Documentos de Académico
Documentos de Profesional
Documentos de Cultura
ADECCO
(For partial fulfillment of the requirement of Bachelor in Business Administration)
Session: 2011–14
Submitted by:
BISWANATH PANDA
EXTERNAL GUIDE
INTERNAL GUIDE MISS IPSITA MISHRA
MISS PRAGYAN PARAMITA DAS HR RECRUITOR
LECTURE IN HR ADECCO
The objective of the Recruitment process is to obtain the number and quality
of employees that can be in order to help the organization to achieve its
goals and objective. With the same objective recruitment helps to create a
pool of prospective employees for the organization so that the management
can select the right candidate for the right job for this pool.
I have applied few research tool in the project such as questionnaire,
interview, method to obtain views of the respondents and there by have
analyzed the factor by applying columnar bar and pie charts. However I
faced a few limitation such as sample constraint, time constraint respondent
didn`t take the questionnaire method seriously and so were very reluctant in
answering the questions.
INTRODUCTION
INTRODUCTION
Sourcing is a process of identifying labor pools which can be attracted to your
organisation by either push or pull recruitment techniques. Post the recruitment
effort, prospective candidates from the labor pool apply for the job of interest
and then the selection process begins. Sourcing for candidates refers to
proactively identifying people who either not actively looking for job
opportunities passive candidates or candidates who are actively searching for
job opportunities active candidates. The possible third category is active
candidate sourcing using candidate database, job boards and the like.
Identify
Bb bbvb
Labor Attract Select Hiring
pool
External training
Foreign training
METHODOLOGY :
The methods which are employed to collect the data to study the Training of
executive and its effectiveness are as follows.
Interview method
Questionnaire method.
Investigation of company profiles and reports and magazines.
SECONDARY SOURCES
Secondary sources of data means that data those are already available
i.e. that data which is already collected by someone else and already passed
through statistical process .The secondary sources covers investigation of
company’s manuals, magazines ,internet ,and records .
COMPANY PROFILE
COMPANY PROFILE
Adecco S.A is a fortune Global 500 company and the global leader in hr
service. The Adecco group network connects about 500,00 associates with
client each day through its network of over 28,000 employees and over 5,500
offices in over 60 countries and territories around the world. Registered in
Switzerland and managed by multinational team with expertise in markets
spanning the globe the Adecco group delivers an unparalleled range of flexible
staffing and career resources to client and associates.
.HISTORY OF COMPANY
The Adecco Group is the result of over 50 years’ expansion and growth by
acquisitions around the world. The founding companies, Adia and Ecco,
merged in 1996 to form the global leader.
ADECCO
2012
Adecco Group announces the acquisition of VSN Inc., a leading provider of
professional staffing services in Japan.
2011
Adecco announces the acquisition of US-based Drake Beam Morin, Inc., taking
the worldwide lead in career transition and talent development services.
2010
The acquisition of MPS Group is officially closed. With MPS's strength in
North America and the UK, the Adecco Group also becomes world leader in
professional staffing
2009
January 1, 2009 Rolf Dörig starts as Chairman of the Board of Directors of the
Adecco Group. June 1, 2009 Patrick De Maeseneire takes over as Chief
Executive Officer of the Adecco Group from Dieter Scheiff.
Adecco acquires Spring Group in the UK, bolstering the Adecco Group's UK
professional and general staffing business, and tables an offer for MPS Group.
2008
The strategy announced in 2006 moves into its second phase: development of
professional staffing, with devolution of more operational responsibility to
foster the businesses at country level.
September 11: Klaus J. Jacobs, founder and Honorary President of Adecco
Group, passed away. Jürgen Dormann steps down at year end, as Chairman of
the Board of Directors; he is succeeded by Rolf Dörig as of January 1, 2009
2007
The annual General Meeting of Shareholders approves the nomination of
Jürgen Dormann, former Vice- Chairman, as Chairman of the Board. Rolf
Dörig becomes Vice-Chairman. Klaus J. Jacobs, the co-founder of Adecco,
hands back his mandate.
2006
Adecco announces a dual strategy focused on professional and general staffing.
Following the acquisition of DIS AG, Germany, Dieter Scheiff assumes the
position of Chief Executive Officer, Adecco Group. Dominik de Daniel
becomes Chief Financial Officer.
2005
After a strategy review, Adecco makes a commitment to expand through
realignment across six professional business lines defined by occupational
fields, complementing its office and industrial core business.
2002
Recognizing the increasing demand for professional and expert services as well
as the growing importance of attracting talent, Adecco consolidates its
businesses under three leading names and creates three dedicated global
divisions to deliver its services.
1997 - 2000
Following its takeover of TAD Resources International, Massachusetts, in
2000, Adecco acquires Olsten Staffing of Melville (NY) to become the no. 1
recruitment company in the US. That year, the merged Company generates
combined revenues of over EUR 11.6 billion.
1996
Adia and Ecco merge to form Adecco. Two of the world's top three personnel
services firms, with complementary geographical profiles, merge to form a
strong global leader with annualised revenues of over EUR 5.4 billion.
Operations are combined to form a global network of 2,500 branches. The new
Company has an exceptional range and quality of services. The core staffing
business places around 250,000 people in work each day.
ADIA
Late 1980s
Sales topping USD 1 billion in 1986 make Adia the European leader. Its
success is partly down to a focus on quality and high-value services. The 1990s
see a growing trend towards specialised skills, e.g. accounting and word-
processing, including in-house training programmes.
ECCO
1990s
Further acquisitions from the late 1980s onwards strengthen base in highly
skilled, specialised fields. Also, a move into social programmes focused on
more mature workers.
In 1991, recognising the importance of the industry's role in job creation and its
growth potential, Klaus J. Jacobs invests in Adia en route to becoming majority
shareholder.
1961 - 1980
In the 1960s, Adia opens offices in various European countries and then in 1972
takes a first step overseas, with a branch in Menlo, California. In 1974,
Lavanchy recruits Martin O. Pestalozzi and a phase of expansion by
acquisitions begins. In the next 12 years, Adia buys over 85 companies, tripling
in size and gaining footholds in more than a dozen countries, including France
(1975) and the UK (1977), where it buys the market leader: Alfred Marks
Bureau Ltd.
Early 1980s
Further expansion overseas, including Australia, New Zealand, Japan, Hong
Kong and Canada. Meanwhile, Ecco is focusing on its home market. By the
mid-1980s, it is the market leader in France, a decade later world no. 2. The
growth of both companies is part of a wider trend: temporary staffing becomes
the world's third-fastest growing industry in the 1980s. Adia's Pestalozzi states
in 1985: "We want balanced growth; we want to be known as the best, rather
than the biggest in our markets."
OUR MISSION:
To partner with our client to integrate flexibility into their workforce and take
care of their routine people management activities, helping them concentrate on
their core business.
OUR VISION
We inspire individuals and organisations to work more effectively and
efficiently, and create greater choice in the domain of work, for the benefit of
all concerned. As the world's leading provider of HR solutions – a business that
has a positive impact on millions of people every day – we are conscious of our
global role. Helping people to better work,
better life is our common purpose and the way in which we contribute to
society.
STRATEGY
The world of work is constantly changing and Adecco is one of the leading
forces shaping that change. With a growing demand for both flexible and
skilled workforces we have two distinct approaches to the market.
For positions that require general skills, we offer our clients tailored solutions,
focusing on industry know-how and cost leadership. This also means ensuring
continuity and nurturing long-term relationships with associates.
To fill positions requiring specialised professional skills, we have experts who
can find the right candidates. Our aim is to provide consecutive assignments,
ensuring talent retention and skill enhancement for our associates.
In both approaches to the market, it is our goal to focus on operational
excellence, specialisation and efficient delivery models.
As the global leader in HR services, we are aware that traditional patterns of
employment will continue to evolve in the years to come. We therefore
encourage present and future generations to see change as opportunity in its
multiple forms. We invite people to accept tomorrow’s challenges with
confidence and to join us in shaping the future of the workplace.
CHAPTER 3
LITERATURE REVIEW
LITERTURE REVIEW
SOURCING:
Sourcing is a talent management discipline which is focus on the
identification, assessment and engagement of skilled worker
candidate through practive recruiting techniques. Professionals
specializing in sourcing are known as primarily as sources; but also
Recruiters, Recruiting Researchers or Talent scouts.
Objectives
Sources of candidate
Internal sourcing
External sourcing
Internal Sourcing
When you hire staff or contract staff who is working or was working with your
organisation earlier, then it is called as internal sourcing. An internal source is
consider for:
PROMOTIONS
TRANSFERS
TEMPORARY STAFF
Many organisation appoint temporary staff for short projects. At the end
of such projects organisation often try to retain efficient resources by
deploying them to available position in other roles.
RETIRED EMPLOYEES
EXTERNAL SOURCING
When you hire staff or contract staff who has never worked with your
organisation earlier, then it is called as external recruitment. Examples are:
Advertisements in Media:
Various colleges and institutions are a good source of recruiting well qualified
executives, engineers, medical staff, etc.
Employee Referrals:
Consultants:
They identify candidates matching the job profile and charge a fee for providing
candidates till you find the right candidate who accept the offer.
Data Banks:
When the business grows and if the business is manpower intensive, then
additional resources are required. Therefore external recruitment is done. This
is the only way to scale up the business. Also it brings in a freshnesss of thought
and perspective. Capable people from the world’s best organization bring best
practices with them. They bring the culture of performance and meritocracy.
External recruitment has many advantages. If the job role requires tremendous
experience (e.g. 15 years), it is better to hire someone externally than to wait for
people in your own organization with 4 years’ experience to gain 11 more
years’ of experience.
MEANING OF RECRUITMENT
Recruitment objective:
• Recruitment is the process which links the employers with the employees.
• Increase the pool of job candidates at minimum cost.
• Help reduce the probability that job applicants once recruited and
selected will leave the organization only after a short period of time.
Recruitment Process:
The first stage in the recruitment process is planning. Planning involves the job
vacancies and information about the nature of these jobs into set of objectives
or targets that specify the
Numbers of contact:
Organization, nearly always, plan to attract more applicants than they will hire.
Some of those contacted will be uninterested, unqualified or both. Each time a
recruitment programme is contemplated; one task is to estimate the number of
applicants necessary to fill all vacancies with the qualified people.
Types of contacts:
In order to reduce the costs, organizations look in to labor markets most likely
to offer the required job seekers. Generally, companies look in to the national
market for managerial and professional employees, regional or local markets for
technical employees and local markets for the clerical and blue-collar
employees.
Organization must decide whether to hire low skilled employees and invest on
training and education programmes, or they can hire skilled labor and
professional. Essentially, this is the make or buys decision. Organizations,
which hire skilled and professionals shall have to pay more for these
employees.
STAGE 3: SEARCHNG:
Once a recruitment plan and strategy are worked out, the search process can
begin. Search involves two steps
B). Selling.
This means that no actual recruiting takes place until lone managers have
verified that vacancy does exist or will exist. If the organization has planned
well and done a good job of developing its sources and search methods,
activation soon results in a flood of applications and/or resumes. The
application received must be screened. Those who pass have to be contacted
and invited for interview. Unsuccessful applicants must be sent letter of regret.
B). Selling:
STAGE 4: SCREENING:
Purpose of screening:
The recruitment has the objective of searching for and obtaining applications
for job seekers in sufficient number and quality. Keeping this objective in the
mind, the evaluation might include:
The sources of recruitment can be broadly categorized into internal and external
sources-
Promotion is an effective means using job posting and personnel records. Job
posting requires notifying vacant positions by posting notices, circulating
publications or announcing at staff meetings and inviting employees to apply.
Personnel records help discover employees who are doing jobs below their
educational qualifications or skill levels. Promotions has many advantages like
it is good public relations, builds morale, encourages competent individuals
who are ambitious, improves the probability of good selection since information
on the individual’s performance is readily available, is cheaper than going
outside to recruit, those chosen internally are familiar with the organization thus
reducing the orientation time and energy and also acts as a training device for
developing middle-level and top-level managers. However, promotions restrict
the field of selection preventing fresh blood & ideas from entering the
organization. It also leads to inbreeding in the organization. Transfers are also
important in
promotions.
Employee referrals-
Employees can develop good prospects for their families and friends by
acquainting
them with the advantages of a job with the company, furnishing them with
introduction and encouraging them to apply. This is a very effective means as
many qualified people can be reached at a very low cost to the company. The
other advantages are that the employees would bring only those referrals that
they feel would be able to fit in the organization based on their own experience.
The organization can be assured of the reliability and the character of the
referrals. In this way, the organization can also fulfill social obligations and
create goodwill.
Former Employees-
These include retired employees who are willing to work on a part-time basis,
individuals who left work and are willing to come back for higher
compensations. Even
retrenched employees are taken up once again. The advantage here is that the
people are already known to the organization and there is no need to find out
their past performance and character. Also, there is no need of an orientation
programme for them, since they are familiar with the organization.
Recalls: -
When management faces a problem, which can be solved only by a manager
who has proceeded on long leave, it may de decided to recall that persons after
the problem is solved, his leave maybe extended.
Retirements: -
At times, management may not find suitable candidates in place of the one who
had retired, after meritorious service. Under the circumstances, management
may decide to call retired managers with new extension.
because of their wide reach. Want ads describe the job benefits, identify the
employer and tell those interested how to apply. Newspaper is the most
common medium but for highly
Advertisements must contain proper information like the job content, working
Employment Exchanges:-
Employment Exchanges have been set up all over the country in deference to
the provision of the Employment Exchanges (Compulsory Notification of
Vacancies) Act, 1959.The Act applies to all industrial establishments having 25
workers or more each. The Act requires all the industrial establishments to
notify the vacancies before they are filled. The major functions of the
exchanges are to increase the pool of possible applicants and to do the
preliminary screening. Thus, employment exchanges act as a link between the
employers and the prospective employees. These offices are particularly useful
to in recruiting blue-collar, white collar and technical workers.
Campus Recruitments:-
Colleges, universities, research laboratories, sports fields and institutes are
The most common and least expensive approach for candidates is direct
applications, in which job seekers submit application letters or resumes. Direct
applications can also provide a pool of potential employees to meet future
needs. From employees viewpoint, walk-ins are preferable as they are free from
the hassles associated with other methods of recruitment. While direct
applications are particularly effective in filling entry level and unskilled
vacancies, some organizations compile pools of potential employees from direct
applications for skilled positions. Write-ins are those who send written
enquiries. These jobseekers are asked to complete application forms for further
processing. Talk-ins involves the job aspirants meeting the recruiter (on an
appropriated date) for detailed talks. No application is required to be submitted
to the recruiter.
Contractors:-
They are used to recruit casual workers. The names of the workers are not
entered in the
They are in the profession for recruiting and selecting managerial and executive
personnel. They are useful as they have nationwide contacts and lend
professionalism to the hiring process. They also keep prospective employer and
employee anonymous. However, the cost can be a deterrent factor
Head Hunters:-
candidate. This is a useful source when both the companies involved are in the
same field, and the employee is reluctant to take the offer since he fears, that his
company is testing his loyalty.
Radio and television are used to reach certain types of job applicants such as
skilled workers. Radio and television are used but sparingly, and that too, by
government
departments only. Companies in the private sector are hesitant to use the media
because of high costs and also because they fear that such advertising will make
the companies look desperate and damage their conservative image. However,
there is nothing inherently desperate about using radio and television. It
depends upon what is said and how it is delivered. Internet is becoming a
popular option for recruitment today. There are specialized sites like
naukri.com. Also; websites of companies have a separate section wherein;
aspirants can submit their resumes and applications. This provides a wider
reach.
Competitors:-
The organization will have the benefit of new skills, new talents and new
experiences, if people are hired from external sources.
The internal forces i.e. the factors which can be controlled by the organization
are:
1. RECRUITMENTPOLICY
• Organizational objectives
Effective human resource planning helps in determining the gaps present in the
existing manpower of the organization. It also helps in determining the number
of employees to be recruited and what qualification they must possess.
The external forces are the forces which cannot be controlled by the
organisation. The major external forces are:
Creating a suitable recruitment policy is the first step in the efficient hiring
process. A clear and concise recruitment policy helps ensure a sound
recruitment process. It specifies the objectives of recruitment and provides a
framework for implementation of recruitment programme. It may involve
organizational system to be developed for implementing recruitment
programmes and procedures by filling up vacancies with best qualified people.
E-RECRUITMENT
Low cost.
No intermediaries
What are the costs and the corresponding and related risks on the
investment?
A lot of resources like time and money are spent on recruitment processes
of an organisation. But assessing or quantifying the returns on the
recruitment process, or, calculating the return on investment (ROI) on
recruitment is a complicated task for an organisation. Indeed, it is difficult
to judge the success of their recruitment processes. Instead, recruitment is
one activity that continues in an organisation without anyone ever
realizing its worth or measuring its impact on the organisation’s business.
With the increasing strategic focus on the human resources, more and
more organisations are adopting one or the other way for calculating the
ROI on its recruitments. Many organisations are examining their HR
functions and processes and are trying to quantify their results and returns.
A recruitment professional or manager can calculate and maximize the
return on investments on its organisation’s recruitment by
Developing methods and ways measuring the results like the time – to –
hire, cost-Per-Hire and effectiveness of the recruitment source etc.
Estimating the costs associated with the recruitment project
Recruitment Strategies
Recruitment is of the most crucial roles of the human resource
professionals. The level of performance of and organisation depends on
the effectiveness of its recruitment function. Organisations have
developed and follow recruitment strategies to hire the best talent for their
organisation and to utilize their resources optimally.
A successful recruitment strategy should be well planned and practical to
attract more and good talent to apply in the organisation.
For formulating an effective and successful recruitment strategy, the
strategy should cover the following elements:
2. Candidates to target:
3. Sources of recruitment:
The strategy should define various sources (external and internal) of
recruitment. Which are the sources to be used and focused for the
recruitment purposes for various positions. Employee referral is one of the
most effective sources of recruitment.
4. Trained recruiters:
Outsourcing Recruitment:
Outsourcing is beneficial for both the corporate organisations that use the
outsourcing services as well as the consultancies that provide the service
to the corporates. Apart from increasing their revenues, outsourcing
provides business opportunities to the service providers, enhancing the
skill set of the service providers and exposure to the different corporate
experiences thereby increasing their expertise.
The advantages accruing to the corporates are:
turning the management's focus to strategic level processes of HRM
freedom from red tape and adhering to strict rules and regulations
Outsourcing Process
Outsourcing Process
Get the idea of the effectiveness and the services of the recruitment
consultant from its current and past clients.
Marketing skills
Wisdom
Exuberance
Ability to prioritise
Ambition
Resourcefulness
Diplomacy/ delicacy
Selecting the right recruitment consultant is essential for the effective
recruitment processes. A successful Recruitment consultant is someone
who is determinative, focused, and able to create opportunities for him,
works harder and smarter than competitors and continually set and
achieve higher standards.
Personal specification:
A personal specification is written by the firm or organisation and
outlines the type of person required. It includes:
Educational qualification
General intelligence
Previous experience
Specialized skills
Interests
Physical requirements
Personality
It is important to be clear and exact about the knowledge, skills,
qualification and attributes that are required for the job and
experiences and personal characteristic that are needed. It is a good
habit to specify what is compulsory or the minimum skills required
to perform the job, as well as what is desirable. To choose the
qualities required for person specification that need to select key
features from the job description. It is also good to keep for mind
to context of the job and the wider organisational requirements to
define any element of person organisation fit that are vital.
The seven point system is used for evaluation and selection of candidates.
On the above seven point plan recruitments can ask questions to candidates to
assess them and evaluate them.
The five gold grading system is used for evaluation and selection of candidates.
SAMPLE SIZE= 13
(A)Technical interview
B) HR Interview
2. In your interview, how many rounds did you face during recruitment?
a) 6 rounds
b) 5 rounds
c) 4 rounds
d) 3 rounds
A)6 round
B) 5 round
C) 4 round
D)3 round
3-Is competency model used for Recruitment and Selection?
A) Yes
B) No
A) yes
B) No
4-How much time is taken from JRF (Job Requisition Form) till the Final
offer
A) 45-60 days
B) 30-45 days
C) 6 and above
I) For Higher Level Recruitment
A) 6 0 – 7 5 D a y s
B) 7 5 - 9 0 D a y s
C) 9 0 a n d a b o v e
A) 60-75 days
B) 75-90 days
C) 90 and above
5-How do you practice
Scout Talent
(Searching Best talent)?
a)0% - 5%
b)5% - 10%
c) 10% - 15%
d) More than 15%
e)Not at all
6. What is the range of Attrition rate in the organization?
A) 1% -5%
B) 5% -10%
C) 10% -15%
D) 15% -20%
a) 1%-5%
b) 5%-!)%
c) 10%-15%
d) 15%-20%
e) more than 20%
7. You feel Branding of the organization contributes to the effective
recruitmentand selection process because of:
D) Quality of Workforce
F) Any other
(Please Specify)
Any Other
A) Yes
B) No
a)Yes
b)No
9. For internal recruitment, are the vacancies declared publicly?
A) Yes
B) No
Yes
No
10. Out of total recruitment in a year, what is the perce
n t a g e o f i n t e r n a l recruitment?
A) 0% - 5%
B) 5% - 10%
C) 10% - 15%
D) 15% - 20%
E) 20% - 25%
G) Not at al
a)0% - 5%
b)5% - 10%
c) 10% - 15%
d) 15% - 20%
e)20%-25%
f) More than 25%
g) Not at all
11. Does the organization provide any Educational Assistance and
how?
A) Yes
B) No
a) Yes
b) No
12. What is the percentage of NO SHOWS? (Scheduled candidates
not turning up for joining the job)
A) 0% - 5%
B) 5% - 10%
C) 10% - 15%
D) More than 15%
E) Not at al
a) 0% - 5%
b) 5% - 10%
c) 10% - 15%
d) More than 15%
e) Not at all
13. No of respondent s who are having experience
A 1 years experience
a) 1 years experience
This report analyses about the sourcing & recruitment programs for executives
of ADECCO with special focus on Recruitment centre at Bhubaneswar.
The study revealed that although ADECCO has a very elaborate recruitment set
up & plans, they are only partially able to implement these pans & ideas to the
fullest satisfaction of their employees. A lot of connective majors have to be
taken up by the organization especially the HRD department of the effective
implementation of the executives for the external recruitment. So equal efforts
should be made to cover all the executives for training so that they all yet
chance to develop their skills & also bring changes in the organization & cope
up with the changing climates of the organization.
Suggestion
During the recruitment programme the coordinator or any one from the
recruitment department should check whether the recruitment is going on
according to the schedule.
The recruitment should be given to those employees who really need it &
not just to fill the vacancy..
After the need assessment is done by the boss it should also be assessed
by an employee from the department whether the need assessment is done
correctly.
After coming from the training the employee should be given a chance to
present whatever he learned from the recruitment in front of other
employees.
2. In your interview, how many rounds did you face during recruitment?
a) 6 rounds
b) 5 rounds
c) 4 rounds
d) 3 rounds
How much time is taken from JRF (Job Requisition Form) till the Final Offer
E) o t h e r
7. How do you plan for fast ramping up and which are the modes?
A) 1% -5%
B) 5% -10%
C) 10% -15%
D) 15% -20%
B) Market Condition
D) Lack of Motivation
G) Inefficient Supervisor
I) Other if any
D) Quality of Workforce
F) Any other
(Please Specify)
11. Is there any contract (Bond) signed by employees while joining the
organization?( F o r a l l L e v e l s ) ( O r ) D i d y o u s i g n a n y b o n d o r c o
n t r a c t w h i l e j o i n i n g i n t o t h e organization?
A) Yes
B) No
A) Yes
B) No
A) 0% - 5%
B) 5% - 10%
C) 10% - 15%
D) 15% - 20%
E) 20% - 25%
G) Not at al
14. Does the organization provide any Educational Assistance and how?
A) Yes
B) No
15. Which are the metrics undertaken to ensure effective recruitment and
selection?(Specify the perks (monetary and non-monetary benefits) provided to
employees inorder to attract and retain them)(OE Question)
A) 0% - 5%
B) 5% - 10%
C) 10% - 15%
E) Not at al
A 1 years experience