Human Resource Management

Introduction

Tech Mahindra
Tech Mahindra Limited is an Indian multinational subsidiary of
the Mahindra Group, providing information technology (IT)
services. Anand Mahindra is the Chairman of Tech Mahindra, CEO and
MD is CP GURNANI, Headquartered at Pune and has its registered
office in Mumbai.
The company was ranked No5 in India's IT firms with over 121,840+
employees across 90 countries ACC to 2018 data
Mahindra & Mahindra started joint venture with British Telecom in
1986 as a technology outsourcing firm. British Telecom initially had
around 30 percent stake in the Tech Mahindra Company. In December
2010, British Telecom sold 5.5 per cent of its stake in Tech Mahindra to
Mahindra & Mahindra for Rs 451 crore. In August 2012, British Telecom
sold 14.1 per cent of its stake to institutional investors for about Rs
1,395 crore. In December 2012, British Telecom sold its remaining 9.1
per cent (11.6 million shares) shareholding to institutional investors for
total gross cash proceeds of Rs 1,011.4 crores. This sale marked the exit
of British Telecom from Tech Mahindra

As a leading provider of IT Solutions to the Telecom industry, the

company committed to quality, Tech Mahindra adds value to client
businesses through well-established methodologies, tools and techniques
backed by its stringent quality processes. It is ISO 9001:2000 certified
and is assessed at SEI-CMMI Level 5. Also awarded the ISO 20000-1 (IT
Service Management standard) and ISO 27001 (Security Management
standard) certification for its development centers across India and UK.

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Human Resource Planning

1. Identify vacancy/Identify various vacant job positions

2. Prepare job description and person specification Includes position,

desired skills and technologies and roles and responsibilities

Tech Mahindra Recruitment Process – Selection

Process
The Selection Process consists mainly of 4 rounds:

1) Written Round – This section is designed to test a candidate’s

mathematical and communication skill. Almost all companies use such
formats to check the analytical level.

2) Picture Perception/ Story Writing – In this section, as the name

suggests, the candidate will be shown a picture without any text or
specific meaning. The candidate is then supposed to form a story based
on his/her interpretation of the picture.

3) Technical Interview – This round is for candidates who clear the

written round. The candidate can expect questions on any from the
subject of study. Good subject knowledge is required to clear this round.

4) HR Interview – For this round, there is no specific pattern, a

candidate will have to answer questions based on his/her personal
choice, there are no right answers or wrong answers, and it is basically to
test one’s personality.

Induction

Introduction for new employees to company or vice versa, all basic details
about organization

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Training and development

SumTotal Systems, LLC, a Skillsoft company and a provider of HR

solutions, has announced that Tech Mahindra now offers holistic learning
and professional development using the SumTotal Learn platform. After a
detailed evaluation process, Tech Mahindra, a specialist in digital
transformation, consulting and business re-engineering, selected
SumTotal’s learning management system (LMS) to power its learning and
talent development needs.

Sumtotal Learn offers us superior capabilities for deploying and

administering learning initiatives across our organization,” Tech
Mahindra CTO AS Murthy said. “SumTotal’s solution also provides the
ability to set up and run various domains, courses and audiences for a
globally-distributed organization like ours, with operations across six
continents. We believe that SumTotal’s solutions will align our knowledge
sharing programs with corporate initiatives planned for the future growth.

These are some training academy;

1) Tech Mahindra SMART Academy for Digital Technologies, Hyderabad

2) Tech Mahindra SMART Academy for Digital Technologies, Visakhapatnam

3) Tech Mahindra SMART Academy for Digital Technologies, Hyderabad

Performance Appraisal
Methods/Techniques of Appraisal

Three approaches are used in conducting performance appraisal they are:

1. The goal or objective approach- this approach is the simplest and

The most satisfying When there is a goal for the manager- an objective,
task, norm or target-in measurable or verifiable form, the appraisal
process 1s Simplified to a Quantitative comparison of the achievement of
the goal or objective. Basically, under this system, specific objectives are
established for each position and they are appraised over a specific period
of time.
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2 The trait or traditional approach- The trait or traditional approach

tends to appraise people on personality rather than on performance the
logic behind this approach is the assumption that there are certain
qualities, traits etc. present in everyone- some of them are natural, others
acquired and cultivated over a period of time. The possession of these
traits in varying measures supplies the basis for appraisal. Hence, the
scope was limited only to the extent of traits and personality in this
approach

3. The functional approach- This approach to appraisal is based on the

thesis that an employer must succeed as an officer or manager He must
be judged by how much and how well he performs the functions of his
post- planning, organizing, staffing. Directing and controlling a weight age
is decided for the several functions and the employer's score is recorded
against each. The total score gives an index of his rating. Apart from the
above-mentioned approaches, there are two approaches that are
collectively known as composite approaches

Compensation

Monetary compensation

- Software Engineer- ₹386,544/yr

- Senior Software Engineer- ₹691,111/yr
- Project Manager- ₹1,546,651/yr
- Tech Lead- ₹1,103,579/yr
- Senior Technical Associate-₹992,440/yr
- Business Analyst- ₹578,532/yr
- Technical Architect- ₹1,666,863/yr
- Software Developer- ₹436,881/yr
-
Non-monetary compensation
Trip, Food coupons, Company uniforms, Flexible timings, Healthcare
Benefits, Life insurance policy and PF.

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General Electric

General Electric Company (GE) is an American multinational

conglomerate incorporated in New York City and headquartered in
Boston. As of 2018, the company operates through the following
segments: aviation, healthcare, power, renewable energy, digital industry,
additive manufacturing, venture capital and finance, lighting, and oil and
gas. H. Lawrence Culp Jr is the CEO and chairman of General
Electric since October 2018.

The human resources are the most important assets of an organization.

The success or failure of an organization is largely dependent on the
caliber of the people working therein. Without positive and creative
contributions from people, organizations cannot progress and flourish. In
order to achieve the goals or the activities of an organization, therefore,
they need to recruit people with requisite skills qualifications and
experience. While doing so, they have to keep the present as well as the
future requirements of the organization in mind. Human Resource
Department of GE performs the most important task of recruiting the
right personnel for the right job and it is not only responsible for
recruiting personnel that are required by the company, but also for the
training that may be needed to develop the employees. Human Resources
Management department plays a vital role to the organization success.
Now a day, Manpower is considered as a valuable part for the efficient
productivity of an organization. But it is very tough & challenging job for
efficiently dealing with various manpower's. Human Resource Department
does this challenging job for every organization through its regular and
innovative HR activities. In This paper, we have tried to trace out one of
the functions of HR i.e. Recruitment procedure of GE tried to identify
problem facing by them in terms of Recruitment Process.

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Recruitment Process

New research into the challenge of how to hire the best people and hold
on to them says that there are six key principles to success:

 Aligning recruiting efforts with strategy;

 Making sure the company’s talent management practices fit with
each other;
 Making deliberate effort to embed corporate culture into talent
management processes such as hiring methods and leadership
development;
 Getting involvement by managers at all levels, including the CEO;
 Figuring out the best balance of the company’s global and local
needs; and
 Finding ways to differentiate the company from its competitors.

One company that’s especially good at that first principle - alignment with
strategy - is General Electric.

The GE example and overall research is explored in the article “Six

Principles of Effective Global Talent Management” in the winter 2012
issue of MIT Sloan Management Review.

“Corporate strategy is the natural starting point for thinking about talent
management,” write the authors. “Given the company’s strategy, what
kind of talent do we need?” GE’s growth strategy, they continue, is based
on five pillars: technological leadership, services acceleration, enduring
customer relationships, resource allocation and globalization.

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Training and Development

Training and development of GE's talent. Generally GE attracts the
brightest of talent for their entry levels rolls.GE rarely hires from outside
for their top or senior level positions. Therefore GE has a very good
system in place for training, developing and grooming their people to grow
with the organization. These employees will eventually fill the senior
ranks of GE and ensure the sustainability of GE as a high performance
organization.

Leader in residence
Program in which professor from a Renowned University was brought as a
resident leader for a year or so. Slowly this program is modified to groom
internal seniors from GE as leaders. Leaders teach at various classes, but
the benefit is also about what happens outside the classroom-sitting on
panels or giving fireside chats telling leadership stories. They also do
"speed coaching'-short, discreet bits of time that they spend coaching
someone. GE has also taken innovation all over the world in terms of in-
house teaching of leadership classes.

"Rise" Program for mid-level managers

This training Program called 'rise' is for mid-level managers who have the
ability to really grow in their careers and bring all the greatness to
training and networking. But it's all done in region so that GE can localize
the development to those particular needs of the region

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Performance appraisal

Vitality curve

The performance management process at GE consists of a forced ranking

system of its employees to groupings of 20:70:10. These groups are
categorized as the Top 2o", "Vital7o" and the "Bottom 10".

In this "Vitality Curve" as it was called by Jack Welch, the top 20 are the
top performing employees of the organization and they are generally
earmarked for further development and to rise up the leadership ladder.
Vital 70 are the competent performers who continue to perform at the
required level. The bottom 10 consists of the poor performers of the group
and generally they were shown the door and are replaced by new hires.

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Compensation

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TATA MOTORS
It is an Indian multinational automotive manufacturing company
headquartered in Mumbai, Maharashtra, India. It is a part of Tata Group,
an Indian conglomerate. Its products include passenger cars, trucks,
vans, coaches, buses, sports cars, construction equipment and military
vehicles.

Recruitment:
When it comes to the recruitment process of Tata motors they just
followed both internal and external source of recruitment and the nature
of the recruitment process of the company is subjected to employment
law. The main forms which the company is using are advertising in
newspaper, magazines, and Tata motors careers portal and also internal
vacancy list. At the end of every quarter the company is floating their
recruitment process on their web portal for the new candidates and most
of the vacancies are filled by the candidates who belong to B.tech and
MBA Background.

Selection
Like MarutiSazuki, ford motors, Hyundai and others, Tata motors also
follow a series of steps in order to pick a suitable candidate from the
bench of applicants. So as per as the selection process of Tata motors is
concerned they follow the series of steps which starts from written test in
case of campus recruitments and goes on till the final selection ,
placement and Induction. After screening the applications they called the
candidates for employment test and if cleared the candidate will be called
for comprehensive Interview and when the candidate will clear that then
the background investigation about the candidate will start in which Tata
motors will verify the details of a particular candidates and when details
are verified the candidate will receive the offer letter from the concerned
HR department of Tata motors

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Training
When a New candidate joins Tata motors then they are given training.
This training familiarizes them with the companies mission, vision, rules
and regulations and the working conditions of Tata motors. The existing
employees of Tata motors are trained to refresh and enhance their
knowledge. If any updates take place in technology, training is given to
cope up with those changes. When promotion and career growth becomes
important in Tata motors then training is given so that employees are
prepared to share the responsibilities of the higher level job. Grooming
the managers of today into the leaders of tomorrow that's the broad
objective of the Tata group's training processes.

The group's high-value, superior-quality training interventions are

targeted at maximizing the potential of its pool of managers. The Tata
group's commitment to enhance the knowledge and leadership quotient of
its people has resulted in the establishment of various Development and
Training Programs such as TAS and TMTC

The Tata Management Training Centre (TMTC) was set up by Mr. JRD
Tata on 1966. Located at Pune, awarded with the Golden Peacock
National Training Award for 2007-08 in the field of Training &
Development, focuses on Management Development, enabling the Tata
Group of Companies to collaborate and participate on a vibrant learning
platform. With some objectives they have launched the centre and these
are:

 To facilitate the Behavioral changes of employees within Tata motors

company.
 To facilitate the solution for organizational issues
 For the development of learning organizations.
 To facilitate the attitudinal changes of employees.
 To offer around 250 programmes every year
 To put the creative leadership within the company

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 To improvement of organizational performance through

dissemination of the latest Knowledge and skills among practicing
managers

Performance Appraisal
Tata motors follows appraisal system of annual basis and appraisal model
which is followed on annual basis starting from the month of April till
March has been extremely effective for the employees who are working in
Tata Motors Also Half yearly appraisal system was started a year ago
within the company and the activity was started keeping in mind the
dynamic behavior of the industry. With a half yearly appraisal system, the
employee gets feedback twice a year, which gives him/her a chance to re-
look at his/her approach of working. Important steps are also undertaken
for employees of the company who deviate from their goals. Company I.e.
Tata motors had introduced a comprehensive system of quarterly
appraisals where Key Result Area every quarter and him/her self an
employee selects his/her own goals or assesses his/her own performance
against-these parameters. The company has also a midterm review for all
those who have been performers, thereby creating an expectation
amongst the employees of an increase in salary twice a year if they
perform well. They used to have annual appraisals earlier, but then they
felt that the incentives are not enough to motivation the sales
department, which generates major revenues for Tata motors

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WIPRO
Wipro is a leading global information technology, consulting and
business process services company. We harness the power of cognitive
computing, hyper-automation, robotics, cloud, analytics and emerging
technologies to help our clients adapt to the digital world and make them
successful. A company recognized globally for its comprehensive portfolio
of services, strong commitment to sustainability and good corporate
citizenship, we have over 160,000 dedicated employees serving clients
across six continents. Together, we discover ideas and connect the dots to
build a better and a bold new future. Headquartered in Bangalore,
Karnataka, India.

RECRUITMENT & SELECTION

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

A. Internal Sources:-

 Promotions and Transfer

 Job postings
 . Employee Referrals

B. External Sources:-

 Advertisement
 Employment Agencies
 On campus Recruitment
 Employment exchanges

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election processes
1.ΑΡΤITUDE ΤEST
2. TECHNICAL INTERVIEW
3. HR INTERVIEW
ABOUT APTITUDE TEST:-
Total no of question: 50
Marks: 50 (each question carrying 1 marks)
Time duration: 60 minutes

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