
organizations have mounting pressure to perform better than before. Over the years, creation and
preservation of knowledge has become a key tool in accelerating competitiveness and enhancing
organizational capabilities to respond to market changes wherein employees ‘skills and
personalities are appropriately deployed to optimize performance, is a critical and difficult task.
Furthermore, identifying and developing executives who have leadership potential, like every
other vital strategic function, is a demanding process that is equal parts of Arts and Science.
Not only Software and BPO Companies, no organization can rest in peace under the assumption
that once they have recruited the employee in place, their job is done. The real challenge that is
faced by these industries is not hiring the right person for the right job, neither their Performance
Management System, nor their Work Climate nor Culture, but in retaining the employee. It is
proven beyond argument that it is the people who make or break the organization.
Managing the talent of key employees is critical to achieve the success in long-term by any
organization. Talent management involves individual and organizational development in
response to a changing and complex operating environment. It includes the creation and talent in
general terms refers to the capabilities, skills or the art, a person possess in a particular field. It also
refers to those people who have high potential, scarce knowledge and skill or who
can successfully bring about transformation and change in the organization. Such individuals are
usually sought after in the market and their contributions to the business add direct value to its strategic or
competitive positioning.
Coming to the word Talent Management in an organization, it refers to those special steps an organization
adopts to recruit, develop and retain its pool of top talent. Talent Management also denotes a deliberate
50

approach taken up by an organization to attract, develop and retain people with the aptitude and
abilities to meet not only the current requirements but also future organizational needs.
In today’s talent-hungry market scenario, one of the greatest challenges that organizations are
facing is to successfully attract, assess, train and retain talented employees. Talent Management
encompasses in itself the entire process of Planning, Recruiting, Developing, Managing,
and Compensating employees throughout the organization. Organizations have realized the need for talent
management and are now focusing to develop and retain the existing talent in their organization
rather than trying to acquire a new talent because the cost of identifying, developing and
retaining the talent internally is more cost effective instead of replacing the talent which is lost from
external market. Though it may appear initially that in the process of retaining talent, we are spending more in
terms of increased wages, rewards and recognition, when we practically analyze, the cost of acquiring a new talent
is higher. Apart from higher cost of acquiring the new talent it has to additionally face the initial hiccups
of this new employee getting along with the organizational goals and strategies. Every business unit
is making sure that they can respond and withstand the challenges of talent crisis by developing an
effective talent management strategy like identifying the key talented people in the organization, cultivating
and developing the skill of their present workforce and retaining highly talented employees by
protecting them from competitors

51

History
Talent management is a term that emerged in the 1990s to incorporate developments in Human
Resources Management which placed more of an emphasis on the management of human
resources or talent. The term was coined by David Watkins of Softscape published in an article
in 1998, and further defined in the book "Talent Management Systems" in 2004 " however the
connection between human resource development and organizational effectiveness has been
established since the 1970s. Talent management is part of the Evolution of Talent Measurement
Technologies.
The issue with many companies today is that their organizations put tremendous effort into
attracting employees to their company, but spend little time into retaining and developing talent.
A talent management system must be worked into the business strategy and implemented in daily
processes throughout the company as a whole. It cannot be left solely to the human resources
department to attract and retain employees, but rather must be practiced at all levels of the
organization. The business strategy must include responsibilities for line managers to develop the
skills of their immediate subordinates. Divisions within the company should be openly sharing
information with other departments in order for employees to gain knowledge of the overall
organizational objectives. Companies that focus on developing their talent integrate plans and
processes to track and manage their employee talent, including the following:







Sourcing, attracting, recruiting and on boarding qualified candidates with competitive
backgrounds
Managing and defining competitive salaries
Training and development opportunities
Performance management processes
Retention programs
Promotion and transitioning

The talent management strategy may be supported by technology such as HRIS (HR Information
Systems) or HRMS (HR Management Systems). Modern techniques also use Competency-based
management methodologies to capture and utilize competencies appropriate to strategically drive
an organization's long term plans.

52

Talent Management: Concept
Wide variations exist in how the term ‘talent’ is defined across differing sectors, and
organisations may prefer to adopt their own interpretations rather than accepting universal or
prescribed definitions. That said, it is helpful to start with a broad definition and, from our
research, we have developed a working definition for both ‘talent’ and ‘talent management’:


Talent consists of those individuals who can make a difference to organisational
performance either through their immediate contribution or, in the longer-term, by
demonstrating the highest levels of potential.



Talent management is the systematic attraction, identification, development,
engagement, retention and deployment of those individuals who are of particular value to
an organisation, either in view of their ‘high potential’ for the future or because they are
fulfilling business/operation-critical roles.

These interpretations underline the importance of recognising that it is not sufficient simply to
attract individuals with high potential. Developing, managing and retaining those individuals as
part of a planned strategy for talent is equally important, as well as adopting systems to measure
the return on this investment.
More organisations are also now broadening their definitions, looking at the ‘talents’ of all their
staff and working on ways to develop their strengths (see ‘inclusive versus exclusive approaches’
below). At its broadest, then, the term ‘talent’ may be used to encompass the entire workforce of
an organisation.

53

Orientation on Recruitment process and talent management, Tata Consultancy Engineers

Orientation on Recruitment process and talent management, Tata Consultancy Engineers

Empfohlen

Empfohlen

Weitere ähnliche Inhalte

Was ist angesagt?

Was ist angesagt? (20)

Ähnlich wie Orientation on Recruitment process and talent management, Tata Consultancy Engineers

Ähnlich wie Orientation on Recruitment process and talent management, Tata Consultancy Engineers (20)

Kürzlich hochgeladen

Kürzlich hochgeladen (20)

Orientation on Recruitment process and talent management, Tata Consultancy Engineers