CAMPUS RECRUITMENT

Necessary Evil

For

Every Organization

Submitted by
SUPRIYA GUPTA
Roll No.-31
 It started with a dream…….
Bharat Desai (Founder, Chairman & CEO
Syntel Inc)

( “Follow your passion. Find strong, brilliant

mentors to guide, advice and motivate you.
Never stop believing in your self or your idea and
you will be more successful than you ever
imagined…” (Economic Times, Mumbai)
 Company Profile
Evolution of Syntel :

THE EARLY DAYS :

• After success with a leading Indian technology services firm, Bharat Desai had the
urge to launch his own company. Armed with an M.B.A. from The University of
Michigan as well as $2,000 in savings, Desai launched Syntel in 1980.

GOING GLOBAL :
• In 1992, when most IT services firms were focused on delivering on-site services,
Syntel was busy launching its first Global Development Center in Mumbai, India.
Working closely with its customer, American International Group (AIG), Syntel
became the first U.S.-based IT services company to launch a global delivery concept.
By leveraging the outstanding pool of technology talent, a 12-hour time zone
variance, and economies of scale, Syntel became the first firm to run an around-the-
clock IT project approach.

A Public Appearance:
In 1997, Syntel launched its initial public offering (IPO) with the sale of 3.45 million
shares of stock, trading on NASDAQ under the symbol SYNT. All Syntel employees
at the time became shareholders, and the company began life in the public eye.
 Company and Investor Basics
Overview Syntel helps its Global 2000 customers remain at the forefront of their
industries with innovative uses of technology to operate their
businesses more efficiently. We deliver flexible, custom Information
Technology and Business Process outsourcing solutions through vertical
practices and a Global Delivery Service that improve quality and reduce
costs.
Year 1980
founde
d
Chairman Bharat Desai
/CEO

Number 6,600+
of
emplo
yees
Number 27 worldwide
of
offices
Global Troy, Michigan, USA
headq
uarter
s
Mailing 525 E. Big Beaver
addres Third Floor
s Troy, MI 48083
 Revenues $226.2 million (FY 2005)
$64.4 million (2Q 2006)

Notable customers AIG, Allstate, DaimlerChrysler, FedEx,

HCA, Humana, Target Corp., WellPoint 

Notable partners Ab Initio, Actuate, BEA, IBM, Mercury,

Oracle, Sun, TIBCO

Vertical practices Financial Services/Banking

Health Care
Insurance

Services IntelliSourcingSM Applications Outsourcing -

Custom Application Development,
Maintenance, Platform
Migrations/Enhancements 
e-Business - Business
Exchanges/Marketplaces, Data
Warehousing, Customer Relationship
Management (CRM), Enterprise
Application Integration (EAI), ERP
(PeopleSoft, SAP, Siebel), Web
Architecture/Integration 
Business Process Outsourcing (BPO) 
Quality certifications BS 7799, SEI CMMI Level 5, ISO
9001:2000, Project Management
Institute (PMI)
 INVESTOR BASICS  

Exchange/Ticker  NASDAQ: SYNT

IPO Date August 1997 with 3.45 million shares

Market Cap $847.2 million
2Q 2006 EPS $0.27 diluted

2005 EPS $0.75 diluted

PE 25.23
Debt Ratio 0
Transfer Agent Computershare Investor Services, LLC
Chicago, IL
tel: 312/360-5333
Independent Crowe Chizek and Company LLC
Auditors Fort Wayne, IN
Number of Shares 40.57 million
Outstanding
Fiscal Reporting Calendar Year (January 1 - December
Period
• “Partner for Life Philosophy”
• Historically, approximately 90 percent of
their revenues are from repeat/referred
customers, one of the best rates in the IT
services business.
• All in all, Syntel is a company committed to
exceeding the expectations of their
customers, day in and day out. Worldwide,
Syntellers are committed to living their
brand: Consider IT Done.
SYNTEL’S VALUES 5-S

Simple

Synergy Smart
Stake
Holders

Stretch Speed
 Values Definitions
• SIMPLE: Complex problems often have simple
solutions. Aim for solutions which can be readily
understood and executed effectively.
• SMART: Bright, creative and proactive. Smart people
and innovative ideas stand out.
• SPEED: Demonstrate responsiveness; act faster with
flexibility, keeping quality and cost in mind.
• STRETCH: Rise beyond expectation. Keep raising the
bar and always aim for excellence.
• SYNERGY: The sum is greater than the parts. Solve
the problem as a whole, not in isolation.
 Syntel Customers in various
domains
• BANKING AND FINANCIAL SERVICES:
• First Data
• JP Morgan
• Moody’s
• INSURANCE:
• AFLAC
• Allstate
• American International Group (AIG)
• CAN
• HEALTH CARE:
• HAP
• HCA
• Humana
• McKesson
• WellPoint
 Customers contd….
• RETAIL:
• Borders Group
• Target Corporation
• AUTOMATIVE:
• DaimlerChrysler Corporation
• Ford Motor Company
• General Motors
• OTHER CUSTOMERS:
• FedEx
• Pacifcorp
• Tektronix
 RECRUITMENT
Definition:

• Recruitment forms the first stage in the process which continues

with selection and ceases with the placement of the candidate. It is
the next step in the procurement function, the first being the
manpower planning. Recruitment makes it possible to acquire the
number and types of people necessary to ensure the continued
operation of the organisation. In other words, it is the ‘linking activity’
bringing together those with jobs and those seeking jobs.

• Recruitment has been regarded as the most important function of

personnel administration, because unless the right type of people
are hired; even the best plans, organisation charts and control
systems would not do much good.
 Types of Recruitments:
1.Executive search (also known as
headhunting):
• Advertised selection
• Contingent recruitment
2. Online recruitment:
3. Campus Recruitment :
 Campus Recruitment
Definition:
• The term Campus Recruitment refers to
the system where various organizations
come to the college (campus) to recruit
bright youngsters to work for them.
• This helps companies to increase the
intake of entry level hires to meet the
growing demand for technology
professionals .
 Why Campus Recruitment?
• Campus Recruitment provides a platform for the organizations to meet
the aspirants and pickup intelligent, committed youth who have the
requisite enthusiasm and zeal to prove them.

• In order to find the right candidates, organizations employ various

selection procedures. With the growth in IT/ITES industries, the need for
talented young people who can work long hours has grown. So
organizations do not confine themselves to only the select institutes but
spread their net far and wide.

• Campus recruitment has also spread from professional colleges (like

engineering) to colleges offering general degrees like B.Com, B.Sc, etc.
Organizations seek to pickup the cream from different colleges.

• “The rationale is to have a common, unified approach to meet the

staffing requirements of diverse businesses of a company in the
country “
 CAMPUS RECRUITMENT IN SYNTEL

Interview and Selection Process Followed in Syntel

Aptitude Test of 80 mins.

Comprises of 3 sections: -
English – 20 mins.
Mathematics – 30 mins
Logical reasoning – 30 mins
“No negative marking”

Correction of the papers with the help of Answer Keys

Declare the results of students qualifying the Aptitude test.

Campus Presentation by GRC

Getting the Campus Biodata form filled up

 Conducting the Technical and HR Interview – Together
Role of technical Panel: Interviewing the basic concepts of their subjects.
Role of HR Panel:Check the communication skills and mark sheets of all the semest

Simultaneously collecting and verifying the necessary documents

(Mark sheets, photographs and resumes )

Declaring the list of Finally Selects

Confirming the list to The Host College by E-mail after

returning to the office

Issuing the offer letters to the selected candidates

RECOMMENDATIONS REGARDING CAMPUS RECRUITMENT:

Brand Image Compensation

Responsive- Enduring
ness Talented Top Culture

Nurturing Transparency
Environment

(BUILDING RELATIONS WITH COLLEGES)

 SUGGESTOINS REGARDING PAPER/CRITERIA

Lowering the Criteria

• Facts: As part of recruitment team I visited 5 colleges for campus recruitment.

Conducted open Campus in Indira Group of Institutes on 21st June for B.E & MCA students.
Number of Colleges participated –4
– Indira Group of Institutes.
– IMCC, Pune
– IICMR, Pune
– IBMR, Pune
Total Student appeared –19
Number of students who cleared the written test –10
Number of students short listed after the Technical Interview –5
Conducted Campus in RAJARSHI SHAHU COLLEGE OF ENGINEERING (ROCE) on 22nd
June for B.E& MCA students
- Total Student appeared –25
Number of students who cleared the written test - 8
Number of students short listed after the Technical Interview – 5
Conducted Campus in MODERN COLLEGE OF ENGINEERING on 23rd June
- Total Student appeared-60
Number of students who cleared the written test- 16
Number of students short listed after the Technical Interview – 8
 • Conducted Campus in MODERN COLLEGE OF ENGINEERING on 23rd
June for B.E & MCA students.

Total Student appeared-60

Number of students who cleared the written test-16
Number of students short listed after the Technical Interview –8
• Conducted Campus in D.Y. PATIL INSTITUTE OF MANAGEMENT &
RESEARCH. On 27th June for B.E& MCA students.
Total Student appeared-25
Number of students who cleared the written test-9
Number of students short listed after the Technical Interview –5
• Conducted open Campus in CUMMINS COLLEGE B.E students
Number of Colleges participated-4
Total Student appeared-30
Number of students who cleared the written test-10
Number of students short listed after the Technical Interview-8
 Following changes should be made regarding paper criteria -:

• 1. Everybody should be given a chance to sit in the campus.

• 2. According to me, the Company should hold the Technical Interview first (Without
any criteria), then aptitude test for IT –related streams. For Non –IT streams a
reverse approach can be followed.
This approach helps in identifying students who have excellent technical knowledge
but who are not well prepared for aptitude tests thereby ensuring that talent is not
lost.
Before accepting or rejecting this idea I think Company can just give it a try or can
perform an experiment visiting 1 or 2 college following both the procedures and
comparing the outcome.

• If company intends to follow the same procedure, then to make it more effective
following steps can be followed:
– Students should be given one month prior information of the campus recruitment
drive.
– Company should provide them with the syllabus & pattern of the test so that
students appear with full preparation.
– Students should be free at the time of campus i.e no University examination
should be there, at least there should be gap of 20-days.
 Changes regarding the selection process:
Some other rounds should also be included in the selection process.

– Group discussion (G.D):

A GD is conducted to test the following skills of candidates –
• Inter personal - listening, speaking, receptiveness, team spirit, etc.,
• Clarity of thought - Knowledge and the ability to link known facts
• Communication skills – Coherence.
– Psychometric Test:
• As the name suggests, a psychometric test is a way of assessing a person's ability or
personality in a measured and structured way.
• It is designed to measure certain psychological variables like intelligence, aptitude and
personality traits.
• A psychometric test evaluates attitude of the candidate and consistency of answers for similar
questions.
Some of the areas which a personality test can be used to evaluate an employee's ability include
• Team working
• Communications skills
• Decision-making
• Organisation and planning skills
• Sales ability
• Strategic thinking
• Motivation
• Pressure
 Suggestion Regarding selected Students & their Joining

• Regular contact with the selected students

• 1)Keep students updated with Company’s achievement & performance.

• 2)Send them regular friendly mails or birthday cards.

• 3)Make general calls once in 3-months to help them in solving their queries.

• 4)Send some company magazine to their college or can get some material published in their
college magazine regularly, this will not only help company to keep in touch with selected students
but also help in generating interest among the juniors students who can be later be recruited from
the college.

• 5) There is one more way in which company. can remain connected with the selected students.
They can ask the colleges to dedicate one notice board to Syntel, which will contain all happenings
& achievements of the company. Also company can give shirts & caps to the selected students
,this will incur a sense of belongingness among the students and also help in building loyalty
towards the company. This wonderful idea was given by Mr Vasant Kudva(Head of GRC
Recruitment).I think it should be implemented as soon as possible. One should always try to
become leader & not just the follower in this competitive world.

• These all small efforts will not only help the company to incur sense of belongingness among the
students but also help in building Company Image (Branding)
 PLANNING
– Everything should be planned in advance like:
• Number of batches joining in a year.
• Number of candidates per batch.
• Which streams to be joined first?
Training department has fair idea in advance regarding the
requirement of the company in the following year.
• Candidates should be informed 1-month or 15 days in advance
about their joining
• In case of emergency joining, company should provide them
compensation & accommodation.
• (Company should provide accommodation for at least 15 days to all
candidates, or can make arrangements for their accommodation.)
This year the process followed was not planned at all..
Problems regarding Batch Formation

The candidates are selected for a batch randomly i.e one from one college & other from other.

Procedures that should be followed to overcome such situations:

• Joining dates should be given accordingly to the selection order i.e
Students who are selected first should be given joining first.
• Joining dates for students of same college should be given together, in
case the grouping is done stream wise,TPO & other selected students of
the college should be informed accordingly as this helps in handling &
avoiding rumours.
• Good students don’t like to sit idle for long time, since the company does
not maintain any contact with the selected students for months, the result
is that
selected students start hunting for better opportunities & drop the Syntel
offer. This year also there were many dropouts for the same reason.
Training department needs to do something in this regard. This is a
serious issue and needs to be addressed because

“Company is facing the problem of attrition even before an employee

joins the company.”
 High Attrition Rate: A Big Challenge

• Defining attrition: "A reduction in the number of employees through retirement, resignation or
death"
•
Defining Attrition rate: "The rate of shrinkage in size or number"

• Problem faced by IT sector:

The IT enabled services industry is being looked upon as the next big employment generator
(Nasscom predicts 1.1 million job requirement by the year 2008). It is however no easy task for
an HR manager in this sector to bridge the ever increasing demand and supply gap of
professionals.

Costs Due to a
Person Leaving:
Recruitment Costs
Training Costs:
Lost Productivity Costs:
New Hire Costs
Lost Sales Costs
Conclusion: It is clear that there are massive costs associated with attrition or turnover
 SUGGESTIONS REGARDING EMPLOYEES

One thing I observed during my training period was that the attrition rate is very high in SYNTEL

• WHY EMPLOYEES LEAVE ORGANISATIONS

Case Study

• The answer lies in one of the largest studies undertaken by the Galliup
Organization. The study surveyed over a million employees and 80,000
managers and was published in a book called First Break All The
Rules.

• It came up with this surprising finding. If you’re losing good people,

look to their immediate supervisor.
More than any other single reason, he is the reason people stay and
thrive in an organization.
And he’s s the reason why they quit, taking their knowledge
experience and contacts with them often straight o the competition.

“People leave Bosses not companies”

 Other simple Steps that can be taken in this regard :-

1. Different cell should be made to tackle employee grievances in

which an employee will get a chance to speak his/her mind, can
share what problems they are facing (both personal &
professional), what is bothering them.
2. Company’s top people can have meeting with their employees
once in every 6- month to discuss important issues & ask for their
suggestion & give weight age to their ideas, this will really incur
sense of belongingness within them & they will become more
loyal towards company.
3. Company can keep track of everybody’s birthday & send cards to
him or her on behalf of CEO of the company, this will really make
them feel that they are part of the organization & they are valued.
4. Every religion/caste should be given due respect, so no body
should feel out of place or neglected.. One of the most important
and broad-based challenges currently facing organisations is
adapting to people who are different i.e is challenge is workforce
diversity ,it addresses differences among people within given
countries. Managing this diversity has become a global concern.
 Lunch and Learn, A Program To Help Employees Grow

From F. John Reh

What Is Lunch and Learn?
• At its simplest, a lunch and learn program is a training event scheduled during the
lunch hour. Employees who attend bring their lunches and eat them during the
training session. The training is usually less formal and less structured than normal
• Typical Lunch and Learn programs include:
• Skills training
This can range from teaching Customer Service reps how to answer the phone
correctly to providing leadership training to first line managers.
• Product training
If your company have many products or services, a program of lunch and learn
sessions can help all employees better understand the product differences.
• Professional development
Give people an opportunity to learn what people in other departments do. Do you
have someone in IT who could teach a course in programming basics or someone
• in accounting who could explain hoe financial forecasting works? Maybe someone in
HR could teach a session on how to interview better.
• Personal Development
A lunch and learn program does not have to be strictly business. You could offer an
occasional session on any talent any of your employees is willing to teach, from wood
carving to painting or drawing.
• Life Skills
You could bring in a guest speaker to explain to your employees the different types of
insurance and the benefits of each. Or have a class in household budgeting, first aid,
or fire safety, anything that helps your employees learn.
 Benefits of A Lunch and Learn
The biggest benefit of a lunch and learn program is that
you are able to get more training delivered to your
employees at minimal additional cost.
• A lunch and learn program doesn't make more hours in
the day, but it makes better use of the time you have.
• Employees appreciate the voluntary nature of the
training. Treating them like adults, makes them feel
better about the company.
• The trainers enjoy the spotlight of being able to share
their expertise with others in the company.

Bottom line is –
“A lunch and learn program will give you better
trained employees who are more motivated.”
THANK YOU