A project report on contemporary trends in human resource acquisition

“Contemporary Trends in Human Resource
Acquisition”
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INTRODUCTION: TO HUMAN RESOURCE MANAGEMENT
An organization is nothing without human resources. What is IBM without its employees?
A lot of factories, expensive equipment, and some impressive bank balances.
Similarly, if you remove the shell U.S. Army, the CIA, the Los Angeles Unified City Schools, or
the shell Oil Company, what would you have left? Not much.
The above paragraph is meant to dramatize something that most of us take for granted.
When you think about the millions of organizations that provide with goods and services, any one
or more of which will probably employ you during your lifetime, how often do you explicitly
consider that these organizations depend on people to make them operate? It is only under
unusual circumstances, such as when the clerks go on strike at your local supermarket or the
teachers walk out in your school district, that you recognize the important role that employees
play in making organizations work, but how did these people come to be employees in their
organizations? How were they found and selected? Why do they come to work on a regular
basis? How do they know what to do on their jobs? How management knows if the employees are
performing adequately? If they are not, what can be done about it? Will today‘s employees be
prepared for the work the organization will require of them in ten, twenty, or thirty years?
What Is Human Resource Management:
Human resource management (HRM) is concerned with the ―people‖ dimension in
management. Since every organization is made up of people, acquiring their services, developing
their skills, motivating them to high levels of performance, and ensuring that they continue to
maintain their commitment to the organization are essential to social action, Getting and keeping
good people is critical to the success of organization, whether profit or non profit, public or
private.
Those organizations that are able to acquire, develop, stimulate, and keep outstanding
workers will be both effective (able to achieve their goals) and outstanding and efficient

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(expending the least amount of resources necessary). Those organizations that are ineffective or
inefficient risk the hazards of stagnating or going out of business.
Survival of an organization requires competent managers and workers coordinating their efforts
toward an ultimate goal. While successful coordination cannot guarantee success, organizations
that are unsuccessful in getting such coordination form managers and workers will ultimately fail!
To look at HRM more specifically, we suggest that it is a process consisting of four
functions – acquisition, development, motivation, and maintenance – of human resources. In less
– academic terms, we might describe these four functions as getting people, preparing them,
activating them, and keeping them.
Acquisition function:
The acquisition function begins with planning. Relative to human resource requirements we
need to know where we are going and how we are going to get there, this includes the estimating
of demands and supplies of labour. Acquisition also includes the recruitment, selection, and
socialization of employees.
Development function:
The development function can be viewed along three dimensions. The first is employee
training, which emphasizes skill development and the changing of attitudes among workers. The
second is management development, which concerns itself primarily with knowledge acquisition
and the enhancement of an executive's conceptual abilities. The third is career development,
which is the continual effort to match long-term individual and organizational needs.
Motivation function:
The motivation function begins with the recognition that individuals are unique and that
motivation techniques must reflect the needs of each individual, Within the motivation function,
alienation, job satisfaction, performance appraisal, behavioral and structural techniques for

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stimulating worker performance, the importance of linking rewards to performance compensation
and benefits administration, and how to handle problem employees are reviewed.
Maintenance function:
The final function is maintenance. In contrast to the motivation function, which attempts
to stimulate performance, the maintenance functions is concerned with providing those working
conditions that employees believe are necessary in order to maintain their commitment to the
organization.
Within the confines of the four functions – acquisition, development, motivation, and
maintenance –many changes have occurred over the years. What once was merely an activity to
find a warm body to fill a vacancy has become a sophisticated process of finding, developing, and
retaining the best-qualified person for the job. But this metamorphosis did not occur overnight. It
is the result of many changes in management thought society and the workers themselves. Let us
now look at this transition of personnel.
HRM MODEL:
In recent years there has been relative agreement among HRM specialists that what
constitutes the field of HRM. The model that provided the focus was developed by the American
Society for Training and Development (ASTD).' In its study, ASTD identified nine human
resource areas:
1. Training and Development
2. Organization and Development
3. Organization/ job Design
4. Human Resource Planning & Recruitments
5. Selection and Staffing
6. Personnel Research and Information Systems

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7. Compensation/Benefits
8. Employee Assistance
9. Union/Labor Relations.
RECRUITMENT
Sources for recruitment
Depending on the type of job opening, you can recruit qualified staff from several internal and
external sources
Internal sources:
You may have someone in mind that may be suitable for the job. It may be a relative or a close
friend. He/she is someone whom you can trust and who is qualified, with the relevant experience.
If your business has been ongoing with an existing pool of employees, you may also wish to
allow your existing employees the opportunity to be considered for the new job opening.
External sources:
Depending on your needs and your budget, you may consider the following sources:
 referrals from your business contacts or clients for a suitable candidate
 advertising in the media
 post the job opening on online job banks
 recruit fresh graduates from tertiary institutions

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 walk-in interviews
 job fairs
 professional recruitment agencies or government agencies such as WDA
Recruiting Channels
Recruiting Channels
Types of jobs
Personal Referrals :
Referrals from people you know such as your
business associates, suppliers or key customers,
which are valuable resources. No cost.
Suitable for any type of jobs ranging from top
management to production or sales jobs.
Media Advertising:
Classified ads in newspapers, trade magazines &
journals, radios and TV stations are some of the
possible channels to use for various types of job
openings. Advertising cost varies from press to
broadcast.
You can choose the right medium for a targeted
group so as to narrow downs your selection.
Advertising enables you to be selective with
specific job descriptions and requirements.
Direct Recruiting :
Educational institutions (universities,
polytechnics and ITEs) are good sources where
Suitable for entry-level jobs with no prior work
experience required.

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graduates can be recruited directly.
Walk-in :
Retail stores, restaurants and factories often
display a 'walk-in interview' sign for hiring.
Instant recruiting for store & sales assistants,
waiters/waitresses and factory operators.
Online Job Banks :
Job postings at online job sites can reach out to a
wider audience, including overseas candidates
who may have the right skill sets that your
business requires. Charges for online ads are
generally lower than newspaper ads.
Suitable for most jobs that require higher literacy,
skills and foreign talents.
Job Fairs :
Participate in employment promotion events such
as thematic industry job fairs (e.g. IT or
healthcare jobs) and other employment
facilitation events organised for job seekers.
For entry level recruiting (graduating students)
and mid career switchers (retrenched & retrained
workers). You can interview the maximum
number of candidates within the shortest possible
amount of time.
Recruitment Services :
Employment agencies perform the preliminary
screening to shortlist likely candidates for your
selection at an agreed fee or commission.
Executive Search firms or headhunters help
companies search for top talents locally and
internationally. Be prepared to pay a high price
Suitable for mid-level, skilled and unskilled jobs.
Suitable for executives & top managerial
positions or specialists & professionals

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for extensive services
Government agencies & organisations :
Organizations in collaboration with government
agencies such as Singapore Workforce
Development Authority (WDA) also provide jobs
matching services for employers and job seekers,
including retrenched and mature workers who
have been retrained with new skills.
Associations such as the Singapore Chinese
Chamber of Commerce & Industry (SCCCI) and
Singapore National Employers Federation
(SNEF) also provide free online job postings
services for members and employers respectively.
Suitable for all job openings.
Recruitment practices
 Summarizes the different approaches that can be taken to attract applicants
 Considers the impact of the Internet on application processes
 Examines how and when companies use different selection methods
 Detailed case studies on the recruitment processes at six named organizations

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The ultimate aim of any recruitment process is to bring in good-quality new employees by the
most objective, cost-effective and swift means possible. The appropriate use of IT can help a
company to achieve this goal, but this Study also highlights the durability of traditional
recruitment methods and stresses the importance of the human role in selection decisions.
When advertising vacancies, many companies continue to make extensive use of newspapers and
the trade press - use of the Internet is common, but is now widely seen as complementary to,
rather than replacing, these more traditional methods. However, the potential of technology is
being more fully realised in the application process, where specialist software and the
development of candidate databases can contribute to a more efficient, streamlined recruitment
process. The growing importance of the employer 'brand' in recruitment and of candidates' views
of the whole employment proposition are also considered.
When choosing which selection methods to use, it is important for a company to strike a balance
between gaining a rounded view of the candidate and not using any more procedures than are
strictly necessary. The organisations featured in this Study adopt a variety of selection tools, with
many placing an increasing emphasis on the initial screening of applicants to filter out unsuitable
candidates as early as possible. Thereafter, the face-to-face interview - now increasingly
structured and competency-based - remains at the heart of most employers' recruitment processes,
supplemented where necessary by psychometric tests and a full assessment centre approach.
Employer recruitment practices
The pressure for securing the best candidates, or 'War for Talent', is making a lot of employers
think carefully about their recruitment methods, and who they target. Contributing to the pressure
on firms is the financial necessity to 'get it right', due to the significant costs associated with the
recruitment process, especially for smaller firms. Employers are also becoming increasingly

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aware of the changing role of technology in the recruitment process, with advancements in the
use of the internet and new software complementing more traditional recruitment methods.
Current recruitment methods
Many employers currently opt for a selection process that involves initial application (either an
application form or CV), interviews and, in some cases, a series of tests. The series of tests often
takes the form of an assessment centre. In the article 'Assessment Centres - the best practice?'
(Croner webcentre), the author Gill Brewer states that assessment centres are one of the most
popular selection methods used by employers and usually involve psychometric tests
(ability/personality), a group problem-solving meeting, an in-tray exercise, an interview and a
presentation.
Assessment centres
According to Brewer, assessment centres are a valid and effective means of selecting recruits but,
along with other established means of testing candidates, are struggling to keep pace with
changing demands in the workplace and in the light of these changes need to find ways of testing
candidates for their ability to:
 work flexibly, integrating work-life and home-life demands;
 demonstrate emotional competence;
 demonstrate advanced cognitive abilities - relevant to knowledge management;
 manage others who work remotely.
As reported in The Independent (4 February 2002), which reports findings from the GTI report
Graduate Recruitment Trends, more and more employers are opting to use the kind of tests found
in assessment centres in their recruitment practices. Nearly half of the 500 firms surveyed (46%)
in 2002 will use psychometric and leadership tests to select graduate trainees compared with 17%
in 2000. It is also the case that employers are more likely to demand that graduates show work-
related skills in interviews, with group tasks used to discover natural leaders or those who work
well in a team. Presentations are also increasingly requested.

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While increasing numbers of employers are opting for established recruitment methods such as
assessment centres, problems are still being experienced in securing the right person for the job,
with three quarters of the 747 organisations surveyed in the latest Chartered Institute of Personnel
and Development (CIPD) survey experiencing recruitment problems. In the light of this, some
employers are carefully reviewing their recruitment methods and who they target. Some of the
changes being considered include speeding up the recruitment process, offering additional ways
to apply for posts, being more flexible in the use of recruitment methods and offering more
flexible working hours. Inevitably, technology comes into play in the implementation of some, if
not all, of these changes.
The role of new technology
Many firms are exploring the opportunities presented by advancements in technology,
particularly where it could reduce costs and time, complement and improve existing recruitment
methods, prove a candidate's ability to use technology and enhance the image of the firm. Indeed,
advancements in technology present benefits to both employer and candidate, with graduates
enjoying "…the freedom of being able to 'window shop' on-line as part of their job search
process‖ (Institute of Employment Studies 2001).
The most widespread use of new technology in recruitment at present, aside from marketing, is
the use of online application forms and CVs, with over half of employers using their corporate
website in electronic recruitment (CIPD press release, 20 May 2002).
A recent survey by online recruiter reed.co.uk (Association of Graduate Recruiters (AGR) news
section, 26 April 2002) revealed that most employers actually reject paper CVs in favour of
electronic versions. The survey involved 400 firms, of which 80% stated that if they had to
choose between two equal candidates, they would favour the one who submitted an electronic
CV. Of all firms surveyed, only 15% do not receive any electronic CVs at all. A specific example
is KPMG, who introduced an e-selection system in 2000, involving an internet-based CV and
questionnaire. The company estimates that this saves 40% of their time, with the computer both
receiving and screening CV submissions (AGR news section, 28 February 2001).
The ability to screen CVs electronically offers enormous scope for reducing the time and effort
that needs to be invested by employers in the recruitment process. According to the article 'CV

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police get serious' in The Times, CVs are seldom studied in detail by an employer, even though
around one in four CVs are thought to have some lie or distortion to hide such things as career
gaps and poor credit history. To assist recruiters in screening applicants, an online candidate
verifier system has been produced by Experian, which enables an employer to enter applicants'
details to run financial checks. Also, the American data software company SAS has just launched
Text Miner, which enables an employer to explore basic facts in a CV, such as whether the
university quoted was running the course at that time. This system can also detect the 'perfect'
candidate, looking for candidates with attributes of success, eg management skills. Some firms
are also thought to be seriously contemplating using lie-detector tests in the future.
In addition to online applications, there is also scope for developing 'virtual assessment centres',
where candidates complete the exercises online. However, the opportunities presented by
technology are not the only avenues of change in the recruitment process, with some employers
looking to diversify their intake.
Information Technology Sector Analysis
Information technology
Includes all matters concerned with the furtherance of computer science and technology and with
the design, development, installation, and implementation of information systems and
applications. Information technology architecture is an integrated framework for acquiring and
evolving IT to achieve strategic goals. It has both logical and technical components. Logical
components include mission, functional and information requirements, system configurations,
and information flows. Technical components include IT standards and rules that will be used to
implement the logical architecture.
Indian Software Industry
From the 1950s, IBM had a virtual monopoly of computers in India. The 360 series release in
1960s was the major workhouse of the large organizations. They even maintained a chain of
programmers who could write down software for their machines. However in 1978, when George
Fernandes, ministry of industries at that time, commanded IBM to take local shareholders into its
subsidiary, the company refused strictly and went back after winding up its all operations in

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India. Its ex-employees then set up Computer Maintenance Corporation, with the primary object
of maintaining IBM computers.
Time has changed the way businesses are carried out. What was supposed to be known to few and
limited to the home towns, appears to be an ancient methodology of carrying out the work. The
present day brands work on world wide scale, that is they are successful in not just one particular
region but have deepened their roots to all the corners in the globe that you can think of.
Information Technology is what constitutes the most important sector in the present day trend of
carrying out business. It is because you can not be present everywhere to monitor the work, but
with networking and communications, you can always stay in contact with the other business
sites of yours.
India‘s development and contribution in world‘s information technology sector is of highest
reputation. Cities like Bangalore have become the favorite (most preferred) destinations of all the
big banners like HSBC, Dell, Microsoft, GE, Hewlett Packard, and several Indian multi national
firms like Infosys Technologies, Wipro, and Microland who have set up their offices in the city. It
is because the city offers good infrastructure, with large floor space and great telecom facilities.
This can be judged on the basis of the high growth statistics of India and the changing outlook of
the companies towards India.
Indian Software Industry 1995-2000
(US $ million)
1995-96 1996-97 1997-98 1998-99 1999-2000 2000-01*
Domestic software
Market 490 670 920 1250 1700 2450
Software Exports 734 1085 1750 2650 4000 6300
Indian Software
Industry 1224 1755 2670 3900 5700 8750
(* Source: NASSCOM Report)

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Today, India exports software and services to nearly 95 countries around the world. The share of
North America (U.S. & Canada) in India‘s software exports is about 61 per cent. In 1999-2000,
more than a third of Fortune 500 companies outsourced their software requirements to India.
NASSCOMs survey during 1999-2000 indicates a reversal in the mode of services offered by
India. In 1991-92, offshore services accounted 5 per cent and on-site services 95 % of the total
exports. However, during 1999-2000 offshore services contributed over 40 percent of the total
exports.
The NASSCOM - McKinsey report on India's IT industry
According to a NASSCOM-McKinsey report, annual revenue projections for India‘s IT industry
in 2008 are US $ 87 billion and market openings are emerging across four broad sectors, IT
services, software products, IT enabled services, and e-businesses thus creating a number of
opportunities for Indian companies. In addition to the export market, all of these segments have a
domestic market component as well.
Other key findings of this report are:
Software & Services will contribute over 7.5 % of the overall GDP growth of India
IT Exports will account for 35% of the total exports from India
Potential for 2.2 million jobs in IT by 2008
IT industry will attract Foreign Direct Investment (FDI) of U.S. $ 4-5 billion
Market capitalization of IT shares will be around U.S. $ 225 billion
Projected Revenues 2008
($ US billion)
India
Based
India
Centric
Sub total
(Internatio
nal)
Domestic Total 1998
IT Services 23 7* 30 8.5 38.5 2.1
Software
Products
8 2 10 9.5** 19.5 0.6
IT-enabled
Service
15 2 17 2 19 0.4

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E-business 4 1 5 5 10 0.2
Total 50 12 62 25 87 3.3
Exports of $50 billion in 2008
 Legacy/client server, ERP and package work and Internet all have different proportions of
work outside India where revenues are not export revenues.
 Resale of imported products included.
According to a recent study conducted by NASSCOM, the chamber of commerce and "voice" of
the IT software and services industry in India:
Indian Software and Services Exports earned revenues of USD 17.2 billion, registering growth of
34.5 % in FY 2004-05
Total software and services revenue were USD 22 billion in 2004-05.
Domestic market revenue grew up by 24% in FY 04-05
Indian Software and Services exports industry is forecasted to register strong growth of around
30-32% in FY 05-06.
Karnataka's IT
Karnataka's thriving IT industry is mostly concentrated in and around Bangalore. Lately, other
parts of Karnataka have also seen a growth in IT related activity. Some recent developments
regarding the industry in Karnataka are described below.
Software Technology Parks of Karnataka
Software Technology Park of Karnataka, a registered society will implement the IT development
policy across the state of Karnataka. STPs have been set up in Mysore, and Manipal, while
Hubli and Mangalore have been identified for future development.

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Companies registered under the Software Technology Park (STP) scheme obtain several benefits
including those mentioned below:
 Single window government clearance;
 100% foreign equity permitted;
 Complete duty free import;
 Corporate income tax exempted up to 90%;
 Dedicated data communication links; and
 Custom bonding and export certification provided at single point.
Software Exports from Karnataka
Karnataka's software industry has shown a steady and high growth rate in comparison with other
states in the country. Karnataka leads among the major centers in India with the highest growth
of software exports in 2000-01 with US $1.58 billion and in 2001-02 with US $2.06 billion
(Rs.9903 Crores) as of May 2002.
Future of the IT Industry in Karnataka
The future plans of the IT industry in Karnataka include the following:
 Establishment of IT backbone;
 Further development of the industry in secondary cities besides Bangalore;
 Development of high speed data communications facilities at Hubli and Mangalore;
 Promotion of private IT Parks;
 Planning of an IT Corridor from the International Technology Park Ltd. in Whitefield to
Electronics City; and Achieving a software exports target of Rs. 11000 crores (US $2.34
billion) in 2001-2002 and Rs. 17000 crores (US $3.5 billion) by 2002-2003.
Information Technology Companies at Bangalore.
USA
IBM T&T Amphetronics
Texas Instruments Digital Equipments Verifone

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Hewlett Packard Motorola Kodak
Intel Novell General Electric
ELXSI 3M Spicer
Tektronix AMP Moog Control
SK & Beecham City Corp Megatromech
Lucent Tech Sun Micro Systems Analog Devices
Cisco Systems Apple Development Oracle
Hughes Honeywell Cybercash
Network Associates
Japan
Yokogawa
Mitsubishi Sony
Citizen Komatsu Nissan
Fanuc Sanyo Toyota
Sharp
U.K
British Aero Space Moog Controls British Petroleum
Unilever Rolls Royce Wilkinson Sword
ANZ-IT Alfred Herbert Rover
British Telecom
Forbes
Germany
Bosch Stump Schule AFG
Siemens Widia Fritz Werner
SAP Lapp Cables
Daimler Benz
France:
Bull Citel Alcatel

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Alsthom
Others:
L&T Pieco (Philips- Holland) Brooke Bond
Britannia Ericsson Rotary Mec Engineering
Nortel Networks
Classification of Information Technology
1) Product Development
2) Service Development
Product Development : Companies create and develop and sell on their force.
Ex : Oracle, IBM
Service development : Development according to their client specifications.
Ex : Infosys, Wipro
Product development companies:
Oracle Wipro
IBM – Mainframes, websphere Infosys
Yodlie
Computer Associates
Ariba
Pranati
HP
BEA (Web Logic)
Tavant
Chip designing Health Care
Intel Mysis
Texas Instruments Wipro
Alliance semi conductions GE

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Incent Siemens
Automobile Embedded
Trigent L&T IT
Tavent Siemens
Ashok Leyland.IT LG
Dimen Crister (DEC) BPL
Mistral
Sony
HP
Robert Bosch
Celstream
Sharp
Mashattan
Tata Glexsi
Samsung
C G Smith
Sasken
Force computers
Banking Telecom
Iflex Motorala
Infosys Siemens
ICICI Infotech Huges
ANZ IT Huawai
IBM (S Insurance) Nokia
Wipro (S Insurance) Flentronics
I Gate Ness (telecom Billing)
Majoris MBT
Hevaware Zensar
Mysis (S Insurance) Vodajone
DSL Philips
Yodlee Sapken

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Sasken Cable & Windows
Accenture July Systems
1st
Apex (S Insurance) Kyocera
Fidelity Telesoft
Ness Trilogy
TCS Subex
Henaware Incent
Patni
Perot Systems
Companies working on:Java Technology
1st
Apex Aquilla
Mind tree Shaiuti Soloutions
Accenture SAP Labs
Tavant Global Edge
Sun Microsystems Kanbay
Perutsi Cap Gemini
Majoris —> Valtech Oracle
Coransys Kales
Mphasis Zensal
I Gate Patni
Wipro Blue Star
Infosys HP
Satyam EMC2
CGI LG Soft
Zap App Raffles
TCS GE
Aztec Mysis International
Cognizant Sharp
Planet Asia Aalayana
Yodlec Thomson Jinancials
GXS L & T Infotech

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Symphony SLK
Ness Technologies Vmoksha
Netkeaft - Adea Alit (Ashok Leyland)
IBM Genesis
DSL Jonidea
Amsoft ITC Infotech
ICICI Infotech Icode
I 2 Trigent
Iflex Crimpson Logic
Goldman Sachs Mainframe Technology
Techspan IBM
Fidelity TCS
Novell Cognizants
Triba Majuris
Casitor Vmoksha
ANZ IT Myhasis
Sysarsis CGI
Sonata Mindiric
HTMT Infosys (Mysore)
BEA Systems Sonata
Infinite Solutions ASL
EXIM soft ANZ IT
Logic CMC Infosys (Blr)
I mpelsys Logic CMG
PSI Data Systems ICICI Infotech
Convergent Software Kshema Technology
Data cons Fidelity
Scandan Solutions Wipro
Honey Well
Microsoft Technologies
Accenture (.NET) Genesis
Mphasis (.NET) ITC Infotech

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Perotsi Icode
CG Smith I2
Sharp Software development Iflex
Manhatta Trigent
Zyzox Crimson Logic
Velaskani Software Fidelity
I Gate Techspan
Majons Ariba
Infosys Aditi NET
Satyam Tuhisna NET
Tapp Aps HTMT
TCS Cellstream
Aztec FCG (First Consulting)
Wipro Microsoft
Congnizant Infinite Solutions
Symphony Data cons (.NET)
Ness Shoba Renaissance
Netkraft
IBM
DSC
Global Edge
PCS
LG Soft
GE
Mysis
Thomson Financial
L & T IT
Ware Housing (Data Warehousing)
Tavant
Igate
Iflex

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Wipro
Tata Infotech
Accenture
Mindtree
HP
ICICI Infotech
Satyam
Henaware
Infinite Solutions
Congnizant
Project Title: Contemporary trends in Human Resource Acquisition
Project Contents:
Introduction
- Concepts of HRA, Recruitment, etc.
Objective:
- To understand the current trends in recruitment and selection
- To explore the reasons for outsourcing these HR functions
- To throw light on the role of HR consultants in this process.
Findings
Reasons for outsourcing
Levels of outsourcing
Benefits of outsourcing

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Common myths and perceptions about outsourcing.
ROLE OF HR CONSULTANCY
HR Provider
The provider role accounts for most of the traditional HR activity in the typical firm and involves
the administration of a broad array of traditional HR activities. While the provider role can
involve the delivery of any one of a host of HR functions, it will likely be concentrated in routine
transactional and specialized activities such as payroll and benefits. The transactional and
specialist nature of this role—in contrast to the designer/strategist role—includes many HR
activities that can be standardized across firms, allowing for cost reduction through improved
economies of scale. Although this form of outsourcing sometimes involves a single vendor
providing comprehensive services, companies frequently carve out pieces of the provider role to
different outsourcing firms. However, as with the designer/strategist role, this ad hoc approach
may result in fragmented outsourcing that inhibits optimal integration of HR activities
.
In addition to the fact that this role is more likely to involve activities that can be standardized,
the provider role differs from the designer/strategist role in two other respects. First, while the
designer/strategist advises clients in creating practices and polices, the provider role focuses on
delivery and administration. Second, in contrast to system design, the delivery of traditional HR
activities is unlikely to involve strategic level tasks.
Professional Employer Organizations (PEO’s)
The final category for HR vendors is the professional employer organization (PEO). When firms
use a PEO, a co-employer relationship is formed through contractual means. As a result of the
contractual agreement, the client maintains control over their workplaces and production, while
the PEO becomes the employer of record and assumes responsibility for most of the HR
functions. The PEO handles payroll, provides and administers a benefits package, ensures
compliance with regulations, helps develop safety programs, and provides a host of additional
services and trouble shooting assistance that helps manage the client‘s workforce. Traditionally,
this form of outsourcing has been used primarily by small and medium-sized firms.

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Because of the unique challenges faced by such firms in managing HR, the benefits available
from PEO utilization are likely to be particularly attractive to smaller organizations.
Outsourcing Strategies and Alternative Roles for The
HR Vendor
While an increased reliance on outsourcing is being observed across organizations large and
small, there is substantial variation across firms in the strategy employed to guide the outsourcing
process and what activities are actually outsourced. Some firms limit HR outsourcing to the
delivery of routine administrative tasks, whereas others outsource activities that are more
strategic. Still others outsource the entire design and delivery of HR services and programs. With
each approach to outsourcing, the HR vendor will be asked to play very different roles. We
believe that when examining the use and impact of outsourcing, it is important to delineate among
these different roles. We classify vendor roles into three categories: HR designer/strategist role,
HR provider role, and the professional provider organization role.
Overall Use of HR Outsourcing
The growth in HR outsourcing is frequently cited as representing a major transformation in the
design and delivery of HR management activities. While there is little doubt that HR outsourcing
has been expanding, there has been some question as to the precise degree to which this emerging
practice is transforming HR management. Recently, however, several surveys have attempted to
identify the extent to which HR outsourcing is used. While there are differences reported in the
findings, the overall results of these surveys document that HR outsourcing is indeed significant
and expanding. For example, a Society of Human Resource Management (SHRM) survey
reported that 60% of 437 companies were using HR vendors (Mobley, 2000) and a study by
Buck‘s Consultants (2000) found that 71% of 225 employers were outsourcing one or more HR
activity. And in contrast to broad-based surveys, use of HR outsourcing has been reported to be as
high as 93% in surveys restricted to large employers.
Other surveys have assessed outside vendor usage by examining the expenditures devoted to
outsourcing. With respect to total resources used, a recent study by International Data Corp.

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(IDC), Leonard (1999) found that U.S. employers now spend 7.3 billion on HR outsourcing
expenses. In a study that focused on the proportion of total HR expenditures devoted to
outsourcing, it was found that an average of 10% of the typical firm‘s total HR budget was spent
on acquiring HR services from external providers.
HR Outsourcing Trends
While these figures show that current usage is significant, the growth rate in outsourcing is also
significant. For example, one survey found that 58% of employers now outsource training,
compared to 22% in 1996 (HR Focus, 2000). Another survey reported that 56% of respondents
intended to increase reliance on outsourcing. Additional evidence of the increasing importance of
HR outsourcing is reflected in projected growth in expenditures. The IDC survey projects that
expenditures on HR outsourcing could rise by almost 40% by 2003 (Leonard, 1999), whereas
respondents in the survey by Klaas and McClendon (1997) reported that the proportion of the
average HR budget devoted to HR outsourcing was projected to increase by 60%.
Probably one of the most important trends in HR outsourcing concerns the growth in the use of
PEO‘s. According to the National Association of Professional Employer Organizations
(NAPEO), today 1,500 to 1,800 PEO‘s oversee 2 million to 3 million American workers who
earn $18 billion in annual wages and benefits. The PEO industry— begun only in the early
1980s—has generated annual revenue growth rates of 25% to 30% while continuing to focus on
its core market of small businesses. With respect to future potential growth, PEO‘s are used by
just 3% of firms with 100 or fewer worker,so there is much room for industry expansion. And
given that PEO usage has only started to penetrate some regional markets, optimistic forecasts for
PEO growth would appear to well founded.
The International Consulting Industry Today: Overview
The aims to help clients make the most of their management consulting advice and services
through understanding consultants and Consultancy better. There are five different perspectives
or lenses through which clients can usefully examine their consulting people, relationships and
prospects, five windows on the world of the global consulting community. Each window gives a
deep insight into one of the major driving forces that make consultancy tick. It is therefore
instructive to consider each viewpoint before major consulting appointments are made or
decisions taken.

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The five perspectives are as follows:
Consulting as a significant, competitive growing global industry with its economic scale and
impact, markets, segments, brands and players – both firms and individuals who are salaried
employees and self-employed
Consulting as an international professional community with its standards, ethics, education,
training, qualifications, codes of conduct and professional institutes and trade associations
Consulting as the products and services that consultants provide, their activities and what they
actually do in partnership with their clients.
Consulting as the perceptions of the role that consultants play, their image and reputation in the
different cultures and communities on the world stage.
Consulting as the universal skill of the professional adviser, the personal coach or the counsellor
who gives guidance to people and companies. The art and craft of tendering consulting advice
which recognizes consulting as a life-skill and necessary competency in the post- employment
labor-markets of the digital economy.
Consulting is both very old and very new. States and citizens have sought wise counsel
throughout history, often depending literally for their survival on its skill and integrity. Yet the
digital economy is revolutionizing consulting delivery and underpinning explosive growth in the
consulting networks of international business. E-consultancies have been amongst the most rapid
growth stories and the most spectacular failures of the dotcom episode in the electronic
revolution.
The global consulting industry
The global consulting industry is estimated to be worth between US$100 billion and £100 billion
in total fee annual revenues, depending on the definitions used. Until recently it has been a
predominantly North Atlantic phenomenon with the UK and US combined accounting for more
than half the world market and together with Western Europe a full two-thirds of the total
worldwide industry as shown in Figure 1.1.1 overleaf.

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Figure 1.1.1: Geographical share of world market. Source: Calvert Markham CST
However, these are mature markets. The fastest growing consulting economies are those
described as ‗the rest of the world‘, including Central and Eastern Europe, Asia Pacific, Latin
America and Africa.
This is big business in any economic analysis and the giant brand name consultancies account for
up to half of this revenue while representing approximately one-third of the employment. Yet the
majority of consultancy firms are small, with nearly two-thirds of consultants working in
consultancies with fewer than 10 employees. Consequently there are the few big brand name
firms employing up to 10, 000 employees each worldwide and then hundreds of thousands of
consultants working from small units, often as sole practitioners.
There are between 250, 000 and 500, 000 management consultants in the world at the present
time, depending on the definition used. The lower figure would approximate to the qualifiable
group of potential certified management consultants eligible to put themselves forward for the
competence-based CMC professional qualification, awarded in the 35 member countries of the
ICMCI to a single global standard.
The higher figure would embrace a much wider catchment of professional advisers and sub-
contractors and would include: technical specialists in IT who are using consulting skills as
described above.
consultants in professional areas such as public relations and communications and in non-
managerial recruitment and training, where the management component of the advice is modest
or the service provided is more of an outsourced facility (ICMCI 2001 estimates).

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The growth of consultancy as an industry
At the 2001 IMC Consultancy Forum in London, Calvert Markham of Consultancy Skills
Training Limited said:
It seems hard to remember a time when the large firms of accountants were not also major
providers of consultancy. But 25 years ago, we debated whether the accounting firms would ever
be serious players.And 10 years ago, the same question might have been asked of major IT
companies.
The current status of the multinational management consultancies and their recent development is
Markham went on to explain the growth of Consultancy as follows:
Providing Consultancy services is the result of a natural process of evolution [as shown in Figure
1.1.2]. Product enhancement requires increasing involvement with the customer; the reward is
that the customer sees the provider as being of increasing value.So an IT supplier might start by
providing a computer (level 1) but then help the customer to maintain and use it (level 2).They go
on to help the customer use the computer to automate their existing systems (level 3). Finally –
and of most value – they suggest some applications for the computer the customer hasn‘t thought
of, which will give competitive advantage (level 4).
Figure 1.1.2: Product evolution. Source: Calvert Markham CST
Markham recognizes that there are plenty of businesses that will not follow this evolutionary
progression, but suggests that there are two drivers that have prompted many consultancies to
adopt this growth path:
If a business is set up on the basis of having a differentiated and high- value product, it is difficult
for them to make the transition to become a low-cost organization where they can compete on
price alone. So they look to the evolution as a means of continued differentiation.

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Many businesses see consultancy as a way of going higher up the client hierarchy towards the
boardroom where higher value projects are authorized.
So the typical transition they want to make is that shown in
Figure 1.1.3: Consultancy activities are a means of differentiation and increasing
customer intimacy. Source: Calvert Markham CST
What consultants actually do
This view of consulting studies what consultants actually do and the goods and services they
provide. It seeks to understand consulting activity by appreciating the client–consultant
relationship and the joint work that they do together.
There are also clearly discernible roles that the consultant under- takes. Research by Williams and
Woodward (1994) identified the ‗1 + 7‘ model whereby the consultant is primarily recognized as
being an ‗expert‘ in a particular field. This role as ‗expert‘ is central to the consultant but of equal
importance to and dependent upon the other seven roles identified by the authors; this is what
they actually do, the roles they perform for clients with the expertise that they have:
Executive: the managerial role a consultant must assume when carrying out a project for a client
Researcher: demands a high level of skill in communication, presentation, interviewing, recording
and interpreting quantitative and qualitative data
Tutor: in the role of counsellor a consultant helps a client to explore and understand a problem by
skillfully questioning, answering, listening and understanding
Educator: the educator/trainer enables individuals to acquire new knowledge or skills through
clear learning objectives to use in solving an immediate work problem
Powerbroker: sometimes in order to achieve objectives a consultant must facilitate change by
mobilizing and harnessing sources of power in the client structure
Conciliator: getting people to work together effectively who have not done so previously
Synergist: enabling individuals to work together and use their talents in new ways.

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The consulting idea, image and reputation
The idea of the consultant is a powerful and evocative one in the media. Perceptions of what
people think consultants do and represent in different cultures and communities create a strong
image of the sort of work and thinking that consultants are associated with in the press and on
television and the Internet. This is often an evocative image but sometimes misleading. Several
years ago a UK television programme referred to management consultants as ‗Masters of the
Universe‘ and this, together with books entitled Dangerous Company and The Witch Doctors,
fuelled a popular view of consultants as influential, powerful and somewhat shadowy figures
exerting far-reaching influence over companies. The leaders of some of the more fashionable
consultancies have even been quoted by social scientists and opinion pollsters as among the most
influential people in different societies and within the international business community.
Yet the advisory role makes the management consultant an easy target for scape-goating.
Professor Colin Coulson-Thomas (1992) found in his research that consultants are the necessary
evil that company leaders love to hate. He reported a dilemma that en masse the collectivity of
consultants and business schools were regarded as parasites, whereas the individual consultants
whom chief executives used as advisers were seen as facilitators and trusted helpers: the image
and idea of the consultant attract opprobrium, while the individual people are recognized for their
consulting skill and competency
.
Consulting skills
And it is consulting skill and competency that drive the global consulting networks of the
international community. Consultancy is still (after the dotcom bubble burst) a first choice
employment for the brightest business graduates from the leading business schools of the world.
The brand name consultancies still compete fiercely for the intellectual horsepower that is the raw
material of the consultancy process. However, there is an important sense in which we are all
consultants now, that consulting competency is no longer the magical secret of the chosen few in
the top firms but an efficient management housekeeping skill necessary for the support of making
everyday business operate effectively.

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CARNEGIE CONSULTING
A DETALIED PROFILE

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DO YOU BELIEVE THAT?
1.Good Management is simply using common sense and that common sense is uncommon.
Yes/No
2.Companies find it difficult to establish basic customer protocols and internal customer service
standards.
Yes/No
3.The significance of vision or mission statements are not understand by many individuals in an
organization and these statements are not reflected in job goals of the individuals.
Yes/No
4.if every individual is expected to work towards organizational objectives. KRA s of all job
positions should be the same.
Yes/No

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5. Often in Indian organizations, performance standards are not always clearly defined, and if
defined, they do not reflect global standards.
Yes/No
6.Members in an organization function most of the time as a group and not as a team.
Yes/No
7.Effectiveness of training is not measured in quantifiable terms in most organizations.
Yes/No
8.There is as much wastage of people power skills as there is wastage of materials, equipment and
time due to lack of effective work systems and methods.
Yes/No
9.Most Indian management and technical professionals must improve their basic executive skills,
if they are to function in a global economy, since skills are not even taught by reputed
engineering and management institutions in the country.
Yes/No
10.Management models must be simple and implementable and relevant to the cultural
context of the organization.
Yes/N
o
IF YOU ANSWER IS “YES” TO MOST OF THE QUESTIONS, THEN READ ON…

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CARNEGIE CONSULTING
Is a consortium of reputed management professionals whose diverse expertise has empowered the
performance of the many reputed organizations and strengthened the technical and managerial
competences of their members.

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We can help secure your future.
Our vision
Assessing, building, and strengthening, technical & managerial competency for improving the
performance of your organizations.
We offer
People power search and resource consulting services ( technical and management professionals
for corporate organizations in the information technology, banking and financial services,
engineering, health, bio technology, energy, hospitality, and fast moving consumer goods, retail
sectors and call center).
Management consulting and research services (establishing integrated HR systems and processes
and conducting compensation and attitudinal surveys and developing and implementing employee
stock option schemes etc…)
Capability building or training services (executive and managerial skill and perceptive
development, identification and evaluation of competencies. Etc…)
Personality profiling and testing services.

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Our Mission
Our mission is to help organizations to improve their
financial performance, internal and customer satisfaction
and achieve growth and competitive advantage through
systems and process improvement and capability building

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GENESIS AND CLIENTELE
Carnegie consulting- Secure your future.
Consult with the best.
Carnegie consulting was established in 1996.
it is the only Indian human resource and development organization, which has developed a
successful human resource management consulting model CARES and the company has used this
model to diagnose the health of many organizations and in formulating Hr systems, polices,
procedures and process standards.
Carnegie consulting is the only organizations which uses the select methodology for its people
power search services‖ in order to ensure that the client organizations recruit competent
professionals and establish brand equity amongst professionals.
Carnegie consulting is the only organizations, which uses ―ACTION LEARNING
METHODOLOGY‖ in its capability building programs in order to ensure that these programs
lead to tangible results.
A ―structured approach is used in research and in conducting surveys
(compensation/attitudinal/employee satisfaction etc…) and in the development of productivity
improvement assessment and team building tools and products as well as in formulations of
effective employee stock option schemes.

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SERVICES OFFERED
BY
CARNEGIE CONSULTING

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PEOPLEPOWER SEARCH
AND
RESOURCE CONSULTING SERVICES

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Types of the search services:
Carnegie consulting offers selection services either one – off or integrated basis.
Our search services inclides the following services and products
b.1. selection test design services.
b.2. recruitment and selection services- three plans/ products
b.2.a. premium recruitment cost saving plan (PRCSP)- on exclusive basis:
Carnegie consulting pvt ltd.. offers exclusive search services under this plan.
Carnegie consulting pvt ltd… will create search desks in all its branches to recruit high quality
candidates from all the metros.
Carnegie consulting pvt ltd… will do the preliminary screening, technical, executive and
managerial skill evalution, attitudinal assessment profiling.

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Carnegie consulting will finalise shortlists for interviews, facilitate salary negotiations, issue of
the appointment letters and induction of the candidate.
Carnegie consulting pvt ltd..will dedicate 2 or more executives at the site to co-ordinate
interviews, undertake first impression report after one month of the candidate joining the
organization.
Carnegie consulting pvt ltd… will be responsible to meet mutually agreed recruitment‘s targets.
Benefits to the client:
Timely availability of quality professionals at 50% of recruitment‘s costs.
Substantial savings in time spent by senior mangers in recruiting
Savings in the cost of induction
Screening of candidates in all metros for a given position in a given location.
Reach- screening of potential candidates in all metros.
b. 2. b. Time Saving search services Plan (TSSSP)

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 Carnegie Consulting Pvt. Ltd., offers following search services under this plan.
 Carnegie Consulting Pvt. Ltd., will undertake recruitment on non-exclusive basis.
 Carnegie Consulting Pvt. Ltd., will do the preliminary screening, technical executive and
managerial skill evaluation, attitudinal assessment and profiling.
 Finalising shortlists for interviews.
 Carnegie Consulting Pvt. Ltd., will post one executive at site to coordinate interviews and
facilitate salary evaluations and issuing of appointment letters.
Benefits to the client:
 Substantial saving of senior managerial time.
 Availability of quality manpower on time.
 Reach – Screening of Potential candidates in all Metros.
b.2.c. Quality Peoplepower Availability Plan ( QPAP )
 Search and preliminary services on exclusive basis.
 Preliminary screening, technical evaluation and attitudinal profiling can be offered as a
special service.
Benefits to the client :

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 Availability of quality manpower on time.
 Reach – Screening of potential Candidates in all metros.
MANGEMENT CONSULTING

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AND
RESEARCH SERVICES
BACKGROUND
Carnegie Consulting helps organizations to improve their performance and gain competitive
advantage through its consulting and research services.

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TYPES OF CONSULTING AND RESEARCH SERVICES
 Management Research and Organizational diagnostic study using ―CARES‖ model.
 Formulating and implementing HRD Strategy, Policies, Systems and Processes.
 Establishing ― Values Orientation‖ in organizations.
 Operationalising ― Vision‖ Statements in terms of measurable process standard.
 Establishing effective Performance Planning, Performance Assessment and Competence
Development Systems.
 Formulating Customer Relationship Building Protocols and Service Standards.
 Developing Customer Service Standards and conducting Customer service Audits.
 Formulating and implementing Employee Stock Option Plans.
 Conducting Surveys pertaining to Member Satisfaction, Compensation and Leadership
Effectiveness.
 Conducting Competency identification Assessment and Development programs.
 Managing HRD function of organizations on an outsourcing basis.
 Helping organizations to forge strategic alliances as well as find appropriate markets for
their products in India.
 Incubating the Indian operations for multinational / transnational clients.

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CAPABILITY BUILDING
OR
TRAINING SERVICES

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BACKGROUND
Carnegie Consulting has conducted more than 400 capability Building programs using ― Action
Learning Methodology‖ which ensures that the training programs lead to measurable results for
the client organizations.
OFF-THE JOB TRAINING PROGRAMMES FOR IT AND NON-IT PROFESSIONALS
 Value workshops
 Executive and managerial soft skill development programs for IT and Non-IT
professionals ( Communication – Listening, Writing, Speaking and Oral presentation
Interpersonal, thinking, Negotiation, Process Observation and Leadership and Team
building and outbound ).
 Objective Self-Assessment.
 Leadership and Team Building for Project Managers.
 Counseling and Coaching skills for Managers.
 Goal Setting and Performance Appraisal & Career Counseling skills for Managers.
 Building relationship with customers and improving customer service standards.
 Field and Retail Selling Skills.
 Competency Identification and Evaluation.
 Business Strategy Development.
 Management of Change.
 Competitive strategy formulation skill for senior managers.
 Turn around management for senior managers.
 First Time Supervisory skills for executives.
 Leadership & team building workshop
 How can you establish an effective & integrated target setting, performance appraisal and
career development system ?

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 How to work together and achieve team cohesiveness – a structured sensitivity training
workshop.
 Retail selling skills / retail sales management workshop.
 Field Selling Skills.
On- the job distance learning Programmes
 Diploma in managerial skills for professional managers ( On the job training programs
through self learning modules).
 Certificate of Professional Salesmanship.
 Diploma in Manufacturing Management.
 Becoming an Effective Team Leader.
 Customer Relations & implementing Customer Service standards.
 Diploma in Executive skills for professional executives ( On the Job training programs
through self-learning modules).

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WHAT SOME OF OUR CLIENTS HAVE TO SAY………..
We appreciate Mr. N. Shekar of Carnegie Consulting for holding a workshop on Goal Setting and
Appraisal in the area of Performance Management and introducing the ―Cares‖ model. This
model and the methodology are practiced successfully. We recommend to our group companies
to adopt this model and introduce the meaningful change.
Mr. Shekar Arora, DGM (Management Development)
Ashok Leyland, Corporate
We are happy and pleased with the response and customer engaged skills of Carnegie Consulting
and their team‘s persistence and perseverance.
Mr. K. Venkatachalam, Chief HR Officer
Huawel (Bangalore) Business Operations
―Cares‖ model was very helpful in identifying key issues that needed to be addressed to improve
the health of the organization in terms of employee satisfaction. We certainly recommend the
implementation of the ―Cares‖ model for companies seeking to establish effective HR system and
processes.
Mr. Shyamal Dasgupta, General Manager – HR

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Mascot System (A Subsidiary of Mastech System Corp – USA)
We were impressed by the workshop conducted by Carnegie Consulting on ―Skills
Development‖. The feedback was unanimous in respect to benefits the participants had gained by
the workshop.
Mr. Vevek Chettur
IBM Global Services (I) Pvt. Ltd.,
We are happy with Carnegie Consulting for their excellent services provided towards recruitment.
Mr. Sundarajan, Managing Director
Mr. Murali Santhanam, Head – HR
ANZ Information Technology
The Soft skills development programme organized by Carnegie was immensely useful to our
Service Delivery Managers and Team Leaders. We in Tracmail would like to thank especially
Mr. Shekar for having taken the trouble to understand our needs us in our effort to improve
productivity, leadership competence and team satisfaction.
Mr. Arjun Vaznaik
Chief Operating Officer
Tracmail
The workshop conducted on HR (Strategy, Policies, Systems and Processes) was very effective
and thought provoking. It has helped us to be more focused and result – oriented.
Mr. Bunty Peerbhoy
MAA Group Holdings
The facility and ease with which you conducted your valuable training program was greatly
appreciated by me and my colleagues. It was highly interesting and educative. The way you
combined learning with fun and insights impressed us very much. I am sure the performance
assessment by our Managers will not be the same henceforth; it will be of much superior variety.
A.V.R. Rao
Head – Legal & Company Secretary
ANZ Information Technology Private Limited.

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PROFILES OF MEMBERS AND ADVISORS

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MEMBERS
Mr. N. Shekar
He holds an MBA from Baja Institute of Management and has more than 24 years of work
experience. Mr. N Shekar has held senior management positions in many Indian & multinational
organizations like ITC, VOLTAS Ltd, Wipro, Computer Point, United Breweries, International
Hospital of Bahrain etc. Having helped many companies to set up HRD Systems and processes,
he has also developed a HRD management model called ―CARES‘ which been used by
companies like Ashok Leyland, Oracle, Micro land, Indus-league etc.
He has trained more than 4000 executives and around 2500 mangers in the past 20 years. His
work assignment has taken him to a variety of countries such as U.S, South Africa, Egypt, Middle
East, Germany etc. What‘s more, he was instrumental in negotiating and collaborating with
Harvard Extension University for setting up an India-based Educational Project.

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Presently Mr. N Shekar is a consultant for many leading Indian companies and is also on the
advisory educational board set up by Spencer, which is part of the R.P.G Group and is a certified
Administrator of Thomas Personal Profile Analysis and its related instruments.
CARNEGIE'S SWOT ANALYSIS
The SWOT Analysis of Carnegie Consulting
Internal Environment Analysis:
This analysis considered strengths & weakness of the Firm.
External Environment Analysis:
This analysis considered opportunities & threats of the Firm
.

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Internal Environment Analysis:
The analysis helps the Carnegie to identified strengths & weakness so as to facilitate continuous
development of the firm.
Strengths:
 Strong client relationship
 Effective leadership of Managing Director
 Huge database of candidates
 Growing sector
 Rich experience in Consultancy services
Weakness:
 Poor Infrastructure
 Low employee morale
 Assisting mainly for recruitment‘s
External Environment Analysis:
The opportunities are looked into the external environment, for improving the business of the
firm. The Threats give details about the possible future challenges that would be faced by the
organization.
Opportunities:
 Exploring new different sectors
 Adding up new clients

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 Taking different technology
 Expansion of Consultancy services to other cities
Threats:
 Competition from other leading manpower Consulting firm.
 Working only for Information Technology requirements.

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CARNEGIE’S
CLIENTS PROFILE

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AZTEC
Corporate Overview:
Aztec Software is a software and technology services company. Its specialty is software product
development services that accelerate the creation of software products, reduce time to market and
help make schedules predictable in order to better manage resources, predict costs, and reduce
market and technology risks
Founded in 1995, Aztec has completed more than 60 customer projects with globally known
software companies like Microsoft, Cadence, IBM, JD Edwards, Novell and many more.
Aztec offers a wide gamut of services for software product development:
 Application development: Complete product development including architecture, design, and
engineering
 Testing and QA: Thoroughly and efficiently testing applications under a variety of conditions
and configurations
 Maintenance and support: All the services required to support post-launch software
 Migration and porting: Across application servers, databases and platforms
 Aztec also offers software application implementation services for enterprise IT including
software development, migration, testing and QA, systems integration, and maintenance &
support services.
Aztec completed its IPO in 2000 and is listed on the Mumbai Stock Exchange and National Stock
Exchange in India.
The company has its headquarters in Santa Clara, CA, with offices in London and an offshore
development center in Bangalore, India.
In today's world, enterprise applications need to conform to the corporate infrastructure, security
frameworks and interoperate with other applications. With advent of Service Oriented
Architectures, implementing enterprise solution has become increasingly complex.

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Implementing solutions require deep understanding of standards, .NET and J2EE frameworks,
commercial application platforms such as WebSphere and Weblogic, middleware products such
as TIBCO and webMethods and open source stacks. Data management expertise from database
design, ETL, data warehousing to analytics is also required for most implementations.
Aztec Implementation Services extend our global delivery model to implementation of complex
software products in enterprises. We leverage our deep expertise in core technologies (data
management, middleware and integration engineering), proven methodology and our
comprehensive experience in the entire software product lifecycle (including porting/migration)
to bring the right solution every time.
Tavant Technologies
Transform your organization into a web-services enabled enterprise
 Tavant Technologies is an enterprise software and services company offering advanced
products and solutions that enable collaborative commerce and integrate enterprise
applications.
 Using Tavant's suite of solutions, your enterprise can automate transactions within your
channels and make important channel partner information fully available to all participants.
This results in improved visibility, lower costs, fewer errors, and improved brand equity.
Tavant can deliver more value to your enterprise by offering:
 A more visible channel: Tavant solutions identify exactly where inventory is, allowing you to
avoid inventory bulges and enhance profitability. Everyone from marketing to sales to
finance can leverage increased visibility into what is actually happening in the channel.
 More market share and a competitive advantage: Tavant solutions effectively enable
collaboration across business units and throughout the channel. We enhance your ability to
deliver a solution that will improve your channel partners' business.

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 Strategically focused applications: Tavant solutions enable you to leverage existing business
processes and systems, and help you transform your organization into a web services-enabled
collaborative commerce enterprise.
 An inexpensive, quickly deployed solution: Our software development team in Bangalore,
India gives you the cost benefits of offshore development a cost effective solution that can be
deployed in as little as 120 days, or sometimes in as little as 90 days
About IBM
At IBM, we strive to lead in the invention, development and manufacture of the industry's most
advanced information technologies, including computer systems, software, storage systems and
microelectronics.
We translate these advanced technologies into value for our customers through our professional
solutions, services and consulting businesses worldwide.
Business operations: Hardware
Servers
Storage
Personal systems
Printing systems
Retail store solutions
Software
Connect operating systems, business processes, and applications seamlessly.
Services
Comprehensive IT services integrated with business insight to reduce costs, improve productivity,
and assert competitive advantage.
Financing

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A leading provider of financing and asset management services to companies selling or acquiring
IT related products and services.
ANZ IT
Welcome to ANZIT - a CMM Level 5 Company. We have an enviable track record of providing
technology solutions to customers in banking and financial services internationally. Our solutions
have been home-grown within major banks and have delivered positive business results. Our
insights into banking significantly minimizes the adoption and implementation risk associated
with large scale technology initiatives. In short....When you work with us, you are Banking on
experience.
Technology Domain: Banking
Retail
Staff self-service
Corporate banking
Cards and Payments
ANZ Information Technology Private Limited ('ANZIT') is a 100% fully owned subsidiary of the
Australia and New Zealand Banking Group Ltd (ANZ), headquartered in Melbourne Australia.
ANZ Information Technology is a leading provider of end-to-end solutions to ANZ Bank
worldwide.

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ANZ is one of the top 100 banks in the world with assets over US$105 billion, 23,000 employees,
ROE in excess of 20%, cost-income ratio in the 40's. ANZ's key businesses include:
 Personal banking (mortgages, branch banking in metro and rural areas, wealth management,
small business, Cards and Payments).
 Corporate (institutional banking, global foreign exchange, structured finance, global
transaction services and global capital markets.
 International and subsidiaries (businesses in Asia-Pacific, ANZ investments, Asset Finance).
ANZ has a Joint Venture with ING to provide Funds Management products and services.
The Information Technology Division of ANZ includes over 2500 staff located principally in
India (Bangalore), Australia(Melbourne) and New Zealand(Wellington). ANZIT in Bangalore is
set up as a 100% Export Oriented Unit under the 100%EOU/STP scheme of the Government of
India.
In today's global competitive financial services environment, ANZIT is one of the few companies
providing end-to-end, integrated solutions
Designed and implemented with our industrial-strength methodologies, our solutions provide fast,
measurable return on investment (ROI) and are customizable to meet your business' unique
needs.
Our business partners take these solutions to customers in far-flung corners of the world. Our
partners are reputed organizations who have a well-established customer base in the financial
services industry. If you would like to find out if there is a ANZIT business partner in your
country/region, drop us a line and we will have our partners get in touch with you.

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GLOBAL EXCHANGE SERVICES
Global eXchange Services (GXS) is a leading worldwide provider of business-to-business
integration, synchronization and collaboration solutions. The company operates a highly-reliable,
secure global network services platform enabling more than 30,000 businesses, including over
half of the Fortune 500, to conduct business together in real time.
We offer an extensive range of solutions to help companies, both large and small, connect
worldwide with their business partners, synchronize product and price information, optimize
inventory levels and demand forecasts, and speed the overall execution of their global supply
chains. With the broadest array of capabilities and an unsurpassed worldwide reach, GXS ensures
No Trading Partner is Left Behind™.
In June 2002, GXS was acquired by Francisco Partners from General Electric Company (GE)
and now operates as an independent firm. GE retains a minority investment in GXS. Francisco
Partners is one of the world's largest technology-focused buyout funds with over $2.5 billion of
committed capital under management. For more information on Francisco Partners
Industries: Retail
Consumer Products
High-Technology
Manufacturing
Automotive
IGATE GOLBAL SOLUTIONS
Vision
To be the gold standard integrated technology and operations company offering business value
through innovative and cost-efficient service delivery models to customers worldwide.

Acquisition”
Overview
iGATE Global Solutions is the first fully integrated technology and operations firm with a global
services model. iGATE Global enables clients to optimize their business through a combination
of process investment strategies, technology leverage and business process outsourcing and
provisioning. Services include consulting, IT Services, Data Analytics, Enterprise Systems,
BPO/BSP, Contact Center and Infrastructure Management Services.
Going beyond one time labor arbitrage, iGATE‘s iTOPS model assures clients of year on year
savings by process and technology optimization, access to proprietary tools and accelerators and
migration to best in class processes. The iTOPS model also allows clients to convert fixed costs
to variable costs and manage business spikes and troughs more efficiently.
Services are delivered a unique pay-by-the-drink transaction pricing model that is directly linked
to the business value delivered to our clients.
Highlights:
 Flagship company of iGATE Corporation, a NASDAQ listed, US based corporation.
 Part of InformationWeek‘s ‗Managing Offshore Index‘ featuring 20 of the most influential
outsourcing firms in the U.S. and overseas
 We work with 50 percent of the top 10 Global Brands
 Cultural diversity around 10%, Gender diversity around 18%
 6 Development Centers, 2 BPO Delivery Centers and 16 Representative Sales offices Across
the Globe
Verticals: Insurance
Banking
Retail
Financial markets group.
TESCO

Acquisition”
Company Profile
 Tesco is a British company, registered in the UK. Tesco is principally a food retailer, selling a
range of food and non-food items through a network of stores in the UK, Europe and South
East Asia.
 Tesco has stores in 13 countries: UK; Republic of Ireland; Czech Republic; Slovak Republic;
Hungary; Poland; Turkey, Thailand; China; Taiwan; South Korea; Malaysia; and Japan.
 Tesco does not manufacture, invest in or sell armaments, pornographic material or nuclear
power.
 Tesco does sell tobacco and alcohol products such as beers wines and spirits in strict
compliance with the laws of the countries where TESCO have store. Tesco sells a range of
own brand and branded food and non-food products, as well as a range of organic and
Fairtrade certified products.
 Tesco has adopted policies covering Human Rights, Worker Welfare, Animal Welfare,
Animal Testing, Genetic Modification, Environment, Climate Change, Corporate
Responsibility, Ethical Trading, Health and safety, Community, Charity, Ethics, and the DTI
Code of Conduct on Supermarkets' Dealings with Suppliers.
Strong UK core business:
The UK remains our core market with 1,878 stores. Our strategy of providing customers with
exceptional value and choice continues to drive our growth.
Non-Food:
Our non-food business is becoming more popular with customers as it grows, both in the UK and
in our international operations.
Retailing Services:

Acquisition”
As customer lifestyles change TESCO continue to provide new products and services, including
Tesco.com, Tesco Personal Finance and Tesco Telecoms.
International:
TESCO now operate 440 stores in 12 international markets. TESCO employ 326,000 people
world-wide, working in 2,318 stores, with total sales of £33.6 billion.
Tata Consultancy Services
Tata Consultancy Services Limited (TCS) is the world-leading information technology
consulting, services, and business process outsourcing organization that envisioned and pioneered
the adoption of the flexible global business practices that today enable companies to operate more
efficiently and produce more value.
We commenced operations in 1968, when the IT services industry didn‘t exist as it does today.
Now, with a presence in 33 countries across 5 continents, & a comprehensive range of services
across diverse industries, we are one of the world's leading Information Technology companies.
Six of the Fortune Top 10 companies are among our valued customers.
TCS is part of one of Asia's largest conglomerates - the TATA Group - which, with its interests in
Energy, Telecommunications, Financial Services, Chemicals, Engineering & Materials, provides
us with a grounded understanding of specific business challenges facing global companies
When we commenced operations in 1968, we pioneered the offshore delivery model for IT
services.
Today, with a presence in 33 countries across 5 continents, & a comprehensive range of services
across diverse industries, we are one of the world's leading Information Technology companies.
Six of the Fortune Top 10 companies are among our valued customers.
Mission, Vision & Values

Acquisition”
While the reason for our existence is articulated by our Mission, our vision reflects an aspiration
to continually improve, to excel & be the best. Our values characterize us as an organization &
guide our every action.
Mission
To help customers achieve their business objectives by providing innovative, best-in-class
consulting, IT solutions and services. Make it a joy for all stakeholders to work with us.
Vision
To be among the global
 Values
 Integrity
 Leading Change
 Excellence
 Respect for the Individual
 Learning and Sharing
Ness Technologies
Ness Technologies (NASDAQ: NSTC) is a global provider of end-to-end IT services and
solutions designed to help clients improve competitiveness and efficiency. Specializing in
outsourcing and offshore, systems integration and application development, software and
consulting, and quality assurance and training, Ness serves a blue-chip client base of over 500
public- and private-sector customers. With an over-5,000-strong workforce, Ness maintains
operations in 15 countries across North America, Europe and Asia Pacific, and more than 100
alliances and partnerships around the world. Ness‘ ―best-shore‖ capabilities streamline service
delivery and address the full range of client needs.
Company Profile

Acquisition”
Ness Technologies (NASDAQ: NSTC) is a leading international provider of comprehensive end-
to-end IT services and solutions. Ness offers a unique global delivery model of innovative, high-
quality, value-added services that enable organizations to attain sustainable competitive
advantage. Leveraging our world-class delivery capabilities, technological talent, strategic
partnerships with major vendors, and growing client base, Ness is fast becoming a key player in
the global IT services makert.
The Ness portfolio of services and solutions includes outsourcing and offshore, systems
integration and application development, software and consulting, and quality assurance and
training. With offices in 15 countries across North America, Europe, and Asia Pacific, an over-
5,000-strong workforce, and an international network of offshore facilities, Ness integrates local
expertise with worldwide resources to offer a global delivery model to our clients.
Dedicated to providing the very best IT products and services while guaranteeing technological
independence, Ness has forged close alliances with world-leading software and hardware
vendors. We also are committed to establishing long-term relationships with our growing client
base of over 500 active customers.
Business Focus
Outsourcing and Offshore: Ness provides clients a wide range of outsourcing services that
enhances flexibility, lowers costs and maximizes employee productivity. Ness has established
fully operational offshore facilities in India, the Slovak Republic and Israel to optimize our
service offerings. In addition, we operate extended development centers for world-leading
independent software vendors (ISVs) that are fully compliant with CMMI requirements.
Systems Integration and Application Development: Ness delivers comprehensive systems
integration services including planning, design, implementation, training and support. Our
systems integration and application development services cover an array of areas, such as ERP
and CRM, enterprise application integration, command-and-control systems, telecom systems,
knowledge management, and business intelligence and data warehousing.
Software and Consulting: Ness provides a range of related offerings including:

Acquisition”
Product representation – Ness has established partnerships with over 30 leading international
software vendors to resell and support their products.
Proprietary and turnkey solutions – Ness offers customized applications aimed at verticals in
which we have substantial intellectual property as well as unique turnkey development
capabilities.
Clients and Key Verticals:
Ness places great value and spares no effort in establishing solid, long-term client relationships,
which represent the driving force behind our current and future success. The results speak for
themselves, with the vast majority of our revenues stemming from repeat clients. Ness maintains
a blue-chip client base, including Fortune 1000 and Global 2000 companies, across all verticals in
which we operate. Ness has accrued particular domain expertise and experience in five sectors:
government and defense, financial services, telecom and utilities, life sciences and healthcare, and
high-tech and independent software vendors (ISVs).
Selected clients in these verticals include:
 Government & defense: Lockheed Martin, Israel Defense and Justice Ministries
 Financial services: Credit Suisse, Citibank, Generali Group, Bank Hapoalim
 Telecom & utilities: AT&T, Orange, Czech Telecom, Israel Electric Corporation
 Life sciences & healthcare: Pfizer, Johnson & Johnson, Serono
 High-tech & ISVs: Business Objects, Chordiant, Check Point
Partners
Ness maintains an expanding network of over 100 strategic alliances and partnerships with
leading global software, infrastructure and consulting vendors, thereby guaranteeing delivery of
the best available solutions. Selected key partners include:
Microsoft – Gold Partner, winner of Partner of the Year and numerous other awards
SAP – Provider of SAP professional services worldwide and SAP distributor in Israel

Acquisition”
EMC – Global partner for Documentum systems and sole Documentum distributor in Israel
IBM – Hardware and software partner in the U.S. and Asia
BEA Systems – Partner for EAI platform and solutions delivery
Outsourcing
Introduction
First of all let‘s see What Is Outsourcing? Outsourcing in broad terms is a transfer of some
business functions or components of business processes to an outside contractor. To remain
competitive, many companies outsource as a way to reduce costs, increase efficiencies, and
refocus critical resources. For example, many organizations have their own IT departments
catering to their software and other IT enabled services needs; while others go for IT outsourcing.
According to one estimate from IDC, total global outsourcing services spending are expected to
reach US$151 billion by 2003. So we wonder if you still looking for an answer to your question:
What Is Outsourcing? Instead you should ask now what outsourcing can done for you and how?
But we will try to answer your What Is Outsourcing question with as much care as we can, so that
you can grasp the concept in your deep within.
Outsourcing can be an extremely complex and complicated undertaking. Each facet of the
exercise needs to be carefully considered and properly executed. There is little margin for error if
full value is to be obtained. However, What Is Outsourcing question need not be a trauma, or an
adventure of blind exploration. The potential benefits are well documented, and strategic
outsourcing is now mature enough for the path to have been trodden countless times previously.

Acquisition”
But how do you ensure that the lessons learned by others (sometimes the hard way) are put to
good use? How do you ensure that you don't re-invent the wheel repeatedly? How do you manage
the whole exercise as effectively and efficiently as possible? To answer all these queries you
should first understand What Is Outsourcing question completely. Whenever, you are entering
into any outsourcing deal on the behalf of your company you should try to find answers to all
your questions. Till then you can use various tools and softwares available in the market to
understand What Is Outsourcing question along with some of your initial queries.
Outsourcing to India
Outsourcing to India seems to be the biggest trend during the recent past. It has number of
reasons why more and more companies are looking forward to Outsourcing to India. If we put
other factors apart the strongest reason for Outsourcing to India is the human talent this country
has and that too at very low rates. Twelve months ago, anybody suggesting that India's economic
growth will exceed 7 per cent in the coming fiscal year (ending March 2004), that its equity
market would be up 80 per cent in US dollar terms and its foreign exchange reserves will cross
US$100 billion, would have met with skepticism, if not downright disbelief.
Well that is precisely the performance the Indian economy has just turned in. Along the way, it
has shattered a few myths which India-watchers (especially skeptics) have long believed. The
first myth while Outsourcing to India is that fractious coalition governments in a noisy democracy
like India cannot deliver high growth. Well, it just did. Despite their rivalries and their bickering,
all of India's major political parties basically agree on most structural reforms - the need for a
greater emphasis on growth rather than redistribution; clearer policy frameworks in infrastructural
areas like power, telecoms and roads; more open policies on external trade and foreign
investment; more aggressive slashing of red tape; and faster fiscal and financial reforms. Only in
labor reforms and privatization are there significant differences of view, with a minority of
(mostly left-leaning) parties lobbying for a slower pace, but yet when it comes to Outsourcing to
India the companies are getting what they want.
The second myth while Outsourcing to India is that high growth is not possible without high-
quality infrastructure. India's infrastructure remains far from adequate (barring, perhaps, the
telecoms sector), yet, growth has been good and more and more companies are Outsourcing to

Acquisition”
India. It is probably true however, that this is unlikely to be sustained without infrastructure
development. But this is now finally happening in India: the country's construction industry (as
well as capital goods industries like steel and cement) is in overdrive, feeding a frenetic
nationwide road-building program, a housing boom, and the building of hundreds of malls,
multiplexes, office complexes and industrial parks in cities across the country.
One more myth while Outsourcing to India: India is strong in services rather than manufacturing.
This is much less true today than it was a couple of years ago. After incorporating new
technologies, focusing on export markets and bagging hundreds of OEM contracts, India's
manufacturers have scaled up and are now globally competitive in many areas, including autos
and auto-parts, chemicals, pharmaceuticals and an array of engineering and capital goods. India's
economy is no longer just an IT-services, back-office, outsourcing-driven story, as is widely
perceived - though all that, too, still has a long way to run. Yet Outsourcing to India is good
option for IT-services, software development, back-office operation, call center and other IT
enabled services!
IT Outsourcing
Outsourcing in broad terms is a transfer of some business functions or components of business
processes to an outside contractor. To remain competitive, many companies outsource as a way to
reduce costs, increase efficiencies, and refocus critical resources. Many organizations have their
own IT departments catering to their software and other IT enabled services needs; while others
go for IT Outsourcing. According to one estimate from IDC, total global outsourcing services
spending are expected to reach US$151 billion by 2003. When it comes to IT Outsourcing, the
U.S. market for IT Outsourcing will grow at a rate of 22% annually, reaching an unprecedented
US$110 billion by 2003, according to market researcher INPUT.
It is also forecasted that the Business Process Outsourcing (BPO) segment of total IT Outsourcing
will lead the way, with a 29% annual growth rate, jumping from US$7.4 billion in 1998 to a
projected US$26.5 billion in 2003. The Internet/intranet management portion of this will rocket
76% annually through 2003, largely due to e-business and e-commerce spending. Let‘s see the
basis attributes to this phenomenal success of IT Outsourcing. First, shifting of spending from
Y2K fixes to other IT Outsourcing services supporting e-business/e-commerce. Second, revived

Acquisition”
interest in thin-client configurations, based on Internet appliances and e-commerce demands, and
this is slowing the long-term trend toward distributed IT infrastructures.
We understand that clashing trends always cost money. On the horizon, the impending, large-
scale adoption of Internet-enabled, wireless devices of all types will boost demand for networking
upgrades, new ERP customization, and expanded desktop services outsourcing that includes this
new technology and eventually IT Outsourcing. Because ‗Internet rates of speed' infect rates of
technology change within the IT industry as a whole, clients are increasingly reluctant to
undertake independent, in-house migrations to upgraded architectures and applications.
IT Outsourcing (to be precise BPO outsourcing) is typically the catalyst driving corporate "re-
engineering" initiatives to streamline processes, reduce costs, and focus on business strengths.
Other times, BPO is merely the "byproduct" of these re-engineering efforts. We know, although,
banking, discrete manufacturing, and insurance have traditionally led U.S. IT Outsourcing, and
the fastest-growing sectors in the next few years will be the telecom and utilities industries.
Hence the future prospects for IT Outsourcing seem to be very bright in the coming years!
Outsourcing in broad terms is a transfer of some business functions or components of business
processes to an outside contractor. To remain competitive, many companies outsource as a way to
reduce costs, increase efficiencies, and refocus critical resources. Many organizations have their
own IT departments catering to their software and other IT enabled services needs; while others
go for IT Outsourcing. According to one estimate from IDC, total global outsourcing services
spending are expected to reach US$151 billion by 2003. When it comes to IT Outsourcing, the
U.S. market for IT Outsourcing will grow at a rate of 22% annually, reaching an unprecedented
US$110 billion by 2003, according to market researcher INPUT.
It is also forecasted that the Business Process Outsourcing (BPO) segment of total IT Outsourcing
will lead the way, with a 29% annual growth rate, jumping from US$7.4 billion in 1998 to a
projected US$26.5 billion in 2003. The Internet/intranet management portion of this will rocket
76% annually through 2003, largely due to e-business and e-commerce spending. Let‘s see the
basis attributes to this phenomenal success of IT Outsourcing. First, shifting of spending from
Y2K fixes to other IT Outsourcing services supporting e-business/e-commerce. Second, revived

Acquisition”
interest in thin-client configurations, based on Internet appliances and e-commerce demands, and
this is slowing the long-term trend toward distributed IT infrastructures.
We understand that clashing trends always cost money. On the horizon, the impending, large-
scale adoption of Internet-enabled, wireless devices of all types will boost demand for networking
upgrades, new ERP customization, and expanded desktop services outsourcing that includes this
new technology and eventually IT Outsourcing. Because ‗Internet rates of speed' infect rates of
technology change within the IT industry as a whole, clients are increasingly reluctant to
undertake independent, in-house migrations to upgraded architectures and applications.
IT Outsourcing (to be precise BPO outsourcing) is typically the catalyst driving corporate "re-
engineering" initiatives to streamline processes, reduce costs, and focus on business strengths.
Other times, BPO is merely the "byproduct" of these re-engineering efforts. We know, although,
banking, discrete manufacturing, and insurance have traditionally led U.S. IT Outsourcing, and
the fastest-growing sectors in the next few years will be the telecom and utilities industries.
Hence the future prospects for IT Outsourcing seem to be very bright in the coming years!
HR Outsourcing Company
Let‘s see how an HR Outsourcing Company can help you and your organization to reach the
desired objectives. The true value of any company in any economy is its people, but there are still
business owners who don't understand this economic reality. Ask yourself if your company could
survive if tomorrow you lost all of your equipment, all of your machinery or all of your office
supplies. Of course it could—because your people would pitch in to make sure it did. And that is
possible with the help of an HR Outsourcing Company. On the other hand, could your company
survive if tomorrow you lost all of your employees? However, you may not have the experience
and expertise to become a human resources expert. With the increasing number of employment-
related government regulations, HR Outsourcing Company has become a colossal task,
demanding considerable resources. HR Outsourcing Company can help make your business more
productive and profitable by turning your workforce challenges into competitive advantages.

A project report on contemporary trends in human resource acquisition

A project report on contemporary trends in human resource acquisition

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