LAL BAHADUR SHASTRI INSTITUTE OF MANAGEMENT AND TECHNOLOGY, BAREILLY.

PROJECT REPORT ON

A Study on Satisfaction level of Employees On The Talent Acquisition Process Of Tata Tele services

Under the Guidance of:- Submitted By:-Ms. Upasana Kanchan Swati Khandelwal PG-1 2014-16

CONTENTS

1. ACKNOWLEDGEMENT 2. PREFACE

3. EXECUTIVE SUMMARY

4. INTRODUCTION

5. RESEARCH OBJECTIVE

6. COMPANY PROFILE

7. RESEARCH METHODOLOGY

8. DATA ANALYSIS AND FINDINGS

9. RECOMMENDATIONS

10.CONCLUSION

11.LIMITATIONS

12.BIBLOGRAPHY

13.ANNEXURE

ACKNOWLEDGEMENT

A summer project is a golden opportunity for learning and self development. I consider

myself very lucky and honored to have so many wonderful people lead me through in

completion of this project.

 Every successful piece of work has many invisible helping hands with their invaluable

support and inspiration. For the completion of the project report many person directly and

indirectly assisted me.

The successful completion of a Research Project Report requires guidance & help from a

number of people. I was fortunate to have all the support from my teachers. I therefore take

this opportunity to express my profound sense of gratitude to all those who extended their

whole hearted help & support to me in completing the project study report work on:

A Study on Satisfaction level of Employees On The Talent Acquisition Process Of Tata

Tele services

It is my glowing feeling to place on record my best regards, deepest sense of gratitude to MS.

POOJA BAHL (project guide) for her judicious and precious guidance which was extremely

valuable for my study both theoretically and practically. I choose this moment to

acknowledge his contribution gratefully.

I express my deepest thanks to Prof. UPASANA KANCHAN for her guidance and support.

She supported to us by showing different method of information collection about the

company. She helped all time when we needed and she gave right direction toward

completion of project.

PREFACE

The project is based A Study on Satisfaction level of Employees On The Talent

Acquisition Process Of Tata Tele services .

The main motive of project report was to enhance my expertise knowledge that I gained

through my Course. The project has been completed by collecting the primary data by

interviewing the various Employess Of TataTele Services . Secondary data was also used as

per the availability from different sources. In all the main aim of study was to find out the

satisfaction level of employees on Talent acquisition process.

During the project, I learnt the behavior of Employees by applying theoretical knowledge and

concepts to the best.

Needless to say, errors and omissions are bound to occur.

Last but not the least, I am grateful to all those who happened to be a part of the successful

completion of this project and my mind and heart for going hand in hand .

GLIMPSE OF TALENT ACQUISITION PROCESS IN TATA TELESERVICES

Acquisition of CV’S from different Sources

Shortlisting Of CV’S

Scheduling Interviews With different Functional Heads

Completion Of Aptitude and Psychometric Tests (Before Hiring)

Offering Of the Offer letter along with the various checks

( Medical as well as Background)

Onboarding And Induction

EXECUTIVE SUMMARY

Talent Acquisition is the process of finding, acquiring, assessing, and hiring candidates to fill

roles that are required to meet company goals and fulfill project requirements. Talent

Acquisition also ensures that newly hired employees are effectively and efficiently

acclimated to the organization, enabling the organization to rapidly and fully benefit from

their capabilities.

Talent Acquisition is one of the six key human capital processes which includes:

Recruiting

Talent assessment

Talent selection (hiring)

Onboarding

Onboarding (and its associated measures) appears under Talent Acquisition. In many

organizations, this process is owned by the Learning & Development function. Additionally,

as role of Talent Acquisition has become more strategic, many organizations also encompass

Workforce Planning  in Talent Acquisition. Workforce Planning is treated as a supporting

process and its associated measures are not included in the Talent Acquisition process. In

practice, each organization is free to organize their human capital activities any way they

choose. We simply need a framework to organize the measures.

Importance Of Talent Acquisition

People are a company's greatest asset. We are all familiar with this phrase, which has become

something of a cliche. However, that doesn't change the fact that, quite simply, it's true.

The workforce always has and always will be the deciding factor in whether a business fails

or succeeds. From the boardroom down to the bottom level, it's the actions of people that

determine profits and allow companies to establish a competitive advantage over their rivals.

The right people for the job

It goes without saying that hiring the best people on the market will benefit a business, but

this, of course, is easier said than done. For example, in recovering markets such as the UK,

rising confidence will see talent movement increase, but there will be fierce competition

between organisations to attract the best. It is the companies that succeed in this struggle who

will have the optimum opportunity to take advantage of the recovery.

The movement of talent is rarer in countries where the economic situation remains difficult,

but this can make securing high performers all the more vital. Managing to bring in top talent

at a time when rivals are scaling back their own recruitment efforts can make all the

difference in a tough economy.

It’s also important to remember that relationships are at the core of effective talent acquisition

and building good relationships with potential candidates can prove beneficial both

immediately and in the long term.

Diversity

It's no longer up for debate that a diverse workforce at multiple levels gives an organisation

an edge. However, it's important not to fall into the trap of being diverse for diversity’s sake.

Finding the right person for the job should always be any hiring strategy's number one

concern, but making the process as encompassing as possible will increase your chances of

reaping the benefits provided by having a diverse workforce.

Embracing technology

Technology is central to every aspect of the business world and recruitment is no exception.

Implementing a recruitment strategy that has its finger on the pulse and is at the forefront of

the latest developments such as social recruiting, is one more way in which talent acquisition

can deliver that all important competitive advantage.

The advantages of this are twofold. Not only does it enable your organisation to make the

most of the benefits provided by the latest technological innovations, it also makes the

recruitment process more engaging from the candidate’s perspective as the likes of Twitter

and LinkedIn are becoming an integral part of the job market for both employers and

employees.

Flexibility

While hiring the best talent alone is enough to establish a competitive advantage, taking a

flexible approach to workforce management can expand the benefits even further.

A short summary of each Talent Acquisition incudes:-

Requisitions – measures that assess the volume of requisitions and hires from a recruiter

perspective.

Applicants & Interviews – measures that quantify the sourcing and interviewing of

candidates.

Hiring activity – measures that assess the volume, types, and sources of hires made.

Hiring cost – measures that calculate or compare the cost of hiring.

Hiring process – measures that assess the efficiency or effectiveness of the hiring process

itself.

Quality of hire – measures that assess the quality of hires made.

In addition (efficiency, effectiveness, outcome), the measures have also been grouped into

Tiers, which are described below. In choosing measures, we recommend starting with Tiers 1

and 2.

Tier 1:  These are typically going to be the Key Performance Indicators (KPIs) of a given

Talent Process.  They are likely to vary from one organization to the next and some “Tier

2” metrics may indeed be key to one organization and “Tier 1” metrics for them, while not

for others.  At a minimum, “Tier 1” metrics are a list of starting-point,

Tier 2:  These are typically going to be the supporting metrics for a given Talent Process,

which one might look to in order to determine why any noticeable changes or trends in

KPIs might be occurring.

Tier 3:  These are usually the raw data points that when used in combination with one

another create the Tier 1 “KPIs” and Tier 2 “metrics.”

INTRODUCTION

Talent acquisition is the process of finding and acquiring skilled human labor for

organizational needs and to meet any labor requirement. When used in the context of the

recruiting and HR profession, talent acquisition usually refers to the talent acquisition

department or team within the Human Resources department. The talent acquisition team

within a company is responsible for finding, acquiring, assessing, and hiring candidates to fill

roles that are required to meet company goals and fill project requirements.

Talent acquisition as a unique function and department is a relatively new development. In

many companies, recruiting itself is still an indistinct function of an HR generalist. Within

many corporations, however, recruiting as a designation did not encompass enough of the

duties that fell to the corporate recruiter. A separate designation of talent acquisition was

required to meet the advanced and unique functions. Modern talent acquisition is a strategic

function of an organization, encompassing talent procurement, but also workforce planning

functions such as organizational talent forecasting, talent pipelining, and strategic

talent assessment and development.

Talent acquisition is quickly becoming a unique profession, perhaps even distinct from the

practice of general recruitment. Talent acquisition professionals are usually skilled not only

in sourcing tactics, candidate assessment, and compliance and hiring standards, but also in

employment branding practices and corporate hiring initiatives. Talent acquisition as a

function has become closely aligned with marketing and PR as well as Human Resources. As

global organizations need to recruit globally with disparate needs and requirements, effective

recruiting requires a well thought out corporate messaging around hiring and talent

development. Talent acquisition professionals often craft the unique company message

around the approach the company takes to hiring and the ongoing development of employees.

The employment brand therefore encompasses not only the procurement of human capital,

but the approach to corporate employee development. The unique needs of large companies

especially to recruit and hire as well as attract top talent led to the development of a unique

talent acquisition practice and career.

Recruiting professionals often move between agency recruiting and corporate recruitment

positions. In most organizations, the recruitment roles are not dissimilar: the recruitment role

is responsible for sourcing talent and bringing qualified candidates to the company. However,

modern talent acquisition is becoming a unique skill-set. Because talent acquisition

professionals many times also handle post-hire talent issues, such as employee retention and

career progression, the talent acquisition role is quickly becoming a distinct craft. Some

recruitment industry advisors even advocate for a talent department unique from the HR

department, because talent acquisition and development is so intertwined with a company’s

ultimate success and effectiveness.

As a craft, talent acquisition is of course not new; it is the simple process of recruiting good

talent to meet company needs. As a profession, however, talent acquisition is quickly

evolving into a unique and important job function.

Today, it’s more important than ever for employers to have strategies in place to fill key roles

within their organizations. Most employers are aware that talent is no longer available on

demand, and that talent acquisition strategies require a forward-thinking approach.

When organizations don’t have the right talent at the right time, the cost comes in the form

of missed opportunities, dissatisfied clients and a negative impact on the bottom line. The

companies that come out on top will be the ones that plan for talent shortages today and learn

when it’s best to buy talent (hiring from outside the company) and when it’s more effective to

build it (creating a talent pipeline from within the organization).

When determining whether to build or buy talent, the first step is to have a clear

understanding of needed talent, skill sets, volumes and geographies. It is also important to

acknowledge how important it is to find candidates with a cultural fit. Employers should also

consider their willingness to recruit candidates for their future potential, in other words,

candidates who are a teachable fit.

It’s important to understand the competitive market for talent when it comes to filling key

roles. Often, companies believe there is a shortage of available talent, when in reality they

don’t have the right strategies to attract the talent they need. This situation happens when a

company does not understand the local hiring market, doesn’t have the right network in place

or has employer branding challenges.

Distinguishing between talent acquisition and recruiting

The term “talent acquisition” is now mainstream and is embraced by both large and small

organizations. It is often used synonymously with “recruiting”; however, these are two very

different things.

Talent acquisition is more than just posting a requisition and extending an offer. Talent

acquisition is a strategic approach to identifying, attracting, and onboarding top talent to

efficiently and effectively meet dynamic business needs. Recruiting is more tactical and tends

to focus mostly on immediate hiring needs. Recruiting is an element of talent acquisition and

includes sourcing, screening, interviewing, assessing, selecting, hiring, and onboarding.

Recruiting is what many people want to dive into; however, that is putting the cart before the

horse.

Elements of talent acquisition

Talent acquisition includes recruiting, but it is inclusive of other strategic elements that are

necessary for doing recruiting well.

Talent acquisition planning & strategy:- This element ensures business alignment,

examines workforce plans, requires an understanding of the labor markets, and looks at

global considerations.

Workforce segmentation:- This requires an understanding of the different workforce

segments. Employees may be grouped by any relevant criteria (e.g., value to the company,

role or workforce, and age or generation), positions within these segments, and the skills,

competencies, and experiences necessary for success.

Employment branding:- This includes activities that help to uncover, articulate, and define

a company’s image, organizational culture, key differentiators, reputation, and products and

services. Employment branding can help advance the market position of organizations, attract

quality candidates, and depict what it is truly like to work for that organization.

Candidate audiences:- This necessitates defining and understanding the audiences in which

an organization needs to source for specific roles. Different sourcing strategies should be

applied based on the understanding of the jobs and where the audiences will come from to fill

them.

Candidate relationship management:- This includes building a positive candidate

experience, managing candidate communities, and maintaining relationships for those

candidates not selected.

Metrics & analytics:- This is the continuous tracking and use of key metrics to drive

continuous improvement and to make better recruitment decisions, which will ultimately

improve the quality of hire.

Within each of the core elements of talent acquisition there are many other sub-activities and

best practices. Of course, the selection of tools, technology, and outsourcing partners is a key

element of a company’s talent acquisition strategy.

Now let’s look at “build” strategies for growing a competitive workforce. In the current

environment where right-fit talent is scarce, companies need to look at a candidate’s current

skills as well as potential for growth, also known as the “teachable fit” mindset. In light of

talent shortages, employers are more willing to consider candidates with transferable skills

and an overall capacity for problem-solving and analytical thinking. When evaluating

candidates who need some level of skills development, it’s important to make sure the culture

fit is a match from day one. Even as skills evolve, a candidate’s fit with a company’s culture

is unlikely to change.

When the company needed to expand its door-to-door sales force, leadership realized the pool

of experienced talent was extremely limited. To tackle this talent challenge, the company

brought in a workforce solutions expert to help develop a profile of experience and attributes

for successful candidates. Today the company targets gregarious sales professionals in other

industries. An intensive three-week training module helps bring new recruits up-to-speed on

industry knowledge while also generating enthusiasm for the company’s brand platform.

Whether a company opts to focus more on a build or buy strategy to cultivate a competitive

workforce, it is crucial to develop a retention strategy too. When close attention has been paid

to attracting the right people and competition for talent is fierce, companies want to make

sure they retain their best people.

Whether an organization builds talent, buys it, or uses a blended approach, attracting and

retaining qualified people is the key to success. With the talent shortage here to stay, success

will come to those who cultivate human resources in new, creative ways.

It would be misleading to suggest that developing an effective talent acquisition strategy is

easy. It takes time and expertise as it interplays with macroeconomic factors, industry trends

and market dynamics. Oftentimes, this means bringing in the right partners to help recruit

high-quality talent – whether that talent is built or bought. Globally, there is no sign the talent

shortage will ease up anytime soon, and the time to navigate the path forward is now.

When companies complain that they can’t find enough good people, the cause, in our view, is

most likely to be deep-rooted and centred on a misalignment between the strategic goals of

the business and the efforts of the company’s talent acquisition professionals.

The root causes are not that complicated and usually centre on two things: first, the people

who find and hire employees don’t sit in the same meetings as those who set the direction of

the overall business and its main operating units. Getting a seat at those senior-level forums,

and the credibility to contribute on an equal footing as a genuine ‘business partner’, is more

difficult than you might think. This is usually because the perception of HR, where talent

acquisition resides, is that of a lower-level, tactical support function.

Depending on which one you spoke to, they viewed talent acquisition as either strategic,

operational or perhaps somewhere in between. But only if the role is seen as strategically

important will HR stand a chance of showing how it helps leaders meet the manpower

elements of their strategic plans, and ultimately their business goals. To earn the right to wear

that badge means you need people in talent acquisition who have some understanding of

Usually at the invitation of the relevant HR business partner for the region or business unit,

we would meet those colleagues to discuss short, medium and long term strategies. If the

particular team was in high growth mode, the meetings might be weekly, but more often it

would be monthly. It is the combination of current operating needs plus the long term

business plan that has to drive the company’s overall talent acquisition programme. Here is

where the second cause of misalignment between strategy and talent acquisition happens.

Long term business plans must be flexible – they need to change when the circumstances that

gave rise to them change.  If there is a fundamental change in direction or focus, everything

else must be reviewed and where necessary adapted or even redesigned to reflect the change.

Too often, the talent acquisition plan gets overlooked, or cannot flex quickly enough, and the

result is the business begins to fall behind competitors in the ‘war for talent’.

Designing the talent acquisition strategy is a critical first step in allowing leaders in the HR

function to get that crucial alignment. These are the key, seven steps we followed and can be

used as a template for your own efforts:

1. Look at the key skills required to ensure business objectives are continuously

met, and regularly review them:- As the pharmaceutical industry evolves so do the

skills required within any business. Companies work in a variety of therapy areas

which often change, therefore the required specific therapy expertise can also vary.

You don’t want to be hiring ‘key’ people only to see their expertise become redundant

within a matter of months.

2. Do a skills gap analysis to show where you are exposed:-As the business portfolio

evolves there is often a need to bring new skills, techniques or areas of expertise into

the organisation. Identifying those gaps early is vital. It helps HR professionals map

the market to determine where that talent currently sits, how big a potential candidate

pool there is and where the potential obstacles might arise, e.g. location.

3. Develop an internal mobility and succession plan to ensure good people are being

utilised optimally:- Having a succession plan in place is a crucial component to any

company’s workforce plan. It not only acts as a great motivator with existing key

people but also acts as a retention tool.

4. Plan for attrition:- Again, this is a very important element in workforce analytics for

presenting to business leaders. By forecasting future leavers it helps leaders plan

accordingly for any skills gaps and back-fill appropriately, and in good time.

5. Analyse company demographics to ensure diversity objectives are met:- Diversity

is no longer optional. It has become absolutely essential within any business as, in our

opinion, it drives creativity and innovation. From gender to ethnicity, it is important to

get the balance right. One of the biggest problems in almost all industries is that

women in senior leadership roles remain rare. At Pfizer, although we always chose

the best person for the job, we made a concerted effort to ensure diverse candidate

short lists were always provided to hiring teams.

6. Determine gaps and therefore external recruitment needs:- Once the internal

skills have been identified and succession planning has been implemented, any clear

gaps can be determined; what’s going to be critical in the near future and what’s

needed for the longer term.

7. Define and develop an external sourcing strategy:- After more than a decade each

in corporate recruiting we know that strategies and tactics used to recruit active

jobseekers are quite different to those used for ‘passive candidates’. These are people

who are currently quite happy where they are working but might be open to the idea

of a move – if it’s the right one, proposed and presented well. In the past, when

companies were operating in a comparatively ‘steady state’, a big corporate brand was

often enough to produce a good candidate roster. In our former roles, we became

accustomed to hearing “Why wouldn’t they want to work for us? We’re Pfizer!”

Today, corporate brands have a limited shelf life and should not be over-relied on.

Only a compelling, personalised and value-led employment proposition will attract

the best people.

As mentioned previously, being part of those high level business discussions where the

workforce plan is developed is a key first step in turning a talent acquisition strategy into an

overarching recruitment and sourcing plan. The next important step is to then design, deliver

and execute this in partnership with each of the individual hiring teams.

Recruitment is not a ‘one size fits all’ process, so it’s extremely important that the talent

acquisition team really understands the business. If they do, it allows them to be creative in

developing and implementing a variety of sourcing plans defined by the variable parameters

that matter most, for example:

Business critical needs:-  In the pharmaceutical sector this is often determined by the current

product portfolio. There may be a need to bring therapeutic area or technology experts into

the organisation to complement the existing workforce.

Candidate demand:- In highly competitive therapy areas such as oncology, pain and

regenerative medicine, demand usually outweighs supply. To secure highly sought-after

individuals will take a creative sourcing and attraction strategy and a winning ‘value

proposition’.

Passive versus active candidates:- Most companies still mistakenly see both groups as one

and the same. Understanding the different hiring methods for each group is crucial.

Utilisation of relevant media channels:- The use of media depends on who you are trying to

attract. For cost and efficiency reasons, most individual advertising campaigns now appear

online, in digital media. Lately we have seen a rapid development in the use of social media

for recruitment purposes. LinkedIn and now Facebook are important tools to source and

identify talent. But as we have seen, passive candidates need a different approach. This might

involve a combined approach by the in-house sourcing team partnering with specialist

executive search consultancies. The benefit we found in using third-party specialists was their

depth and breadth of industry knowledge, their strong, more closely-knit networks with key

opinion leaders and their ability to deliver consistently on complex assignments.

Creating a winning value proposition:- The scarcity of people able to lead companies is

well recognised but there is also a severe and growing shortage of people able to run

divisions and manage critical functions. Interesting but challenging projects, merit-based

career progression and flexible working are just some of the key criteria expected by

candidates today. At Pfizer, work: life balance was the most important factor we found when

we surveyed senior leaders.

The pharmaceutical sector has made progress but still has a lot more to do to find cost

savings, create efficiencies and drive innovation. For those reasons, it’s more important than

ever that we, as talent acquisition professionals, step up to the mark and work as true, value-

adding partners with our leadership colleagues.

The alternative is to accept that human resources is purely transactional, non value-adding

and therefore something that should sit outside the core of the enterprise, maybe even

outsourced to a third party. That’s not a vision we relish the thought of.  We prefer the

alternative vision; one in which HR professionals help their co-workers, clients and

employers hire for the future, and break free from the comfortable, familiar and in many

cases outdated methods used in the past.

In order to gain a competitive advantage, organizations must adopt a new approach that

focuses less on filling positions quickly and more on aligning talent acquisition with the

business. Yet, the majority of organizations have failed to mature in their recruitment efforts

and continue to rely on the same antiquated processes and solutions. In other words, average

and low-performing firms are doing the same thing over and over again, but expecting

different results.

The world of talent acquisition is complex. The most successful firms view talent acquisition

as a strategic endeavor, not simply an activity in filling open positions. Organizations that

take a holistic approach to talent and focus on every element are better able to address skill

shortages and meet company growth objectives.

Strategic talent acquisition integrates the entire pre-hire stages of the employee lifecycle—

from creating the job requisition to onboarding a new hire in a way that engages candidates

and drives business outcomes.

Top strategies for talent acquisition

The number one strategy pertaining to talent acquisition revolves around candidate

relationship management. Much like an organization has a strategy around nurturing

relationships with its prospective and current customers, the firms that are able to find and

hire the best quality candidates most quickly are doing the same with their prospective

employees. For these top-performing organizations, talent acquisition is a continuous process

no matter what the immediate hiring needs are.

Excellence in talent acquisition results from a combination of strategies, capabilities, and

enabling technologies. The majority of top-performing organizations pursue talent acquisition

on a continuous basis in which identifying and cultivating relationships with top prospects is

always a priority. Top performing organizations build a talent pipeline, which allows them to

identify quality talent and create a talent pipeline regardless of current hiring needs.

Build a talent pipeline through talent communities

Top performing firms proactively build talent pipelines using online talent communities.

Talent communities are one of the fastest-growing areas of talent acquisition. A talent

community is a segmented audience of targeted talent that can meet the current and future

hiring needs and maps to an organization’s workforce plan. For most organizations, a talent

community is simply a database of active and passive candidates who receive email alerts

about job opportunities. What distinguishes the best firms from the average firms is their

ability to engage candidates through these communities and create a strong employer brand in

the process.

Relationships are built with a talent community primarily through content. Although firms

have a vested interest in marketing jobs to the target audience, profession or affinity focused

content is more effective. In other words, it is better for your organization to be seen as

sharing an affinity for the community as opposed to just giving the community a job feed.

Firms that are successful in building online talent communities serve their target talent

audiences and are great citizens of their community. The talent community is continually

engaged, nurtured, informed, listened to, and cultivated. This results in those organizations

being top of mind when the timing is right for a community member to consider a job change.

While many organizations will use their website career pages to invite candidates to these

communities, the best organizations also use social media and extend talent communities to a

broader audience of employees, alumni, and key stakeholders. Social media, for these

organizations, is much less about blasting jobs to a group of individuals and more about

building relationships, showcasing the brand, and engaging candidates. These organizations

use social media to build communities that will help to power employee referral programs

and strengthen employee engagement .

Four Steps to Creating Your Talent Community

You can create your talent community by taking the following four steps:

1. Build a hub

2. Spread the word

3. Share content

4. Scale and brand.

Build a hub:- First, identify a key platform (e.g., Facebook or LinkedIn) to create a hub for

all types of talent, including current employees, candidates, past employees, and even

recruiters. It takes time to build relationships. Use the various platforms available to drive

interactions in your community. All interested talent should be able to navigate their way

easily to your hub and once there, be able to access and contribute to the conversation.

Spread the word:- Just because you’ve built it, doesn’t mean they’ll come. To cultivate a

real talent pipeline, top performing companies manage the talent community. Invite current,

past, and potential future employees to join your company’s online network. Focus on

capturing new and past applicants. Define your online network. List out all of the

communities or groups that are associated with your company or brand. These are all the

organizations, clubs, relationships, alumni, and social networks that have ties to your

company.

RESEARCH OBJECTIVES

1. To study the factors relating to acquisition of talent in the organization.

2. To know the barriers which employees are facing during the acquisition

process.

3. To know the satisfaction level of employees with talent acquisition process.

COMPANY PROFILE

Tata Teleservices Limited (TTL) is one of India’s leading mobile telecommunications service

providers delivering integrated telecom solutions to its customers under the unified brand

name Tata Docomo. The company operates on its wireless networks on GSM, CDMA and

3G technology platforms pan India across 19 telecom circles to over 63 million business and

retail consumers in 450,000 towns and villages, playing an enabling role in simplifying

consumer lives and expanding digital inclusion.

The company has been at the forefront of redefining the telecom experience in India,

launching technologically advanced innovative products and services, introduced the game-

changing Pay-for-What-You-Use strategy that went on to influence industry dynamics.

The company is the fastest growing player in the data market and commands a market

leadership with its Tata Photon family of 3G and Wi-Fi products. In non-voice services the

company through its wide range of pioneering offerings such as e-Governance, Machine to

Machine (M2M) and m-Remittance (m-Rupee) services has helped to improve citizen

services, public safety and governance.

TTL is amongst the few integrated service providers in India offering wireless and wireline

solutions with a strong portfolio of enterprise offerings backed by best-in-class and India’s

largest infrastructure setup - over 1 lakh kms of fibre optic backbone and over 25,000 kms of

access networks

Tata Teleservices provides integrated Voice, Data and Managed solutions to SMEs and large

corporate entities through its wider network footprint, better operational structure and

enhanced customer service support to deliver incremental value.

NEW PRODUCTS AND INITIATIVES

The next wave of growth in the telecom sector is expected to be driven by an exponential

increase in data traffic volumes. Data market in the Indian Telecom Industry has seen an

unprecedented growth in the last one year. With data being a new offering, the products are

still not standardized thus offering a significant room for innovation. Product development

initiatives by the Company have been largely focused to cater to the data market which is

expected to help the Company to ride upon the upcoming wave of growth in data volumes.

During the year, the Company almost doubled its 3G subscriber base in Maharashtra,

with a twin strategy of augmented data network along with innovative product

launches.

'Photon' has been a flagship product for the Tata DOCOMO brand, offering Internet

on-the-move. To maintain its leadership and keep pace with the evolving consumer

preferences, the Company launched an innovative offering in the High Speed Internet

Access (“HSIA”) space – 'Tata DOCOMO Photon Wi-Fi'. This could possibly change

the way people access the internet, simultaneously taking care of three consumer

needs – usage of internet on multiple devices, rising need for internet 'on-the-move'

and increasingly ubiquitous Wi-Fi usage. The initial response of the customers has

been very encouraging and Photon Wi-Fi portfolio has been awarded the 'Product of

the year 2014'.

With increasing variety of content, advent of high definition online videos and

consumer's need for superior quality of service, the demand for bandwidth at homes is

growing. From less than 2 Mbps a year ago, consumers are today increasingly

demanding speeds in excess of 10 Mbps and above, with consistent throughput. The

Company pioneered Fiber to the Home (“FTTH”) services that can deliver super high

speeds up to 100 Mbps to home internet users. Fibre broadband enables customers to

enjoy services like HDTV, video-on-demand, bandwidth on demand, video

conferencing, interactive gaming, etc. using multi-devices like tablets, laptops and

connected TVs. The Company is rolling out the FTTH service across Mumbai and

Maharashtra, and the consumers can look forward to be a part of the digital revolution

with this high speed connectivity.

The Company has also launched public Wi-Fi hotspots business under the Tata

DOCOMO brand and has already rolled out more than 250 hotspots during 2013-14.

These include cafes, malls, airports and other public places where access to high

speed internet is becoming increasingly important.

Given the rapid increase in the penetration of smartphones in the country on advent of

affordable handsets, Mobile Applications are increasingly becoming a part of business

models across industries such as market research, consumer goods and Banking,

Financial Services and Insurance. The Company's Cloud based Mobility applications

in the area of Workforce Tracking and Data Collection applications have

demonstrated remarkable results in productivity enhancement and streamlining of the

field force operations for its enterprise customers. The enterprise segment for the

Company also saw large new orders from large clients.

BRANDING AND CUSTOMER SERVICE

Brand, this year saw the launch of a new core brand thought of “Open Up”. The theme was

focused on conversations - the core need from telecom, hence building the brand in an area

which can then be leveraged both in a relevant emotional space as well as to communicate the

value proposition.

The Company's Small and Medium Enterprises' (“SME”) business division pioneered the 'Do

Big' Symposium. In a series of events across India, the Company showcased to SMEs how

the right business architecture supported by the right technology solutions can accelerate

growth and help unleash their full potential. These events also had panel discussions with

distinguished members from the industry participating in a freewheeling discussion on the

challenges of the SME sector and the ways to foster growth.

In line with the Quality of Service Performance Indicators recommended by Telecom

Regulatory Authority of India (“TRAI”), the Company is committed to providing a

congestion free network for both Voice and Data customers of the Company. There is a

constant focus on improving Network Quality and Coverage through augmentation and

innovative network planning techniques for optimal performance of the available spectrum

for both Voice and Data services.

On the customer service front the prime focus for the year was on:

'Easy to navigate' customer care Interactive Voice Response with direct access to the

customer care executives; and

Segmented service differentiation - One size fits all approach is not suitable for

customer service which is increasingly becoming an important criterion for

consumers. The Company is attempting to use data analytics to segment customers

not only for targeted product offerings but also for customized customer service.

During the year, the Enterprise Business of the Company further improved its

Customer Satisfaction Scores from last year nd and continued to hold the 2 position in

the industry.

SAFETY

The company has a well defined and practiced Employee Safety & Well-being Policy in

place. The Company's Safety Policy comprises guidelines and standardized exercises based

on robust processes. It advocates proactively improving our management systems to

minimize health & safety hazards, ensuring compliance in all operational activities.

Safety & Well-being Policy in place. The Company's Safety Policy comprises guidelines

and standardized exercises based on robust processes. It advocates proactively improving our

management systems to minimize health & safety hazards, ensuring compliance in all

operational activities.

To minimize and mitigate related risks, the Company has taken up various safety related

initiatives including safety trainings for all employees; mock fire drills (Day / Night) every

six months and percolation of Safety Guidelines and Knowledge Management on health and

safety through mailers and videos (Do's & Don'ts during emergency, Road Safety, articles

related to Health, Safety during Fire, Flood and Earthquake etc.). These are a part of the

Company's transformation journey based on the four pillars - Excellence on Awareness &

Employee Communication, Risk Assessment through Audit Mechanism, Corrective &

Preventive Actions (“CAPA”), and Benchmarking & Best Practice sharing within and outside

the group companies.

Some of the key initiatives undertaken in 2013-14 to make the work place safe for employees

included Project Suraksha (Physical safety audit), Project Secure Circuit (Electrical Fire

safety audit) Suraksha++ (Guest House Safety audit), DRP (Disaster Recovery Plan for

Critical Equipments), Project HIRA (Hazard Identification & Risk Assessment) Project

Dronacharya, First Aid Training Programs (learning/awareness initiative), Safety Council

meetings, Safety Assessment Drives & Mock Drills and Webcasts with Safety Head & Chief

Safety Officer from employee awareness perspective.

The Company has continuously endeavoured towards improving gender diversity and

creating a safe, just and fair workplace for its employees. The Prevention and Redressal of

Sexual Harassment Policy of the Company is in line with the Tata Code of Conduct. The

objective of this policy is to lay clear guidelines and provide right direction in case of any

reported incidence of sexual harassment across the Company’s offices, and take appropriate

decision in resolving such issues. During the Financial Year 2013-14, no complaint on sexual

harassment was received.

The Company conducted sensitization programme for its employees on Electromagnetic

Frequency (“EMF”) radiations and also presented Technical papers on EMF at Institute of

Electrical and Electronics Engineers Conference with the objective of reaching out to larger

stakeholders on the facts about EMF radiations and also share Company's initiatives towards

Safety. The Company has always maintained transparency with all stakeholders and it

responds to all queries pertaining to EMF radiations.

CORPORATE SUSTAINABILITY

The contribution of the Tata group towards nation building has been far-reaching. The

Company is a responsible corporate citizen, and strives to give back to the community it

operates in. The main objective behind the Corporate Sustainability (“CS”) initiatives of the

Company is to use telecom to impact the life of the underprivileged sections of society. It has

identified and implemented many CS initiatives and Corporate Social Responsibility (“CSR”)

during the year under review. The details are given separately in the Annual Report. During

the year under review, CSR Committee of the Board of Directors was also constituted

consisting of three directors under the provisions of the Companies Act, 2013.

The Company has always promoted the highest standards of corporate ethics and compliance

in all its dealings and in the conduct of its operations. The Company is committed to pursuing

initiatives relating to environment preservation and management of natural resources.

The Company integrated the existing Corporate Sustainability and Corporate Social

Responsibility teams, into one unified Corporate Sustainability Group and revisited the

charter and approach. The Company formed a dedicated environment sustainability team

during the year with the key focus on Carbon Footprint (energy saving, green energy and E-

waste) and EMF (Electromagnetic Fields) across its telecom network, offices and product &

service offerings.

The Company adapted a two pronged approach towards environment. Actions on high impact

areas which are material to environment were addressed through a concept of 'theme hubs'

while culture building across larger employee base was enabled through voluntary Prakriti

clubs at each location. Three theme hubs – one for energy, waste and RF Safety are

operational, with a charter to enable Company implement industry leading practices. The

hubs are guided by Company's leadership, which includes the Managing Director and

reviewed by a working committee.

The Company seeks to continuously find ways to reduce carbon footprint and leverage

telecommunications reach for initiatives aimed at the benefit of society and the environment

including sharing of tower infrastructure resulting in substantial reductions in energy

consumption, encouraging use of audio and video conference instead of travel for reduction

of carbon dioxide emissions, introduction of highly efficient power sources and air-

conditioning equipment at its network centers, encouraging customers to switch to an e-bill

instead of receiving printed bills, statements and receipts, encouraging employees to re-use

stationery and introduction of print manager to discourage wasteful paper usage.

The Company discloses information regarding carbon footprint to the regulator periodically.

The Company revised its Corporate Social Responsibility (“CSR”) approach with a focus on

utilizing its core products and business model to support quality of life and livelihood for the

identified communities. The Company, through its CSR initiatives, empowers communities,

skills them through training and provides them with a means of earning a livelihood. The

Company periodically outsources data entry and back office work to non-government

organizations (NGOs) working with differently abled and economically weaker sections of

the society, which constitute an important part of its business. By leveraging these

competencies, the Company has been able to undertake projects that have the capability of

creating sustainable livelihoods.

The Company is also running an outbound call centre which is totally managed by visually

challenged youth. This is a good source of income for their families as many of them are the

sole bread earners. The Company's CSR strategy is focused on three broad indicators of

development - human, social and economic. Projects that focus on education geared towards

employability, employee volunteering, employment generation and employability are

undertaken as a part of the CSR strategy. Under employment, the Company has hired eligible

candidates from backward communities in its Retail stores after completion of successful

training certification by the candidate. The Company as a part of group initiative participated

in the volunteering programme “Tata Engage” organised by the Tata Strategy Group (TSG).

The initiative aimed to encourage Tata employees around the globe to get involved in the

community by contributing their time and skills.

TATA CODE OF CONDUCT FOR PREVENTION OF INSIDER TRADING AND

CODE OF CORPORATE DISCLOSURE PRACTICES

In compliance with the Securities and Exchange Board of India (Prohibition of Insider

Trading) Regulations, 1992 (“Regulations”), the Company has framed a Code under the

nomenclature of 'Tata Code of Conduct for Prevention of Insider Trading and Code of

Corporate Disclosure Practices' (“Code”) for prevention of insider trading and ensuring

timely and adequate disclosures of all material price sensitive information in a transparent

manner. Pursuant to the Code, Specified Persons (Directors / Officers / Designated

Employees) of the Company are prohibited from dealing in the securities of the Company

during the period when the Trading Window is closed. The Trading Window for dealing in

securities of the Company remains closed for the following purposes, namely:

a. declaration of financial results (quarterly and annual)

b. declaration of dividends (interim and final)

c. issue of securities by way of public/rights/bonus.

d. any major expansion plans or execution of new projects;

e. amalgamation, mergers, takeovers and buy-back;

RESEARCH METHODOLOGY

RESEARCH DESIGN:  Depending upon the objectives of the research the most suitable

marketing research design is “DESCRIPTIVE RESEARCH”

SOURCES OF DATA: The information used in this project report was through primary

sources i.e. interacting with the employees and getting the first hand information.

TYPE OF SAMPLING TECHNIQUE: Convenient sampling method

SAMPLE SIZE: 50

SAMPLE FRAME: Newly Joined Employees Of UPU i.e, (UP-East & UP- West)

TOOLS OF DATA COLLECTION: Personal interview and Questionnaire

DATA REPRESENTATION TOOL: Analyzing the collected data and reporting the

findings. Finally the data collected, was thoroughly analyzed and processed to obtain the

required information. The data has been summarized in the form of graphs.

DATA ANALYSIS

Ques1. How do you came to know about the job position?

Source

s

a) Inter

nal source

b) Consu

ltants

c) Dire

ct Call

d) Job Si

te

e) Compan

y site

02468

1012141618

Series1Series2Series3

Out of the 50 Respondents, 17 employees came to know about the Job Position through Internal Source, 14 through Consultants and the remaining From the direct Call and Job Site.

Ques2. Were You Aware Of The job description or position?

10

10

20

30

40

50

60

Ques2. Were You Aware Of The job description or position?a) Yesb) No

Out Of 50 Employees, 49 were Aware of the Job position at the time of call by the Recruiter.

Ques3. Was the interview Conducted on the time Conveyed to you?

10

10

20

30

40

50

60

b) Noa) YesQues3. Was the interview Conducted on the time Conveyed to you?

All the Interviews were Conducted on the time conveyed to the Employees.

Ques4. If NO, how long you waited for your interview? Ans 4. In the above question Nobody said NO.

Ques 5. What was the level of Questions which were being asked from you in the interview?

10

5

10

15

20

25

30

35

40

45

Series1Series2Series3Series4Series5

39 employees said that the questions which were being asked from them was of medium difficulty level and 10 said that the questions were easy at the time of interview.

Ques 6. Did you face any problem in the Aptitude and Psychometric test?

10

10

20

30

40

50

60

Ques 10. Were You prop-erly made familiar with the organisation during in-duction?a) Yesb) No

All the employees were able to complete the test without any problem.

Ques 7. If YES, What type of problem did you face in the aptitude test and psychometric test?

Ans 7. Not even a single employee said YES in the above Question.

Ques 8. Rate the following parameters, on the basis of your satisfaction from 1 to 5. Where 1 means highly satisfied and 5 means highly dissatisfied.

factors highly satisfied satisfied neutral dissatisfied highly dissatisfiedinterview process 37 7 1 3 2documentation process 34 11 0 3 2background check 20 22 3 2 3medical checkup 21 21 3 3 2overall offer process 34 12 0 2 2onboarding process 37 8 0 2 3induction 29 13 3 4 1

intervie

w process

documentati

on process

backgro

und check

medica

l check

up

overal

l offer

proces

s

onboarding p

rocess

induction0

5

10

15

20

25

30

35

40

highly satisfiedsatisfiedneutraldissatisfiedhighly dissatisfied

Ques9. Were the joining Formalities Conducted In a proper Way?

10

10

20

30

40

50

60

Ques9. Were the joining formalities Conducted In a proper Way?a) YesNo

All the Employees were Highly Satisfied with the joining formalities.

Ques 10. Were You properly made familiar with the organisation during induction?

10

10

20

30

40

50

60

Ques 10. Were You prop-erly made familiar with the organisation during in-duction?a) Yesb) No

All the Employees were made properly familiar with the organisation.

Ques11. Rate the satisfaction level after joining the organisation?

Factors Highly Satisfied

Satisfied Neutral Dissatisfied Highly Dissatisfied

Onboarding and Induction

40 7 3 0 0

Manager and Team

29 17 4 0 0

Role assigned 27 18 5 0 0

Understanding the Policies

23 16 11 0 0

highly s

atisfi

ed

satisfi

ed

neutra

l

dissati

sfied

highly d

issati

sfied0

5

10

15

20

25

30

35

40

45

on boarding & inductionmanager & teamRole AssignedUnderstanding the Policies

FINDINGS

1. Mostly people got to know about the job position through Internal source and

Consultants.

2. Employees were aware Of the job position which was being offered to them by the

recruiter.

3. All the interviews were Conducted on the time and maximum Employees said that the

questions were of medium difficulty level.

4. Employees at different levels said that they did not faced any problem in the aptitude

and pshycometric test which needs to be done before hiring.

5. Maximum Employees were Highly Satisfied and satisfied with the Interview process,

Documentation Process, Background check, Medical Checkup, overall Offer process,

Onboarding Process and Induction.

6. All the Employees said that the joining formalities were conducted in a proper way an

they were made properly familiar with the organization.

RECOMMENDATIONS

1. More focus should be paid on the Job site and Company Website for the job Position.

2. Medical Checkup needs Improvement.

CONCLUSION

1. People are satisfied with the Talent acquisition Process Of the Organisation.

2. They are properly briefed before every round so that they do not face any Problem.

3.Right people are placed in right positions.

4.Employees are properly assisted For the tests, before and after hiring.

5. Usually 3 rounds of Interview are Conducted:-

a) HR

b) By Interviewer

c) Functional head

LIMITATIONS

1. A sample size of 50 was taken, so we cannot draw inferences about all the

Employees from this sample size.

2. Time period was short and resources constraints.

3. The scope of this project was limited to UP-East and UP_West area. So, we cannot say

that the same response will exist throughout India.

4. Data was obtained from the new employees only and not from the exisiting

Employees.

BIBLIOGRAPHY

Web Source

www.citehr.comwww.talentacquisitiongroup.com

Books

Gary DesslerVSP RaoResearch Methodology - C.R.Kothari

ANNEXURE

A Study on Satisfaction level of Employees On The Talent Acquisition

Process Of Tata Tele services

Name (optional):

Department:

Designation:

Date of Joining:

Q.1. How do you came to know about the job position?

a) Internal Source b) Consultants c) Direct Call from The Organisation

d) Job site e) Company website

Q.2. Were You Aware Of the Job Description Or Position?

a) Yes b) No

Q.3. Was The Interview Conducted on the time Conveyed to you?

a) Yes b) No

Q.4. If NO, how long you waited for your interview?

a) 30 minutes

b) 1 hour

c) More than 1 hour

d Not applicable

Q.5. What was the level of questions which were being asked from you in the

interview?

a) Very difficult b) medium difficulty level c) easy

Q.6. Did you Face any problem in the Aptitude and Psychometric test?

a) Yes b) no

Q.7. If YES, What type of problems did you face in the aptitude test and

psychometric test?

a) Understanding the test b) Maintaining the timeline c) Relevance of the test

d) Any other, please Specify________________________

Q.8. Rate the following parameters, on the basis of your satisfaction from 1 to 5. Where 1

means highly satisfied and 5 means highly dissatisfied.

Interview Process

Documentation Process

Background check

Medical checkup

Overall Offer Process

Onboarding Process

Induction

Q.9. Were the joining formalities Conducted In a Proper way?

a) Yes b) No

Q.10. Were you properly made familiar with the organization during induction?

a)Yes b) No

Q.11. Rate the satisfaction level after joining the organization.

Factors Highly

satisfied

Satisfied Neutral Dissatisfied Highly

dissatisfied

On boarding

and induction

Manager and

team

Role assigned

Understanding

the Policies