recruitment and selection process of tcs

8/11/2019 RECRUITMENT AND SELECTION PROCESS OF TCS

http://slidepdf.com/reader/full/recruitment-and-selection-process-of-tcs 1/34

PROJECT ON

RECRUITMENT AND SELECTION PROCESS OF

TATA CONSULTANCY SERVICES (TCS)

IN THE SUBJECT

HUMAN RESOURCES MANAGEMENT

SUBMITTED BY

NAME: KHUSHBOO LANGALIA

ROLL NO.: 26 DIVISION: A

UNDER THE GUIDANCE OF

PROF. PARVEEN NAGPAL

TO

UNIVERSITY OF MUMBAI

FOR

MASTER OF COMMERCE PROGRAMME (SEMESTER - I)

YEAR: 2013-14

SVKM’S

NARSEE MONJEE COLLEGE OF COMMERCE & ECONOMICS

VILE PARLE (W), MUMBAI – 400056.



EV LU TION CERTIFIC TE

This is to certify that the undersigned have assessed and evaluated the project on

RECRUITMENT AND SELECTION PROCESS OF TCS” submitted by

student of M.Com. – Part - I (Semester – I) for the academic year 2013-14. This

project is original to the best of our knowledge and has been accepted for Internal

Assessment.

Name & Signature of Internal Examiner

Name & Signature of External Examiner

PRINCIPAL

Shri Sunil B. Mantri



DECL R TION BY THE STUDENT

I, Khushboo Langalia student of M.Com. (Part – I) Roll No.: hereby declare

that the project titled “ RECRUITMENT AND SELECTION PROCESS OF TCS ”

for the subject HUMAN RESOURCES MANAGEMENT submitted by me for

Semester – I of the academic year 2012-13, is based on actual work carried out by

me under the guidance and supervision of PROF. PARVEEN NAGPAL . I further

state that this work is original and not submitted anywhere else for any

examination.

Place:

Date:

Name & Signature of Student



ACKNOWLEDGEMENT

It is indeed a great pleasure and proud privilege to present this project work.

I thank my project guide Prof. Praveen Nagpal and my M.Com.

Co-ordinator Prof. Harish Sharma of SVKM’s Narsee Monjee College of

Commerce and Economics. Their co-operation and guidance have helped me

to complete this project.

I would sincerely like to thank the principal of our college

Shri Sunil B. Mantri for his support and guidance.

I would also like to thank the college library and staff for helping and guiding

me, the class representatives and my family and friends who supported me

in this project.

THANK YOU



CONTENT

Sr. No. PARTICULARS Page No.

CHAPTER I – INTRODUCTION

1.1 ABOUT TCS 7

1.2 HISTORY OF TCS 7

CHAPTER II – RECRUITMENT AND SELECTION

2.1 ABOUT RECRUITMENT AND SELECTION 9

2.2 TYPES OF RECRUITMENT 11

2.3 PROCESS OF RECRUITMENT AND

SLECTION

20

CHAPTER III – ABOUT TCS RECRUITMENT AND SELECTION

3.1 STEPS OF RECRUITMENT AND 24



SELECTION

PROCESS IN TCS

3.2 ROLES AND RESPONSIBILITIES FOR THE

RECRUITMENT AND SELECTION

PROCESS OF TCS ASSOCIATES

31

CHAPTER IV – CONCLUSION

4.1 CONCLUSION 34

APPENDIX

5.3 BIBLIOGRAPHY 34



ABOUT TCS

Tata Consultancy Services Limited (TCS) is Software services consulting company

headquartered in Mumbai, India. TCS is the largest provider of information technology

and business process outsourcing services in Asia. TCS has offices in 42 countries with more

than 142 branches across the globe. The company is listed on the National Stock Exchange

and Bombay Stock Exchange of India. TCS is one of the operative subsidiaries of one of

India's largest and oldest conglomerate company, the Tata Group or Tata Sons Limited, which has

interests in areas such as energy, telecommunications, financial services, manufacturing,

chemicals, engineering, materials, government and healthcare.

HISTORY

It began as the "Tata Computer Centre", for the company Tata Group whose main business wasto provide computer services to other group companies. F C Kohli was the first general

manager. JRD Tata was the first chairman, followed by Nani Palkhivala. One of TCS'

first assignments was to provide punched card services to a sister concern, Tata Steel

(then TISCO). It later bagged the country's first software project, the Inter-Branch

Reconciliation System (IBRS) for the Central Bank of India. It also provided bureau services to

Unit Trust of India, thus becoming one of the first companies to offer BPO services. In the

early 1970s, Tata Consultancy Services started exporting its services. The company

pioneered the global delivery model for IT services with its first offshore client in 1974.

TCS's first international order came from Burroughs, one of the first business computer

manufacturers. TCS was assigned to write code for the Burroughs machines for several

US-based clients. This experience also helped TCS bag its first onsite project - the

Institutional Group & Information Company (IGIC), a data centre for ten banks, which



catered to two million customers in the US, assigned TCS the task of maintaining and

upgrading its computer systems. In 1981, TCS set up India's first software research and development

centre, the Tata Research Development and Design Center (TRDDC). The first client-dedicated

offshore development center was set up for Compaq (then Tandem) in1985.In 1989, TCS delivered

an electronic depository and trading system called SECOM for SIS Sega Inter Settle,

Switzerland. It was by far the most complex project undertaken by an Indian IT

company. TCS followed this up with System X for the Canadian Depository System and also

automated the Johannesburg Stock Exchange (JSE). TCS associated with a Swiss partner, TKS

Tekno soft, which it later acquired. In the early 1990s, the Indian IT outsourcing industry

grew tremendously due to the Y2K bug and the launch of a unified European currency,

Euro. TCS pioneered the factory model for Y2K conversion and developed software tools which

automated the conversion process and enabled third-party developers and clients to make

use of it. In 1999, TCS saw outsourcing opportunity in E-Commerce and related solutions

and set up its E-Business division with ten people. By 2004, E-Business was contributing

half a billion dollars (US) to TCS. On 9 August 2004, TCS became a publicly listed

company, much later than its rivals, Infosys, Wipro and Mahindra Satyam. During 2005,

TCS ventured into a new area for an Indian IT services company -BioinformaticsIn

2008, the company went through an internal restructuring exercise thatexecutives claim

would bring about agility to the organization.

INDIAN BRANCHES OF TCS

TCS has development centres and/or regional offices in the following Indian cities:

Ahmedabad, Baroda, Bangalore, Bhubaneswar, Kochi, Kolkata, Lucknow, Mumbai, Noida, Pune,

Thiruvananthapuram, Patna, Haldia .



GLOBAL UNITS

Africa: South Africa, Morocco, Asia (Outside India): Bahrain, Beijing, Hong Kong, Hangzhou,

Shanghai, Indonesia, Israel, Japan, Malaysia, Saudi Arabia, Singapore, South Korea, Taiwan,Thailand, UAE (Dubai) Australia: Australia Europe: Belgium, Denmark, Finland, France,

Germany, Hungary, Iceland, Ireland, Italy, LuUxembourg, Netherlands, Norway, Portugal,

Spain, Sweden, Switzerland, United Kingdom North America: Canada, Mexico, USA South

America: Argentina, Brazil, Chile, Colombia, Ecuador, Uruguay, Peru.

EMPLOYEES

TCS is one of the largest private sector employers in India with core strength in excess of 186,914

individuals. TCS has one of the lowest attrition rates in the Indian IT industry. In the

past TCS has been criticized by its employees in Public forums on its Appraisal and

Promotion policies.

ABOUT RECRUITMENT AND SELECTION

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.



There are a variety of recruitment approaches and most organisations will utilize a

combination of two or more of these as part of a recruitment exercise or to deliver their

overall recruitment strategy. In summary five basic models more commonly found are:-

An in-house personnel or human resources function may in some case still conduct all

stages of the recruitment process. In the smallest organisations recruitment may be left to

individual managers. More frequently whilst managing the overall recruitment exercise

and the decision-making at the final stages of the selection process external service

providers may undertake the more specialized aspects of the recruitment process.

Outsourcing of recruitment to an external provider may be the solution for some small

businesses and at the other extreme very large organisations.

Employment agencies are established as both publicly funded services and as commercial

private sector operations. Services may support permanent, temporary, or casual worker

recruitment. They may be generic agencies that deal with providing unskilled workers

through to highly skilled managerial or technical staff or so-called niche agencies that

specialize in a particular industrial sector or professional group.

Executive search firms for executive and professional positions. These firms operate

across a range of models such as contingency or retained approaches and also hybrid

models where advertising is also used to ensure a flow of candidates alongside relying

on networking as their main source of candidates.

Internet recruitment services including recruitment websites and job search engines used

to gather as many candidates as possible by advertising a position over a wide

geographic area. In addition social network sourced recruitment has emerged as a major

method of sourcing candidates.



The Different types of recruitment are as follows:-

1) 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.

Internal recruiters

An internal recruiter (alternatively in-house recruiter or corporate recruiter) is member of

a company or organization and typically works in the human resources (HR) department.

Internal recruiters may be multi-functional, serving in an HR generalist role or in a

specific role focusing all their time on recruiting. Activities vary from firm to firm but

may include, screening CVs or résumés, conducting aptitude or psychological testing,

interviewing, undertaking reference and background checks, hiring; administering contracts,

advising candidates on benefits, onboarding new recruits and conducting exit interviews

with employees leaving the organisation. They can be permanent employees or hired as

contractors for this purpose. Contract recruiters tend to move around between multiple

companies, working at each one for a short stint as needed for specific hiring purposes.

The responsibility is to filter candidates as per the requirements of each client.

2) Lateral hiring



"Lateral hiring" refers to a form of recruiting; the term is used with two different, almost

opposite meanings. In one meaning, the hiring organization targets employees of another, similar

organization, possibly luring them with a better salary and the promise of better career

opportunities. An example is the recruiting of a partner of a law firm by another law firm. The

new lateral hire then has specific applicable expertise and can make a running start in the new

job. In some professional branches such lateral hiring was traditionally frowned upon, but the

practice has become increasingly more common. An employee's contract may have a non-

compete clause preventing such lateral hiring.

In another meaning, a lateral hire is a newly hired employee who has no prior specific

applicable expertise for the new job, and for whom this job move is a radical change of career.

An example is the recruiting of a university professor to become chairman of the board of a

company.

3) Employee referral

An employee referral program is a system where existing employees recommend

prospective candidates for the job offered, and if the suggested candidate is hired, the

employee who referred receives a cash bonus.

In some cases the organization provides the employee referral bonus only if the referred

employee stays with the organization for stipulated time duration (most cases 3 – 6

months). Referral bonus depends on the grade of the referred employee, higher the grade

higher the bonus however the method is not used for senior level hiring.



4) Outsourcing

An external recruitment provider may suit small organisations without the facilities to

recruit. In typically the largest organisations a formal contract for services has beennegotiated with a specialist recruitment consultancy. These are known in the industry as

Recruitment Process Outsourcing. Recruitment process outsourcing may involve strategic

consulting for talent acquisition, sourcing for select departments or skills, or total

outsourcing of the recruiting function.

5) On-Campus Recruiting

College recruiting may not be living up to its potential:

Companies may not be realizing full value from their recruitment programs.

Fewer than half of corporate recruiters receive training in the proper techniques for

interviewing job applicants.

Recruiters tend to form a positive or negative impression about an applicant's

qualifications in the first few minutes of an interview, hardly sufficient time to collect

information on which to base a recruiting decision. Recruiters also tend to spend more

time talking with applicants they consider to be qualified and less time with applicants

they dismiss on the basis of a superficial judgement. Often, recruiters do not follow

the corporate script about:

1) The topics to be covered in an interview

2) Sometimes they fail to discuss important issues with applicants.

All these points reflect a lack of interviewing skills.



6) Employment agencies

Employment agencies operate in both the public and private sectors. Publicly funded

services have a long history, often having been introduced to mitigate the impact onunemployment of economic downturns, such as those which form part of the New Deal

program in the US, and the Job Centre Plus service in the UK.

The commercial recruitment industry is based on the goal of providing a candidate to a

client for a price. At one end of the spectrum there are agencies that are paid only if

they deliver a candidate that successfully stays with the client beyond the agreed

probationary period. On the other end of the spectrum there are agencies that are paid a

retainer to focus on a client's needs and achieve milestones in the search for the right

candidate, and then again are paid a percentage of the candidate's salary when a

candidate is placed and stays with the organization beyond the probationary period.

The agency recruitment industry is highly competitive, therefore agencies have sought out

ways to differentiate themselves and add value by focusing on some area of the

recruitment life cycle. Though most agencies provide a broader range of service offering,

at the two extremes are the traditional providers and the niche operators.

7) Traditional agency

Also known as employment agencies, recruitment agencies have historically had a

physical location. A candidate visits a local branch for a short interview and an

assessment before being taken onto the agency’s books. Recruitment consultants then

work to match their pool of candidates to their clients' open positions. Suitable

candidates are short-listed and put forward for an interview with potential employers ona contract or direct basis.



8) Niche recruiters

'Specialized recruiters' exist to seek staff with a very narrow specialty. Because of their

focus, these firms can very often produce superior results due to their ability to channel

all of their resources into networking for a very specific skill set. This specialization in

staffing allows them to offer more jobs for their specific demographic which in turn

attracts more specialized candidates from that specific demographic over time building

large proprietary databases. These niche firms tend to be more focused on building

ongoing relationships with their candidates as is very common the same candidates are

placed many times throughout their careers. Online resources have developed to help find

niche recruiters. Niche firms also develop knowledge on specific employment trends

within their industry of focus (e.g. the energy industry) and are able to identify

demographic shifts such as aging and its impact on the industry.

Financial arrangements operated by agencies take several forms, the most popular are:

A contingency fee paid by the company when an agency introduced candidate accepts a

job with the client company. Typical fees range from 15% to 25% based on the

candidates first-year base salary (fees as low as 12.5% can be found online). This type

of recruitment usually has a rebate guarantee should the candidate fail to perform or

leave within a set period of time (often up to a 3-month period and as much as a100% rebate).

An advance payment that serves as a retainer, also paid by the company, non-refundable

paid in full depending on outcome and success (e.g. 40% up front, 30% in 90 days and

the remainder once a search is completed). This form of compensation is generally

reserved for high level executive search/head-hunters Hourly charge for temporary

workers and projects. A pre-negotiated hourly fee, in which the agency is paid and pays

the applicant as a consultant for services as a third party. Many contracts allow a

consultant to transition to a full-time status upon completion of a certain number of

hours with or without a conversion fee.



9) Executive search firms ("Headhunters")

An executive search firm or "headhunter" are industry terms for a third-party recruiterswho seeks out candidates often when normal recruitment efforts have failed. Headhunters

are generally considered more aggressive than in-house recruiters or may have pre-

existing industry experience and contacts. They may use advanced sales techniques. They

may also purchase expensive lists of names and job titles but more often will generate

their own lists. They may arrange a meeting or a formal interview between their client

and the candidate and will usually prepare the candidate for the interview, help negotiate

the salary and conduct closure to the search. They are frequently members in good

standing of industry trade groups and associations. Headhunters will often attend trade

shows and other meetings nationally or even internationally that may be attended by

potential candidates and hiring managers.

Headhunters are typically small operations that make high margins on candidate

placements (sometimes more than 30% of the candidate’s annual compensation). Due to

their higher costs, headhunters are usually employed to fill senior management and

executive level roles. Headhunters are also used to recruit very specialized individuals;

for example, in some fields, such as emerging scientific research areas, there may only

be a handful of top-level professionals who are active in the field. In this case, since

there are so few qualified candidates, it makes more sense to directly recruit them one-

by-one, rather than advertise internationally for candidates. While in-house recruiters tend

to attract candidates for specific jobs, headhunters will attract both candidates and

actively seek them out as well. To do so, they may network, cultivate relationships with

various companies, maintain large databases, purchase company directories or candidate

lists and cold call prospective recruits.

Headhunters are increasingly using social media to find and research candidates. This

approach is often called social recruiting.



10) Executive research & resourcing firms

These firms are the new hybrid operators in the recruitment world able to combine the

research aspects (discovering passive candidates) of recruiting and combine them with the

ability to make hires for their clients. These firms provide competitive passive candidate

intelligence to support companies' recruiting efforts. Normally they will generate varying

degrees of candidate information from those people currently engaged in the position a

company is looking to fill. These firms usually charge a daily rate or fixed fee.

Executive research can help companies uncover names that cannot be found through

traditional recruitment methods and will allow internal recruitment and resourcing

managers more time to deal with face to face interviews.

11) Internet recruitment services

(i) Recruitment 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). Key players in this sector provide e-recruitment software and services to

organizations of all sizes and within numerous industry sectors, who want to e-enable

entirely or partly their recruitment process in order to improve business performance.

The online software provided by those who specialize in online recruitment helps

organizations attract, test, recruit, employ and retain quality staff with a minimal amount

of administration. Online recruitment websites can be very helpful to find candidates that

are very actively looking for work and post their resumes online, but they will not

attract the "passive" candidates who might respond favorably to an opportunity that is

presented to them through other means. Also, some candidates who are actively looking



to change jobs are hesitant to put their resumes on the job boards, for fear that their

companies, co-workers, customers or others might see their resumes.

(ii) Job search engines

The emergence of meta-search engines allows job-seekers to search across multiple

websites. Some of these new search engines index and list the advertisements of

traditional job boards. These sites tend to aim for providing a "one-stop shop" for job-

seekers. However, there are many other job search engines which index solely from

employers' websites, choosing to bypass traditional job boards entirely. These vertical

search engines allow job-seekers to find new positions that may not be advertised on

traditional job boards, and online recruitment websites.

(iii) Recruitment Agency Directories

With the emergence of the Internet, also came the functionality to provide recruitment

agencies with a low-cost alternative to advertising. Unlike a standard directory, these

niche directories have helped those searching for employment representation, a way to

narrow down their requirements based on their own job-searching requirements.

Recruitment agencies are then able to showcase their services directly to those looking.

12) Social recruiting

Social recruiting is the use of social media for recruiting including sites like Facebook,

Twitter, and LinkedIn. Social recruiting falls into two different categories. The

first is internet sourcing using social media profiles, blogs, and online

communities to find and search for passive candidate data and information.

The second is social distribution. This involves using social media platforms

and networks as a means to distribute jobs either through HR vendors or

through crowd sourcing where job seekers and other influencers share job

openings within their online social networks.



Since late 2009 there has been some discussion in the recruitment and

social media communities about whether simply using social media as a

communication and marketing channel can be called "social recruiting". The

argument is that for recruiting to be truly social, it needs to build a

community, facilitate communication within that community, and rely on social

connections between community members to recruit.

The position that nothing has changed is weakening as more data is

collected on the actual activities of recruiters in 2010 and 2011. Jobvite, an

applicant tracking system (ATS) and social sourcing provider, released a

report in May 2011 indicating that 80% of the 600 employers surveyed

answered "Yes" to the question, "Do you use social media for recruiting?"

By the end of 2011, social media recruiter postings appear on a regular

basis on job aggregator sites like Indeed.com and Simply Hired, and number

well over 1,000 in an October 2011 search.

One Social Media Recruiter position opportunity described the primary duties

as:

Coordinate candidate sourcing by utilizing all available recruiting tools

including: social media, job boards, employee referrals, recruiting tools and

vendors, and others. Use LinkedIn, Facebook, Google, Twitter and other

forms of Social Media. Requires the ability to recruit through use of social

media, navigate all social media avenues, and knows how to maximize

recruitment through those sources.

Social recruiting’s effectiveness and return on investment have been difficult

to determine, since applicants do not usually apply through the social

channels which first attracted them. In May 2013, Maximum Employment

Marketing Group released the Social Recruitment Monitor, which ranks the

reach, engagement, and interactivity of employers' social recruiting efforts

around the world.



13) Talent Acquisition

Talent acquisition is the targeted recruitment/acquisition of high performing teams for

example; in sales management or financial traders into a company from a competitor orsimilar type of organisation. Organisations requiring external recruitment or head-hunting

firms are now employing "talent acquisition" specialists whose job it is to identify,

approach and recruit top performing teams from competitors. This role is a highly

specialised role akin to that of a traditional recruiter/headhunter specialist but carrying

greater visibility and strategic importance to a business. In many cases the talent

acquisition person is linked directly to a company's executive management, given the

potential positive impact a company can benefit from by getting high performing sales

people into the business, whilst removing the same performing sales people from

competitors.

PROCESS OF RECRUITMENT AND SELECTION

1) 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

i) Decide the positions to fill, through personnel planning and forecasting.

ii) Build a pool of candidates or these jobs, by recruiting internal or external candidates.



iii) Have candidates complete application forms and perhaps undergo initial screening

interviews.

iv) Use selection tools like tests, background investigations, and physical exams to

identify viable candidates.

v) Decide who to make an offer to, by having the supervisor and perhaps others interview the

candidates.

2) Sourcing

Sourcing involves 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 Recruiting research, which is the proactive

identification of relevant talent who may not respond to job postings and other

recruitment advertising methods done in #1. 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.

3) 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 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.



In addition to the above selection assessment criteria, employers are likely to recognize

the value of candidates who also have the so-called 'soft skills', such as interpersonal or

team leadership and have the ability to reinforce the company brand through their

behavior in front of customers and suppliers. Multinational organizations and those that

recruit from a range of nationalities are also concerned candidates will fit into the

prevailing company 'culture'.

4) 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.



About TCS’S Recruitment & Selection Process

Recruitment at TCS take place at all levels – i.e. entry and various experience levels.

The hiring of experienced professionals take place through the year, while campus offers

for freshers joining next year are conducted according to placement seasons at colleges.

The main sources of recruitment are:-

1) Internal promotions and internal introductions (At times desirable for moral

purposes )

2) Career Officers

3) University Appointed Boards

4) Agencies for the unemployed

5) Advertising (Often via agencies for specialist posts) or use of other local media.

Off-campus recruitments for fresher are conducted periodically for any additional

requirements. For this, TCS undertakes recruitment drives through walk-in-interviews,

announcements for which are made in the media. The Selection Procedure consists of a

written test and those who clear written test will face technical and HR Interview. The

written test usually consists of four sections - Verbal, Quantitative Aptitude,

Comprehension and Psychometric test.



STEPS OF RECRUITMENT AND SELECTION IN TCS

1) Written Test

Verbal Section consists of 15 questions and is to be attempted in 6 minutes. These are

usually based on English words and their synonyms. Quantitative section consists of

basic mathematics questions based on percentages, multiplication, and simple algebra. It

consists of 15 questions and the time allotted is 10 minutes. Comprehension Section

consists of 60 questions with 50 minutes. Psychometric test contains 150 questions with

30 minutes. These are general personality based questions and are yes/no based. Among

other, these questions test candidate’s ability to answer consistently.

2) Interview

The written test is followed by interviews- technical and HR. The technical interview is

based on subjects candidates have already studied in their curriculum. Candidate need to

select their favorite subjects out of what they have studied. The HR Interview is very

general to test candidate’s temperament. General questions based on current affairs, general

awareness, trends in IT etc. may be asked. TCS also employs a lot of fresh graduates.

To help identify new talent, they are engaged with more than 300 academic institutions

globally. They have built robust holistic programs, which includes faculty development

programs, workshops and annual conclaves for the professors and teachers. Through their work

with these institutes, they identify with and cultivate new talent. This helps them to

groom freshers at the entry level itself.

3) Qualifications



It depends on the position and role recruited. For example, at the entry level, TCS

recruit engineering graduates and postgraduates in computer science, engineering.

Experienced professionals or laterals (professionals with work experience) maybe

engineering graduates or postgraduates if recruited for technical roles, or management

postgraduates if recruited for business or sales roles. TCS also recruit functional experts for

specific practices; for example, the healthcare practice recruits doctors as functional

experts, or the financial services practice hires bankers and other finance professionals

for their domain knowledge. TCS periodically advertises in the newspapers for the

positions and roles available. Within TCS, the intranet will have announcements about

the various positions and requirements. The TCS web site also lists the jobs. One can

also upload one’s resume there.

4) Age limit

Being an equal opportunities employer, the suitability of candidates is judged on

competency. TCS understand competency as critical knowledge and skills producing key

outputs in performance.

5) Selection process

For trainees and persons with less than two years of experience, TCS conduct written

tests, technical and management interviews. For laterals, TCS do not have written tests.

The process includes short listing based on certain eligibility criteria pertaining to the

students' academic track record and domain/ specializations, aptitude test and a two-tier

competency-based interview. In management institutes, TCS replace the aptitude tests with

group discussions. The attributes TCS typically look at include technical excellence,

professionalism, good communication skills, willingness to work beyond boundaries and

the inclination to teamwork.



6) Application for the job:

Interested applicants can apply through TCS recruitment portal. TCS also advertise

available positions on their Web site, on job boards such as Monster, Naukri and

newspapers and, for niche positions, in technical magazines.

7) Interview

It is important to maintain consistent academic records while developing strong technical/

functional skills. The ability to adapt and innovate, willingness to learn and ability to

collaborate are important attributes that TCS looks for, along with a mindset to be

mobile.

8) Post-interview

TCS has a process of background checks undertaken by professional agencies. As part

of this process, we check for authenticity, educational background and work experience.

Typically, background checks are completed prior to joining. On joining, the employee is

given a letter of appointment. All terms and conditions of service are enumerated in the

letter of offer made once the candidate is successful in the management interview. All

candidates, including those who have been rejected, are intimated about their status.

Candidates also have the option to call our office and get an update on the progress and



status of their application. Although TCS normally recruit for a role, if alternatives are

available and the candidate is deemed suitable, HR pursues the application for the same.

9) Postings

As a global company, TCS has about 169 offices in 35 counties with operations across

India, North America, APAC, Latin America, Europe, Middle East and Africa.

10) Growth prospects

TCS offer careers across five streams i.e. sales, delivery, practice, technology, corporate roles and

specialists in nearly 4 areas --Engineering and Manufacturing, Infrastructure Services,

BPO, IT Services and Global Consulting. TCS value proposition to employees is for an

aspiration-based career across project management, technology, domain and sales streams.

This is enabled by ongoing competency development, differentiated compensation and

various work-life balance initiatives, as well as the chance to work in different markets

and geographies in our network of 169 offices in 35 countries. This is what has helped

TCS attract and retain employees at all levels.

11) Remuneration

TCS offer remuneration based on the number of years of experience and the nature of the

experience in terms of skills, technology, etc. The compensation is benchmarked regularly

with the industry.

12) Add-ons



In addition to remuneration, some of the add-ons include canteen facilities with

subsidized meals, health insurance for self and family at subsidized rates, subsidized

transport at some of their locations, gymnasiums and recreational facilities at some of their

locations. TCS also has other add-ons such as leave without pay for pursuing higher

studies, joining spouse overseas, part-time/ work from home facility, holiday homes

across the country, welfare trust facilitation for higher education, membership in Tata Sons

Welfare Trust, Consultancy Employees Welfare Trust, etc. Also, as employees of Tata Group, TCS

associates get discounts on products and services from other group companies -- for example,

Westside, Titan, Tata Motors and the Taj Group of Hotels.

13) Global Exposure

Global exposure at TCS extends beyond geographical boundaries. Employees get the

opportunity to work on world-class projects on a global scale, interact with people

having diverse cultural backgrounds and organizational functions and explore cutting-edge

technologies fresh out of the world-renowned research labs.

14) Focus on Freedom

TCS have established an environment that focuses on individual aptitude, talent and

interests. As a proven practice, TCS promote cross-domain experience that allows an

employee to function across different industry verticals, service practices, and functional

domains as well as varied technology platforms. At the same time, TCS continuously

present employees with the opportunity to explore the domain where they believe they

would fit the best. These factors not just help hone employees skills across platforms, it

also provides their customers a talent pool with expertise that exceeds their industry

benchmarks.



15) TCS Graduate Program at Australia- Initial Learning Programme

(ILP)

Selected graduates will travel to their world-renowned Initial Learning Program(ILP) in

India for two months. The ILP consist of two phases: In the first phase the candidates will

learn the concepts of program design and development, process models and next

generation technologies such as Cloud Computing, Green IT and Web 2.0. The second phase

is specifically tailored to candidate and their project requirements. Depending on

candidates skill sets and the projects that they will be working on, a curriculum will be

structured for them. Following two-month training, they will work at their Australian

customers’ offshore center for 2-4 months. Here they will understand how TCS’ offshore center

works and build their competencies before they return to Australia and work onsite for

their client.

.

16) TCS - Academic Interface Programme (AIP)

Following the tradition of India's most admired corporate group TATA, TCS has been

involved in strengthening the Academic Community around the world through TCS -

Academic Interface Programme (AIP). AIP has been involved in various programmes, to bridge

the gap between campus and corporate. Some of these activities are: Workshop for

students, Faculty Development Programs(FDP) for teachers, Student Awards to encourage

healthy competition at colleges, Internship Training opportunity for students, and Global

Internship programme. TCS has taken one step ahead by setting up a portal, to take this

connectivity with students, faculty and the institutes to greater heights. The Academic

Interface Programme initiative by Tata Consultancy Services will act as a sounding board in

strengthening academic relationships and ensuring the entry of ‘right people’ into the



organization. The impetus behind creation of this program is to enable academic and

industry to seek improved ways of working together.

17) Partnering with the community toward health, education

and the planet

Owned in majority by foundations and trusts, the Tata group understands the

importance of serving the community. TCS draws on the longstanding Tata

tradition of giving back to society. As a company, they are committed to

improving the quality of life in communities where their employees live and

work by donating our time and resources. They understand the critical role

of the marketplace, workplace and environment to their business. They also

recognize the importance of the community in the work that they do, and

they strive to serve their clients through their services and communities

through their CSR initiatives.

They use the IT competencies of their employee base to address large scale

societal problems in the focus areas of health, education and the planet.

Globally, employees participate in a multitude of activities, volunteering their

time, sharing their professional expertise and raising funds to support the work

of our non profit partners.

They are committed to the themes of Health (Nutrition and Wellness),

Education (Science, Technology, Engineering, and Mathematics), and Planet

(Environmental Citizenship). However, they realize the vast differences in

challenges faced by communities locally. Therefore, they aim to serve local

communities through programs and initiatives that reflect the issues that are

most pressing.

Their activities included the following:

• Supporting the victims of the 2010 Chilean earthquake

• Conducting IT educational programs for high school students in Cincinnati

• Raising support and awareness for diabetes prevention through a series of

marathon sponsorships



Roles and responsibilities for the recruitment and selection

process for TCS Associates

1. .A PD8 should be submitted together with the completed advertisement and

further particulars which have been done on the agreed template.

2. The Personnel Department approve the advert and the relevant Personnel

Assistant (PA) arranges for it to be recorded in the order book and sent

to the agency as soon as possible for immediate publication (i.e. post not

to be queued if there is a backlog).

3. The TCS Centre sends a copy of the advertisement to panel members,

and also to jobs.ac.uk, mail bases, other universities, TCD, etc and E-mail our

clerical assistants with a copy of the FP’s when completed for the web

and the IVL.

4. The TCS Centre ensures that copies of all recruitment correspondence anddocuments are sent to the Personnel Department for the recruitment file.

5. PA to arrange for the recruitment file to be made up.

6. Applicants send applications to TCS Centre.

7. The TCS Centre removes the personal/equal opportunities section of the

application and retains it confidentially. The panel is not to see it. TheTCS Centre must note any cases of disability and contact the Personnel

Department immediately for advice. The Personnel Department to continue to

record disability information.



8. The TCS Centre to highlight any cases where applicants ask for their

referees not to be contacted.

9. On the first working day after the closing date, the TCS Centre to send

the applications to the Panel Chair for short listing , together with form PD48s

(Short listing record) for each panel member and a Selection Programme form

PD9 for the Panel Chair.

10. The TCS Centre to ensure shortlist is received within 5 working days

and send invitations to interview to the candidates using the prepared template

within 2 days of receiving the shortlist. Enclosures: Interview expenses form,

reply paid envelope, map(s).

11. The TCS Centre to request references at the same time as issuing

interview letters, using the prepared template and the personal details section

of the application form which contains referees’ details, except where candidates

have asked for referees not to be contacted.

12. The TCS Centre to prepare the panel memo from the template and

circulate it to the panel at least 5 days before the interviews together with

copies of:

Advertisement

Further particulars

Application forms of shortlisted candidates

Selection record forms PD57

Result of interview form PD 21 to the Chair only

Any references received to date to the Chair only

13. The panel chair offers the job to the successful candidate and notifies

the decision to all other candidates by telephone within a day of the final

selection decision. The TCS Centre receives from the Panel Chair copies of

all application forms, references, selection records, and form PD21 and

immediately forwards them to the Personnel Department.



14. PA to ensure offer letter and contract are issued within two days of

receipt of result of interview and to undertake all other related, subsequent

actions as normal.

15. The Personnel Department to ensure that the TCS Centre have adequate

supplies of up to date application forms and interview expenses forms and

anything not available on the Intranet. The TCS Centre to use documentation

from the Intranet for each job in case there have been updates.



CONCLUSION

TCS is a values-driven organization that not only invests in the success of its people but

also empowers and encourages them to make positive contributions in their communities

across the world. Additionally, by providing a variety of social and mobile platforms for

its employees around the world, TCSers enjoy a collaborative environment across teams

and geographies. As a result of the rewarding culture within TCS, the company has the

lowest attrition rate of its peer set. But the company has the scope to increase the

number of employees to operate for its further establishment and expansion of business

and to acquire the best human resources in this competitive environment.

BIBLIOGRAPHY

1) Tata Consultancy Services

2) Internet

recruitment and selection process of tcs

Documents