Summer Internship Report

On

New Hire Analysis

Submitted By -

Amrsha Ghildiyal

Enrollment No –A0500109058

MBA BIOTECH Class of 2009 -2011

In Partial Fullfilment of Award of Master’s

Degree

In Business Administration

To

Amity Institute Of Biotechnology

1
 Amity University Uttar Pradesh

AMITY UNIVERSITY UTTAR PRADESH

AMITY BUSINESS SCHOOL

DECLARATION

I Parijat Sinha, student Masters of Business Administration from

Amity Business School, Amity University Uttar Pradesh hereby
declare that I have completed my Summer Internship on “New
Hire Analysis” as a part of my course requirement.

I further declare that the information presented in this project is

true and original to the best of our knowledge.

Date – 28th June Name – Amrsha

Ghildiyal

2
 Place – Selaqui Course – MBA
BIOTECH 2009-11

AMITY UNIVERSITY UTTAR PRADESH

AMITY INSTITUTE OF BIOTECHNOLOGY

CERTIFICATE

I, Dr. Chandranshu Sinha hereby certify that Parijat Sinha,

student of Masters of Business Administration at Amity Business
School, Amity University Uttar Pradesh has completed Summer
Internship on “New Hire Analysis “under my guidance.

Date – 15th July, 2010

3
 ACKNOWLEDGEMENT

This report on “New Hire Analysis” is entirely based on the

systems and processes at Dell Services at Noida. I have
prepared this report after a thorough analysis of the New Hiring
Process and the complete Life Cycle of a New Hire.

I would like to extend word of thanks to Ms. Ashish Kumar

(Industry Guide) who has continuous helped me to prepare this
report. She has been very flexible and has valued my efforts
and also guided me in the right direction. She has provided me
her valuable experience and the insights to the company.

I am also thankful to all the members of the SYNCOM

HEALTHCARE FAMILY who have helped in our project directly
or indirectly. They have proved to be very essential for us and
their help, support and guidance is highly value.

4
 Amrsha Ghildiyal

MBA Biotech Class of 2009-

2011

A0500109058

Table of Contents
S: No Topic Page No.
1 Time Frame 7
About Syncom Healthcare
2 Introduction 8-10
About the Industry
5 Pharma Industry 11-13
About the Topic
8 Literature Review 14-16
9 Human Capital Management 17-20
10 HCM Suite 20
11 Talent Acquisition 21
12 New Hire Analysis 22
About the Study

5
13 Abstract and Problem Statement 23
14 Objectives and Parameters 24
15 Parameters Re-defined 25-27
16 Family Tree 28

Research Methodology -
17 Research Design
18 Sampling Technique
19 Research Technique
20 Research Instrument
21 Scaling Technique
22 Pilot Study
23 Data Collection
24 Data Analysis
25 Interpretation
26 Analysis Report
27 Questionnaire Mapping
28 Research Design
Data Collection -
29 Data Collection Methodology
30 Step 2 - Online Survey

6
31 Data Representation
32 Step 2 - Direct Interview
33 Data Representation
34 Step 3 - Focus Group Discussion
35 Data Representation
Data Analysis -
36 Using SPSS
37 Analysis and Interpretation
38 Findings of the Study
39 Data Interpretation
40 Conclusion
41 Recommendations
42 References
43 Appendix

Time Frame

“A Road Map of the Study”

Stage Duration Task

Analysing the last year's report on
I 3rd May - 7th May
New Joiner Analysis
Deciding on Abstract, Problem
II 10th May - 14th May
Statement
Deciding on Aims/ Objectives and
III 17th May - 21st May
Parameters
IV 24th May - 29th May Research Methodology - Sample
Size, Technique, Scaling and

7
 Research Instrument

Data Collection - Telephonic

V 31st May - 4th June
Interview
Data Collection - Telephonic
VI 7th June - 11th June
Interview
Data Collection - Focus Group
VII 14th June - 18th June
Discussion

VIII 21st June - 25th June Data Representation and Analysis

IX 28th June - 2nd July Report Preparation and Presentation

INTRODUCTION

Syncom healthcare limited is a pharmaceutical company which

markets and manufactures its own products and also
undertakes contract manufacturing for various multinationals.

The products of the company are sold in OTC, GENERIC and

ETHICAL segments of domestic formulations market. The
Company is selling its formulations under its own brand name
through a nationwide marketing network spread over 26 states

8
through a chain of 50 distributors who in turn sell the goods to
400 appointed stockists and 2,50,000 retailers with help of a
field force of over 400 medical representatives.

With a built up area of more than 28000 Sq.ft it also includes

training cum conference room and recreation zone for the staff
members.

SYNCOM HEALTHCARE LTD. (Indore Office)

Vision & Aspirations

To achieve our Purpose and Mission, we affirm our values of

Integrity, Respect for People, Customer Focus, Community,
Innovation, Teamwork, Performance, Leadership, and Quality.

9
 We demand of ourselves and others the highest ethical standards,
and our products and processes will be of the highest quality.

We recognize that people are the cornerstone of Syncom

Healthcare's success, we value our diversity as a source of
strength, and we are proud of Syncom Healthcare's history of
treating people with respect and dignity.

We are deeply committed to meeting the needs of our customers,

and we constantly focus on customer satisfaction.

We play an active role in making every country and community in

which we operate a better place to live and work, knowing that
the ongoing vitality of our host nations and local communities has
a direct impact on the long-term health of our business.

Innovation is the key to improving health and sustaining Syncom

Healthcare's growth and profitability.

We know that to be a successful company we must work together,

frequently transcending organizational and geographical
boundaries to meet the changing needs of our customers.

We strive for continuous improvement in our performance,

measuring results carefully, and ensuring that integrity and
respect for people are never compromised.

We believe that leaders empower those around them by sharing

knowledge and rewarding outstanding individual effort. Leaders
are those who step forward to achieve difficult goals, envisioning
what needs to happen and motivating others.

Social Commitments

Syncom Healthcare is involved in various projects at local level

and works with NGOs towards developmental activities. We also

10
actively participate in sponsoring education for children and
donate medicines and medical supplies at regular intervals.

Quality Policy

Syncom Healthcare Limited is in the business of Healthcare

since 45 years with the prime objective to mitigate human
ailments. Our relentless quest towards quality, commitment,
excellence and pride is never ending & our success has
continued unabated. All the products manufactured by us are of
highest quality, safe, effective and the manufacturing
operations comply with cGMP standards. The in-built quality of
the products is achieved.

Standard BMR

Best Resources

Effective cGMP

Efficient and trained Personnel

Excellent Product Design

Training Programs

Continuous Improvement

With all these factors, our commitment to quality strengthens

our conviction to provide the very best to mankind. Our march
towards perfection is continuous with the tradition of excellence
in manufacturing different formulations.

We strongly believe that the key factor for success is QUALITY

and we are committed for the same.

11
Pharma Industry

The Indian pharmaceutical industry is a success story providing

employment for millions and ensuring that essential drugs at
affordable prices are available to the vast population of this sub-
continent.”

Richard Gerster

Pharma industry today is in the front rank of India’s science-

based industries with wide ranging capabilities in the complex
field of drug manufacture and technology. A highly organized
sector, the Indian Pharma Industry is estimated to be worth $
4.5 billion, growing at about 8 to 9 percent annually. It ranks
very high in the third world, in terms of technology, quality and
range of medicines manufactured. From simple headache pills
to sophisticated antibiotics and complex cardiac compounds,
almost every type of medicine is made indigenously.

Playing a key role in promoting and sustaining development in

the vital field of medicines, Indian Pharma Industry boasts of
quality producers and many units approved by regulatory
authorities in USA and UK. International companies associated
with this sector have stimulated, assisted and spearheaded this
dynamic development in the past 53 years and helped to put
India on the pharmaceutical map of the world

The Indian Pharmaceutical sector is highly fragmented with

more than 20,000 registered units. It has expanded drastically
in the last two decades. The leading 250 pharmaceutical

12
companies control 70% of the market with market leader
holding nearly 7% of the market share. It is an extremely
fragmented market with severe price competition and
government price control.
The pharmaceutical industry in India meets around 70% of the
country's demand for bulk drugs, drug intermediates,
pharmaceutical formulations, chemicals, tablets, capsules, orals
and injectibles. There are about 250 large units and about 8000
Small Scale Units, which form the core of the pharmaceutical
industry in India

Advantage India
Competent workforce: India has a pool of personnel with high
managerial and technical competence as also skilled workforce.
It has an educated work force and English is commonly used.
Professional services are easily available.

Cost-effective chemical synthesis: Its track record of

development, particularly in the area of improved cost-
beneficial chemical synthesis for various drug molecules is
excellent. It provides a wide variety of bulk drugs and exports
sophisticated bulk drugs.

Legal & Financial Framework: India has a 53 year old

democracy and hence has a solid legal framework and strong
financial markets. There is already an established
international.Industry and business community

Information & Technology: It has a good network of world-

class educational institutions and established strengths in

13
Information Technology.

Globalisation: The country is committed to a free market

economy and globalization. Above all, it has a 70 million middle
class market, which is continuously growing.

Consolidation: For the first time in many years, the

international pharmaceutical industry is finding great
opportunities in India. The process of consolidation, which has
become a generalized phenomenon in the world pharmaceutical
industry, has started taking place in India.

THE GROWTH SCENARIO

India's US$ 3.1 billion pharmaceutical industry is growing at the
rate of 14 percent per year. It is one of the largest and most
advanced among the developing countries.
Over 20,000 registered pharmaceutical manufacturers exist in
the country. The domestic pharmaceuticals industry output is
expected to exceed Rs260 billion in the financial year 2002,
which accounts for merely 1.3% of the global pharmaceutical
sector. Of this, bulk drugs will account for Rs 54 bn (21%) and
formulations, the remaining Rs 210 bn (79%). In financial year
2001, imports were Rs 20 bn while exports were Rs87 bn.

STEPS TO STRENGTHEN THE INDUSTRY

Indian companies need to attain the right product-mix for
sustained future growth. Core competencies will play an
important role in determining the future of many Indian
pharmaceutical companies in the post product-patent regime

14
after 2005. Indian companies, in an effort to consolidate their
position, will have to increasingly look at merger and acquisition
options of either companies or products. This would help them
to offset loss of new product options, improve their R&D efforts
and improve distribution to penetrate markets.

Research and development has always taken the back seat

amongst Indian pharmaceutical companies. In order to stay
competitive in the future, Indian companies will have to refocus
and invest heavily in R&D.

Literature Review

15
A
literature review is a body of text that aims to
review the critical points of current knowledge and
or methodological approaches on a particular topic.
Literature reviews are secondary sources, and as
such, do not report any new or original experimental work.

Most often associated with academic-oriented literature, such

as theses, a literature review usually precedes a research
proposal and results section. Its ultimate goal is to bring the
reader up to date with current literature on a topic and forms
the basis for another goal, such as future research that may be
needed in the area.

A well-structured literature review is characterized by a logical

flow of ideas; current and relevant references with consistent,
appropriate referencing style; proper use of terminology; and
an unbiased and comprehensive view of the previous research
on the topic.

Literature review discusses published information in a particular

subject area, and sometimes information in a particular subject
area within a certain time period.
A literature review can be just a simple summary of the
sources, but it usually has an organizational pattern and
combines both summary and synthesis. A summary is a recap
of the important information of the source, but a synthesis is a
re-organization, or a reshuffling, of that information. It might
give a new interpretation of old material or combine new with
old interpretations. Or it might trace the intellectual progression
of the field, including major debates. And depending on the

16
situation, the literature review may evaluate the sources and
advise the reader on the most pertinent or relevant.

Whereas in this study we are trying to identify, map and

measure the variables that affect the organization development
– favourably or adversely. The researches conducted prior to
this were focused on recession and hence through this study we
want to compare the cause and effects of various parameters –

 During Recession

 Post Recession

During recession each of these defined parameters has a

different impact. People were opting for a job if they were given
job security rather than compensation and profile. All they
wanted is a job, be it in any sector, any profile. Whereas we can
see that post recession people have become more selective in
terms of job. Now they look for compensation, profile and
employee growth. Priorities have changed over the period of
time. People have got flexibility and huge range of choices, this
is because of the large number of offers that they have in hand.

Hence in this study we shall be trying to cover up the aspects

that were not covered in the previous study or they have
changed over the period of time. This would help us to get a
clear and recent picture of the scenario and also tell us the
market trend keeping in mind the expectation of a new hire. The
following aspects will be included in the comparative study –

1. Current IT scenario and the market trend.

2. Number of people finally on board.
3. Various drivers within an organization –
 Attraction

17
  Engagement
 Retention
4. Impact and influence of the following variable on the
hiring process –
 Job Security
 Compensation
 Job Profile
 Employee Growth and Development
 Personal Reasons
 Brand
5. Further sub division of these parameters.
6. The impact of each of these variables on the efficiency of
the organization.
7. Data collection done in three stages so as to verify the
responses and prepare concrete analysis.

Therefore our aim is to conduct this research with the focus

of re-evaluating these parameters in the post recession
scenario. Also to do an in depth analysis on these pre-defined
parameters. This would give us a better and clear picture.
This will help the organization to build strategies for effective
hiring.

18
Human Capital Management

Organizations that fail to invest in their Human Capital and the

next generation work place environment will face erosion of
products and services as well as diminished capacity to
compete globally as a result of growing employee malaise.
Global 2000 Organizations are now focusing more on optimal
resource utilization and productivity. A comprehensive Human
Capital Management (HCM) strategy addresses the
organization’s need to measure accurately measure and
improve

19
Human Capital planning is a systematic process for identifying
the resource pool and its capabilities to meet organization goals
and developing the strategies to meet the requirements to
fulfil those goals. Organization Structure Planning is a
continuous process that ensures that an organization has the
right Human Capital in the right Jobs at the right time and in the
right way.

HCM Planning involves -

• Systematic process that is integrated, methodical, and

ongoing
• Determine the numbers and skills of needed workers and
where and when they
will be needed
• Identify the actions to be taken to attract and retain the
number and types of
workers that the organization needs
• Organizational collaboration
• Educating the staff on the behaviour and attitude towards the
customer

Human capital refers to the stock of competences, knowledge

and personality attributes embodied in the ability to perform
labor so as to produce economic value. Many early economic
theories refer to it simply as workforce, one of three factors of
production, and consider it to be a fungible resource --
homogeneous and easily interchangeable. Other conceptions of
labor dispense with these assumptions.

20
HCM helps enterprising companies by –

 Improve productivity and reduce transaction costs

 Provide secure, anywhere-anytime access to workforce
information
 Accommodate multiple organizations, jobs, positions, and
calendars
 Ensure an accurate, timely payroll while meeting tax
compliance and reporting requirements.

Human capital management system provides the core

capabilities global organizations need to manage their human
resources according to industry best practices and gain visibility
into workforce performance.
HCM includes –

Human Resources—secure role-based and web-based

workforce management, from hiring to retirement.

Benefits Administration—everything you need to manage

multiple progressive benefit plans while ensuring the security
and privacy of health data.

Flexible Spending Accounts—complete in-house tracking and

administration of flexible benefits programs.

Compensation—tools for formulating and driving corporate

pay policies.

Payroll—comprehensive payroll and taxation administration

capabilities.

21
Managing Talent -

One of the major problems faced by many companies in today’s

fast paced market is how to grasp and retain labour that is of
the best caliber. In the highly competitive business
environment, the best talent quickly gets swept up by
employers eager to strengthen the quality and efficacy of their
workers. That’s why it is important for a company to stay on
track by utilizing the best talent management programs
available.

Indeed, a successful venture will place a high priority on the

organization of labour pools and the effective regulation of
human capital resources. Not only will the company pick up the
right people to work for it, but also it will engender a sense of
loyalt among its employee.

The Costs of Human Resources Management-

In a company with thousands of employees, it is easy to lose

track of the processing costs for, say, a single time off request.
But losing track doesn’t mean the cost just goes away, and
many business leaders would be appalled to find out how much
money is chipped off their bottom line every time a simple
employee transaction – like a request for time off – goes
through. Even worse yet is that this type of cost (averaging
nearly a hundred dollars per request in large corporate settings)
is practically a negligible sum when all of the other human
resources related costs are added up.

22
How to integrate HR Technology within an HCM
environment

Increasingly today, businesses are seeing the benefits of

automating their systems of human capital management. By
rethinking their HR software, they are finding their Human
Capital Management systems are already light years beyond
what they were in the decades prior to the Internet. Yet there
continues to be many companies lost in the archaic and
mistake-prone system of maintaining HR processes that are lack
automation.

The days when a company can get by without integrating HCM

technology are long past. Due to competition generated by the
increased efficiencies of the companies plugged into HCM
technology, those who are not yet “on-line” find that their
revenues are being eaten up by the same costs that their
competitors are reinvesting to achieve an edge on their
particular markets. Find out how your company can integrate
HR management software for increased productivity in the
workforce.

Maximizing Human Resource Management

In a corporate world wrought with scandal and threatened on all

sides by an often times uncertain economy, employers are
compelled more than ever to make sure that they are getting all
that they can from their workforce. Adding to the urgency of the
problem is the fact that the optimization of a workforce is a far
from simple procedure.

Human Capital Management Suite

23
24
Talent Acquisition

“People are not your most valuable asset ... the RIGHT
people are”

AND

“To attract the RIGHT people we need to offer them a

unique Employee Value Proposition”

In the talent management universe, the new employee

orientation and mainstreaming process is known as “employee
onboarding.” Keeping in mind that you never get a second
chance to make a first impression, your business should make
absolutely sure that new hires feel welcomed, valued, and
prepared for what lies ahead during your new employee
orientation or onboarding process.

The new onboarding process consisted of a series of learning

and on-the-job training activities delivered over a four month

25
period. The activities break down into the following major
categories:

 Manager-facilitated Training
 Instructor-led Training
 Self-Study
 Job Shadowing
 Manager Coaching

Talent is considered one of the most critical aspect for any

resource. As it is well said that, organizations dont hire people,
they hire talent. An effeient resource will always have the below
set of soft skills –

A – Attitude
S – Skill
K – Knowledge

Therefore any organization would ensure that they acquire the

“best among best”.

New Hire Analysis

This is a field of research where we would be analyzing the most

significant part of - “Life Cycle of an Employee”. We would
be focussing our research on the New Hire Process. This would
give us great insights about the process and also identify the

26
most critical factors based on which a person joins a particular
organization.

The new hire analysis is a subset of Human Capital Management

and is one of the most critical to organizations these days. The
hiring process is very exhaustive and aims to pick out the most
desired candidate among the lot. Companies are doing a lot of
research on how to invite deserving candidates. Such resources
can turn out to be critical for the business. Hence the primary
objective of the entire hiring process is to – “Find the Right
Person for the Right Job”.

The highly trained and specialised resources of the organization

are collectively known as the “Talent Pool” and companies are
ready to walk to extra mile to retain such people in business.
Hence we can see that its very important to hire the right
person on the job and in our study we would be analyzing the
factors which –

1. People look for, in a Company.

2. Company looks for, in a Candidate.

Human
Capital
Manageme
nt

Talent Talent
Talent Talent Retention
Developmen
Acquisition Management
t

ABSTRACT

27
Acquiring skilled and competent talent has always been the key
role of the Talent Acquisition team in any organization. This
aspect is a very minute function under the umbrella of Human
Capital Management. This can be explained as below –

1. Human Capital Management

2. Talent Acquisition
3. New Hire On boarding

The onboarding process is a very complex and critical process

as this is the first stage when the new hire is stepping into the
organization. Every workplace comes with its own set of rules
and regulations, benefits and bonuses, nuances and traditions.

Hence it is very important for an organization to quantify the

impact of people who join and who don’t join. The latter could
become a matter of concern if it goes unchecked. In this study
we would be identifying the key factors which influence a
person to join an organization, quantify its impact and then
relate it to the Organization Enhancement.

PROBLEM STATEMENT

“To acquire competent and skilled workforce – quickly

and efficiently”

With the growing need to hiring skilled and trained workforce,

companies are facing a lot of financial crisis. They invest a huge
amount of money into – selecting, short listing, interviewing,
training and making them ready for proficiency. Therefore it
becomes very critical for an organization to adopt a cost
effective hiring methodology.

28
This study would focus on streamlining the process, critically
analyse the process and help improve employee onboarding
process across the enterprise – and unleash the potential for
higher profits. A cost effective process would not only ensure
higher profits but also acquiring the best of talent pool at
reasonable cost.

Aim and Objective of the Study

1. To analyse the complete hiring process adopted at Dell.

2. To identify key factors that people look for in an organization

before they join.

3. To quantify the impact of these factors on the Organizational

Development.

4. To find out the factors why people quit organizations,

mapping these factors into

reasons why people join organization.

5. To compare the hiring scenario, pre and post acquisition

process at Dell.

Parameters for our Research

Dependent Variable

 Number of people on board

Independent Variable

29
  Job Security

 Employee Growth and Development

 Job Profile

 Brand

 Compensation

 Personal Reasons

Parameters Re-defined

1. Job Security - Assurance an employee has about the

continuity of gainful employment for his or her work life. Job
security usually arises from the terms of the contract of
employment, collective bargaining agreement, or labour
legislation that prevents arbitrary termination, layoffs, and
lockouts. Job security is the probability that an individual will
keep his or her job; a job with a high level of job security is such
that a person with the job would have a small chance of
becoming unemployed.

Factors affecting Job Security –

 Financial Stability
 Future Certainity

30
2. Employee Growth and Development– This could
be explained in terms of opportunities provided to an employee
for his expansion in personal and professional front. Growth
opportunity is defined as the opportunity to invest in profitable
projects. Opportunities for growth and development help
employees expand their knowledge, skills and abilities, and
apply the competencies they have gained to new situations. The
opportunity to gain new skills and experiences can increase
employee motivation and job satisfaction and help workers
more effectively manage job stress. By providing opportunities
for growth and development, organizations can improve the
quality of their employees’ work experience and realize the
benefits of developing workers to their full potential.

Factors affecting Employee Growth and Development –

 Training and Development

 Equal Employment Opportunities
 Career Development
 Advancement Opportunities

3. Job Profile - Job profile is the gist of information about the

job for which there is a vacancy. The skills and competencies
required for carrying out that job, the challenges and
deliverables of the job and Key Performance Indicators
thereto will be mentioned in the job profile. A job description is a
list of the general tasks, or functions, and responsibilities of a
position.

Typically, it also includes to whom the position reports,

specifications such as the qualifications needed by the person in

31
the job, salary range for the position, etc. The analysis looks at
the areas of knowledge and skills needed by the job. Note that a
role is the set of responsibilities or expected results associated
with a job. A job usually includes several roles. The job
description might be broadened to form a person specification.

Factors Affecting Job Profile –

 Tasks
 Duties
 Responsibilities

4. Brand - Brand management is the application of marketing

techniques to a specific product, product line, or brand. It seeks
to increase a product's perceived value to the customer and
thereby increase brand franchise and brand equity. Corporate
branding can result in significant economies of scope since one
advertising campaign can be used for several products. It also
facilitates new product acceptance because potential buyers are
already familiar with the name.

Companies devote huge budgets to brand products and services

externally however; the value of internal branding with
employees and other internal constituents is a huge factor in
businees.
Company branding is key to reputation management and
building a brand begins on the inside, boosting employee
satisfaction and productivity with internal communications.

Factors affecting Brand–

32
  Internal/ in – house Branding – Employee Satisfaction,
Engagement, Loyalty
 External Branding – Customer Perception, Loyalty,
Awareness

5. Compensation - Remuneration, such as a wage or salary

to pay people for their work. Compensation is a systematic
approach to providing monetary value to employees in
exchange for work performed. Compensation provided to
employees can direct in the form of monetary benefits and/or
indirect in the form of non-monetary benefits known as perks,
time off, etc.
Compensation does not include only salary but it is the sum
total of all rewards and allowances provided to the employees in
return for their services. If the compensation offered is
effectively managed, it contributes to high organizational
productivity. Compensation is a key factor in attracting and
keeping the best employees and ensuring that organization has
the competitive edge in an increasingly competitive world.

Factors affecting Compensation –

 Salary and Wages

 Benefits
 Allowances

6. Personal Reasons – These could be defined as the

reasons that vary with individuals and an organization can not
cater to individual needs and preferences. Company adopts a
policy that is in sync with the organizational development
keeping in mind the consensus. Personal reasons are the

33
factors that are beyond the control limits of the organization.
Such reasons generally relate to the personal life of an
employee. Hence we can see that personal reasons are private
issues and concerns of a person which affect his joining an
organization.
Factors affecting Personal Reasons are –
Location – Distance and Commutation
Family

FAMILY TREE

34
Number of People
on Board

Job Security

Financial Stability Future Certainity

Employee Growth and Development

On Site
Training and Career Opportunities
Development Development

Job Profile

Task Duties Responsibilities

Brand

Internal External

Compensation

Salary and Wages Benefits Allowances

Personal Reasons

Location Family

Research Methodology –

35
Research can be termed as a voyage of discovery, movement
from unknown to known. An attitude, an experience, a method
of critical thinking. Its an art of scientific thinking, moreover its a
systematic approach to define a problem and reach to a
problem solving state. An effective research has following
components –

1. Research Design – Design is the structure of any

scientific work. It gives direction and approach to research. We
can have either Quantitative or Qualitative Research. Here we
would be conducting a Quantitative Research.

36
2. Sampling Technique – Refers to selection of an
unbiased or random subset of individual observations within the
population. Sampling technique could be Probability or Non
Probability Sampling. Under Probability Sampling Technique we
would deploy Stratified Sampling as we would be targeting
people from different levels in an organization.

37
3. Research Technique – Research technique is defined
as the framework which will be adopted in order to carry out the
research. There are two types of techniques available –
Exploratory and Conclusive. Here we would be adopting the
Conclusive Research Technique as the problem has been
identified and now we would be concluding its impact on the
Organization Development.

38
4. Research Instrument – Instrument is referred as the
process indicator which would measure our objectives. Here we
would be using a set of questionnaire which would comprise of a
set of 10 questions.

5. Scaling Technique – Scaling is a method of

transforming attributes (qualitative) into variables
(quantitative). The various scales available are – Comparative
and Non Comparative. We would be designing our instrument

39
in such a way that it has an effective mix and blend of both of
these scales.

6. Pilot Study – Testing the study before Launching. It is the

preliminary analysis before we conduct the complete and
exhaustive research. Pilot study is conducted to check the
feasibility of the study and identify the potential flaws that
might be encountered during the research. It can reveal
deficiencies in the design and technique which might be crucial
in the implementation stage. Hence it is called a preventive
measure which might identify major loop holes in our study.

7. Data Collection – This technique allows us to

systematically collect information about our subjects of study.
Data can we collected via – Primary Data and Secondary
Data Collection methods. Here in our study we would be
collecting data directly from the respondents as well as the data

40
collected previously. Therefore the method would be Primary
and Secondary.

8. Data Analysis – It is the process of Inspecting,

Cleaning, Transforming and Modelling data with the goal of
highlighting useful information, suggesting conclusions and
eventually support decision making. Here we would be using the
analytical software SPSS, which would help us to analyse the
data in terms of – Correlation, Regression, Reliability and
Validity.

41
9. Interpretation of Results – This step would help us to
relate the data analysis scores to our study. This step would
help us to interpret the statistical finding to our research. It’s a
stage where our research objectives are mapped to the
research findings.

42
10. Analysis Report – This is the final stage in a research
study which summarises the finding and also provides
recommendations in terms of making the process more
effective and efficient. This report would provide a more
concrete judgement and provide a better and clear picture of
the research topic, explain in quantifiable terms and provide a
final outcome.

Questionnaire Mapping –

S:No Question Parameter

Important reasons for joining
Syncom Services -
 Job Security
 Growth and Development Reasons for
1
 Job Profile Choosing Syncom
 Brand
 Compensation
 Personal Reasons
According to me, Job Security is
related with –
 Consistent return in terms

2 of money Job Security

 Assurity in terms of
employment
 Both of them
 None, please specify
3 By employee Growth and Employee Growth
Development , I mean – and Development
 Learning and Development
 Career Growth
 Onsite Opportunities

43
  All of them
 Other, please specify
My decision to join Syncom
healthcare is influenced by -
 The feedback from
employees within the
4 organization Brand
 Company’s image in the
market
 Both
 Others, please specify
Provided with equally good offers,
I would take the decision
5 considering- Personal Reasons
 Family Constraint
 Location Constraint

 None
 Other, please specify
The Channel I have been hired
through –
 Referral
6  Consultancy Source
 Walk In
 Web Portal
 Other, please specify

7 Please rate the following reasons, Reasons for

for leaving your previous Leaving
organization -

44
  Excessive Work Pressure
 Lack of Rewards &
Recognition
 Poor Work Culture
 Immediate Manager/
Leadership
 Compensation
 Growth Stagnation
Offers in hand at the time of
leaving the previous organization.
 0
8  1 No of offers
 2
 3
 More than 3
Did you receive counter offer

9 from the previous organization? Counter Offer

 Yes
 No
In what terms is the present offer
at Dell Services is better than the Comparison of
10
counter offer from previous Offers
organization

45
Research Design
This research study understands the mind set of the people who
want to join an organization. This study aims to identify and
measure concrete parameters for a new hire.

This the most important aspect of the research where in we

have collected the primary data from the respondents through –

Step 1 - Online Survey

Step 2 - Direct Interview

Step 3 - Focus Group Discussion

A descriptive research design was adopted in this study to

analyze the perception of the new hire in an organization. The
research went under a systematic process of finding out the
potential positive factors that support new hire analysis in these
organizations.

By analyzing the responses achieved through questionnaires.

Sampling Technique – Non Probability Sampling

Sample Size – 250 Employees

46
Research Tools and Techniques – The research tool
taken into consideration for this study is a structured
questionnaire that has been designed carefully to minimise the
ambiguity and generate the responses from the executives and
technical labour employees. This questionnaire aims at studying
the factors contributing to the new hire analysis.This
questionnaire contains the following dimensions –

1. Job Security

2. Job Profile

3. Compensation

4. Employee Growth and Development

5. Brand

6. Personal Reasons

Scaling Technique – A Likert and Ranking scale is used in

this study have been used to give us a much clear picture. In
likert scale, the respondents are required to indicate a degree of
agreement or disagreement with each of the series of
statements about the factors undertaken. Whereas in the
Ranking Scale the respondents are asked to rate the variables
of the study in the order of their preference.

Data collection has been primary and all the information

thereby collected has been analyzed using Non Parametric
Tests.

47
Data Collection

Data collection is considered the most important aspect of

Research.

Step 1 – Online Survey

Step 2 – Direct Interview/ Telephonic Round
Step 3 – Focus Group Discussion

Step 1 – Survey Questionnaire

Online Survey - Is a set of 10 questions which are designed

online using the application Google Docs. These questions were
a combination of Ranking and Likert scale questions. The online
survey is designed and sent across to all the respondents and
the survey was available for 2 weeks. This survey would help us

48
to form a much bigger picture on why people switch over
organizations. The questions were designed in such a way that
it would broadly categorize the parameters and gives us an
insight about the psychology of a new hire.

Data Collection

Phase I
Outcome of Phase I -

 Employee Growth and

Online Survey Development is the main reason
for joining an organization.

 Job Profile is the second most

Overview of the important criteria.
Parameters as
understood by the Brand is the Scaling Technique –
new Hire A Likert and Ranking scale is used in
this study have been used to give us a
much clear picture. In likert scale, the

Output of
Phase I

Step 2 – Direct Interview

Direct Interview – Is the second phase of data collection

where we wanted to gather some in depth information about
why people chose the parameters from our research. This was
done over the phone and we interviewed them at a suitable
time where in they gave us some more insights about their
viewpoints. This step proved to be very crucial because –

1. The information gathered here was very exhaustive

2. Response rate was 250 out of 317 i.e. 80%
3. Got information that was not covered in the Online Survey

49
Direct interview was a phone call of approx 5 min where the
interviewer asked certain predefined questions and wanted to
seek information as to why they chose a particular parameter.
Also this Output
step was helpful in collating the general feedback/
from
concerns Phase
of a new
I hire.

Data Collection Outcome of Phase II -

Phase II  AS Vertical (87%) has the majority of

the new hires in the company.

 Majority of the new hires (51%) are

Direct Interview from 2 – 4 years of experience.

 Majority of the sample size (58%) are

Further in-depth from the Bangalore site
analysis of why a
person chose
those
parameters

Output of
Phase II

Step 3 – Focus Group Discussion

Focus Group Discussion – Is the third and final step in data

collection. Here we have collected the information from the
respondents and have formed groups based on their
preferences. People from Noida and Bangalore location were
short listed for focus group discussion. People with the same
preferences were clubbed together so as they can give us some

50
more insight about the parameters. The same parameter might
mean different things to different individuals and hence the sole
motive of conducting the Focus Group Discussion was to reach
to consensus among the group.

Groups were formed from various strata of the company i.e. we

had people from various levels and various locations. This would
help us to incorporate a more detailed picture of the
parameters. We played role of the moderators and consolidated
the inputs from the people within the group. After the discussion
we formed the Tipping Point of the discussion and established
Output the results from Phase I, II and III.
the link between
from
Phase II

Data Collection Outcome of Phase III -

Phase III  Adaptation of the effective training
programs could lead to better
Employee Growth.
Focus Group
Discussion  Job Rotation and more on – site
opportunities are important for better
Consensus of the
Profile.
People with similar
preferences  Internal and External image of the
company would lead to better brand
building.

Consolidate
d outcome
of Phase I,
II& III

Establishing Links Between Phase I, II & III

51
 Online Interview Results from
Online
Phase I Interview

Direct Interview Results from

Direct
Phase II
Interview

Focus Group
Results from
Discussion
Focus Group
Phase III Discussion

Linking all these results

to get a concrete
inference which would
help us to quantify the
variables of the study

Relevance of Three Phases of Data Collection –

52
In this step we can correlate the results from Phase I, II and III.
Through these steps of data collection we have measured
various levels of the parameters of the study. Below are the key
finding of these steps –

Step I – Online Questionnaire

 Employee Growth and Development is the main reason for

joining an organization.

 Job Profile is the second most important criteria.

 Brand is the third most important criteria for joining an

organization.

Step II – Direct Interview

 AS Vertical (87%) has the majority of the new hires in the

company.

 Majority of the new hires (51%) are from 2 – 4 years of

experience.

 Majority of the sample size (58%) are from the Bangalore

site.

Step III – Focus Group Discussion

 Adaptation of the effective training programs could lead to

better Employee Growth.

 Job Rotation and more on – site opportunities are

important for better Profile.

 Internal and External image of the company would lead to

better brand building.

53
This means that overall the majority of the new hires are having
the experience of 2 -4 years and for them Employee Growth
and Development is the most important factor. Among the two
verticals at Dell Services, AS Vertical employes majority of the
new hires. The company should ensure that regular trainings
and development programs are provided to the employees.
Frequent rotation of jobs and job re – engineering would help to
add new dimensions to the current jon and thereby increasing
the motivation of the employees.

Step 1 – Survey Questionnaire

The second stage of the data collection was through the survey
questionnaire. This survey was designed in such a way that it
gives a short and precise feedback of the employee.
Questionnaire has the following features –

 Web based questionnaire

 Easy to interpret and easy to understand
 Followed KISS – Keep It Short & Simple
 Set of 10 questions, objective in nature
 Combination of Likert and Nominal Scaling Techniques

Following are the guidelines for an effective

questionnaire –

1. A good questionnaire should engage the respondent from the

start. Technically, the quality of data depends entirely on
respondent engagement and interest in the subject matter.
Boredom, irrelevance, and questioning that are outside their
frame of reference are likely to lead to poor data.

54
2. In addition, justice should be done to the knowledge and
agenda of the respondent. Researchers should consider how the
respondent would feel not only at the start of the interview, but
during it, and when they have finished. How will they react - will
they be willing to help - the next time they are asked to take
part in a research project?

3. There are occasions on which the research design requires

the precise purpose of the research to be disguised. In such
cases, the introduction need not explain the precise objectives
of the research, but must honestly explain the broad subject
matter.

4. The subject of the interview should be described as precisely

as possible and be compatible with the objectives of the study.
If any sensitive data is to be collected this must be made clear
to the respondent at the time when co-operation is sought.

5. The objectives of a research project do not give the

researcher a right to intrude on
privacy or abandon normal respect for an individual’s values.
This means that sensitive questioning/subjects must be
particularly carefully handled. These could be those that are –
 Sensitive to everyone because of the subject matter
 Sensitive to a particular individual because of that
individual’s past history, although it could be
difficult to know this in advance.

55
6. Four major issues are known to impact negatively on both
quality of data collected and respondents’ attitude towards
research. These are –

 Excessively lengthy questionnaires

 Repetitive questioning.
 Insufficient opportunity for respondents to have their say

7. Lengthy interviews can impact on response rates and hence

representation of the sample. Repetitive questions can
negatively affect the respondent’s willingness to be interviewed
in the future and hence adversely affect future response rates.

8. Respondents should feel that justice has been done to their

knowledge within the
confines of the questionnaire or subject matter. This may
involve compromise on the
part of the researcher.

9. It should also be acknowledged that for the majority of

respondents some subjects (holidays or cars for example) are
likely to be of more interest than others (household appliances
or financial services for example). Researchers should take
account of this and make particular efforts when dealing with
more problematic topics.

10. A questionnaire designed for one interview methodology

may need to be amended to be effective in another channel.
However, researchers should be aware that it may also lead to
different answers across channels if adequate care is not taken.

56
Online Survey Results

1. Important reasons for joining Syncom

healthcare - Job Security

Options No %
Strongly 18 21
Agree %
45 52
Agree %
20 23
Neutral %
Disagree 2 2%
Strongly 1 1%
Disagree

2. Important reasons for joining Syncom

healthcare - Growth and Development

Options No %
Strongly 37 43%
Agree
Agree 43 49%
Neutral 6 7%
Disagree 0 0%
Strongly 0 0%
Disagree

57
3. Important reasons for joining Syncom
healthcare - Job Profile

Options No %
Strongly 28 32
Agree %
46 53
Agree %
12 14
Neutral %
Disagree 0 0%
Strongly 0 0%
Disagree
4. Important reasons for
joining Syncom healthcare - Brand

Options No %
Strongly 43 49
Agree %
38 44
Agree %
Neutral 4 5%
Disagree 0 0%
Strongly 1 1%
5. Important reasons for
Disagree
joining Syncom healthcare –
Compensation

58
 Options No %
Strongly 13 15
Agree %
52 60
Agree %
18 21
Neutral %
Disagree 3 3%
Strongly 0 0%
Disagree

6. Important reasons for joining Syncom

healthcare - Personal Reasons

59
 Options No %
Strongly 11 13
Agree %
28 33
Agree %
24 28
Neutral %
18 21
Disagree %
Strongly 5 6%
Disagree

7. According to me, job security is concerned

with –

60
 Options No %
Consistent
return in
1 1%
terms of
money
Assurity in
terms of 22 25%
employment
Both of
62 71%
them
Others 2 2%

8. By employee growth and development I mean

–

Options No %
Learning
and
8 9%
Developmen
t
Career
Developmen 15 17%
9. Important reasons for t
Onsite
leaving your previous
Opportunitie 1 1%
organization - Excessive
s
Work Pressure – All of them 62 72%
Other 0 0%

61
 Options No %
Most 1 1%
Important
Important 13 15%
Don't Know 10 11%
Not so 36 41%
Important
Not at all 26 30%
Important

10. Important reasons for leaving your previous

organization - Lack of recognition –

62
 Options No %
Most 9 10%
Important
Important 19 22%
Don't Know 12 14%
Not so 23 26%
Important
Not at all 23 26%
Important

11. Important reasons for leaving your previous

organization - Poor work culture –

63
 Options No %
Most 8 9%
Important
Important 22 25%
Don't Know 10 11%
Not so 23 26%
Important
Not at all 23 26%
Important

12. Important reasons for leaving your previous

organization - Immediate Manager/ Leadership –

64
 Options No %
Most 8 9%
Important
Important 22 25%
Don't Know 10 11%
Not so 23 26%
Important
Not at all 23 26%
Important

13. Important reasons for leaving your previous

organization – Compensation –

65
 Options No %
Most 18 21%
Important
Important 49 56%
Don't Know 3 3%
Not so 7 8%
Important
Not at all 9 10%
Important

14. Important reasons for leaving your previous

organization - Growth Stagnation –

66
 Options No %
Most 33 38%
Important
Important 46 53%
Don't Know 1 1%
Not so 2 2%
Important
Not at all 4 5%
Important

15. My decision to join Syncom healthcare is

influenced by –

Options No %
The
feedback
from
33 38%
employees
within the
organization
Company’s 53%
image in the 46
67
market
Both of 1 1%
Them
Other 2 2%
16. Provided with equally good offers, I would
take the decision considering –

Options No %
Family 15 17%
Constraint
Location 17 20%
Constraint
Both of 49 56%
Them
Other 6 7%

68
17. I have come through –

Options No %
Referral 29 33%
Consultancy 14 16%
Walk-In 12 14%
Web Portal 23 26%
Others 9 10%

18. Offers received from other organizations, while

leaving the previous organization –

Options No %
0 9 10%
1 24 28%
2 30 34%
3 9 10%
>3 15 17%

69
19. Did you receive counter offer from the
previous organization?

Options No %
Yes 47 54%
No 40 46%

20. Gender Distribution –

70
 Options No %
Male 71 82%
Female 16 18%

21. Number of daily responses –

Start May
Date 22nd
End June
Date 13th

71
Step 2 – Direct Interview

The first stage involved interviewing all the new recruits in the
company. These interviews were conducted either by calling the
respondent directly and seeking information. If the respondent
was not available at that time, we took an appointment and
called them at the time suitable for them. Such round of
telephonic conversation was aimed at seeking an insight about
the organization. This interaction would give us a detailed
feedback about the people and processes within the system.

Since questionnaire can not be very elaborate, we used direct

interview as a primary mode of collecting data. Talking to the
respondent directly we can gather a lot of information that can
not be collected otherwise. While interviewing people, we had
prepared an outline on what kind of questions we shall ask.
Moreover other questions were dependent on the response of
the interviewee.

Interviews are particularly useful for getting the story behind a

participant’s experience. The interviewer can pursue in-depth
information about the topic. They are far more personal form of
research than questionnaires. In personal interview, the
interviewer works directly with the respondent unlike the mail
surveys, the interviewer has the opportunity to probe or ask in
depth questions.

72
 We got a database of 474 new hires from Jan 2010 – May
2010. We divided this database into two parts –

 Information that we had

 Information that we had to collect

Data We Had Data We Wanted to Collect

Name Domain Expertise
Ecode H/RH
Date of Offer Previous Organization
Date of Joining Duration
Present Location Reasons for Choosing Dell
Permanent Location % Hike
Vertical Source
Project Name Referral Name
Skill Rate the Parameters
Band Reasons for Leaving an Org
T. Exp Other Comments
Exp. Required
Email Address
Contact

Apart from this, the main focus of our study was to understand –
 Why people leave organization
 Why people choose Dell Services

Guidelines for conducting an Interview –

73
  Choose a setting with little distraction. Avoid loud lights or
noises, ensure the interviewee is comfortable.
 Explain the purpose of the interview.
 Address terms of confidentiality.
 Explain the format of the interview.

 Explain the type of interview you are conducting and its

nature.
 Indicate how long the interview usually takes.

 Tell them how to get in touch with you later if they want
to.
 Ask them if they have any questions before you both get
started with the interview.
 Don't count on your memory to recall their answers. Ask
for permission to record the interview or take notes.

Types of Topics in Questions –

During an interview we can ask six kinds of questions. One can
ask questions about -

1. Behaviours - about what a person has done or is doing

2. Opinions/values - about what a person thinks about a
topic
3. Feelings - note that respondents sometimes respond with
"I think ..." so be careful to note that you're looking for
feelings
4. Knowledge - to get facts about a topic
5. Sensory - about what people have seen, touched, heard,
tasted or smelled
6. Background/demographics - standard background
questions, such as age, education, etc.

74
Sequence of Questions -

1. Get the respondents involved in the interview as soon as

possible.
2. Before asking about controversial matters (such as
feelings and conclusions), first ask about some facts. With
this approach, respondents can more easily engage in the
interview before warming up to more personal matters.
3. Intersperse fact-based questions throughout the interview
to avoid long lists of fact-based questions, which tends to
leave respondents disengaged.
4. Ask questions about the present before questions about
the past or future. It's usually easier for them to talk about
the present and then work into the past or future.
5. The last questions might be to allow respondents to
provide any other information they prefer to add and their
impressions of the interview.

Wording of Questions

1. Wording should be open-ended. Respondents should be

able to choose their own terms when answering questions.
2. Questions should be as neutral as possible. Avoid wording
that might influence answers, e.g., evocative, judgmental
wording.
3. Questions should be asked one at a time.
4. Questions should be worded clearly. This includes knowing
any terms particular to the program or the respondents'
culture.
5. Be careful asking "why" questions. This type of question
infers a cause-effect relationship that may not truly exist.
These questions may also cause respondents to feel
defensive, e.g., that they have to justify their response,

75
 which may inhibit their responses to this and future
questions.

Conducting Interview -

1. Occasionally verify the tape recorder (if used) is working.

2. Ask one question at a time.
3. Attempt to remain as neutral as possible. That is, don't
show strong emotional reactions to their responses.
4. Encourage responses with occasional nods of the head,
"uh huh"s, etc.
5. Be careful about the appearance when note taking. That
is, if you jump to take a note, it may appear as if you're
surprised or very pleased about an answer, which may
influence answers to future questions.
6. Provide transition between major topics, e.g., "we've been
talking about (some topic) and now I'd like to move on to
(another topic)."
7. Don't lose control of the interview. This can occur when
respondents stray to another topic, take so long to answer
a question that times begins to run out, or even begin
asking questions to the interviewer.

Interview Questions –

Direct Interview was conducted post the online survey. This

interview was scheduled to gather the ranking of the
parameters. Apart from the other information gathered, below
are the list of questions that were asked to the respondents –
Rank the following parameters in the order of their preference
on a scale of 1 – 6 (1 being the most important and 6 being
least important).

76
1. Job Security
2. Employee Growth and Development
3. Compensation
4. Brand
5. Job Profile
6. Personal Reasons
Following is the break up of the sample size
used in our study –

Telephonic Interview
Total Population 474
Not Interested 42
Number does not exist 37
Switched Off 44
People who Quit 34
Actual Sample Size 317

Total Sample Size 317

Total People Responded 250
Not Responded 67

No Response 43
Off Site 24
Total 67

77
Graphical Representation of the Sample –

Bar Diagram

PIE CHARTS

78
 Vertical Wise Distribution –

Bar Diagram
Pie Chart

79
 TOTAL EXPERIENCE WISE
DISTRIBUTION

Bar Diagram Pie Chart

80
Feedback or concern

Bar Diagram Pie Chart

81
82
Step 3 – Focus Group Discussion

A focus group is a form of qualitative research in which a group

of people are asked about their perceptions, opinions, beliefs
and attitudes towards a product, service, concept,
advertisement, idea, or packaging. Questions are asked in an
interactive group setting where participants are free to talk with
other group members.

The purpose of focus group discussions is to gain knowledge

about a particular topic or need by interviewing a group of
people directly affected by the issue. Focus group data can be
used to collect information for many purposes, such as
conducting a needs assessment or evaluating a program.

In a focus group discussion, people from similar backgrounds or

experiences are brought together to discuss a specific topic of
interest to the investigator.
Homogeneous samples are preferred because mixing age/
gender groups may inhibit some people, especially women,
from expressing their views.

Procedure -
 Identify suitable discussion participants and invite a small
group to a meeting at an agreed place and time. The ideal
number of participants is six to eight.

83
  Be mentally prepared for the session; you will need to
remain alert to be able to observe, listen, and keep the
discussion on track for a period of one to two hours.
 Make sure you arrive at the agreed place before the
participants, and be ready to greet them.
 Maintain a neutral attitude and appearance, and do not
start talking about the topic of interest before the official
opening of the group discussion.
 Begin by introducing yourself and your team and ask
participants to introduce themselves.
 Explain clearly that the purpose of the discussion is to find
out what people think about the practices or activities
depicted by the pictures. Tell them that you are not
looking for any right or wrong answer but that you want to
learn what each participant's views are. It must be made
clear to all participants that their views will be valued.
 Bring the discussion to a close when you feel the topic has
been exhausted, and do not let the group discussion
degenerate into smaller discussions.
 Be sincere in expressing your thanks to the participants
for their contributions.

Purpose -
 To get in depth information on the parameters of the
study.
 To explore meanings of survey findings that cannot be
explained statistically.
 To understand the common psyche of people regarding a
specific parameter.
 To understand the needs and expectations of the people
as a customer.

84
  To reach to a common consensus to a variable that they
chose.

Approach Followed –

We had 117 new associates that we had selected for Focus

Group Discussion. All of these employees were covered by the
Telephonic Interview Round and Survey Questionnaire. This was
the concluding part of the Data Collection where we would be
taking some inputs from the employee regarding his
preferences.

We formed 6 groups according to the six parameters of our

research and clubbed these 117 employees under these groups.
The main idea behind conducting Focus Group Discussion was
to get the responses from whole of the group on a common
topic of concern. Also this GD aims at concluding a concrete
point which will be agreed by the whole group.

This discussion was arranged so that we can cover up certain

points that could not be covered through Telephonic Interview
and Online Survey.

Following are the Group Details and their

Inputs

85
 Group 1 – Brand

Date 15th June 2010

Venue Selaqui, tower 1
Sample Size 5
Time 11 - 11:30 am

Participants Band % Hike Location

Ashish Sanwal C1 40 Selaqui
Harish Moyal B2 50 Selaqui
Medha Gupta B2 60 Selaqui
N. Akbar Basha C1 60 Selaqui
Niranjan Das C1 50 Selaqui

Transcriptions -

 For them Brand means - Image of the company.

 Couple of them did not have choice of offers and that’s
why they joined Syncom.
 Considering offers from the equally good companies, they
would select on the basis of Profile.
 In terms of conflict between internal and external
branding - most of them agreed to take their own decision
based on their opinion even if their friends don’t agree to
it.
 Group also raised the concern regarding Transport and
Cafeteria as they play an important role in creating a
brand image.
 Most of them got 30% hike in their salary, but despite of
the same %hike, they chose Syncom over other org.
because of the brand.
 According to them, brand is formed by awareness at the
local and international level.

86
  All of them had this perception that if its a good brand, it
would pay substantially.

Theme -

For this group, Brand is the most decisive factor keeping

other things constant.
Internal and External Branding play an important role in
establishing the Image of the Product.

87
 Group 2 – Compensation

Date 17th June 2010

Tele
Venue Conference
Sample Size 8
Time 2:30 - 3 pm

Participants Location Band % Hike

Bhaskar Sati C Selaqui B2 100
Deepak Newar Selaqui C1 50
Jyoti Kalesh Thakur Selaqui C1 35
Nippun Punj Selaqui B1 40
Gargi Singh Selaqui B2 50
Kavita Sikka Selaqui B2 30
Manohar Ronda
Reddy Selaqui B2 45
Sreejith Moothedath Selaqui B2 25

Transcriptions -

 For them Compensation means - The percentage of take

home and other fringe benefits like Food Coupons.
 Compensation is the most vital among all the reasons that
motivate a person to join an organization.
 Most of them agreed compensation clubbed with location
affects the joining decision.
 They expect the organization to be fair and transparent in
terms of appraisal.

88
  However all of them agreed that the compensation they
got at Syncom is at par with the industry standards.
 Various allowances and benefits provided by the
organization help an employee to save tax as well.
 Insurance policies and other saving schemes make the
compensation a 'complete and attractive' package.
 Reimbursements as per the band level is also satisfactory.

Theme -

For this group, compensation primarily means take

home, although the other additional benefits help save
tax. A more attractive pay package and better
components of the Compensation can attract more
employees.

89
 Group 3 – Employee Growth &
Development

Date 15th June 2010

Venue Tower 1, LH3
Sample Size 6
Time 2:30 - 3 pm

Participants Band % Hike Location

Atul Srivastava B2 40 Selaqui
Biswa Prakash Rath B2 20 Selaqui
Dhiraj Kumar Mishra C1 45 Selaqui
Geetika Gandhi B2 30 Selaqui
Krishna M Agarwal B2 30 Selaqui
Suresh Konka B2 30 Selaqui

Transcriptions -

 For them EGD means - Training programs, specialized

domain activities and technological advancements.

90
  Brand does not matter provided good growth and
development opportunities.
 Incase of budget constraint, companies can provide in
house trainings.
 Career advancement can be related to DAP - Degree
Assistance Program.
 Trainings provided by the SME can be more effective.
 Most of them link onsite opportunities to EGD.
 Recreation and Work Life Balance plays an important role
in the employee growth.

Theme -

For this group, EGD can be achieved through deploying

more effective training programs and adaptation to the
latest technological advancement. Adaptation of the new
trends in the market will give the company a
Competitive Advantage.

91
 Group 4 – Job Profile

Date 16th June 2010

Selaqui, tower
Venue 1
Sample Size 6
Time 11 - 11:30 am

Participants Band % Hike Location

Pramod Dutt Pant D1 35 Selaqui
Salil Goel B1 30 Selaqui
Saurabh Kaushik C1 22 Selaqui
Saurabh Rohilla B1 15 – 20 Selaqui

92
Umair Ahmed
Farooqui C1 15 - 20 Selaqui
Vijay Mahawar B2 40 Selaqui

Transcriptions -

 For them Job Profile means - good projects as per their

specialization.
 Most of them agreed that profile has a direct impact on
employee satisfaction.
 Along with the productive tasks, support of team mates
enhances the performance. This group believes that
duties pertain to accomplishment of certain tasks,
meeting deadlines and following norms.
 Responsibilities for them means, fulfilling the expectation.
 Job profile is important for employee engagement as well
and shape their career path in long run.
 Working on the same profile for too long leads to
stagnation.

Theme -

For this group, Profile means day to day processing and

is very critical aspect for employee satisfaction and
retention. Providing frequent opportunities for Job
Change and picking up projects of your choice would
induce more motivation for a person to join the
organization.

93
Group 5 – Job Security

Date 17th June 2010

Venue Tele Conference
Sample Size 11

94
 Time 3:30 - 4 pm

Participants Location Band % Hike

Anupam Srivastava Selaqui B1 30
Deependra Mishra Selaqui B2 25
Kuldeep Singh Selaqui B1 40
Mrinal Saxena Selaqui B2 27
Harsha Venkatarama
Hedge Selaqui B2 38
Kalyan Kumar Reddy P Selaqui B1 45
Krishnaiah Gothala Selaqui C1 10
Riyas Ibrahimkutty AK Selaqui B2 30
Sam Deepak AL Selaqui B2 60
Venkatesh G.S. Selaqui C1 100
Vikram Sahadev Ram Selaqui B2 50

Transcriptions -

 For them Job Security means - Consistent rate of return in

terms of money and employement opportunities.
 Job security refers to the stability in the employment and
place within an organization.
 This group beleieves that job security is dependent on
economy.
 In times of recesssion a person would compromise on all
other factors as he just needs a job.
 In times of expansion and growth, people have more
offers in hand and thereby they feel more secure.
 Security can have a direct impact on employee
satisfaction and retention.
 Jobs in PSU's are considered secure than the private
sectors, although we need to take risk for growth and
development.

Theme -

95
For this group, secure jobs would directly influence the
employee's well being. An employee would prefer to
settle down for less compensation if the employer
provides him Job Security.

Group 6 – Personal Reasons

96
 16th June
Date 2010
Selaqui,
Venue tower 1
Sample Size 6
Time 2:30 - 3 PM

Participants Band % Hike Location

Dhirendra Kumar B1 60 Selaqui
Kapil Mohan
Gupta B2 65 Selaqui
Mansi Nanchahal B1 45 Selaqui
Seemaa Singh B1 40 Selaqui
Surjeet Thakur D1 0 Selaqui
Vimlesh Kumar C1 37 Selaqui

Transcriptions -

 For them Personal Reasons means - Distance and Family

issues.
 Relocating from different states is a little difficult due to
the change in culture and habits.
 Some of them left their previous organization due to long
commutation time.
 For women work life balance after marriage was more
important as compared to men.
 Few members of the group also mentioned that the work
environment can have effects to the health of an
employee.

Theme -

For this group, commutation time should be less as it

impacts the personal space of an employee. Family has

97
been a major concern for working women. Companies
which provide accomodation of transportation service is
preferred by a new hire.

Analysis on the parameters of our

Research

Distribution of total respondents based on Job

Security

Job Security
Cumulati
Order of Frequen
Percent ve
Preference cy
Percent
1 40 16.0 16.0
2 54 21.6 37.6
3 44 17.6 55.2
4 50 20.0 75.2
Valid 5 54 21.6 96.8
6 8 3.2 100.0
Tota 250 100.0
l

98
Inference –

The frequency table gives the distribution of our total sample

size based on the parameter – Job Security. This specifies how
the respondents would rate Job Security in their order of
preference (1 – 6). The graph depicts the total number of
respondents and their percentage alongwith their preference.
Distribution of total respondents based on
Employee Growth and Development -

Employee Growth Development

Order of Freque Perce Cumulativ
Preference ncy nt e Percent
1 72 28.8 28.8
2 61 24.4 53.2
3 42 16.8 70.0
4 37 14.8 84.8
Valid 5 32 12.8 97.6
6 6 2.4 100.0
Tota 250 100.0
l

99
Inference –
The frequency table gives the distribution of our total sample
size based on the parameter – Employee Growth and
Development. This specifies how the respondents would rate
Employee Growth and Development in their order of preference
(1 – 6). The graph depicts the total number of respondents and
their percentage alongwith their preference.
Distribution of total respondents based on Job
profile

Job Profile
Cumulati
Order of Frequen Percen
ve
Preference cy t
Percent
1 50 20.0 20.0
2 59 23.6 43.6
3 47 18.8 62.4
Valid 4 52 20.8 83.2
5 33 13.2 96.4
6 9 3.6 100.0
Total 250 100.0

100
Inference –

The frequency table gives the distribution of our total sample

size based on the parameter – Job Profile. This specifies how
the respondents would rate Job Profile in their order of
preference (1 – 6). The graph depicts the total number of
respondents and their percentage alongwith their preference.
Distribution of total respondents based on Brand

Brand
Order of Frequenc Percen Cumulativ
Preference y t e Percent
1 42 16.8 16.8
2 46 18.4 35.2
3 58 23.2 58.4
Valid 4 64 25.6 84.0
5 36 14.4 98.4
6 4 1.6 100.0
Total 250 100.0

101
Inference –
The frequency table gives the distribution of our total sample
size based on the parameter – Brand. This specifies how the
respondents would rate Brand in their order of preference (1 –
6). The graph depicts the total number of respondents and their
percentage alongwith their preference.
Distribution of total respondents based on
Compensation -

Compensation
Cumulati
Freque Perce
ve
ncy nt
Percent
1 11 4.4 4.4
2 40 16.0 20.4
3 68 27.2 47.6
Vali 4 53 21.2 68.8
d 5 67 26.8 95.6
6 11 4.4 100.0
Tota 250 100.0
l

102
Inference –
The frequency table gives the distribution of our total sample
size based on the parameter – Compensation. This specifies
how the respondents would rate Compensation in their order of
preference (1 – 6). The graph depicts the total number of
respondents and their percentage alongwith their preference.

Distribution of total respondents based on

Personal Reasons -

Personal Reasons
Cumulati
Freque Perce
ve
ncy nt
Percent
1 38 15.2 15.2
Valid 6 212 84.8 100.0
Total 250 100.0

103
Inference –

The frequency table gives the distribution of our total sample

size based on the parameter – Personal Reasons. This
specifies how the respondents would rate Personal Reasons in
their order of preference (1 – 6). The graph depicts the total
number of respondents and their percentage alongwith their
preference.

Distribution of total respondents based on Total

Experience -

Total Experience
Frequen
Group % Cumulative %
cy
Valid 2 - 4 127 50.8 50.8

104
 4-6 75 30.0 80.8
6-8 26 10.4 91.2
8 - 10 12 4.8 96.0
Above 10 4.0 100.0
10
Total 250 100.0

Inference –

This frequency table gives the distribution of our total sample

size based on the Total Experience. This table shows the
number of people within the pre-defined groups. The chart
below depicts the percentage of people along with their
frequency.

Comparison of Parameters based on Total

Experience –

105
Total Exp Wise Mean
Perso
Job Employ Job
Age Bran Compensa nal
Securi ee Profi
Group d tion Reaso
ty Growth le
ns
2-4 3.12 5.37 3.1 3.63 3.07 2.51
4-6 3.06 5.33 3.62 3.18 2.93 2.69
6-8 3.07 3.69 5.23 3.26 2.96 2.46
8 - 10 2.58 4.16 4.33 3.33 3.58 2.58
Above
10 3.5 3 4.2 4 2.8 2.8

Exp : 2 – 4 Years

Inference –

In this chart we have distributed the entire sample size under

groups based on their experience. In the graph we have
compared the mean for all the six parameters for the group : 2 –
4 years of experience.

106
Exp : 4 – 6 Years

Inference –

In this chart we have distributed the entire sample size under

groups based on their experience. In the graph we have
compared the mean for all the six parameters for the group : 4 –
6 years of experience.

Exp : 6 – 8 Years

107
Inference –
In this chart we have distributed the entire sample size under
groups based on their experience. In the graph we have
compared the mean for all the six parameters for the group : 6 –
8 years of experience.
Exp : 8 – 10 Years

Inference –

In this chart we have distributed the entire sample size under

groups based on their experience. In the graph we have
compared the mean for all the six parameters for the group : 8 –
10 years of experience.

Exp : Above 10 Years

108
 Inference – In this chart we have distributed the entire sample
size under groups based on their experience. In the graph we
have compared the mean for all the six parameters for the
group : Above 10 years of experience.
Comparison of Parameters based on Acquisition -

Mean Wise Comparison

Parameters Pre-Acquisition Post-Acquisition
Employee Growth 1.6 5.24
Job Profile 3.55 3.53
Brand 3.25 4.08
Compensation 3.18 3.04
Personal Reasons 2.25 2.69

Mean Values of Pre Acquistion were gathered from the

last year’s Study
Mean Values of Post Acquistion have been computed in
this year’s study.

109
Inference –

In this graph we have compared the mean values of all the six
parameters based on the time strap – Pre and Post Acquisition.

Findings of the Study

After the exhaustive research, we can club our findings under

the following heads –

People Quit Organizations because of –

1. Excessive Work Pressure

2. Lack of Reward and Recognition
3. Lack of Authority and Responsibility
4. Re-Organization
5. Poor Work Culture
6. Favoritism

110
7. Autocratic Leadership
8. Reporting Manager
9. For ‘Greener Grass’
10. Brand Name
11. Compensation
12. Limited Growth Opportunity
13. Location

Engagement Drivers –

1. Belief in the Organization

2. Desire to work and make things better
3. Understanding of Business Context
4. Willingness to Expand and work in a Competitive Environment
5. Skill Enhancement
6. Growth and Advancement Opportunities
7. Interpersonal Relationship

Attraction Drivers –

1. Job Security
2. Stability
3. Growth Opportunities
4. Competitive Retirement Benefits
5. Profits
6. Salary Hike/ Base Pay

111
Conclusion/ Summary

The most significant part of ‘Life Cycle of an Employee’ is hiring

which includes finding the right person for the right job. The new
hire analysis study focusses on streamlining the hiring process,
crtically analyzing the talent acquisition process and help
improve the employee onboarding process across the enterprise
– and unleash the potential for higher profits. A cost effective
process would not only ensure higher profits but also acquiring
the best of talent pool at reasonable cost.

112
The primary objective of the study is to explore the attraction
drivers for Dell Services. Also how the post recession period has
changed the market situations contributing the attraction
drivers to take a shift as per different age group, different skills
and career levels.

On the basis of various researches like “ Towers Perrin ” and “

Watson Towers “, we have set our parameters based on the six
variables namely –

1. Job Security
2. Employee Growth and Development
3. Job Profile
4. Brand
5. Compensation
6. Personal Reasons

Also the reasons which made the employees leave their

previous organization have been considered like –

1. Growth Stagnation
2. Poor Work Culture
3. Work Pressure
4. Immediate Manager/ Leadership
5. Compensation
6. Lack of Recognition

Data has been collected through Online Survey (Google Docs),

Telephonic Interview and Focus Group Study for the validation
of the reasearch variables.

In the literature being discussed above, we can conclude that companies are
increasingly recognizing the importance of the good match between the

113
organization and the candidates they would like to hire. Most companies follow
the conventional process of –
(a) Defining the job and
(b) Establishing the required qualifications for the job
(c) Job-matching process to ensure that the candidate would succeed within
the organization
That is why Job Demand Analysis (JDA) now utilizes
additional tools to include behavioural and cognition demand
aspects of the job.

It is recommended that organizations should continue to

monitor and measure the effectiveness of their hiring
assessment instrument for new hires. Although they have
experienced very positive results in the past 3 years, the true
validation comes from the resulting performance of their new
hires using this assessment tool in the long run. It is important
to implement a standardized performance tracking system that
enables them to gain quantifiable feedback regarding the
degree of success they have attained from using their job
matching process and hiring

According to Aberdeen Group, “Best-in-Class companies

report a variety of planned enhancements to the functionality of
their HR systems: it is important that these enhancements
actually provide value, and aren’t just ‘whiz-bang’ additions.
While robust capabilities and enablers can add a great deal of
value, make sure that they are part of the mission of the
organization, not just a new offering.”

The rich functionality of HR applications is of great value—and the

framework itself offers more than meets the eye. The following
essentials are included in Syncom healthcare Management

114
framework: self-service, portals, user content, knowledge-based
content from the HR helpdesk, single sign-on, always-current
organizational structures driving workflows, event triggering, data and
business process integration with core HR, and much more. A niche
vendor does not have such a holistic offering.

Recommendations

Based on the study conducted on New Hire Analysis, it can be

suggested that there is a direct relation between Joining and
Leaving reasons being the growth perspective. Also the
acquisition of Perot Systems by Dell Services has been a major
attraction driver because of the increased Brand Value.

Based on these observations, we recommend the following –

1. Since 80% of the sample size is having the experience of 2 –

6 years, their main concern is Employee Growth and
Development opportunities. Therefore it is suggested to
provide more onsite opportunities and customized IDP to attract
young talent.

2. The remaining 20% of the sample size is having the

experience of 6 years and above. Their main concern is Job
Profile. Hence we suggest that in order to attract/ retain such
talent the company needs to provide better/multi dimensional
roles to showcase their talent and a better platform to grow
within the organization.

3. Training and Development could be improvised further in

order to accomodate – “Need Based Training” and various
other trainings which would enhance the productivity of the
person as a whole.

115
4. As we can see here that Growth Stagnation is the topmost
reason for an employee to leave an organization, it is suggested
that the company should have various dynamic policies to cater
to the growth requirements of an individual. Frequent rotation
of roles and expansion of projects would develop/ retain the
interest of the employee in the process.

5. Post acquisition Brand Value has certainly increased and a

common perception that “post acquisition the growth
opportunities will increase and its good to flow with the
progressive organization” has helped in attracting the potential
talent pool. This image can be enhanced and maintained to
act as most important attraction driver.

References

The following material was referred for our Study and I highly
appreciate the knowledge and information that has been
induced by these articles in my study –

1. The importance of Cost per Hire -

http://findarticles.com/p/articles/mi_m0FXS/is_1_80/ai_69
294704/

2. The New Hire Cost Benefit analysis –

http://www.ncbi.nlm.nih.gov/pubmed/15761311

3. Improving New Hire Turnover –

116
http://www.cluteinstitute-
onlinejournals.com/PDFs/1300.pdf

4. Talent Drives Performance –

http://www.taleo.com/research/protected/pdf/35_Social_
Networks_Taleo_Research

5. Human Capital Management –

http://www.myadrenalin.com/india/Downloads/news/HCM
-Data.pdf

Appendix

 Cover Letter for the Survey

 Sample Questionnaire

117