Recruitment Process at Levis

Automation of Recruitment Process at Levi & Strauss & Co.

AUTOMATION OF RECRUITMENT PROCESS AT

Levi Strauss & Co.

Submitted to Bangalore University

In partial fulfillment of The requirements for the award Of the degree of Masters in Business Administration Under the guidance of Prof. P Srinivasan Submitted by Deepa G (Reg no:04XQCM6022)

M. P. Birla Institute of Management, Associate Bharatiya Vidya Bhavan, No 53, Race Course Road, Bangalore 560001.

-1-

M.P.B.I.M, MBA 2005-2006


Principal ’ s

C ertificate

I hereby certify that the project titled, “ AUTOMATION OF RECRUITMENT PROCESS at Levi Strauss & Co. ” has been

prepared by Ms. Deepa .G , bearing register number 04XQCM6022 , under the guidance of Prof. P Srinivasan, M.P.Birla institute of

Management, Bangalore. The project was undertaken between March 2006 and June 2006.

Place: Bangalore Date:

(Dr. Nagesh S Malavalli )

-2-

M.P.B.I.M, MBA 2005-2006


Principal ’ s

C ertificate

I hereby certify that the project titled, “ AUTOMATION OF RECRUITMENT PROCESS at Levi Strauss & Co. ” has been

prepared by Ms. Deepa .G , bearing register number 04XQCM6022 , under the guidance of Prof. P Srinivasan, M.P.Birla institute of

Management, Bangalore. The project was undertaken between March 2006 and June 2006.

Place: Bangalore Date:

(Dr. Nagesh S Malavalli )

-2-

M.P.B.I.M, MBA 2005-2006


Guide ’ s

C ertificate

I hereby certify that this project titled “ AUTOMATION OF RECRUITMENT PROCESS at Levi Strauss & Co.” has been

prepared by Ms. Deepa .G bearing register number 04XQCM6022 , under my guidance and supervision.

Place: Bangalore Date: (Prof. P Srinivasan )

-3-

M.P.B.I.M, MBA 2005-2006


Certificate This is to certify that Ms. Deepa G , Final Year MBA student of M. P. Birla Institute of Management, associate Bhartiya Vidhya Bhavan, Bangalore, has completed the project titled “

A U T O M AT I O N O F R E C R U I T M E N T P R O C E S S

at Levi

Strauss & Co ” , Bangalore for a period of three months. We wish her

all the best in all her future endeavourers.

Shobha Wilson Simon Head of Human Resource Levi Strauss & Co -4-

M.P.B.I.M, MBA 2005-2006


DECLARATION

I hereby declare, that this dissertation titled, “ AUTOMATION OF RECRUITMENT PROCESS at Levi Strauss & Co.” is a

bonafide study, completed under the guidance and supervision of Prof. P Srinivasan , M.P.Birla Institute of Management, Bangalore.

I further declare that this dissertation is the result of my own efforts and that it has not been submitted to any other university or institute for the award of a degree or diploma or any degree or other similar title of recognition.

Place: Bangalore Date: semester, MBA

Deepa. G

4 th

(Batch

2004-06)

M.P.B.I.M

-5-

M.P.B.I.M, MBA 2005-2006


Executive Summary The internet is revolutionizing the recruitment process, allowing

companies

to

bypass

traditional

situations

vacant

advertising and agency commissions by integrating careers subsections into their websites. Prospective employees can either apply directly to available jobs, or simply register their interest in working

for a brand. Companies have effectively become their own agencies,

inviting 'passive' job seekers into a database for future consideration when roles become available. Companies with high-turnover divisions such as call centers have been first to recognize the cost benefits of having a pool of available, pre-screened talent at their disposal. Company career sites usually provide a facility for job seekers to create a personal account with an email address and password, which they can revisit and update. Job seekers provide information about themselves via an online application form, and are able to view a list of job openings. Targeted questions related to job roles are replacing standard 'Attach CV' functionality, to capture exactly the required

information,

and

allow

for

quicker

and

comparisons by employers.

-6-

M.P.B.I.M, MBA 2005-2006

unbiased


Big job board players now provide links from their job adverts to external career sites, allowing for direct entry of candidate information into a company's talent pool database. This represents a huge step forward for employers, who can now avoid being bombarded with masses of emails from candidates with differently formatted CVs and irrelevant information.

ACKNOWLEDGEMENT

A practical study can never be a reality without the help of others. I take this opportunity to express my sincere and grateful thanks to the Directors, the Principal,

Dr. Nagesh Malavalli ,

students and the entire staff of M P Birla Institute of Management for the constant encouragement extended to me. My Special and heartfelt thanks to Prof. P. Srinivasan , my Guide and guardian for being an inspiring force behind my achievement all along. His guidance has helped me in successfully completing my assignment. I express my sincere and heartfelt gratitude to Ms. Shobha Wilson Simon , HR head, LEVI Strauss @ CO, BANGALORE for

the support extended by him all through the Project. Her guidance and mentoring has been the prime ingredient in my success.

-7-

M.P.B.I.M, MBA 2005-2006


Deepa G

CONTENTS CHAPTER 1 1.1 COMPANY PROFILE 1 1.1.1 About Levi Strauss & Co 1 1.1.2 LS-India: the story so far 6

1.1.3 Who is Who 10 1.1.4 Vision 11

Statement

CHAPTER 2 2.1

AREA

12 2.1.1 e-Recruiting 12 2.1.2 Need 14

OF the

STUDY next

for

-8-

generation change

M.P.B.I.M, MBA 2005-2006


CHAPTER 3 3.1

HISTORY OF THE PROBLEM 16 3.1.1 e-Recruitment as a solution to other industries 16 3.1.2 Companies thinking outside the Square 21 3.1.3 Evaluating impact 22

CHAPTER 4 4.1 HYPOTHESIS 24 4.2 RESEARCH OBJECTIVES 25

CHAPTER 5 5.1 RESEARCH METHODOLOGY 26

5.2 RESEARCH ANALYSIS ON TRADITIONAL RECRUITMENT 27 5.3 RESEARCH FINDINGS 31 5.4 RESEARCH INFERENCE 32

-9-

M.P.B.I.M, MBA 2005-2006


CHAPTER 6 6.1 STEPS TOWARDS THE SOLUTION 33 6.1.1 The primary drivers to pursue e-Recruitment 33 6.1.2 Assessing the organization ’ s e -Recruitment strategy 34 6.1.3 Interaction with software solution providers 35

CHAPTER 7 7.1 OVERVIEW OF THE PROJECT 36 7.2 USERS & ROLES 38 7.3 THE DETAILED E-RECRUITMENT PROGRAM SPECIFICATION 48 48 51 56

7.3.1 The screening of resume based on the job specifications 7.3.2 The HR Interview and its related competency mapping 7.3.3 Role of Placement Consultants

CHAPTER 8 8.1

SYSTEM

FLOW

DIAGRAMS

57

- 10 -

M.P.B.I.M, MBA 2005-2006


8.2 61 61 61

TECHNOLOGY

8.2.1 Desi g n Constraints

8.2.2 User Interfaces

8.3 Design Methodology 62

CHAPTER 9

9.1 68

PROJECT

MANAGEMENT

9.1.1 C h an g e control mec h anism

68 9.1.2 69 9.1.3 69 9.1.4 70 9.1.5 70 9.1.6 71 9.1.7 71

Communication Schedules Escalation Customer Responsibilities Acceptance Criteria Warranty

9.2 LIMITATIONS OF THE PROJECT 72 9.2.1 Implementation challenges 73

- 11 -

M.P.B.I.M, MBA 2005-2006


CHAPTER 10 10.1 CONCLUSION 74

ANNEXURE-I 75

ANNEXURE-II 76 ANNEXURE-III 77 ANNEXURE-IV 78

BIBLIOGRAPHY 79

CHAPTER 1 1.1 COMPANY PROFILE 1.1.1 About Levi Strauss & Co

- 12 -

M.P.B.I.M, MBA 2005-2006


Founded in 1853 by Bavarian immigrant Levi Strauss, Levi Strauss & Co. (LS&CO.) is one of the world's largest brand-name

apparel marketers with sales in more than 100 countries. Our marketleading apparel products are sold under the Levi's ® and Dockers® brands.

- 13 -

M.P.B.I.M, MBA 2005-2006


In 1873, Levi Strauss and Nevada tailor Jacob Davis patented

the process of putting rivets in pants for strength, and the world's firs jeans

—

Levi's® jeans were born. Today, the Levi's ® trademark is

one of the most recognized in the world and is registered in more than160 countries.

The company is privately held by descendants of the family of Levi Strauss. Shares of company stock are not publicly traded.

Levi Strauss & Co. is a worldwide corporation organized into three geographic divisions, Americas, Europe-Middle East-Africa & Asia-Pacific, and employs a staff of approximately 12,400 people worldwide.

Other Brands

- 14 -

M.P.B.I.M, MBA 2005-2006


Invented in 1873, Levi's ® jeans are the original, authentic jeans. They are the most successful, widely recognized and often imitated clothing products in the history of apparel. Levi's ® jeans

have captured the attention, imagination and loyalty of generations of diverse individuals. With an attitude of youthful self-expression, the Levi's ® brand continues to offer a range of products from quintessential classics, such as the famous Levi's ® 501® jeans to innovative fashion looks.

Launched in 1986, Dockers ® brand products and marketing played a major role in the creation of a new apparel category for men's khaki pants and the shift to casual clothing in the workplace. Dockers® Khakis quickly became the No. 1 khaki pant brand in the U.S. and still holds that leadership status today.

Today, the Dockers® brand has expanded to more than 40 countries with a wide range of products available in every region of the world. The brand continues to offer a variety of classic khakis and innovative, khaki-inspired products

—

including tops, jackets and

accessories — for a broad range of consumers.

- 15 -

M.P.B.I.M, MBA 2005-2006


The Business Model is quasi-licensing. LSIL will retain

control over Marketing | Quality | Product development which are the key

drivers to

the

business and

are

core

LSIL

competencies.Production, Logistics and Sales operations will be the responsibility of the Franchisee. In favour of a regional franchisee so as to get further focus into smaller markets (which will be a key driver of this business). In

favour of taking a staged approach to this business rather than going national at launch. Leverage the poor Retail and Customer service from Competition by excelling on these counts.

- 16 -

M.P.B.I.M, MBA 2005-2006


1.1.2 LS-India: the story so far

- 17 -

M.P.B.I.M, MBA 2005-2006


1995

Levi’ s® launched in India, in Bangalore. The retail network expands to six key cities by year end. 1996

The Levi’ s® mega -campaign, Clayman, probably the first fully integrated campaign (television, outdoor, instore) launched by any

apparel major in India, captivates the hearts of the Indian youth and young hearted alike. The

“ Hip

Hugger ”

campaign for women starts off a raging

demand for this style of garments. Levi’ s® Orange Tab jean s launched, to cater to the more value conscious consumer. 1997

The “ Straight” campaign re -asserts Levi’ s® claim as the brand that sets trends. 1998

The

“ Easy

to Get In ”

campaign, aimed at changing public

perceptions about Levi ’ s® pricing, works wonders. The brand is now seen as more

“ approachable ” , “ something

for me too ” by a much

larger consumer base. 1999 - 18 -

M.P.B.I.M, MBA 2005-2006


The non-denim wave is in, with Levi ’ s® Cargos. One of the biggest success stories of recent times, the “ Cargos ” campaign lets loose frenzied buying into the category. Other brands follow suit, by introducing “ cargo ” products, thus acknowledging Levi ’ s® status as the leader in the creation of fashion trends. The festival months see the launch of the first television commercial for Levi’ s®, specifically aimed at India. Conceptualised and executed entirely by local talent, the commercial launches “ Loose

Fits ” , which, as in the past, sets the pace for product

innovation and styling. 2000

The new support

“ Detachables ”

campaign

“ Detachables ”

takes

product line for Levi ’ s®, and the

up

from

where

“ Cargos ”

become the order of the day, and sees

left off. “ me

too ”

products emerging soon from competitor ’ s stables. September 2000, and Levi ’ s® leads the denim revival, with a stunning line of “ Deep Blue Jeans ” , and a campaign to match. The message comes loud and clear, Denims are back with a bang. And who else to bring this about but Levi’ s. Dockers® launched in Mumbai, followed by launches in Bangalore, Pune, Hyderabad and Calcutta. Sales exceed all expectations, and Dockers ® continues the tradition set by Levi ’ s®, of delighting its consumers through product quality and styling. - 19 -

M.P.B.I.M, MBA 2005-2006


Dockers® launches, within a few months of its introduction in India, its own television commercial, aimed at the Indian market. Again, the Indian team is behind the entire effort. 2002

Levi’ s® brand performance shines through, with over achievement of targets. The birth of Sykes, the bolder, younger side of Levi ’ s® Dockers® product excitement throu gh the launch of Mobile Pant™ . Overall, a tough year during which the team held fort. 2003 “ Dangerously

Low ”

captures the imagination of consumers.

Levi’ s® low -rise is the story for summer. “ Low

Rise Greys ”

–

stunning grey washes in the Low rise fits

burn the competition in the cold winter months. Red Loop jeans

–

the real time international jeanswear fashion

reaffirms Levi’ s position as the leader in jeanswear fashion and takes revenues up in the exclusive stores with great concepts like “ nevada Jeans ” , “ Aged & Wasted ” and “ Super Pressed Jeans ” . The Dockers ® ‘ Watch promo.’ keeps sales ticking . Levi’ s & Dockers Accessories launch in Sept 2003. - 20 -

M.P.B.I.M, MBA 2005-2006


2004

Dockers back in LS&Co fold (October). Plans to bring Levi Strauss Signature™ in India firmed up . Sykes crosses 175,000 units mark with year end. Shumone takes over as CEO of LS&Co. 2005

Dockers® is Re-launched, Slates® (a Dockers® brand) to be launched in Oct. Levi Strauss Signature™ appoints its first Franchisee in South, to be launched in Sept. Distributors appointed for launch of accessories - Licensee agreement signed for footwear, eyewear, innerwear & kidswear. First boutique store – Rivet opens up @ Leela Galleria. Red Loop campaign to hit media in October.

1.1.3 Who is Who

- 21 -

M.P.B.I.M, MBA 2005-2006


Su um man an Ch e hat atte terrje jee Co y ou unt ntrry Mgr gr..

ATP TP Ra am man anii Mkt g Di ktg Dirr.. Siign attur e gna ure

Moh ohan an .K .K Log og.. & & Frc sttng rcs ng-Bus us Pllng ng Mg Mgrr..

Sh m.. S hya yam S Brn d rnd Mgr gr.. Doc ocke kerrss

Sh hob obha ha Srr.. M Mgr gr.. HR R

V.. Ra am man anii Mkt g Di ktg Dirr.. Lev evii’’ss

Bha sk has kar ar Nat nal atio ion al Sa alles es Man anag ager er

TB BH H IT T Mg Mgrr..

Om ak ksh mpr pra sh Fin in.. C Cn ntr trllrr

Nag agen enda darr Op nss pra rattio ion Mgr gr..

1.1.4 Vision Statement

- 22 -

M.P.B.I.M, MBA 2005-2006


People love our clothes and trust our company. We will market the most appealing and widely worn casual clothing in the world. We will clothe the world.

CHAPTER 2

- 23 -

M.P.B.I.M, MBA 2005-2006


2.1 AREA OF STUDY 2.1.1 e-Recruiting the next generation Human Resources, somewhat unfairly, are often required to be the steady campaigner for its role in an organization ’ s livelihood and performance. The division charged with managing an organization ’ s

biggest asset is often the first to face cost-cutting at budget time, and be challenged to tighten operating expenditure year upon year. Increasingly HR professionals are looking to technology to make a positive impact on the more transactional aspects of their division's workload. Visionary managers are seeking new ways of returning savings to the business so that they can get on with implementing more strategic HR practices. The recruitment function has been one of the most recent transaction-based components to undergo a review, in what appears

to be a complete turnaround from an inclination in the past decade of outsourcing to agencies. Some companies already choose a hybrid approach in their

recruitment process, electing to farm out separate components of the process, such as advertising, reference checking or psychometric testing, and manage the bulk of the administrative effort and interviewing in-house.

- 24 -

M.P.B.I.M, MBA 2005-2006


In the search for new ways the recruitment function can add more value to the bottom line, the focus of late has been on putting it online. It's no longer just the early technology adopters who are taking the leap with recruitment software. It seems that the typical gap between innovators and mainstream buyers is definitely closing, as many organisations begin to reap significant rewards from a new, more efficient recruiting model.

2.1.2 Need for change

- 25 -

M.P.B.I.M, MBA 2005-2006


The changing recruitment landscape Recruitment has evolved through several different operational modes over the past two decades.

Commission-based agency

solutions were welcomed in the 1980s as an alternative to managing a

predominantly paper-based and time consuming process. Job boards looked like a threat to agencies in the 1990s, but were soon recognized to be a useful ally in the game, offering an effective and inexpensive way to reach a large audience of job seekers. And indeed it was large. The trouble with recruiting via the Internet in the 1990s was the tools to quickly and effectively screen masses of candidates down to a quality shortlist simply didn't exist. Internet job adverts attracted vastly more applications, from all over the globe, but in many cases just made the job for the recruiter a bigger, more difficult task. The e-Recruitment wave of the 2000s has addressed this volume issue, and is the reason we are seeing many companies shif yet again to a new recruiting mode.

With the tools to manage

recruitment drives simply and effectively, a growing number of companies are choosing to carry out their own company and jobspecific targeted candidate filtering. Recruitment agencies have evolved their offers along the way,

also taking their business online, and looking at ways of adding value, either by personal touch, or jumping on the e-bandwagon and - 26 -

M.P.B.I.M, MBA 2005-2006


providing a quicker, smarter screening service for their candidates and clients.

CHAPTER 3

- 27 -

M.P.B.I.M, MBA 2005-2006


3.1 HISTORY OF THE PROBLEM 3.1.1 e-Recruitment as a solution to other industries As recruitment carries the same costs, no matter how small or well-funded an organization, the uptake for online solutions has spanned across all company sizes and industries. Manukau Sport uses online technology to invite people inside or outside the district wanting to be involved in sport and leisure on

any level to register their interest and credentials, or apply directly for a job. Craig Glendinning, Acting Operations Manager points out that "All companies face competition when recruiting for the very best people. The sport and leisure industry is no different". He says

that the company has saved a lot of time, money and paperwork in recruitment, and even avoided advertising altogether by searching their talent pool to fill a recent position. In the not-for-profit sector, The Royal NZ Foundation for the Blind reports significant cost savings in a job market where they compete

with

highly-funded

corporate

for

the

same

talent.

"Sophisticated online tools allow you to easily distinguish between people with good skills fit and those with good cultural fit. That's not something you can pick up from just a CV" points out Jeanette Manson, Divisional Manager, Fundraising. e-Recruitment works - here's the proof

- 28 -

M.P.B.I.M, MBA 2005-2006


Like many organizations of its size (a national staff of 320), The Royal New Zealand Foundation of the Blind's (RNZFB) strategy is to minimize cost by managing recruitment in-house - with area managers

making

most

placements

themselves.

Traditional

employment agencies are rarely used. Although the Foundation has low staff turnover by industry standards, recruitment for some specialist skills requires a focus on

attracting talent from overseas, and fundraising manager Jeanette Manson says the foundation needs to be seen by applicants as an employer of choice. "When it comes to hiring staff," she says, "we're vying for the same talent as highly-funded corporates and health agencies - so we have to position ourselves competitively." The Foundation is also keenly focused on building its talent pool, says Manson, with graduates from physiotherapy, occupational therapy, nursing and veterinary disciplines required for specialised roles in the service areas of Orientation & Mobility (O&M) and Techniques for Daily Living (TDL). As the Foundation prides itself on being technologically

advanced (important in a sector where technology can be a great enabler for the blind and vision-impaired), Manson says the StaffCV online recruitment solution appeared to be a good fit for the organisation - enabling it to continue managing recruitment in-house while

adding

enormous

value

- 29 -

in

admin

cost-savings,

M.P.B.I.M, MBA 2005-2006

data


management and sharing, candidate short-listing and future-proofing by building a valuable talent pool. Speedy Deployment The Foundation's recruitment site was designed by StaffCV and ready to launch within two days. Complicated staff training was

not an issue says Manson, as a day in training had users competent o the system. "It's very intuitive," she says, "and because it's Windows based it's very similar to most of the applications we're already using." The first job posted online (an HR Officer) attracted 77 applicants. Interestingly, only 41(53%) of these met the 'must have' criteria set by the Foundation, and were returned automatically by screening filters - saving valuable staff time from the get go. In addition to staff time and efficiency, Manson estimates using the new recruitment site saved the Foundation $14,000 in employment agency fees for its first two placements. Savings have also been accrued in advertising, communications (email versus postage, phone calls), time involved in opening and responding to applications,

the

automatic

preparation

of

required

written

correspondence, and most significantly, the time saving in actually comparing applicants to achieve an unbiased, quality shortlist. Faster short-listing - 30 -

M.P.B.I.M, MBA 2005-2006


Manson says the HR team was impressed with the standard of

applicants returned in the search and the ease at which a quality

shortlist was found. Shortlisted candidates were emailed a request to complete an online 'More Information' form that asked targeted questions such as salary expectation and degree of previous HR experience. This information was used to further shortlist, identifying the most suitably qualified candidates. Ultimately, the whole process of hiring a new HR officer took just two weeks.

Applicants Feel Valued The Foundation was keen to know how job seekers felt about applying online. "In order that our recruitment process was a good fit with the expectations of our applicants," Manson says, "we asked all short-listed candidates what they thought of the website and application process." The responses were unanimously positive. Candidates reported that the process was a fun, easy and enjoyable

way of applying for a job. What appealed to them most, she says, was the "equal opportunity" aspect of knowing they were providing the

Foundation with exactly the information required, rather than putting a CV together and "hoping it was what they were after".

Psychometric Profiling Made Easy - 31 -

M.P.B.I.M, MBA 2005-2006


Early in the process, candidates were also invited to complete an online psychometric work-preferences based profile. A known

'star performer' within the Foundation was also invited to complete a profile, so that a measure of the degree (via a simple percentage

result) to which shortlisted candidates aligned to the 'Star's' profile could be calculated. Candidates were also ranked according to the essential job goals of a 'Human Resources Assistant' as provided by StaffCV's

integrated O*Net data (a comprehensive database of 950 jobs and associated job goals). Each candidate was scored by their 'fit' to the HR role with a percentage result. The insight gained from work preferences profiling has been invaluable, says Manson. "We can now easily distinguish between people with a good skills fit and those with good cultural fit. That's not something you can easily pick up just from a CV".

- 32 -

M.P.B.I.M, MBA 2005-2006


3.1.2 Companies thinking outside the Square While the Foundation was assessing the recruiting solution for

its job placement needs, another exciting application for the software came to light. Manson says Staff CV also offered a perfect match for

the needs of the fundraising division to better manage volunteer and collector data. The division will soon be able to collect information from people wishing to be volunteers and collectors, such as name,

contact details, preferred dates/times/streets/areas for collecting and friend/family referrals. Manson says the system is a very cost effective way to reach and secure new collectors for appeals. The benefits to the Foundation of collecting this information in an online interactive environment include the ability to create geographic search filters for national collections, and communicate with large groups of people very inexpensively via email or SMS (mobile phone) texting, before, during and after these important

fundraising events. Having all the data in one place for future use is a key advantage.

- 33 -

M.P.B.I.M, MBA 2005-2006


3.1.3 Evaluating impact The emergence of fundamentally new e-enabled recruiting

processes not only increases the opportunities, but also reduces the risks associated with the resourcing process. Hence, evaluation of those risks and benefits becomes more important. It is claimed that current measures of impact in this area focus on efficiency (input and output measures), as opposed to measures of effectiveness and quality of output. Working with a small number of the case study organizations, a

framework was developed and used as a mechanism for exploring the availability, and validity, of the data each organization held on their

staffing processes. The intention was to determine the usefulness of a supply-chain approach to measurement in making optimal investment decisions in e-recruitment systems, and in measuring the value of erecruitment. The categories of measurement explored with the participating co evaluation companies were: cost of recruitment and selection activities time taken to fill volume/yield diversity and legal compliance candidate and employer satisfaction quality/value of the recruit. This leads to the conclusion that better information about the end-to-end process should lead to better decisions about any

- 34 -

M.P.B.I.M, MBA 2005-2006


investment in e-recruitment. An approach linked to the staffing process, as ‘ value chain ’ , is the way forward if organizations are going to truly understand the value of e-recruitment. The survey done out of the 50 organizations report that: 67 percent were using online application forms. Only 4 percent were using psychometric tests online. In terms of applicant tracking and workflow systems, of the 50 organizations surveyed: 78 percent received CVs and application forms online. 49 percent used email response letters. 39 percent used progress-tracking systems. 9 percent provided status reports to hiring managers.

- 35 -

M.P.B.I.M, MBA 2005-2006


CHAPTER 4 4.1 HYPOTHESIS Since this research investigation is company-specific, the company has asked us to identify the developmental aspects of eRecruitment. Hence the issue of hypothesis formulation, we feel, is redundant.

- 36 -

M.P.B.I.M, MBA 2005-2006


4.2 RESEARCH OBJECTIVES To examine the current usage pattern of recruitment in the company. To identify the developmental aspects of e recruitment. To make recommendations and to implement e recruitment. To validate the platform and software on which the tool works.

- 37 -

M.P.B.I.M, MBA 2005-2006


CHAPTER 5 5.1 RESEARCH METHODOLOGY The Levi HR crew realized that the slow recruitment is costing the company both time and money. To validate this, the research project was undertaken. The methodology involved: Data collection: The previous year’ s recruitment statement. Logical

analysis:

the

analysis

was

made

based

on

communication with the HR team members and the HR Head. Statistical analysis: To validate the cost effectiveness and lag time involved in recruitment a statistical analysis was done to give the exact figure. Comparative study: the study was conducted to compare the recruitment cost and time involved in traditional recruitment and e recruitment.

- 38 -

M.P.B.I.M, MBA 2005-2006


5.2

RESEARCH

ANALYSIS

ON

TRADITIONAL

RECRUITMENT Recruitment status report on candidates selected and the time involved for the process. Status report for the year 2005, 30th may Worked on candidates

82

posts

63

In process of offer being offered In process of Interviewing

13

On Co. rolls

49

On Contract

33

Without MPR

46

Offers

rejected/Candidature

withdrawn Offers

6

revoked

20 /Candidature

3 dropped post reference checks Recruitment and Selection Cycle Time

43 Days

- 39 -

M.P.B.I.M, MBA 2005-2006


Levi ’ s

Sources of H ire

The below gives the status of hire for the first Quarter of 2005 Source of Hire Source

No. of Hires.

Percentage

Consultant

24

50

Employee Referal

10

21

HRP/Regularisation

1

2

Direct Applicants

3

6

Advertisements

1

2

campus recruitment

9

19

Total

48

100

Consultants: The company is associated with few of the consultants to source the employees. This is basically done to avoid the time involved in grouping the applicant ’ s resume and screening them for the job profile. Employment agencies are typically used by

employers to assist in the recruitment of qualified candidates and are paid a fee for their services. It is possible to store the costs of using agencies (as well as storing the costs for any other recruitment

instrument used) and compare these costs to other advertising means

and the number of responses received. This allows the company to not only monitor how much money is spent on advertising but also to identify the most effective way of attracting applicants.

- 40 -

M.P.B.I.M, MBA 2005-2006


Employee referrals: Levi Strauss & co encourages

“

E mp

ref ” . This motivates and

encourages the internal employees to help in hiring the candidate for the particular job vacancy. This practice is a Win-Win situation for

both the company and the employee. As compensation a percentage of money is offered for each candidate selected and placed to the

employee. The other advantage is that the internal employee who

refers is aware of the candidate personally and he analysis whether the referred candidate will suite the company culture and the job specification. Were in the first applicant tracking is done by the referrer itself. This minimizes the cost and the time involved. Employees are valuable resources for filling job opening and can be an effective and cost efficient way of attracting qualified candidates. When logging applicant data, which have been provided through a referral, it is possible to log who referred the applicant for future reference. Direct applicant: These are applicants who directly drop their resumes based on

the job openings heard by word of mouth. Levi Strauss & co does not usually call for jobs by media advertisements. Therefore direct applicants and advertisement based recruitment are less in no. Campus recruitment: Levi Strauss & co visits few campuses in India in Cities like Chennai, Delhi and Bombay for recruitments. They source fresh - 41 -

M.P.B.I.M, MBA 2005-2006


aspirants for the particular job profile. The campus recruitment involves high cost. The below table gives the cost incurred for the travel on campus recruitments. Travel Expenditure during first Quarter 2005 for campus recruitment. Cost Type of Location

Mumbai

Reason

Campus

Person

Expense

Description

To & Fro

5000

Food

2 days

500

2 nights

3000

recruitment

1

no of

entire

candidates

Ratetrip

Travel Accommodation

for the

selected

10,000 2,000 6,000

To campuses

9

and back,2

Local Travel

days

500

2,000 20,000

Delhi

Campus

Travel

To & Fro

8000

Food

2 days

500

2 nights

3000

Accommodation

recruitment

1

16,000 2,000 6,000

To campuses

9

and back,2

Local Travel

days

500

2,000 26,000

Travel

To & Fro

3500

12 days

100

2400

Local Travel

12 days

100

2400

Travel

To & Fro

3500

12 days

100

2,400

Local Travel

12 days

100

2,400

Travel

To & Fro

3500

12 days

100

2,400

12 days

100

2,400

Food

Chennai

Campus recruitment

Food

Food

1

1

1

Local Travel

84000

84,000 15

84,000

266400 Total

- 42 -

312,400

33

M.P.B.I.M, MBA 2005-2006


5.3 RESEARCH FINDINGS 1) From Q1 till date HR has been involved in Hiring close to 70 positions. 2) 54 Positions have been filled. 3) The average Lead time for LSIL positions has been a 41 day Cycle. 4) The average Lead time for ASO positions has been a 43 day Cycle. 5) A joining bonus amounting to 5.3 Lakhs has been made to 4 hires. 6) 7offers were declined on grounds of Compensation. 7) Typically it takes more than four months to fill an executive vacancy. 8) On an average for the campus recruitment total cost involved is Rs 312,400.

- 43 -

M.P.B.I.M, MBA 2005-2006


5.4 RESEARCH INFERENCE In order to improve recruitment efficiency and the cost related

deficit, a key advancement in the online recruitment model has to be introduction of integrated psychometric profiling capability and

competency based screening and selection of candidates. It's become

a necessary partner of skills-based assessment, in order to effectively filter increased numbers of applicants from the Internet.

Psychometric profiling adds a valuable extra 'lens' after initial targeted screening, that allows for one-to-one comparisons to benchmarked employees who are considered 'star performers'. This type of profiling can even be used to measure candidate job suitability, in other words, how well a candidate is matched to a given role type and its key job goals.

- 44 -

M.P.B.I.M, MBA 2005-2006


CHAPTER 6 6.1 STEPS TOWARDS THE SOLUTION 6.1.1 The primary drivers to pursue e-Recruitment Improve corporate image and profile. Reduce recruitment costs. Reduce administrative burden. Employ better tools for the recruitment team. The is growing evidence of usage of Internet technology and the World Wide Web as a platform for recruiting and testing candidates.

- 45 -

M.P.B.I.M, MBA 2005-2006


6.1.2 Assessing the organization ’ s e-Recruitment strategy The experiences of Research Network members underline the complexity of considerations and possibilities of e-recruitment. The report also offers a series of self-assessment questions, which, if answered specific to your organization and its HR function, provide the basis for an e-recruitment agenda.

- 46 -

M.P.B.I.M, MBA 2005-2006


6.1.3 Interaction with software solution providers The vendor involved in designing and implementing the erecruitment software should be answerable to the following Can you build and customize it to suit your own business and processes? Can you control application content provided by candidates, and ensure the relevance and validity of this information? Can you build a talent pool even when you're not recruiting? Can it be used for both internal and external recruitment? Is there a method for people without Internet access to still be able to apply to you? How long does training take, and what does it cost? Does the system have job description, job goals, minimum requirements builders and wizards? Are there additional screening components, such as psychometric testing? Does it provide for data export to HRIS or Microsoft applications? Are all communications and actions maintained in a history log for legal purposes? Is it scaleable, and are there different cost options for the size of our business and the amount of recruiting the company does?

- 47 -

M.P.B.I.M, MBA 2005-2006


CHAPTER 7 7.1 OVERVIEW OF THE PROJECT

This project involves the creation of a website for personal and career development for Levi Strassus & co. The project is an automated system to help the recruitment process. The project is aimed at providing an easy solution for job listing, job management, candidate

sorting

and

management

and

recruitment

process

management. It helps in keeping the recruitment process clear and transparent between the applicant and the HR managers. Online solution works

The e-recruitment landscape

- 48 -

M.P.B.I.M, MBA 2005-2006


The trend is for companies to integrate careers sub-sections into their websites, so that prospective employees can either apply directly to available jobs, or simply register their interest in working

for a brand. Companies have effectively become their own agencies,

inviting 'passive' job seekers into a database for future consideration when roles become available. The Company career sites needs to provide a facility for job seekers to create a personal account with an email address and password, which they can revisit and update. Job seekers provide information about them via an online application form, and are able to view a list of job openings. Targeted questions related to job specs or roles are replacing standard 'Attach CV' functionality, to capture exactly the required information, and allow for quicker and unbiased comparisons by employers.

- 49 -

M.P.B.I.M, MBA 2005-2006


7.2 USERS & ROLES The website will have the following types of users: 1. Visitor 2. Candidate / Seeker 3. Employee 4. Employer / Recruiter / Hiring Manager 5. Placement Consultants 6. Administrator Visitor

A Visitor is any person who visits the website. A visitor will be able to do the following: 1. View Home Page 2. View Static Pages About Us Privacy Policy Terms & Conditions 3. Contact Us 4. Search Job Listings (Quick Search & Advanced Search) 5. View Job Listing Details 6. View Hot Jobs

- 50 -

M.P.B.I.M, MBA 2005-2006


7. Register as Candidate

Candidate

An job seeker is a visitor who has registered and has logged in. An job seeker can do everything that a visitor can as well as the following: 1. Login 2. Logout 3. Retrieve Lost Password 4. Change Password 5. My Home 6. Search Job Listings (Quick Search & Advanced Search) 7. View/Edit Registration (personal profile) Details The registration info would be the same as what is now collected in the booking form 8. View/Edit Resume Builder The Resume builder is divided into eight sub divisions. Intoduction. Experience summary. Why Hire me? Experience Details. Education/ Tranning/ Certification.

- 51 -

M.P.B.I.M, MBA 2005-2006


Skills. Upload resume and pic. General details. (Details of the above are given in section )

9. Apply for jobs A registered and logged in seeker may not only view list of jobs and urgent vaccancyes but also apply for the same. There is no limit as such to apply for jobs, but if a job is offered and accepted he/she is not allowled to apply any more jobs. Similarly if rejected for any job he/she will not be allowled for any more jobs for a limited period of six months.

10.Job manager. Here a seeker can create his/her cover letter View a the list of jobs he/she applied and the status of the same. View previous and next interview details.

11.My Calander.

- 52 -

M.P.B.I.M, MBA 2005-2006


Here a seeker may add his/her free time best for the HR to contact him or shedule an interview for. Seeker is also shown if any appointments has been fixed by whom and where. Seeker may edit or delete any free time added if its not booked by the HR. 12.My Web page This section gives the link to the seekers online profile. The online

profile is a all the details of the seeker

collected in the various section above put together. 13.Receive Email updates. 14.Activate / Deactivate resume 15.Mange muntiple Cover Letters 16.Check status of jobs applied and view interview schedule. 17.Reveice Interview scheduled via email. 18.Accept / Reject Offer notification. 19.My Favorite Jobs Set jobs as favorites List all favorite Jobs Apply for jobs from favorites

- 53 -

M.P.B.I.M, MBA 2005-2006


Employee

1. All the features the cadidate has (listed above) 2. View Internal Job Postings 3. Apply for Internal Job Postings 4. Track status of IJP applications 5. Employee Referrals - against positions 6. Employee Referrals - Database 7. Track Status of Referrals 8. The benefits to job seekers of using the Internet are significant. Surfing is less expensive than purchasing print media. Job seekers find at least four times as many jobs advertised than in print, and with greatly detailed job descriptions. Searching is a lot more targeted and faster online than sifting through newspapers.

Employer

An Employer in this site has complete power. An employer here can also be called as the administrator of the website. The employer or the

HR

of

a

company

has

to

his

disposal

the

modules/functions. 1. Login

- 54 -

M.P.B.I.M, MBA 2005-2006

following


2. Logout 3. Retrieve Lost Password 4. Change Password 5. Edit Registration Details The registration info would be the same as what is now collected in the booking form. 6. View/Edit Company and Contact details 7. View/Edit Company logo picture. 8. Manage Jobs (View/Edit/Delete) Current List of jobs Displays a list of all the Jobs added by the HR. Has links edit and add job pages. Set expiry dates for jobs posted Flag Jobs as Hot jobs Activate / Deactivate Job postings Set Jobs are internal Jobs Send job posting details to all / group of employee ’ s for referral programs Send job posting details to all / group of concultants Post job posting details on Job portals i. Monster ii. Naukri 9. Resume Search

- 55 -

M.P.B.I.M, MBA 2005-2006


A search page which lists from the availabe resumes, a list of resumes acording to the search criteria. Search criteria being: I. Skills II. Employement type. III. Salary IV. Willing to Relocate. Filter Job search results based on columns 10.Application recieved Lists all the applications of candidates who have applied for various jobs. The listing id done based on the filter criteria. Search criteria being : i. Job code ii. Name iii. E-mail address iv. Interview Stage No. 11.Mange applicants reffered by employees 12.Mange applicats reffered by consultants 13.Filter applicants reffered by employees by employee groups 14.Filter applicants reffered by employees by consultant groups

- 56 -

M.P.B.I.M, MBA 2005-2006


15.Shortlist Candidates and Schedule / tracking interviews for candidates 16.Recruiting Process (Post Recruitment Process) Stage Zero - Screening and scheduling Stage One - HR Interview and its related competency mapping Stage Two - Process linked Interview and its related competency mapping Stage Three - Final Interview (offer

–

acceptance /

reject) Stage Four - Joining 17.View Interview Schedules 18.Mail templates Lists and Lets the user view/edit/add/ delete the mail templates. 19.Manage Manpower Request Create Man Power Request Set

job

category

and

expiray

dates

for

manapower request Set Manapower request as i. Replacement ii. New

- 57 -

M.P.B.I.M, MBA 2005-2006

colsing


iii. Contract Set Hire Justification Assign Job request code Choose list of recommenders to authnticate Manapower request Choose list of approvers to validate and approve/reject Manapower request View recommeders commetns on manapower request View approver comments on manapower request View status of manapower request. 20.My calaender Lists all the apointments booked by the HR. 21.Reports / MIS MIS Reports - Rejection Analysis MIS Reports - Skill wise analysis MIS Reports - Contractor Status MIS Reports - Open Position Analysis MIS Reports - Open Position Ageing Analysis MIS Reports - Recruitment Analysis MIS - Head Count Reports

- 58 -

M.P.B.I.M, MBA 2005-2006


Administration

1. Manage Staff List/View/Add/Edit/Delete Admin staff 2. Set System Parameters 3. Role based security 4. Manage Master data Manage Approvers Manage Recommenders Manage Interview Panel Mange Category of Jobs Manage Employee Groups Manage Vendor Groups 5. Adhoc Reports 6. Audit Trial System

Send matches to candidates based on saved search Send matches to candidates based on their profile.

- 59 -

M.P.B.I.M, MBA 2005-2006


7.3 THE DETAILED E-RECRUITMENT PROGRAM SPECIFICATION 7.3.1 The screening of resume based on the job specifications

The company has different job specs spread across various sectors of the organization. The following table lists the 4 digit code assign to each sob specs. Few job specifications in Levi Strauss & co Job SPECS

4 digit code

Accounts Assistant-Payables

XXXX

Accounts Asst

XXXX

Accounts Asst

XXXX

AR

XXXX

ASM,TSM East

XXXX

ASM-Chandigarh

XXXX

ASM-Dockers

XXXX

Brand manager-Signature

XXXX

Category Manager

XXXX

Category Manager-Dockers Womens

XXXX

Competencies for Merc Manager

XXXX

Design Head JD -Search

XXXX

Fabric Engineer-ASO

XXXX

Finance Secretary

XXXX

Financial Controller-Spec

XXXX

HR Manager

XXXX

Infrastructure Spec 1

XXXX

infrastructure spec

XXXX

JD-FC

XXXX

JD-Head - IT

XXXX

Legal Counsel

XXXX

- 60 -

M.P.B.I.M, MBA 2005-2006


Management Accountant

XXXX

Manager Technical Support

XXXX

Manager-Tops Sourcing

XXXX

Channel Specialist-Dockers

XXXX

Product Execkers

XXXX

Merchandiser-Dockers Men's

XXXX

Merchandiser-Dockers Womens

XXXX

Operations Executive

XXXX

Ops team-Production Coordinator

XXXX

planning-South

XXXX

Product Head-Dockers

XXXX

quality auditor-Wovens

XXXX

Quality Head

XXXX

quality spec

XXXX

Regional Business Development Manager XXXX Retail Coordinator

XXXX

Retail hardware designer

XXXX

Sales Analyst

XXXX

Sales Manager-South

XXXX

Sampling Coordinator

XXXX

SME

XXXX

Sourcing Head

XXXX

Store Operations Manager

XXXX

VM Implementor-Exclusives

XXXX

Store Operations Manager-Kolkata

XXXX

Warehouse Manager

XXXX

- 61 -

M.P.B.I.M, MBA 2005-2006


The below are gives the role and key deliverables of a particular job specification:

Accounts Assistant Payables function Bangalore

Requirements Role : To handle the vendor reconciliations and bill processing Around 2 -4 years

experience in any industry , Should have worked in the Receivables or Payables function involving a large number of customers / suppliers. Familiar with Excel and having worked on any accounting package Mature enough to interact with vendors and operations team

Key Deliverables: To process CMT vendor invoices and reports and maintain stock records at various contractors, reconcile the stock statements as per Company s records and vendor records, co-ordinate with the vendors for the reports reaching on time , interact with operations department to ensure the issues identified are resolved on a timely manner and ensure account balances with vendors are reconciled and matched. ’

Update records of stock at all vendor locations, quantity and values Reconcile accounts with no disputes with all the vendors.

The rest are placed at the annexure …

- 62 -

…

.

M.P.B.I.M, MBA 2005-2006


7.3.2 The HR Interview and its related competency mapping

At Levi Strauss & co., competencies are defined as a set of behaviors, including knowledge, skills, and attitudes, that result in superior performance. These behaviors are observable, measurable, and can be improved through coaching and other development opportunities.

There are two types of competencies used at Levi Strauss & co:

Foundational .

These articulate the skills, knowledge and

behaviors that are critical to success as an employee at the company, regardless of job function. “ Shape

Examples include

Strategy ” and “ Collaborate ” .

Functional .

These are specific, functionally-related s kills,

knowledge and behaviors that are unique to a business area or position. Examples include “ Drive Sales and Profitable SellThrough ”

( Sales ) or

“ Risk

Management ” ( Supply Chain ) .

These competencies may be grouped by function or sometimes sub-divided into departments for focus and specialization. Only the Foundational competencies have been changed. They

were revised to be more relevant to our current business context and to be easier to use as an assessment and development tool.

- 63 -

M.P.B.I.M, MBA 2005-2006


The definition of each competency should be understood as the “ headlines ”

for that competency. For example,

“ Shaping

Strategy ”

can mean many things at many organizations, but the definition tells that at LS&CO.

“ Shaping

Strategy ”

means executives and leaders

need to:

Create, influence, translate corporate and business unit strategies based on insight, data and constant planning.

Anticipate business/industry needs and drive strategies to intercept profitable opportunities in the marketplace

These competency mapping enables the managers to: Rate the candidate across the various skills and attitude. Identify and assess existing talent to ensure the company has the “ people ” capability needed to deliver results . pinpoint critical development needs, including for the “ ne xt role” develop learning and development curriculum/opportunities that are linked to results promote more effective and consistent hiring practices (ensuring we truly select the right candidates)

- 64 -

M.P.B.I.M, MBA 2005-2006


Rating Scale 1.

“

Effective ” : The word

“ effective ”

means the individual has

demonstrated the ability to use the specified behavior towards getting achieving results. 2.

“

Not Demonstrated to Developing ” :

When the individual

demonstrates that he/she is able to apply some of the behaviors associated with this competency but is clearly still learning many of the behaviors. Managers can not yet say this competency reflects the individual’ s way of working and developmental support is required to continue strengthening effectiveness. 3.

“

Developing to Competent ” : When the candidate shows that

he has the capability to consistently demonstrate effectiveness at the majority of relevant behaviors in this competency. Based on experience, his/her manager feels confident that this competency reflects the individual ’ s way of workin g, but demonstrating this competency may still require conscious effort. Managers begin to hold up these individuals as examples of how to demonstrate 1 or 2 of the specific behaviors within a competency, but there may still be 1 or 2 behaviors that need developmental support. 4.

“

Competent to Strength ” : This competency represents the

candidate ’ s way of working and development can be focused - 65 -

M.P.B.I.M, MBA 2005-2006


on "even better if". These individuals are insightful about how to leverage this competency toward success on the job, and can guide others on "how to". 5.

“

Strength to Role Model ” –

When the candidate exhibits the

capability to acts a model of all behaviors that comprise this competency and can be relied upon by the organization to teach others. This person is sought out by others as an expert in application of this competency. The ratings 1-5 are to guide employer or the HR manager towards analyzing the employee ’ s capability.

- 66 -

M.P.B.I.M, MBA 2005-2006


Competency Rating Scale

Ratings represent where individuals are on a developmental continuum: Ratings: Not

Developing

Competent

Strength

Role Model

Has

Consistently

Consistently Consistently

Guidelines Demonstrated* For Rating Self and

Has not had

Others:

the opportunity to demonstrateddemonstrates demonstratesdemonstrates demonstrate or effectiveness is effectiveness at effectiveness effectiveness ineffective in the at

some the majority,

in all relevant in all relevant

demonstration of approximatelyapproximately behaviors

behaviors

the

associated

majority

these

of one-third,

oftwo-thirds,

behaviors the behaviors behaviors

and Can not yet associated be

expected

work this way

to with

with this

this this competency And Is

with

this

associated with competency competency

competency And And

ofassociated

Can

stillexpected

beteach

Could And Teaches others others and is

to many of thesought out as

learning many work this way behaviors

an expert on

of these

all behaviors

Behaviors

And Provides inspiration in these behaviors.

- 67 -

M.P.B.I.M, MBA 2005-2006


7.3.3 Role of Placement Consultants

Every job positions list of different consultants and their corresponding 2 digit code: consultants Name 5M

01

Alfredo Borges

02

ASA Consultants

03

Avatar Consultants

04

Clark & Kent

05

Classic

06

Credence

07

Executive Tracks

08

GN Consultants

09

Human Capital

10

Mafoi Staffing

11

Manpower Sevices

12

Manpower Staffing

13

Matrix Consultants

14

Naukri

15

Peyote Morgan

16

Quadrangle

17

R& M

18

Reach

19

Tab Consultants

20

Unison

21

2 digit code

If a candidate is selected from particular consultancy then the resume gets locked against the code of the consultancy, this does not allow further access of

the resume through different consultant. This helps in associating one candidat with a particular consultancy and the redundancy in the database.

- 68 -

M.P.B.I.M, MBA 2005-2006


CHAPTER 8 8.1 SYSTEM FLOW DIAGRAMS

- 69 -

M.P.B.I.M, MBA 2005-2006


- 70 -

M.P.B.I.M, MBA 2005-2006


- 71 -

M.P.B.I.M, MBA 2005-2006


- 72 -

M.P.B.I.M, MBA 2005-2006


8.2 TECHNOLOGY 1. We propose to develop the website using ASP.NET on a Windows 2000/2003 Server. For the database, we will use Microsoft SQL Server 2000. We recommend that the application be hosted on a dedicated server to ensure scalability and security of information. 2. We will separate the user interface code from the business logic and database layers. All data access code will be in the form of stored procedures within the database for which there will be wrappers in the data access layer.

8.2.1 Design Constraints

The Website is being built on the Microsoft NET Platform using ASP.NET and C#. The database server will be Microsoft SQL Server 2000. 8.2.2 User Interfaces

The user interface of the Website will be HTML 4.01 and will be viewable in browsers – Microsoft Internet Explorer 6.0 +

- 73 -

M.P.B.I.M, MBA 2005-2006


8.3 Design Methodology The process oriented development methodology is designed to minimize project risks and development time. It focuses on business solutions that fulfill business goals, instead of merely providing technical solutions. All the applications are built on the basis of this philosophy.

The approach that is adopted is the

Spiral Iterative

Methodology , where the project goes through one or more iterations

Req Definition Project Planning

Deployment & Acceptance

Design

Development

Integration & Testing

of all project stages. The following diagram gives a brief overview of the process.

- 74 -

M.P.B.I.M, MBA 2005-2006


The processes are defined for requirements capture, design, development and testing. To generate UML diagrams representing the Use Case Model, Analysis Model, Design Model, Implementation Model and Test Model.

The sequence of activities with a project is as follows:

Project Acquisition and Planning

Business / Application Goals

Development Approach

Project Planning

Software Configuration Management Plan

Software Quality Assurance Plan

High Level Req Specification

This is the first stage of the project execution and overlaps with the project acquisition stage. It includes the following. a. Business Analysis, Requirements gathering, understanding, feature list and estimation. b. Contract Signoff & Project kickoff. c. A Project Leader takes over and the team is formed.

- 75 -

M.P.B.I.M, MBA 2005-2006


Requirement Definition

High Level Req Specification

Req Definition

Requirements Document

Updated Project Plan and Schedule

Use Cases

Req Traceability M atrix

In this stage, client requirements are gathered. This is done on the basis of information provided by the client in the form of documents, existing systems and process specs, on-site analysis interviews with end-users, market research and competitor analysis.

This stage has the following steps: a. Requirements Analysis, b. Creation of Use Cases and generating the Use Case Model. c. Validation of the Scope and estimates against the contract and revisions made if necessary.

- 76 -

M.P.B.I.M, MBA 2005-2006


Design

Requirements Document

Use Cases

Design

Dataflow design

High Level and Low level Design

User Interface Design

Task level WBS

In this stage, the application design is developed on the basis

of the requirements, scope and use cases agreed upon in the Requirement Definition stage.

This stage has the following steps: a. User Interface - The Prototype is developed and validated against the requirements and b. Presented to the Client for approval. c. The Use Cases elaborated in the Analysis Model are represented using Collaboration Diagrams. d. Design Model elaborations are made from the Analysis Model. Validation of the Scope and estimates against the contract and revisions are made if necessary. - 77 -

M.P.B.I.M, MBA 2005-2006


e. The Implementation Model is generated from Design. f. The Test Model is generated from Use Cases.

Development, Integration and Testing

Design Documents

Development

Completed ntier Solution

Test Plan

Deployment Map

In this stage, the actual code based on the design is created and tested against requirements and test cases.

This stage has the following steps: a.

The

Development

of

code

base

proceeds

as

per

Implementation and Design Models. b. The Code is tested according to the Test cases and Test plan. c. Integration and Quality Testing is carried out resulting in Test Reports. d. Client Acceptance Tests carried out. e. Client feedback and debugging. f. Client acceptance. - 78 -

M.P.B.I.M, MBA 2005-2006


Integration, Testing and Deployment

Software Developed

Test Plan

Deployment Map

User acceptance criteria

Integration & Testing

Integrated Software

Acceptance Report

Deployment Plan

In this stage, the developed application is deployed on the live server. a. Implementation on Client Premises or Hosting Server. b. Implementation Signoff by Client.

The steps above are iterated through until the final deliverable is completed.

The project schedule will clearly indicate the responsibility of the

client and the developer and indicate the dates by which each person will submit their deliverables.

- 79 -

M.P.B.I.M, MBA 2005-2006


CHAPTER 9 9.1 PROJECT MANAGEMENT We believe that vendor involvement and participation is key to the success of any project and relationship. We therefore strongly

emphasize a partnership approach through the entire lifecycle of the project.

9.1.1 Change control mechanism

The Change Management process at ensures that each change introduced to the project environment is appropriately defined, evaluated and approved prior to implementation. Change management is introduced in projects through the implementation

of

five

key

formal

processes.

They

include

submission & receipt of change requests, review & logging of change requests, determination of feasibility of change requests, approval and finally implementation & closure of change requests. Levi make sure that we define change roles and responsibilities for all resources (both within and external to the project) involved with the initiation, review and implementation of changes within the project.

- 80 -

M.P.B.I.M, MBA 2005-2006


9.1.2 Communication The system is proposed for an Offsite-model. However based

on the project or customer requirements, our team members would b available for onsite visits where appropriate. The expenses for the visit would be borne by the customer. During the project development life cycle, Stylus team would

coordinate with the client by email, chat and by telephone where required. The point of contact for the client from Stylus Systems will identify a Project Manager who will serve as the single point of contact for the client through the lifecycle of the project. The client would similarly identify a single contact point for all project related interactions with Stylus.

9.1.3 Schedules Before the commencement of the project, vendor will provide timelines and milestones for the project, which would be mutually agreed upon. Changes in the scope or deviations from the pre-defined feedback timelines could affect the cost and schedule of work.

- 81 -

M.P.B.I.M, MBA 2005-2006


9.1.4 Escalation Before the commencement of the project Stylus will establish

and provide details of escalation points and procedures for the project

9.1.5 Customer Responsibilities In addition to the points specified under the assumptions, the client would provide timely inputs where required. The client would

provide feedback and comments on the graphics, modules submitted within a maximum timeframe of 2 working days.

- 82 -

M.P.B.I.M, MBA 2005-2006


9.1.6 Acceptance Criteria The project would be deemed completed on completion and submission of the solution as specified in the specification document mutually agreed upon. The project would be deemed accepted on communication from the client to that effect or 15 working days from the date of the receipt of the last feedback, whichever is earlier.

9.1.7 Warranty Any defects or bugs brought to the attention of tool vendor for

a period of 30 days from the date of completion of the project would be attended to at no additional cost to the client.

- 83 -

M.P.B.I.M, MBA 2005-2006


9.2 LIMITATIONS OF THE PROJECT The key limiting factors to e-recruitment most frequently reported were: The cultural approach of the organization towards recruitment The lack of knowledge of e-recruitment within the HR community Internet usage by target candidates Commitment of senior management. Issues raised as causing concern with e-recruitment included the quantity and quality of candidates applying using web-based tools (e.g. organizations being inundated with CVs attached by email,

many of whom were not suitable for the post), the relevance of short listing criteria (e.g. the validity and legality of searching by keywords), confidentiality and data protection, and ensuring diversity of applicants. The trends in e-recruitment use suggest a changing landscape

whereby in future the candidate is connected to the central system and there is involvement of the line manager in the process (see

figure). In addition to the reported benefits such as cost efficiencies, the role of HR in this model is viewed as more of a facilitative role, in theory allowing time for recruiters to become involved in the strategic issues within resourcing.

- 84 -

M.P.B.I.M, MBA 2005-2006


9.2.1 Implementation challenges The

findings

from

the

survey

indicated

that

key

implementation challenges were the cultural approach of the organization towards e-recruitment, and the lack of knowledge within the HR community. This has implications for training within HR to develop the capability to deliver e-recruitment, and also elsewhere within the organization (eg at line manager level). Further implications of e-recruitment are that it may allow a more strategic role for HR. A compelling argument why online recruitment should

be integrated sooner rather than later, is that it will serve to move the

recruiter up the value chain, allowing them to be far more strategic. Finally, cultural and behavioral change was reported as the significant challenge in ensuring that e-recruitment delivers.

- 85 -

M.P.B.I.M, MBA 2005-2006


CHAPTER 10 10.1 CONCLUSION What are the key messages from our research? In examining

the findings, the key message for recruiters is to acknowledge that the adoption of e-recruitment is about more than just technology. It is

about the recruitment system being able to attract the right candidate

the selection process being based on sound and credible criteria, and the tracking process being able to integrate with existing systems. Perhaps most significantly, e-recruitment is about cultural and behavioral change, both within HR and at line management level. From our evidence, we suggest that for e-recruitment to deliver, it is about developing the capability of HR to facilitate the system and to view the staffing process as an end-to-end process, similar to that of a supply-chain.

- 86 -

M.P.B.I.M, MBA 2005-2006


ANNEXURE-I Accounts Assistant Receivables function Position is on contract

Around 2 years experience in any industry , having handled the Receivables or Payables function involving a large Requirements/Qualifications number of customers / suppliers. B Com

Key Deliverables 2 Years To directly handle all aspects of Receivables for one channel – reconciliations, verification of claims, setting collection targets, co ordination with sales team forFamiliar with Excel and having worked on any accounting collections, providing information to the channel head, inter package. acting with the Retailer on accounting issues. Mature enough to interact with To reconcile the Receivables sub ledger with the General customers and sales team Ledger. Directly handle channel accounts 95 % Reconcile Receivables sub ledger with General ledger 5 % Reconciled accounts with no disputes about collection targets. Accurate monthly collection targets Smooth operation of automated credit control Up to date retailer documentation Prompt settlement of retailer claims

- 87 -

M.P.B.I.M, MBA 2005-2006


ANNEXURE-II

Area Sales ManagerChennai

Role : Consistent achievement of sales targets for 1. Graduate / MBA the Signature brand in the franchisee on an 2. 26-28 years of age ongoing basis,through effective 3. with 3-5 years of experience in retail leadership,direction,training and review of all sales , distribution management and key elements of the sales and distribution. relationship management 4. Should have exposure to working in the Territory : This position will be based at south Market and be familiar with the Chennai and responsible for south States territory. 5. Male candidates only 6. Apparel/FMCG industry / retail trades (preferably good MNC or good Indian FMCG organisations) Key Deliverables:

Achievement of primary and secondary sales Competencies targets at the franchise level 7. Financial acumen-clarity on Distributor appointments,store appointments ROI,inventory turns,collection,returns and start ups quality per sq. feet,investment in Sales performance and management store ,distributor expenses Distribtor and store expansion targets 8. Commercial State-wise development and implementation understanding ,taxes ,excise,margin of sales plans calculations,impact on tax. State wise market shares 9. Relationship management-effectively Coordination with marketing and manage distributor and sales reps. manufacturing 10. Influence and negotiate discussions ,sell Field marketing execution ins,store expenses etc. Promotions execution quality 11. manage planning & replenishment of Training of sales officers and distributors merchandise Service quality to trade 12. number savvy to make decisions Regional competition mapping/tracking 13. drive store profitability,understand store factors (walk-ins,conversions)and thus manage actors for effectiveness of stores,recommend store actions . 14. stock/ inventory /merchandise planning etc 15. understanding of visual merchandising 16. ability to identify and expand new distribution network

- 88 -

M.P.B.I.M, MBA 2005-2006


ANNEXURE-III Candidate Reference Check 1. Introduction

Introduce yourself and clearly state this is a reference check. Ask 15 minutes of the reference giver's time and state the name of the referee. Explain briefly the position this person applies for. Candidate Position applying for Referee name Referee title Date 2. Questions

Verify place and dates of working together. What was your relationship to the candidate? What was the candidate's role (job title)? Describe them candidate's particular strengths? Describe where development or improvement is needed. In your opinion, what is the candidate's suitability for the role of … in organization? May we ask for the reason of the candidate's reason of departure in organization? What, if any, has been the candidate's main contribution during the time h was working with you? On a scale from 1-5, 1 being the worst and 5 representing the very bes would you rate the candidate on the following attributes + why? Depending on the key competencies as described in the hire brief, m maximum 5 competencies. Competencies

1-5

Reason

- 89 -

M.P.B.I.M, MBA 2005-2006


ANNEXURE-IV

- 90 -

M.P.B.I.M, MBA 2005-2006

Recruitment Process at Levis

Recommend Documents