“A STUDY ON CUSTOMER SATISFACTION TOWARDS

RECRUITMENT & SELECTION PROCESS IN (MA FOI) CIEL

HR SERVICES PVT. LTD IN MADURAI.”

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 CHAPTER – 1
INTRODUCTION AND DESIGN OF THE STUDY

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 CHAPTER – I
INTRODUCTION ABOUT THE TITLE

1.1 INTRODUCTION:
CUSTOMER SATISFACTION:

Businesses monitor customer satisfaction in order to determine how to increase their

customer base, customer loyalty, revenue, profits, market share and survival. Although greater
profit is the primary driver, exemplary businesses focus on the customer and his/her experience
with the organization. They work to make the customers happy and see customer's satisfaction as
the key to survival and profit. Customer satisfaction in turn hinges on the quality and effects of
their experience and the goods or service they receive.
Customers satisfaction, a term frequently used in marketing, is a measure of how
products and services supplied by a company meet or surpass customers expectation, Customers
satisfaction is defined as "the number of customers, or percentage of total customer, whose
reported experiences with a frim, is products, or its services (rating) exceeds specified
satisfaction goals." In a survey of nearly 200 senior marketing managers, 71 percent responded
that they found a customer satisfaction metric very useful in managing and monitoring their
businesses.
It is seen as a key performance indicator within the business and is offer part of a
balanced scorecard. In a competitive market place where businesses compete for customers,
Customers satisfaction is seen as a key differentiator and increasingly as become a key element
of business strategy.
Customers taste and preferences are changing day by day. Identification of these changes
is a major factor because the success of a firm depends on the ability of the frim to adjust with
the attitudes of the customers. Customer’s satisfaction is an ambiguous and abstract concept and
the actual manifestation of the satisfaction will vary from person to person/service to
products/service. The state of satisfaction depends on a number of both psychological and
physical variables which correlate with satisfaction behavior such as return and recommend rate.

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1.2 PROBLEM OF STATEMENT:

Since (Ma Foi) CIEL is one of the most popular hr services in India, there is a high need
to understand whether the customers are fully satisfied to the services they are providing or not
the problem occurs when if the customer does not satisfy with services.“The lack of effective and
accurate Customer satisfaction system will impact negatively on the human resources department
efficiency”. A manual traditional recruitment system is no longer effective and accurate process
to hire applicants or to fulfill vacancies within the company. This system is impacting negatively
on the performance of human resources department.
The traditional process of hiring and selecting is having several gabs and errors which is
waste of resources, efforts, and time consuming. The solution for these problems is to replace the
manual recruitment system with a Customer satisfaction system. Technology nowadays is
playing a huge role of effective and fast source for professional recruiters.
The Customer satisfaction is also known as online recruitment; it is a web-based resource
that allows human resource department to enlarge talent pool which leads to obtain a data-base
of talented candidates to facilitate the process of selecting and hiring the applicants which carried
out by the organization (Emma Parry, 2014). Moreover, the Customer satisfaction system is
mainly interface with the activities of the department of human resources.
The developed Customer satisfaction system has specific criteria to determine the exact
employee’s specifications toward certain job. The online system facilitates the activities of
human resources department; it provides to candidates the chance to apply for more than one
available job that matches their own skills. It also provides some online tests for applicants in
order to reduce time and resources for recruiters. In addition, it helps candidates to understand
the company polices, jobs tasks, jobs responsibilities. Furthermore, the Human Resources
Function should conduct four main pressures which are strategic, flexible, efficient, and
customer-oriented; there are several of authors who assumed that technology is the key element
of achieving these goals. The absence of effective and accurate Customer satisfaction will impact
negatively on the human resources department which will neglect the success of the
organization.

1.3 SCOPE OF THE STUDY:

Customer satisfaction survey is a systematic process for collecting customer data,
analyzing this data to make it into actionable information, driving the results throughout an
organization and implementing satisfaction survey is a management information system that
continuously captures the voice of the customer through the assessment of performance from the
customers' point of view.

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1.4 OBJECTIVES OF THE STUDY:

PRIMARY OBJECTIVE:
 To know the level of customer satisfaction towards CIEL HR Services.

SECONDARY OBJECTIVES:
 To analysis the expectation of customers regarding the services offered by the company.
 To study the various level of services offered by the CIEL HR Services.
 To understand various problems faced by customers of CIEL HR Services.

1.5 AREA OF STUDY:

Location: Madurai

1.6RESEARCH METHODOLOGY OF THE STUDY

INTRODUCTION:
This chapter gives a brief overview of how the project report was prepared in terms of
data collection and the tools which were used to draw conclusion for the study. Research
methodology is the specific procedures or techniques used to identify, select, process, and
analyze information about a topic. In are search paper, the methodology section allows the reader
to critically evaluate a study's overall validity and reliability.

RESEARCH:
Research is a process of systematic inquiry that entails collection of data, documentation
of critical information, and analysis and interpretation of that data or information, in accordance
with suitable methodologies set by specific professional fields and academic disciplines.

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SAMPLING DESIGN:
It refers to the technique or the procedure the researcher would adopt to collect the data
required for the research. The data for the study which includes the awareness of the product was
collected from the consumers. The data that was taken into consideration was of the consolidated
business of the companies.

RESEARCH DESIGN:
Research design is the specification of methods and procedures for acquiring the
information needed to structure and to solve problems. The research design adopted here is
exploratory. It is based on the primary data collected. Exploratory research continues of domain
flexible so that many different facts of a problem may be considered as and when they arise and
come to the notice of the researcher. The researcher tried to cover the various areas which a
customer goes dis-satisfied.
The researcher going direct through the customer view. The researcher tried to notice
about customer’s satisfaction about CIEL HR SERVICES.

DATA COLLECTION METHODS:

The data was collected using both primary data collection methods as well as secondary
collection methods.

Primary data:
Primary data for this study is based on the data collected from the sample population with
the help of questionnaire. Information was collected with the help of formal discussion with the
respondents.

Secondary data:
Secondary data required for the study were collected through various secondary sources. This
include

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  Library references
 Journals
 Magazines,
 Websites and
 Previous studies.

SAMPLE SIZE:
Sample size used for the study is 120

SAMPLING PROCEDURE:
Convenience sampling technique has been followed in this study with a sample size of
120.

PERIOD OF STUDY:
Period of study was 45 days.

RESEARCH INSTRUMENT:
The research Instrument used for this study is the QUESTIONNAIRE.

STATISTICAL TOOLS USED:

Statistical tools like mean score, percentage, average etc. were used in study for the
purpose of analysis of data. Charts, figures and graphs were also used in order to make the data
more represent able and easy to understand. The tool used in this study was.
 CHI – SQURE
 PERCENTAGE ANALYSIS

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LIMITATIONS OF THE STUDY:
 The study covers the Madurai region only and due to the limited sample size, the facts
relabeled in the study may not generalize.
 The findings of the survey may not be truly representative of the market as the project has
a limited scope
 There are chances of bias in the data collected from the respondents. The data given by
the respondents may limit to their own knowledge, feelings and awareness.

1.7 SCHEME OF THE REPORT:

The present study consists of four chapters,

The first chapter is with Introduction about the title, statement of the problem,
scope of the study, area of study, Objectives of the Report and Methodology and
the scheme of the report.
The second chapter deals with the Introduction about the company and profile of
the company and summary.
The third chapter presents concepts, theoretical background and summary.
The fourth chapter presents the Introduction and Analysis interpretations and
summary of the chapter.
The fifth& final chapter provides the Summary of findings, suggestions and
conclusions.

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 CHAPTER-2
PROFILE OF THE COMPANY

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2.1 INTRODUCTION:

HR CONSULTING:
Human resource (HR) consulting, also referred to as human capital advisory or HRM
consulting, spans advisory and implementation activities related to the management of an
organization’s human capital and the HR function. The scope of services range from overarching
work on human capital strategy, to the design and deployment of a compensation & benefits
framework, down to the transformation of the HR function.

2.2 INDUSTRY PROFILE:

HR CONSULTING MARKET:
The market for human resource consulting services is estimated to be worth $31 billion,
representing approximately 10% of the total global consulting market, making it the smallest of
the six main industry segments. During the crisis years, HR consulting was one of the chief
casualties within the recession of the consulting industry – according to analysts, spending on
human resource consulting contracted by 10% or more in mature geographies. Since 2011,
growth levels in the market have been restored and the revenue of HR consulting services has
seen a rise of around $1 billion per year. Annual growth percentages vary between 3.6% and
4.5%, with most recent years showing better performances.
In the coming years, spending on HR consultants is forecasted to continue to grow on the
back of large trends in the human capital domain such as an ageing workforce, continued
mismatch on the labor market, the rising impact of diversity /inclusion and the need to bring
employee capacities in line with 21st century skill sets.

HR CONSULTING SERVICES:

The market for human resource consulting services consists of eight main disciplines:
Human Capital Strategy, Compensation & Benefits, Organizational Change, HR Function,
Talent Management, HR Analytics, Learning & Development and HR Technology. Human
capital strategy includes a variety of strategic work in the HR domain, such as defining a
corporate culture, organizational design, setting up a people strategy that supports key pillars in
the business, as well as the design of HR-related strategies in the area of diversity, recruitment
and talent management among others. Compensation & benefits, a segment also known as total
rewards, looks at all aspects of employee compensation and benefits from base and variable pay
to bonus schemes and other secondary benefits across the entire organization – from board level
to employees on the workflow.

The discipline also includes pensions / retirement consulting, and advisory services tied
to health and welfare. Organizational change encompasses the people side of change, aimed at
successfully guiding and embedding changes in organizational structure, ways of working, or
cultural changes within an enterprise. Change management stands at the heart of the service area,
spanning advisory expertise to tools and interventions, with leadership alignment, stakeholder

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management, change interventions and cultural management being the main offerings.
Organizational change services can be sold as standalone offerings by consultancies. However,
they are typically bundled into larger functional transformations to safeguard the people side of
change. The HR function area focuses on all activities related to improving the functioning of the
human resource department. Offerings vary from developing and implementing an HR target or
delivery model, to the implementation of HR systems and technologies, or other HR
transformations that boost processes and organizational efficiency.

Talent management encompasses all activities required to recruit, retain and develop
talent, as well as establishing the right structure and processes to ensure that professionals can
perform optimally. Key propositions include strategic workforce planning – the science to
anticipate on present and future human capital needs by matching business goals with HR data –
recruitment & retention, workforce effectiveness and performance management. Through the rise
of data and new technologies, HR analytics has grown into a full-fledged service area within HR
consulting. HR analytics focuses on applying analytic processes to the human capital spectrum,
with the key objective of adding insights and value to HR activities.

The learning & development service line also referred to as training & development is
concerned with activities aimed at improving the performance of individuals and groups. The
scope ranges from organizational and competency development across leadership, departments
and functions to support the training and education needs of individuals. Learning &
development also includes the soft side of development, such as coaching and mentoring, as well
as the technological side of training, such as the development and implementation of learning
management systems. Lastly, HR technology is the field that specializes in all systems and tools
used in the HR department, including large ERP modules by SAP, Oracle or Microsoft, and more
niche solutions per functional domain.

WHAT DOES AN HR CONSULTANT DO?

Human resource consultants are generally hired by three types of clients. Firstly, HR
advisors support HR directors and managers of client organizations with improving the
performance of the HR function - examples include implementing an HR business partner
delivery model, redesigning HR processes or implementing a HRIS system. Secondly, HR
consultants are hired by clients – business, HR or works councils – to support broader human
capital issues. This can range from providing HR support on M&A programmers to managing a
cultural transformation or developing a new talent management strategy for critical business
functions. Lastly, HR consultants are typically staffed on large transformations to ensure that the
necessary people and human capital expertise is on board, complementing the traditional 'hard'
functional skills that are already part of the project. In this case, the client is often an internal
consulting department that leads the delivery of the engagement. For example: a Finance
Transformation programmer at a client will be led by the Finance service line, which will
subsequently call upon human capital consultants to lead areas such as leadership alignment,
change management, learning and communication.

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HR CONSULTING FIRMS:
Analysts typically distinguish between three types of HR firms: the large global players
that specialize in human resources (e.g. Aon Hewitt, Hay Group, Mercer, and Willis Towers
Watson), generalist consulting firms that have a separate HR consulting unit and niche players
that focus on a specific discipline or market.

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2.3 COMPANY PROFILE:

Ma Foi’s business consulting company has a rich history of helping small and medium
businesses pick up momentum with the right business strategies. Established in 1992 as a
recruiting company, Ma Foi expanded its services to help businesses across the globe with its
pool of experts and business transformation wizards.
The team of Ma Foi’s management consultants has served more than 400 clients in the
last eight years, and the client portfolio keeps growing.  With its industry-specific, deep
functional expertise, Ma Foi’s management consulting services aim at delivering tangible and
scalable results for the clients.
Ma Foi’s business process consulting services focus on helping companies improve their
HR, Legal and Compliance processes, and fine-tune the business growth and transformation
strategies.
Ma Foi’s Strategic Consultants Pvt. Ltd. is a business consulting house promoted by
entrepreneurs Mr. K Pandiarajan and Mrs. Hemalatha Rajan in 2012. It is formed to provide
credible and high quality consulting advisory services especially to deliver high quality
consulting services to the Small and Medium Enterprises (SMEs). The prime drivers of Ma Foi’s
growth are its

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  Ability to analyses the stated and unstated needs of its clients
 Provide effective strategic solutions
 Support the clients in implementing the solutions and provide course corrections
 Ability to understand the market trends and provide contemporary solutions
 Ability to integrate different strands of organizational requirements, and
 Assist companies in balancing their managerial decisions to achieve the best outcome.

CIEL began its journey in Aug 2015 with the passion of rebuilding an HR services business
anchored on the values that the founders deeply believe in, right from the time they started Ma
Foi in 1992.
The vision is to emerge as one of the most respected HR services companies in the world
anchored on the values of growth, professionalism, dignity and diversity. CIEL promotes
learning with humility, serving with dignity and growing with integrity. Members of CIEL care
about customers deeply and deliver best-in-class solutions keeping the interest of all other
stakeholders in mind. CIEL will combine the power of technology with the capability of its
members to deliver value to its stakeholders through rigorous execution.

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A skilled employee not only deteriorates your services but also negatively affects your brand
image.

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 Ma Foi Management consultants have HR experts help you set up employee-friendly
policies and strategies that motivate your workforce to stay with the organization and give in
their best. With an encouraging and attractive work culture, you create a positive ambience for

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each of your employees and hence, set the stage for the betterment of your business. Our
leadership program focuses on cultivating the right managerial mindset in each of the employees
and gives them a sense of ownership towards the organization.

Types of Services offered:

With the advent of Gig Economy, the temporary staffing requirement for the companies
is increasing day in and day out. Thus, companies are demanding a variety of HR services with
 Hiring
 Executive Search

 Perm recruitment

 RPO

 Staffing

 Pooling
A lot of flexibility into it. Recognizing the industry need, Ciel HR had produced a broad list
of services to be offered to the company.

Hiring:

There is a big gap between the companies in search of talents and people searching for
jobs with talents that the companies need. The hiring process is the bridge between these two,
helping the companies getting their needs solved and the people getting placed in a platform that
rightly exploits their talent. Ciel takes care of recruitment at all levels from executive to the
lower level Apart from the blue-collar job roles, Ciel works on all the lower level positions. 46
locations and is still in expansion mode with an aim to have 100+ branches soon.

The company now has around 750 clients in numerous industry verticals with the
Chennai base working mostly on the automobile and auto parts sector. Apart from being in India,
the Ciel HR made its Global presence in 2016 by having its new branch in Dubai The Unique

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selling proposition of the Ciel HR is that the recruitment and staffing processes are driven by
technology and analytics. The Ciel HR claims that there is a conversion rate of 70% while the
market standard is 15-20%.

Executive Search:

The Executive search in the hiring services is one of the most challenging job the
company faces. The attrition ratio is higher, but the important problem is that the conversion rate
and the availability of candidates are less. Thus, it requires much more dedication in doing such
job. The executive search includes the following things that should be kept in mind while doing
the job.

 Understanding the unique context of the role.

 Co-creating a search brief tailored to these unique requirements

 Using secondary research to identify target companies

 Assessing candidates with our unique competency profiling tool

 Providing a 30, 60 and 90-day engagement program with new hires

The Executive search process can be clearly understood by the following representation.

Executive Search Process:

 Search order Sign-off

 Search Plan

 Attract Potential Candidates

 Evaluate competency match

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  Co-ordinate meetings

 Identify finalists

 Offer and Reference checks

 Keeping the other finalists warm

 30-60-90 day contact plan

Perm Recruitment:

Perm Recruitment covers the same recruitment process but to the middle level and lower
level positions. Since the positions are lower levels compared to the former, the availability of
candidates is more as the requisition of talents is comparatively less. The talent requisition is
always proportional to the CTC of the position and inversely proportional to the availability of
candidates. Thus, the perm recruitment does not need much expertise to work in. The next major
problem in it is the attrition ratio being lower in this category. Positions in this category are more
volatile as the candidate has the higher chance of getting convinced with a new position with a
slight increase in CTC.

RPO:

As a part of Business Process Outsourcing (BPO), Recruitment Process Outsourcing

(RPO) is growing these days, where the company will request for a dedicated HR for the
company. The HR from the recruitment agency will be working for the company under the
payroll of the agency themselves wherein the company needs to pay only for what they get.
Thus, the companies were no need to recruit a HR for themselves making the deal a mutually
benefit one. The advantages of RPO includes the following factors, End to end recruitment,

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higher conversion ratio (as it is directly from the company), analytics driven assessments,
campus connect and vendor management. RPO differs from perm hiring and staffing in that it
assumes ownership of the design and management of the recruitment process and the
responsibility of results.

Staffing:

The advent of sharing economy paved way for the concept of access economy wherein,
the business rent property in case of selling. Similarly, in case of permanent recruitment, they
hire people temporarily for a project or a term. The concept is more common in abroad and is
growing in India too. The staffing process can be explained with the following representation.
The candidate will be under the Ciel payroll and the company can subscribe for the gears and
other services such as GPS tracking facilities for which they are charged separately. Ciel
provides constant support for the workforce and solve all issues related to the working
community, reducing the administrative pain to the company. The Ma Foi Analytics comes into
play in satisfying the gears that the contract workers need. The contract is usually made for a
project or a term of mostly 24 months.

Staffing Process:

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Pooling:
The pooling service in Ciel is in inception level. It is an e-marketplace that pools
resources on bench and makes them available for short projects for companies. The talent
seekers can get to use the experienced talents and pay as they use. The talent givers can get to
utilize the bench better. It is more like freelancing and people can register their skills and their
familiar projects in which they can work for. If the company is need of a similar project to be get
done, they will approach the pool service provider and the right talents for their projects.

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BUSINESS DEVELOPMENT OF CIEL HR:

Prelude:

Sourcing of clients is the biggest challenge the company is suffering from. The business
development project takes the challenge and pour in clients with need in various positions, while
choosing a client, we should ensure that whether the client could afford the compensation terms
with the agency. The benefit that the client gets when given the recruitment project to the
company is that the candidates that we are producing to the client for final interviewed are well
chosen, handpicked from millions of profiles that the company comes across. Thus, it is a
mutually beneficial one to join hands with the Ciel HR for recruitment process.

Industry Vertical:

As discussed earlier, the Chennai branch of Ciel HR is specialized in Automobile and

Auto parts manufacturing industry as the HR experts in the company are having hands-on
experience on the respective field. Apart from that, BFSL, FMCG, Construction, Entertainment
and Education industries are also concentrated. There are five SIPCOT zones in the south west
Chennai, near Sriperumbudur and two zones in North West Chennai near Gummidipoondi.
These are the zones where one could find around 1000 automotive companies from multinational
to rational level they may not be aware of the Ciel HR brand and its long legacy Ma Foi groups.

Executive Contact:

A list of companies was made that counts around 300 in number, concentrated mostly on
the automotive sector. Companies from other industry verticals were also chosen. The company
signed a contract with the Naukri giant to get access to the large pool of candidates who have
applied for jobs. An Application Tracking System (ATS) is developed by the Analytics team
from the Ma Foi group to access and store the resume easily and effectively. Options to shortlist
according to the client needs can also be done using it. The executive people or decision-making

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people from the HR department of the company names are listed out. Their professional career
path can be visualized by using their LinkedIn profile.

By providing different keywords based on their professional career path, we can get the
resume of the executive from the portal Proper filters and keywords should be used to get the
proper list of presence of the expected profile. The Naukri database may provide the confirmed
or not confirmed contact number and a mail id of the Executive. The database is updated by the
collected details.

Apart from the ATS, there are many other ways that we can find the contact details of the
executive person. One such thing is Lusha. Lusha gives free 5 credits per month with which we
can find contact details of the LinkedIn profile we chose for a company at rate of one contact per
credit. Lusha works well on some profiles and in some, it goes wrong providing either wrong
contact details or no details at all

Database Management:

The contact details of the Executive people we have found so far is recorded in a
spreadsheet. We mostly use Google spreadsheets for recording as it is a perfectly synchronized
shareable sheet, which enables us to work on the same spreadsheet from different screens. We
will record all the details of the conversation that we have made with the client to have a track on
the company for future reference.

PITCHING:

Introduction:

Patching is the next grandiose thing that turns the whole scene upside down in business
development. Convincing a client in accepting the services and pricing model is a challenging
thing and it needs basic pitch to start up with.

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Elevator Pitch:

The below given list is what we must talk to the client while pitching in. We should have a
personal connect with the client. We can ask whether they can remember us as we have spoken
to them last evening or something like that and should ask only if it happened earlier. If you can
get some time to extend the conversation even deeper, we can hear some industrial difficulties
that they are sharing with you.

Check identity:

Good morning sir/mam. Am I talking to (name)?

Self intro:

This is (bharath) from Ciel HR services, a subsidiary of Ma Foi foundation. Is it

appropriate time to talk to you?

Company intro:

Hope you know ma Foi group!? Ma Foi foundation is a 23-year-old recruitment company
started by Mr. K.P.R. we have pan India coverage with over 46 offices in 23 cities which include
the entire tier I and tier 2 cities of India.

USP:

To talk about our unique selling proposition, we have a well experienced team of HR
people with over 10 to 12 years of industrial exposure. And our strong technology driven
recruitment technique distinguishes our performance over other competitor agencies. And, our
service is so good that we filter the CVs and give you less option in selecting the final
candidates. Of that, we could assure that you will select more than 40% of the produced profiles.

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Apart from this, the way we produce the profile to your desk shows our uniqueness in the
market. The profile we submit contains a three-page report about the candidate that we make
with the help of our HR experts.

Services provided:

We are providing both permanent hiring and flexible staffing services. We do have lots of
clients more than 750 in various industry verticals and they are well satisfied with our service,

Fix appointment:

So, could you please spare us some time for a meeting in person, coming (Monday) or

(Tuesday), so that we could give you a good presentation about our service and your benefits

In getting our service.

Questions/replies:

1. How did you get my number?

We have a huge repository of executive contacts (and as you know Mr. K.P.R. has a wide
range of contacts)

2. I am Busy Right Now.

So, when will be the right to call you? (Can I call you back (tomorrow by 11.00 a.m.?) Or
(by 3.00 p.m.?))

3. Are you still under Randstad?

No, in 2012, Mr. K.P.R. exited the HR business with Randstad and started Ciel HR with
his wife, Mrs. Latha Rajan in August 2015. All other services are still under the name of Ma Foi.

4. What is your pricing mode!!

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 The pricing is based on the depth of service that is needed to be done.

5. Will it be costlier?

Let us have a talk on it.

6. is your presence available overseas?

Yes, in Dubai and Uganda. Soon we are starting in the US.

7. I am not responsible for this

Can I get the contact details of the (person in-charge)?

8. I already told that there is no vacancy

You asked me to call back next week.

9. We are already working with another vendor

(Talk about USP)

10. I am not in Chennai

Is it possible to get the contact details of the HR Head?

Key clients of CIEL:

We can talk about our key clients while pitching in. The list of the key clients that we are
putting in should be relevant to the target company.

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 Industry Vertical Client Name

Automobile Daimler, TAFE, Scania, MAN, Mitsubishi, Bombardier, Essar

IT Flipkart, Amazon

Manufacturing Saint-Gobain, Essar O JSW

Courier DFL

Health care/Pharma Ranbaxy, Care, KMCH, Cauvery. Dr. Reddy's, Omega Healthcare,
Abbott, GSK, Amrutanjan

Finance Mahindra Home Finance, Standard Chartered, BNP Paribas, TVS

Credit, Yes Bank, IFMR, Royal Sundaram, Toyota Financial
Services, TATA AIA Life, Varam, Federal Bank, Lakshmi Vilas

Retail cafe coffee day, Chai Point, VKC, Metro, Jockey, Scott, Chissic
Polo, Marico, Priya, TT, Schmitten, Dhathri, Fine organics, AMI,
Bio-tech

Entertainment Wonderla

service JLL, Airtel, Everwood

ANALYSIS OF CIEL HR'S CLIENT BASE:

Data Collection:

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 The agreements signed so far by Ciel HR were digitalized recording distinctive features
of the agreement separately in a spreadsheet. With the help of analytics tools like Excel and
SPSS, we produced a clear detailed nature of the client base of the Ciel HR branch in Chennai
Brief analysis of Ciel HR's client base.

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COMPANY AIM:

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Business Growth and Transformation:
Businesses today are striving to survive in the much-cluttered competitive digital
space. The ever-changing customer preferences and market structures add to the stagnation of
small and medium businesses. Our small business consulting panel aims at helping these
businesses penetrate the mainstream market and help them grow their profits by leaps and
bounds.
Our business growth and transformation services solely focus on revamping their
business strategies after neck-deep research about the market structure and the likes of their
target audience. We have industry experts who take up each project based on their expertise and
utilize their knowledge and years of experience to help create a sustainable and skyrocketing
business.

People and Culture:

A mismanaged and unhappy workforce can lead a business towards destruction. Even
with impeccable talent onboard, companies fail to create a long-lasting profitable business,
simply because people do not stick to them for long losing

Legal and Compliance Service:

Legal and compliance literacy is most important to run a business. Not having enough
awareness about the same is the most common reason why many businesses end up in a legal
crisis that could have been avoided. This disrupts the business and also tarnishes the brand image
among the stakeholders.
Our team of legal and compliance experts helps businesses like these with the rightful
resources and guidance that keep all the unwanted complications at bay. We ensure that our
experts give out advice that suits the nature of your business. Our legal and compliance services
free up your business from routine legal and compliance matters while you drive your business
forward without any legal roadblocks and unwanted compliance challenges.

Industries We Serve:
We work in partnership with our clients towards achieving the common business goal.
Therefore, we have a pool of experts who have years of experience in helping businesses get
steady from scratch. Over the years, we have had clients from various business verticals across
the globe. Our impeccable services have made us one of the best business management
consulting firms in India.
In particular, we are proficient in handling business consulting services for the following
industries:

 Banking and Financial Institution

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  Manufacturing
 IT Services and Technology
 Automotive
 Agri and Allied
 Beauty and wellness
 Food and Food Processing
 Public sector
 Transport and Logistics
 Not for profit organization

Location We Serve:
We manage our global clients through the offices located at:

 Chennai
 Mumbai
 Pune
 Hyderabad
 Bangalore
 Gurgaon
 Baroda
 Kolkata

LEADERS:
 K Pandiarajan (KPR) is the Founder of Ma Foi (KPR holds a Masters in Business
Administration (PM&IR) from Xavier Labor Relations Institute (XLRI), and a B.E. (Hons.)
degree in Engineering).
 HEMALATHARAJAN
Latha is a co-founder of Ma Foi and Director at Ma Foi Strategic Consultants Pvt.

 Aditya Narayan Mishra

Director & Group CEO

 SanthoshNair
Director & Group COO

VISION:

31
 To become most valued and credible business consulting house.

MISSION:

Deliver tangible and sustainable results for clients by combining our expertise with client
insights and our experience. We maintain high levels of professional rigour all through an
assignment right from the discovery to the final bits of delivery.

32
 CHAPTER 3
CONCEPTS AND THEORETICAL BACKGROUND

33
INTRODUCTION:
Meaning:
Customer satisfaction is defined as a measurement that determines how happy customers
are with a company’s products, services, and capabilities. Customer satisfaction information,
including surveys and ratings, can help a company determine how to best improve or changes its
products and services. An organization’s main focus must be to satisfy its customers. This
applies to industrial firms, retail and wholesale businesses, government bodies, service
companies, nonprofit organizations, and every subgroup within an organization.

Definition:
Philip Kotler defines customer satisfaction as a ‘person’s feeling of pleasure or
disappointment, which resulted from comparing a product’s perceived performance or outcome
against his/her expectations’. Although kotler uses abstract terms like pleasure and
disappointment, the definition is by no means ambiguous.

Customer satisfaction = f (perceived performance, buyer’s expectations)

Here, customer satisfaction is a function of perceived performance and expectations. Perceived
performance is the consumer’s belief about the product or service experience. Buyer’s
expectations, on the other hand, are influenced by:

 Performance of the product in the recent past

 Word of mouth, recommendations or testimonials
 Reviews
 What competitors say about the product or service
 What its own marketers promise.

34
Importance of Customer Satisfaction:

 Reduces customer churn:

In today’s capitalistic world, there are always new and existing competitors to be aware
of. This is important because your customers will always have somewhere else to buy similar
products or services. According to these customer retention statistics, 66% of B2B customers
stopped buying after a bad customer service experience and 52% of B2C customers did this
same. Ensuring your customer service team is going above and beyond the competition to keep
CSAT scores up is crucial to reducing customer churn. 

Boosts customer loyalty and recurring revenue:

Existing customers spend an average of 31% more and are 50% more likely to try new
products compared to new customers. Higher customer loyalty is also an indicator of customer
satisfaction levels. Happy customers will continue to make repeat purchases (or keep their
subscriptions), ultimately boosting your bottom line. Customer satisfaction is one of the top ways
you can measure potential repeat purchases and loss risks. When customers are satisfied with
your products or services, they stick around and spend more.

 Improves efficiency and productivity:

Evaluating your CSAT and other customer service KPIs will help you determine where
your agents can improve to make customers happier. Satisfied customers mean you’ll spend less
time fixing problems and more time getting work done.  For example, if your agent’s resolve rate
has decreased, you may discover they need more training to resolve tickets faster. The
information you learn from these numbers can help you make processes more efficient, thus
improving agents’ productivity. It can be as easy as asking your agents what they find most
difficult, tedious, or what causes bottlenecks in the process to guide you to fixes that ultimately
improve your CSAT scores and overall revenue.

35
 Increases employee satisfaction:
When your team is happy, they’re much more likely to provide great customer service
than when they’re frustrated. Learning and implementing what your agents need to be more
productive makes the entire process smoother for everyone involved. Removing any barriers to
your agents’ tasks creates a better flow of work and a more clear way for you as a leader to
identify what’s working and what’s not. This ultimately leads to a better CSAT score when your
agents can resolve issues quickly. It also boosts morale in your team. Especially when 55% of
customer service agents in a recent survey say that a supportive work environment is the most
important thing they need to do their job well.

Encourages brand advocacy:

Customer satisfaction and loyalty are important for brand advocacy. Whether you want
them to or not, customers talk about their experiences with your company. But unhappy
customers tell 15 people on average about their bad experience. Extrapolate that by your number
of customers and that’s a lot of bad press. Conversely, Sales force found that 72% of satisfied
customers share their positive experiences with others and 92% of consumers trust
recommendations from people they know. Improving your CSAT scores means your happy
customers will talk about their good experiences with their friends and family, ultimately leading
to more business for your company.

 Helps you stand out from the competition:

In some cases, it can be extremely difficult for customers who are trying to get help to
find the right person or to get a hold of a human at all. This frustration for customers creates a
very poor experience and a decrease in customer satisfaction and loyalty. That’s why positive
CSAT scores are important to stay competitive. Being more accessible to your customers is an
excellent way to create benefits for your customers as well as your company. While other
companies are difficult to reach, you can be the standout by offering an Omni channel customer
service experience. For example, having a live chat option, being responsive on social media,
and/or a human simply to answer the phones.

36
Provides up selling and cross-selling opportunities:
Think back to the last time you made a purchase and it was exactly what you needed.
Were satisfied with the customer service experience. Positive customer satisfaction leads people
to return to your company for another purchase. This provides salespeople with more
opportunities to cross-sell complementary products or upgraded services to increase sales
revenue. The customer will be more likely to buy because they’re already happy with the product
and customer service.

Benefits other departments:

Your agents are the front line for your current customers. They are the people who speak
to customers — happy or not — to identify their needs. You have the ability to take the feedback
you receive from these customers and share it with other departments.
For example, if you work together with the marketing department, you can help them better
understand the pain points of the customers to inform marketing campaigns. This way they can
create marketing messaging that explains how your product or service solves potential or
existing customers’ problems. You can also tell the sales team what people tend to complain
about after they’ve purchased so they can preemptively reduce buyer’s remorse.

CUSTOMER SATISFACTION AND DELIGHT:

Customer satisfaction-Is a term frequently used in marketing. It is a measure of how
products and services supplied by a company meet or surpass customer expectation Customer
satisfaction is defined as the number of customers, or percentage of total customers, whose
reported experience with a firm, its products, or its services (ratings) exceeds specified
satisfaction goals. "In a survey of nearly 200 senior marketing managers, 71 percent responded
that they found a customer satisfaction metric very useful in managing and monitoring their
businesses.

37
Purpose of Customer satisfaction:
 Fix it. Improve it, make changes
 Ask customers if they t new product
 Assess progress
 Sell the improved product

A business ideally is continually seeking feedback to improve customer satisfaction

"Customer satisfaction provides a leading indicator of customer purchase intentions and loyalty."
"Customer satisfaction data are among the most frequently collected indicators of market
perceptions. Their principal use is twofold:"

1. "Within organizations, the collection, analysis and dissemination of these data send a
message about the importance of tending to customers and ensuring that they have a positive
experience with the company's goods and services.
2. "Although sales or market share can indicate how well a firm is performing currently.
Satisfaction is perhaps the best indicator of how likely it is that the firm's customers will make
further purchases in the future. Much research has focused on the relationship between customer
satisfaction and retention. Studies indicate that the ramifications of satisfaction are most strongly
realized at the extremes."
On a five-point scale, individuals who rate their satisfaction level as '5' are likely to
become return customers and might even evangelize for the firm (A second important metric
related to satisfaction is willingness to recommend. This metric is defined as "The percentage of
surveyed customers who indicate that they would recommend a brand to friends." When a
customer is satisfied with a product, he or she might recommend it to friends, relatives and
colleagues. This can be a powerful marketing advantage.) Individuals who rate their satisfaction
level as '1, by contrast, are unlikely to return. Further, they can hurt the firm by making negative
comments about it to prospective.

38
CUSTOMER DELIGHT:
Customer delight is surprising a customer by exceeding his/her expectations and thus
creating a positive emotional reaction. This emotional reaction leads to Word of Mouth
Customer Delight directly affects sales and profitability of a company as it helps to distinguish
the company and its products and services from the competition. In the past customer satisfaction
has been seen as a key performance indicator, Customer satisfaction measures the extent to
which the expectations of a customer are met (compared to expectations being exceeded).
However, it has been discovered that mere customer satisfaction does not create brand loyalty
nor does it encourage positive word of mouth. Customer Delight can be created by the product
itself by accompanied standard services and by interaction with people at the front line.
The interaction is the greatest source of opportunities to create delight as it can be
personalized and tailored to the specific needs and wishes of the customer. During contacts with
touch points in the company, more than just customer service can be delivered. The person at the
front line can surprise by showing a sincere personal interest in the customer, offer small
attentions that might please or find a solution specific to particular needs. Those front line
employees are able to develop a relationship between the customer and the brand. Elements in
creating motivated staff are: recruiting the right people, motivating them continuously and
leading them in a clear way.

The 7 P's of Services:

The first four elements in the services marketing mix are the same as those in the
traditional marketing mix. However, given the unique nature of services, the implications of
these are slightly different in case of services

PRODUCT:
In case of services, the product is intangible, heterogeneous and perishable. Moreover, its
production and consumption are inseparable. Hence, there is scope for customizing the offering
as per customer requirements and the actual customer encounter therefore assumes particular
significance. However, too much customization would compromise the standard delivery of the
service and adversely affect its quality. Hence particular care has to be taken in designing the
service offering

39
PRICING:
Pricing of services is tougher than pricing of goods. While the litter can be priced easily
by taking into account the raw material costs, in case of services attendant costs - such as labor
and overhead costs also need to be factored in. The final price for the service is then arrived at by
including a mark up for an adequate profit margin.

PLACE:
Since service delivery is concurrent with its production and cannot be stored or
transported, the location of the service product assumes importance. Service providers have to
give special thought to where the service would be provided. Thus, a fine dine restaurant is better
Located in a busy, upscale market as against on the outskirts of a city. Similarly, a holiday resort
is better situated in the countryside away from the rush and noise of a city.

PROMOTION:
Since a service offering can be easily replicated promotion becomes crucial in
differentiating a service offering in the mind of the customer. Thus, service providers offering
identical services such as airlines or banks and insurance companies invest heavily in advertising
their services. This is crucial in attracting customers in a segment where the services providers
have nearly identical offerings The final three elements of the services marketing mix people,
process and physical evidence - are unique to the marketing of services.

PEOPLE
People are a defining factor in a service delivery process, since a service is inseparable
from the person providing. Thus, a restaurant is known as much for its food as for the service
provided by its staff. The same is true of banks and department stores. Consequently, customer
service training for staff has become a top priority for many organizations today.

40
PROCESS
The process of service delivery is crucial since it ensures that the same standard of
service is repeatedly delivered to the customers. Therefore, most companies have a service
blueprint which provides the details of the service delivery process, offend going down to even
defining the service script and the greeting phrases to be used by the service staff,

PHYSICAL EVIDENCE:
Since services are intangible in nature, most service providers strive to incorporate
certain tangible elements into their offering to enhance customer experience. Many hair salons
invest in comfortable and stylish sitting areas with magazines and phish sofas for patrons to read
and relax while they wait. Similarly, many restaurants invest heavily in their interior design and
decorations to offer a tangible and unique experience to their guests.

THEORIES OF CUSTOMER SATISFACTION:

 Dissonance Theory
 Contrast Theory
 Comparison Level Theory
 Value Percept Theory
 Attribution Theory
 Equity Theory
 Evaluative Congruity Theory

 Dissonance Theory:
Dissonance Theory (also known as dissonance reduction theory) is a term used in
psychology that refers to the mental stress experienced by someone who simultaneously holds
two or more contradictory beliefs, ideas, or values. In other words, they find themselves in
conflict. It also suggests that a person who expected a high-value product and received a low-
value product would recognize the disparity and experience cognitive dissonance. That is, the
disconfirmed expectations create a state of dissonance or psychological discomfort. 

41
 Dissonance Theory can explain our present experience of cognitive dissonance when a
customer experiences the physical manifestation of a company’s brand promise but does not
receive the level of customer service he or she expected. For example, you purchase an
expensive pair of headphones from a well-known brand. You take them home and find that the
headphones are defective. When you contact the customer service department about this
problem, your call is routed to a voice mailbox where you’re told to leave a message and will be
contacted within 24 hours. You never receive a call back so you call again several times over the
next several days.

 Contrast Theory:
It is another well-known theory of customer satisfaction. Contrast Theory suggests the
opposite of the Dissonance Theory. According to this theory, when actual product performance
falls short of the consumer’s expectations about the product, the contrast between the expectation
and outcome will cause the consumer to exaggerate the disparity. It implies that the negative
impact of actual product performance on customer satisfaction is greater than the positive impact
of higher performance over lower performance. Contrast Theory states that, when the
expectation of a product is high and the actual product performance is perceived to be low, the
consumer will exaggerate the difference between the expectation and the outcome. Contrast
theory proposes that we do not judge qualities on the basis of absolute standards, but rather on
the basis of how they compare with other qualities.

Comparison Level Theory:

According to the HLT, satisfaction is not the evaluation of a product or service after it has
been consumed. Instead, it is the comparison level, or the degree to which a product or service is
better than any of the other options that are available in the market.  The theory suggests that
consumers set a comparison level in their minds with respect to several aspects while they begin
evaluating a product or service. These aspects include:
 The price at which the product was purchased
 The expectations pertaining to quality

42
  The expectations pertaining to performance

 The expectations pertaining to features and functionalities of the product

 The comparison level set by an individual’s peers, family members, and friends
 The comparison level was set by all other customers who bought the same brand
 The extent to which a product meets or exceeds the comparison level (CL) is the basis of
customer satisfaction.
 The comparison-level theory is a branch of marketing theory that states that consumers
evaluate their level of satisfaction based on an implicit comparison to an internal
standard, rather than the outcome they actually experienced.
 Critics of this theory suggest that it is nuanced and that it is incomplete. One of the main
criticisms made of CLT is that it does not take into account other important determinants
of customer satisfaction, such as relevance and quality (Yi, 1990).

Value Percept Theory:

Value percept is a popular theory on customer satisfaction. This can be seen clearly in
many of the recurrent types of cases, such as cases involving brand switching, cases involving
the failure of trial products, and cases involving the purchase of services. 

A common characteristic in such cases is that consumers base their evaluations on

products, services, and brands that are absent from their initial perceptions. Value-Percept
Disparity theory has also been applied to explain why consumers value some brands, products,
and services over others, even if these other brands, products, and services are more highly
expected (e.g., Westbrook 1992).

The Value-Percept theory explains customer satisfaction by two factors that are central to
customer perception of value – Actual Value (AV) and  Ideal Value (IV). AV is the actual
quality or performance of a product that is perceived by a customer. IV is the “ideal” quality or
performance of a product that a customer expects before purchasing the product. The difference
between AV and IV can be named Perceptual Discrepancy (PD).

43
Attribution Theory:
The Attribution theory has been mostly used in dissatisfaction/ complaining behavior
models than in satisfaction models. According to this theory of the customer satisfaction model,
consumers are regarded as rational processors of the information who seek out reasons to explain
why a purchase outcome, for example, dissatisfaction, has occurred. These reasons may include
the product itself, the service, the price, and even the person who sold the product. Frequently
these reasons are highly cur, related to each other, a state of affairs we refer to as inter-correlated
attributions. In that case, we can use a simpler model that attributes the “blame” to one of these
reasons. The most frequently occurring reason is then called the primary cause.
The attribution theory was developed in the domain of social psychology by Fritz Header,
Darwin Cartwright, and Leonard Bootlick in a publication entitled “The Psychology of
Judgment”. In this publication, the authors pointed out that people are rational in their judgment
processes and that there are conditions under which their judgment is rational. 
These researchers argued that there are three criteria for attribution to be made:
consistency, consensus, and coherence or correspondence.
The consistency criterion includes the notion that when an outcome occurs, people need
to find reasons to account for it.
 
Equity Theory:
Equity theory in customer satisfaction is the idea that individuals require consistency
between what was expected and what was experienced. Consistency between both sides of this
equation is key to providing customers with a positive customer experience. Learning how to
manage expectations and consistently deliver an experience that meets and exceeds them builds
goodwill and trust, which leads to strong customer satisfaction. From my understanding, equity
theory in customer satisfaction applies to any kind of purchase. The buyer has a sense of how the
product or service is going to turn out, with what to expect from the business or brand. 
When that buying decision takes place, the seller needs to make sure that the experience
is consistent with the seller’s promise of what is to be received. If not, then the buyer has been
provided with an uneven or inequitable exchange of money for goods or services. This causes

44
dissatisfaction. When I think of equity theory applied to customer satisfaction, I think of it from a
transactional point of view.
Evaluative Congruity Theory:
Evaluative congruity theory (sometimes abbreviated as EC theory) is a dual-process
model of attitude formation and change. The goal of EC theory is to explain the formation and
change of attitudes, although it has a broader application as well. 
The EC theory posits that attitudes are formed from two different types of evaluations:
“incorporating” evaluations and “social comparison” evaluations. It assumes that incorporating
evaluations are automatically processed whereas social comparison evaluations require
additional effort to process. Evaluative Congruity describes the extent to which a consumer’s
emotions with respect to the evaluative beliefs and attitudes he or she holds about the
consumption experience.
It can be applied to all types of services such as hospitality, retail, leisure, and healthcare.
Evaluative congruity has also been extended to other areas such as organizational behavior,
marketing, and management.

1.2 INDUSTRY PROFILE

HR Consulting
Human resource (HR) consulting, also referred to as human capital advisory or HRM consulting,

Spans advisory and implementation activities related to the management of an organization’s

human capital and the HR function. The scope of services range from overarching work on

45
human capital strategy, to the design and deployment of a compensation & benefits framework,
down to the transformation of the HR function.

HR consulting market:
The market for human resource consulting services is estimated to be worth $31 billion,
representing approximately 10% of the total global consulting market, making it the smallest of
The six main industry segments. During the crisis years, HR consulting was one of the chief
casualties within the recession of the consulting industry – according to analysts, spending on
human resource consulting contracted by 10% or more in mature geographies. Since 2011,
growth levels in the market have been restored and the revenue of HR consulting services has
seen a rise of around $1 billion per year. Annual growth percentages vary between 3.6% and
4.5%, with most recent years showing better performances. In the coming years, spending on HR
consultants is forecasted to continue to grow on the back of large trends in the human capital
domain such as an ageing workforce, continued mismatch on the labor market, the rising impact
of diversity /inclusion and the need to bring employee capacities in line with 21st century skill
sets.

HR consulting services:
The market for human resource consulting services consists of eight main disciplines:
Human Capital Strategy, Compensation & Benefits, Organizational Change, HR Function,
Talent Management, HR Analytics, Learning & Development and HR Technology. Human
capital strategy includes a variety of strategic work in the HR domain, such as defining a
corporate culture, organizational design, setting up a people strategy that supports key pillars in
the business, as well as the design of HR-related strategies in the area of diversity, recruitment
and talent management among others. Compensation & benefits, a segment also known as total
rewards, looks at all aspects of employee compensation and benefits from base and variable pay
to bonus schemes and other secondary benefits across the entire organization – from board level
to employees on the work floor. The discipline also includes pensions / retirement consulting,
and advisory services tied to health and welfare.

Organizational change encompasses the people side of change, aimed at successfully

46
guiding and embedding changes in organizational structure, ways of working, or cultural changes
within an enterprise. Change management stands at the heart of the service area, spanning
advisory expertise to tools and interventions, with leadership alignment, stakeholder

Management, change interventions and cultural management being the main offerings.
Organizational change services can be sold as standalone offerings by consultancies. However,
they are typically bundled into larger functional transformations to safeguard the people side of
change. The HR function area focuses on all activities related to improving the functioning of the
human resource department. Offerings vary from developing and implementing an HR target or
delivery model, to the implementation of HR systems and technologies, or other HR
transformations that boost processes and organizational efficiency.

Talent management encompasses all activities required to recruit, retain and develop
talent, as well as establishing the right structure and processes to ensure that professionals can
perform optimally. Key propositions include strategic workforce planning – the science to
anticipate on present and future human capital needs by matching business goals with HR data –
recruitment & retention, workforce effectiveness and performance management. Through the rise
of data and new technologies, HR analytics has grown into a full-fledged service area within HR
consulting. HR analytics focuses on applying analytic processes to the human capital spectrum,
with the key objective of adding insights and value to HR activities.

The learning & development service line, also referred to as training & development, is
concerned with activities aimed at improving the performance of individuals and groups. The
scope ranges from organizational and competency development across leadership, departments
and functions to support the training and education needs of individuals. Learning &
development also includes the soft side of development, such as coaching and mentoring, as well
as the technological side of training, such as the development and implementation of learning
management systems. Lastly, HR technology is the field that specializes in all systems and tools
used in the HR department, including large ERP modules by SAP, Oracle or Microsoft, and more
niche solutions per functional domain.

47
WORK OF HR CONSULTANTS:
Human resource consultants are generally hired by three types of clients. Firstly, HR
advisors support HR directors and managers of client organizations with improving the
performance of the HR function - examples include implementing an HR business partner
delivery model, redesigning HR processes or implementing a HRIS system. Secondly, HR
consultants are hired by clients – business, HR or works councils – to support broader human
capital issues. This can range from providing HR support on M&A programmers to managing a
cultural transformation or developing a new talent management strategy for critical business
functions. Lastly, HR consultants are typically staffed on large transformations to ensure that the
necessary people and human capital expertise is on board, complementing the traditional 'hard'
functional skills that are already part of the project. In this case, the client is often an internal
consulting department that leads the delivery of the engagement. For example: a Finance
Transformation programmed at a client will be led by the Finance service line, which will
subsequently call upon human capital consultants to lead areas such as leadership alignment,
change management, learning and communication.

48
 CHAPTER 4
DATA ANALYSIS AND INTERPRETATION

49
DATA ANALYSIS AND INTERPRETATIONS OF THE STUDY:

TABLE 4.1: SHOWING THE AGE OF RESPONDANTS:

SR.NO AGE RESPONDANTS

1 18 – 28 24

2 29 – 38 73

3 39 - 49 23

TOTAL 120

SOURCE: Primary data

INTERPRETATION:
TABLE 1 indicates the 73 respondents belong to age group of 29 – 38 and 24
respondents belong to age group of 18 – 28 and 23 respondents belong to age group of 39 –
49.
INTERFACE:
Majority of Respondents are belongs to 29 – 38 age group.

CHART 4.1

50
 RESPONDANTS
80
70
60
50 RESPONDANTS
40
30
20
10
0
18 - 28 29 - 38 39 - 45

TABLE 4. 2: SHOWING THE GENDER RESPONSEES:

SR.NO GENDER RESPONDANTS PECENTAGE

1 MALE 98 81.7

2 FEMALE 22 18.3

TOTAL 120 100

SOURCE: Primary data

INTERPRETATION:

TABLE 2 indicates the 98 respondents are male and 22 respondents are female.
.

CHART 4.2

51
 120

100 98

81.7
80

60

40

22
20 18.3

0
RESPONDANTS PECENTAGE

MALE FEMALE

TABLE 4. 3: Showing the service you find most useful:

SR.NO SERVICES RESPONDANTS PERCENTAGE

1 HIRING 42 35

2 RECRUITMENT PROCESS 50 41.7

3 STAFFING 16 13.3

4 PAYROLL 8 6.7

5 BPO/RPO 4 3.3

TOTAL 120 100

52
 SOURCE: Primary data
INTERPRETATION:
TABLE 3 indicates the 42 respondents are like to prefer hiring and 50
respondents are like to prefer recruitment process and 16 respondents are like to
prefer staffing and 8 respondents are like to prefer payroll and 4 respondents are
like to prefer BPO/RPO.
CHART4.3
60

50

40

30

20

10

0
HIRING RECRUITMENT STAFFING PAYROLL BPO/RPO
PROCESS

TABLE 4. 4: Showing the service provided by the company is upto your expectations:

SR.NO EXPECTATIONS RESPONDANTS PERCENTAGE

1 HIGHLY SATISFIED 68 56.7

2 SATISFIED 35 29.2

3 NEUTRAL 9 7.5

53
 4 DISSATISFIED 5 4.2

5 HIGHLY 3 2.5
DISSATISFIED

TOTAL 120 100

SOURCE: Primary data

INTERPRETATION
TABLE 4 indicates the 68 respondents are highly satisfied and 35 respondents are
satisfied and 9 respondents are neutral and 5 respondents are dissatisfied and 3 respondents
are highly dissatisfied.

CHART 4.4
80
70 68
60 56.7
50
40 35
29.2
30
20
9 7.5
10 5 4.2 3 2.5
0
IED IED AL IED IED
IT SF IT SF UTR IT SF IT SF
A SA NE A A
LYS DI
SS
DISS
GH LY
HI IGH
H

respondants Series2

TABLE 4.5: showing your opinion about the quality of service provided by the
company.

SR.NO EXPECTATIONS RESPONDANTS PERCENTAGE

54
 1 HIGHLY SATISFIED 55 45.8

2 SATISFIED 40 33.3

3 NEUTRAL 16 13.3

4 DISSATISFIED 5 4.2

5 HIGHLY 4 3.3
DISSATISFIED

TOTAL 120 100

SOURCE: Primary data

INTERPRETATION:
TABLE 5 indicates the 55 respondents are highly satisfied and 40 respondents are
satisfied and 16 respondents are neutral and 5 respondents are dissatisfied and 4 respondents
are highly dissatisfied.
.CHART 4.5

RESPONDANTS PERCENTAGE
55
45.8
40
33.3

16
13.3
5 4.2 4 3.3

L
IED IED RA IED IED
IT SF IT SF UT IT SF IT SF
A SA NE A A
LYS DI
SS
DISS
GH LY
HI IGH
H

55
TABLE 4. 6: Showing how likely is you to recommend our service to your friends or
colleagues.

SR.NO EXPECTATIONS RESPONDANTS PERCENTAGE

1 VERY GOOD 66 55

2 GOOD 36 30

3 NEUTRAL 11 9.2

4 BAD 5 4.2

5 VERY BAD 2 1.7

TOTAL 120 100

SOURCE: Primary data

INTERPRETATION:
TABLE 6 indicates the 66 respondents are very good and 36 respondents are good and 11
respondents are neutral and 5 respondents are bad and 2 respondents are very bad.
CHART 4.6

56
 70

60

55
50

40
RESPONDANTS
30 PERCENTAGE
30
20

10
9.2
0 4.2
VERY GOOD GOOD NEUTRAL BAD VERY1.7
BAD

TABLE 4.7: Showing the Company is providing reasonable price for its service.

SR.NO EXPECTATIONS RESPONDANTS PERCENTAGE

1 STRONGLY AGREE 59 49.2

2 AGREE 40 33.3

3 NEUTRAL 12 10

4 DISAGREE 6 5

5 STRONGALY 3 2.5
DISAGREE

TOTAL 120 100

SOURCE: Primary data

57
INTERPRETATION:
TABLE 7 indicates the 59 respondents are strongly agree and 40 respondents are agree
and 12 respondents are neutral and 6 respondents are disagree and 3 respondents are strongly
disagree.
CHART 4.7
70
59
60
49.2
50
40
40
33.3
30

20
12 10
10 6 5 3 2.5
0
STRONGLY AGREE NEUTRAL DISAGREE STRONGALY
AGREE DISAGREE

RESPONDANTS PERCENTAGE

TABLE 4. 8: Showing the company website is providing enough information about

their services.

SR.NO EXPECTATIONS RESPONDANTS PERCENTAGE

1 STRONGLY AGREE 67 55.8

2 AGREE 37 35.8

3 NEUTRAL 9 7.5

4 DISAGREE 2 1.7

58
 5 STRONGALY 5 4.2
DISAGREE

TOTAL 120 100

SOURCE: Primary data

INTERPRETATION:
TABLE 8 indicates the 67 respondents are strongly agree and 37 respondents are agree
and 9 respondents are neutral and 2 respondents are disagree and 5 respondents are strongly
disagree.
CHART 4.8

RESPONDANTS PERCENTAGE

67

55.8

37 35.8

9 7.5
5 4.2
2 1.7
STRONGLY AGREE NEUTRAL DISAGREE STRONGALY
AGREE DISAGREE

TABLE 4. 9 Showing the service over our competitor’s

SR.NO SERVICES RESPONDANTS PERCENTAGE

1 SERVICE QUALITY 61 50.8

2 PRICE 32 26.7

59
 3 TYPES OF 16 13.3
SERVICES

4 RESPONSES OF 11 9.2
THE STAFFS

TOTAL 120 100

SOURCE: Primary data

INTERPRETATION:
TABLE 9 indicates the 61 respondents choose service quality and 32 respondents choose
price and 16 respondents choose types of services and 11 respondents choose responses of
the staffs.
CHART 4.9
70
61
60
50.8
50

40
32
30 26.7

20 16
13.3
11 9.2
10

0
SERVICE QUALITY PRICE TYPES OF SERVICES RESPONSES OF THE
STAFFS

RESPONDANTS PERCENTAGE

TABLE 4. 10 Showing How helpful was the assistance the company’s support team
provided

60
 SR.NO EXPECTATIONS RESPONDANTS PERCENTAGE

1 VERY GOOD 60 50

2 GOOD 42 35

3 NEUTRAL 9 7.5

4 BAD 6 5

5 VERY BAD 3 2.5

TOTAL 120 100

SOURCE: Primary data

INTERPRETATION:
TABLE 10 indicates the 60 respondents are very good and 42 respondents are good and 9
respondents are neutral and 6 respondents are bad and 3 respondents are very bad.
CHART 4.10
70
60
60
50
50
42
40 35
30

20
9 7.5
10 6 5 3 2.5
0
VERY GOOD GOOD NEUTRAL BAD VERY BAD

RESPONDANTS PERCENTAGE

61
TABLE 4. 11 Showing how you came to know about the company.

SR.NO SERVICES RESPONDANTS PERCENTAGE

1 FRIENDS 24 20

2 COLLEGUES 16 13.3

3 SOCIAL MEDIA 56 46.7

4 ADVERTISMENT 24 20

TOTAL 120 100

SOURCE: Primary data

INTERPRETATION:
TABLE 11 indicates the 56 respondents are known by social media and 24 respondents
are known by advertisement and 24 respondents are known by friends and 16 respondents are
known by colleges.

CHART 4.11

62
 60 56

50 46.7

40

30
24 24
20 20
20 16
13.3
10

0
FRIENDS COLLEGUES SOCIAL MEDIA ADVERTISMENT

RESPONDANTS PERCENTAGE

TABLE 4.12 Showing the Are you following the company on social media

SR.NO CRITIREA RESPONDANTS PERCENTAGES

1 YES 86 69.2

2 NO 34 30.8

TOTAL 120 100

SOURCE: Primary data

INTERPRETATION:
TABLE 21 indicates the 86 respondents are choose Yes and 34 respondents are choose
No.

CHART 4.12

63
 100
90 86
80
69.2
70
60
50
40 34
30.8
30
20
10
0
RESPONDANTS PERCENTAGES

YES NO

TABLE 4. 13: Showing how much time did the companies’ support team take to
resolve your issue.

SR.NO EXPECTATIONS RESPONDANTS PERCENTAGE

1 MINUTE 74 61.7

2 HOUR 23 19.2

3 DAY 13 10.8

4 WEEK 9 7.5

5 MONTH 1 0.8

64
 TOTAL 120 100

SOURCE: Primary data

INTERPRETATION:
TABLE 13 indicates the 74 respondents are choose minute and 23 respondents are
choose hour and 13 respondents are choose day and 9 respondents are choose week and 1
respondents are choose month.
CHART 4.13
80 74
70
61.7
60

50

40

30
23
19.2
20
13 10.8 9 7.5
10
1 0.8
0
MINITUE HOUR DAY WEEK MONTH

RESPONDANTS PERCENTAGE

TABLE 4.14: Showing the behavior of service agents’ towards the customer .

SR.NO EXPECTATIONS RESPONDANTS PERCENTAGE

1 HIGHLY SATISFIED 66 55

2 SATISFIED 37 30.8

3 NEUTRAL 12 10

65
 4 DISSATISFIED 2 1.7

5 HIGHLY 3 2.5
DISSATISFIED

TOTAL 120 100

SOURCE: Primary data

INTERPRETATION:
TABLE 14 indicates the 66 respondents are highly satisfied and 37 respondents are
satisfied and 12 respondents are neutral and 2 respondents are dissatisfied and 3 respondents
are highly dissatisfied.
.
CHART 4.14
70 66
60 55
50
40 37
30.8
30
20
12 10
10 3 2.5
2 1.7
0
IED IED AL IED IED
IT SF IT SF UTR IT SF IT SF
A SA NE A A
LYS DI
SS
DISS
GH LY
HI IGH
H

RESPONDANTS PERCENTAGE

TABLE 4.15: showing the customer service staff meets the expectations .

SR.NO EXPECTATIONS RESPONDANTS PERCENTAGE

1 STRONGLY AGREE 65 54.2

66
 2 AGREE 34 28.3

3 NEUTRAL 14 11.7

4 DISAGREE 5 4.2

5 STRONGALY 2 1.7
DISAGREE

TOTAL 120 100

SOURCE: Primary data

INTERPRETATION:
TABLE 7 indicates the 65 respondents are strongly agree and 34 respondents are agree and
14 respondents are neutral and 5 respondents are disagree and 2 respondents are strongly
disagree.

CHART 4.15.

67
 70 65
60
54.2
50

40
34
30 28.3

20
14
11.7
10 5 4.2 2 1.7
0
STRONGLY AGREE NEUTRAL DISAGREE STRONGALY
AGREE DISAGREE

RESPONDANTS PERCENTAGE

The 16 chart showing the Rate of the customer’s opinion about the companies service
provided to the customer as a whole from 1 to 10.

SOURCE: Primary data

INTERPRETATION:
The chart 16 indicates the rating 10 shows 38respondants ,rating 9 shows
22respondants ,rating 8 shows 2respondants ,rating 7 shows 10respondants , rating 6 shows
11respondants , rating 5 shows 8respondants ,rating 4 shows 3respondants , rating 3 shows
7respondants , rating 2 shows 8respondants , rating 1 shows 10respondants.

CHART 4.16

68
 CHI
SQUARE TEST

TABLE 4.17 SHOWING THE SERVICE THAT MOST USEFUL AND EXPECTATIONS
OF SERVICE PROVIDING:
Case Processing Summary

Cases

Valid Missing Total

N Percent N Percent N Percent

The service you find most

useful * The service
120 100.0% 0 0.0% 120 100.0%
provided by the company is
upto your expectations

Count

The service provided by the company is upto your expectations Total

1 2 3 4 5

1 27 15 0 0 0 42

2 6 3 3 4 0 16
The service you find most
3 27 17 3 1 2 50
useful
4 6 0 2 0 0 8

5 2 0 1 0 1 4

69
Total 68 35 9 5 3 120

Chi-Square Tests

Value df Asymp. Sig. (2-

sided)

Pearson Chi-Square 47.729a 16 .000

Likelihood Ratio 41.490 16 .000
Linear-by-Linear Association 3.178 1 .075
N of Valid Cases 120

a. 20 cells (80.0%) have expected count less than 5. The minimum

expected count is .10.

CHART 4.17: Showing the service that most useful and expectations of service providing

70
71
 CHAPTER 5
FINDINGS, SUGGESTIONS AND
CONCLUSION

72
5.1 FINDINGS:

From the percentage analysis table the results revealed are shown below.

 Out of 120 responses 81.7% respondents are Male and 18.3% are Female. In this findings
are male.
 From the result majority of respondents are belongs to age group of 29 – 38.
 From the result majority of respondents 41.7 are like to prefer recruitment process.
 It indicates that majority of respondents 56.7 are highly satisfied with the service
provided by the company.
 It indicates that majority of respondents45.8 are highly satisfied with the opinion about
the quality of service provided by the company.
 Out of 120 respondents 55%respondents are choose very good to recommend our
service to your friends or colleagues.
 From the result majority of 55.8% respondents are strongly agreed the company’s
website is providing enough information about their services.
 From the result majority of 49.2% respondents are strongly agreed The Company is
providing reasonable price for its service.
 It indicates the majority of respondents 50.8% are choose the service quality from The
service over our competitor’s
 Out of 120 respondents 50% are choose the assistance the company’s support team
provided.
 It indicates the 46.7% respondents are known about the company from the social media.
 Out of 120 respondents 69.8% are choose yes for following the company on social
media.
 Out of 120 respondents all the respondents rated the feedback and the majority of
respondents 31.7% are rated 10 rating.

73
5.2 SUGGESTIONS:

 The company should more focus on the advertisement because the company didn’t
known then more in the Industry and among the public also.
 The company should more focus on the services like payroll and BPO/RPO, according to
the data collection only few customers suggest about these services .so, the company may
start to more focus on these services.
 According to the data collection the average of only 70% of customers are give positive
responses but 30% are not satisfied with companies services and the progress so, they
should concentrate more on 30% customers review.
 As per my research and one month project the company should focus only one customer
at a time not more than one. It leading to bad vision among the customers and confusion
among the employees also to which task has to follow.
 According to suggestion the most of the customers given 10 -7 rating in the data
collection but, they should more focus on their mistakes also.

74
5.3 CONCLUSION:

The report shows a detailed view of my project happenings. It was very pleasure, doing
project in Ciel HR. They gave a wholesome experience of how every consultant and staff
in Ciel HR work. I got hand-on experience in face-to-face interviewing, client meetings,
cold calling, convincing clients, and research works as well. As a part of my project. I
have done a minor HR research as per the request of the management and brought in four
clients to the company in my intern period. I have fixed appointments with the clients and
attended the meeting along with my senior consultant. I also proposed many cost-cutting
actions that the company can implement, if found relevant.

I worked for hiring people for a BPO company for one week, as a part of my project.
Through that, I got hands-on experience on networking with people with lower
professional profile. I could find the etiquette difference between people from diverse
professional profiles. I have also made Social media marketing for the recruitment
process, inviting people all around the city to take up the walk-in interview. I also guided
new-coming interns in mapping clients and cold calling. I along with my colleagues went
for various colleges for the access of the student database. Everybody in my project was
so friendly and supportive in every part of my project.

75
BIBLOGRAPHY OF THE STUDY

76
BIBLOGRAPHY OF THE STUDY:

REFRENCE
Web Resources

1. https://en.wikipedia.org/wiki/Ma_Foi_Strategic Consultants

2. http://mafoibusinessconsulting.com/index.php/footprints/

3. https://www.investopedia.com/terms/g/gig-economy.asp

4. http://smallbusiness.chron.com/types-assessments-used-human-
resources-departments-13876.html

5. http://www.who.int/hrh/tools/hrd_instrument.pdf

6. http://open.lib.umn.edu/humanresource management/chapter/11-1-
performance-evaluation-systems//

7. https://personnel.ky.gov/DHRA/EPES-EmpOrientCourse.pdf

8. http://www.ulm.edu/hr/documents/peshandbook.pdf

9. https://shodhganga.inflibnet.ac.in/

77
ANNEXURE

ANNEXURE
78
QUESTIONAIRE:

A STUDY ON CUSTOMER SATISFACTION AT (MA FOI) CIEL HR

SERVICES PVT. LTD IN MADURAI.
1. Name. _______________________.
2. Age
a. 18 to 28
b. 29 to 38
c. 39 to 49

3. Gender
a. Male
b. Female
c. Other

4. The service you find most useful

a. Hiring
b. Recruitment process
c. staffing
d. payroll
e. BPO/RPO

5. The service provided by the company is up to your expectations

a. Highly Satisfied
b. Satisfied
c. Neutral
d. Dissatisfied
e. Highly dissatisfied

6. Your opinion about the quality of service provided by the company

79
 a. Highly satisfied
b. Satisfied
c. Neutral
d. Dissatisfied
e. Highly dissatisfied

7. How likely are you to recommend our service to your friends or colleagues?
a. Very good
b. Good
c. Neutral
d. Bad
e. Very bad

8. The company is providing reasonable price for its service

a. Strongly agree
b. Agree
c. Neutral
d. Disagree
e. Strongly disagree

9. The company website is providing enough information about their services

a. Strongly agree
b. Agree
c. Neutral
d. Disagree
e. Strongly Disagree
10. What made you choose our service over our competitor’s?
a. Service quality
b. Price
c. Types of services
d. Responses of our staffs

11. How helpful was the assistance the company's support team provided
80
 a. Very good
b. Good
c. Neutral
d. Bad
e. Very bad

12. How did you come to know about the company?

a. Friends
b. Collegues
c. Social media
d. Advertisment
e. Other

13. Are you following the company on social media

a. Yes
b. No

14. How much time did the companies' support team take to resolve your issue
a. Minitue
b. Hour
c. Day
d. Week
e. Month

15. The behavior of service agents' towards the customer

a. Highly satisfied
b. Satisfied
c. Neutral
d. Dissatisfied
e. Highly dissatisfied
16. The customer service staff meets the expectations

81
 a. Strongly agree
b. Agree
c. Neutral
d. Disagree
e. Strongly disagree

17. Rate our opinion about the companies service provided to the customer as a whole
from 1 to 10
o 1
o 2
o 3
o 4
o 5
o 6
o 7
o 8
o 9
o 10

82