Project Report HR

PROJECT REPORT
On
"PERFORMANCE APPRAISAL"
IN PARTIAL FULFILLMENT FOR THE DEGREE OF
BECHALOROF BUSINESS ADMINISTRATION
HIMACHAL PRADESH UNIVERSITY, SHIMLA
SUBMITTED TO:- SUBMITTED BY:-

Prof.Parvimder Kumar Shikhin Sharma
Deptt.Of BBA BBA 6th Sem
Uni Roll No:-5160610013
SIDHARTH GOVT. COLLEGE NADAUN

DISTT HAMIRPUR
SESSION 2016-2019
1
PREFACE
This research is major part of my project report. Without the project we are
relay having theoretical knowledge about the management work. Report is to
be complemented for practical knowledge of the management work in
organization. It will teach us to fighting with the real complications of the
practical work.
The project provides the opportunity to the students to see the working
conditions under which they have to work in future. It gives them real feel to
the corporate world. I got opportunity at QUADRANT TELEVENTURES
LTD. did the work on compensation management ON-BOARDING to
broadband. It has been great learning experience for me.
The study is not possible without the guidance and support of all the team
members. I would, like to thank all the members of the company beside all
others who have been helpful to me for completing the study
2
DECLARATION
I hereby declare that the project work entitled “Human resource Department ”
is an authentic record of my own work carried out at Quadrant Televentures
Ltd. as requirements of 45 Days project semester for the award of degree of
BBASIDHARTH GOVT. COLLEGE NADAUN(HPU University), under
the guidance of Prof.Parvimder Kumar(Human Resource Department ),
during May to June, 2019.
(Signature of student)
Date:
Certified that the above statement made by the student is correct to

the best of our knowledge and belie
3
AKNOWLEDGEMENT
The success and final outcome of this project required a lot of guidance
and assistance from many people and I am extremely privileged to have
got this all along the completion of this project. All that I have done is
only due to such supervision and assistance and I will not forget to
thank them.
I would like to express our deep sense of gratitude towards my project

guide Prof.Parvinder Kumar,Human Resource Department
,Quadrant Televentures Ltd. Who took keen interest on this project
work and guided me all along, till the completion of this project work
by providing all the necessary information. I am extremely thankful to
them for providing such a nice support and guidance, although they had
busy schedule managing the corporate affairs.
I am also thankful to Prof……..for constant help and guidance.

I heartily thank all the members of Quadrant Televentures Ltd.For their
guidance and suggestions during this project work.
We are thankful to and fortunate enough to get constant encouragement,

support and guidance from all Teaching staff of Human resource
Department which helped us in successfully completing our project
work.
4
TABLE OF CONTANT
CHAPTER PARTICULAR PAGE NO.
1. INTRODUCTION OF THE
COMPANY
COMPANY PROFIL
HISTORY
MISSION
2. INTRODUCTION TO THE TOPIC

EMPLOY WELFARE
OBJECTIVES
3.
OBJECTIVES OF THE STUDY
4. RESEARCHB METHODOLOGY
DATA ANALYSIS AND
INTERPRATETION
5. FINDING, RECOMMANDATION
AND CONCLUSION
5
6. BIBLIOGRAPHY
QUESTIONNAIRE
INTRODUCTION
OF
6
THE COMPANY
ABOUT THE COMPANY: VIDEOCON

TELECOMMUNICATIONS LIMITED (VTL)
Videocon Telecommunications Limited, a Videocon Group company offers

GSM mobile services under the brand name Connect. The services are already
up and running in Punjab, Gujarat, Haryana, Madhya Pradesh and soon will be
present across the country.
Videocon Telecom (formerly HFCL Infotel Limited) is a telecoms services

provider based in India. Established in 1946, the company provides wire line
voice (Landline) services, DSL (Internet) services, leased line services, CDMA
wireless services and GSM mobile services in the Punjab telecom circle. The
license is for all the services- fixed line, mobile, broadband and data. It has a
subscriber base of 400 thousand distributed as follows:
7
8
1000
16943 1500
495
213
6305 730
2266
67503
185446
205592
DSL DSL Voice POTs PCO Toll Free WBB
FTTH ILL LL PRI BRI
Videocon Telecommunications Ltd. Is offering a full range of access telecom

services with 400000 subscribers and over 300000 broadband subscribers and
has the most extensive fibre roll-out and extensive reach of Wireline and
Broadband services with the infrastructure leasing to other operators.
THE TELECOM INDUSTRY
9
The telecommunications sector comprises companies that make
communication possible on a global scale whether through the phone or
Internet. These companies created the infrastructure that allows data to be sent
anywhere in the world. The largest companies in the sector are wireless
operators, satellite companies, cable companies and Internet service providers.
The telecommunications sector evolved from the telegraph, where

communication took days, to modern mobile technology, where large amounts
of data can be sent in seconds. These shifts are due to technology, and they
changed how people live and do business. At one time, telecommunications
required physical wires connecting homes and businesses. In modern society,
this is changing with mobile technology and wireless technology becoming the
primary form of communication.
The sector's structure has also changed from a few large players to a more
decentralized system with decreased regulation and barriers to entry. Other
than the service providers, smaller companies in the telecommunications sector
sell and service the equipment, such as routers, switches and infrastructure,
which enable this communication.
TELECOM INDUSTRY IN INDIA

10
India is currently the world’s second-largest telecommunications market and
has registered strong growth in the past decade and half. The Indian mobile
economy is growing rapidly and will contribute substantially to India’s gross
domestic product (GDP), according to report prepared by GSM Association
(GSMA) in collaboration with the Boston Consulting Group (BCG).
The liberal and reformist policies of the Government of India have been
instrumental along with strong consumer demand in the rapid growth in the
Indian telecom sector. The government has enabled easy market access to
telecom equipment and a fair and proactive regulatory framework that has
ensured availability of telecom services to consumer at affordable prices. The
deregulation of foreign direct investment (FDI) norms has made the sector one
of the fastest growing and a top five employment opportunity generator in the
country.
Market Size Driven by strong adoption of data consumption on handheld

devices, the total mobile services market revenue in India is expected to touch
US$ 37 billion in 2017, registering a Compound Annual Growth Rate (CAGR)
of 5.2 per cent between 2014 and 2017, according to research firm IDC.
India's mobile subscriber base is expected to cross 500 million! subscribers by

the end of FY2015 from 453 million subscribers at the end of
FY2014.According to a study by GSMA, smartphones are expected to account
for two out of every three mobile connections globally by 2020 making India
the fourth largest smartphone market. The broadband services user-base in
India is expected to grow to 250 million connections by 2017, according to
11
GSMA. India added the highest number of net mobile phone subscriptions of
13 million during the third quarter of 2015.
International Data Corporation (IDC) predicts India to overtake US as the

second-largest smartphone market globally by 2017 and to maintain high
growth rate over the next few years as people switch to smartphones and
gradually upgrade to 4G.In spite of only 5 per cent increase in mobile
connections in 2015, overall expenditure on mobile services in India is
expected to increase to US$ 21.4 billion in 2015, led by 15 per cent growth in
data services expenditure, as per research firm Gartner.
The Indian telecom sector is expected to generate four million direct and
indirect jobs over the next five years according to estimates by Randstad India.
The employment opportunities are expected to be created due to combination
of government’s efforts to increase penetration in rural areas and the rapid
increase in smartphone sales and rising internet usage.
ORGANIZATION STRUCTURE
12
CHIEF
MANAGING
DIRECTOR
DIRECTOR AND DIRECTOR

AVP- F&A
CEO TECHNOLOGY
CBO- AVP-SCM, CBO- SALES,

AVP- NETWORK
WHOLESALE LEGAL & MARKETING & GM- HR
(EB)
BUSINESS REGULATORY CSD
COO – WLN/
AVP- NETWORK
WBB/ GSM CIRCLE COOs
(WLN/NLD)
Postpaid / FTTH
AVP-EB
CSR
In the memory of our founder, Videocon group runs a world class hospital
equipped with latest technologies and dedicated doctors specializing in cancer
and heart surgery. The hospital is 100% charitable and caters to people who
cannot afford treatment. Patients from all over visit Seth Nandlal Dhoot
Hospital for treatment. They also manage a school in Gangapur dedicated to
giving high quality school education to the underprivileged girls and inspire
them to aim higher, and work for the development of the country. The Group
has adopted all the municipal schools within 3km of radius of our Chittegaon
(Aurangabad) factory and provide the schools with furniture, upkeep and
maintenance on a regular basis. Videocon group arranges blood donation camp
every year on 26th April, as homage to late Seth Nandlalji Dhoot
VISION AND MISSION OF THE COMPANY
13
VISION:
To be the most admired telecommunication & infotainment services brand
through innovation & excellence
MISSION:
Deliver cutting-edge telecommunication & infotainment products & services
through convergent digital technologies, ensuring customer delight.
VALUES OF THE COMPANY
 TRANSFORMATIONAL: Bring new paradigms in all aspects of our

business.
 EMPOWERING: Enabling myself and others to achieve excellence.
 ENERGETIC: Exuding positive energy in everything we do.
 RELEVANT: Being aware of the facts and expectations, and delivering
accordingly.
 INVITING: Creating an environment which provides a delightful
experience.
I.OBJECTIVES OF THE STUDY
 To find the need and effect of HR Processes Optimization

 To help create Employee database through intelligent documentation
 To standardize the recruitment process and the maintenance of its records
II.PURPOSE OF STUDY
14
1. To simplify and fasten the creation of employee database.
2. To intelligently document the existing employee files.
3. To create a process for the digitization and maintenance of employee
files.
4. To make the analysis of business easier for the SPOC (Single Point Of
Contact) using a single tracker as different trackers cause difficulty in
presentations and also affect the accuracy of the analysis.
5. To standardize the format of each tracker keeping in mind the
requirement of all businesses.
6. To ensure all necessary details are captured in a defined way for easy
interpretation and record management.
7. To simplify the Replacement Cost Analysis (RCA).
8. To simplify the analysis of annual budgeted versus actual costs showing
the cost saving analysis for the entire group.
9. To maintain record of the approval notes.
10. To maintain tracks of the NFAs.
11. To enhance the evaluation and tracking of TAT (Turn Around
Time).
12. To simplify identification of specialized sector for each SPOC.
13. To promote self auditing and cross analysis of yearly analysis.
14. To simplify attrition analysis.
15. To simply identification and evaluation of available sources for
hiring.
15
I.DATA ANALYSIS, INTERPRETATION AND FINDINGS
Q1. Number of years spent in Videocon:
Number of years in Videocon

Cumulative
Frequency Percent Valid Percent Percent
Valid less than 1 year 4 28.6 28.6 28.6
1-3 years 3 21.4 21.4 50.0
3-5 years 2 14.3 14.3 64.3
more than 5 years 5 35.7 35.7 100.0
Total 14 100.0 100.0
Table 4.1: Number of years in Videocon
Chart 4.1:
16
From the above data we can infer that a majority of employees i.e. 35.7% have been associated with
Videocon from more than 5 years, immediately followed by a 28.6% of employees, newly associated
with the organization. Thus, Videocon is able to maintain a good combination of experienced as well as
youthful and innovative minds showing Videocon is open for change and creative ideas.
Q2. Sub department:
Cumulative
Frequency Valid Percent Percent
Valid Talent Acquisition 6 42.9 42.9
Operations 5 35.7 78.6
Training 2 14.3 92.9
Payroll 1 7.1 100.0
Total 14 100.0
Chart 4.2:
17
Nearly 43% of employees that formed a part of the sample belonged to the talent acquisition sub
department, followed by 35.7% belonging to the operations sub department. The rest of nearly about a
total of 20 % was formed by the employees from training and payroll. Therefore, as the project is
recruitment and operations centric, more focus is laid on employees from those sub departments
Similarly the questionnaire was also segregated into two parts for the purpose of identifying the need of
each sub department differently. The first few variables help identify the need of operations, training and
payroll as a whole followed by variables which are talent acquisition centric and finally ending with the
variables common to the entire HR team.
The points of concern under the operations sub department are as follows:
Q3. Rate your difficulty level for the following:
Search Employee File
Cumulative
Valid Satisfactory 1 7.1 10.0 10.0
Neutral 5 35.7 50.0 60.0
Dissatisfactory 3 21.4 30.0 90.0
Highly Dissatisfactory 1 7.1 10.0 100.0
Total 10 71.4 100.0

Missing System 4 28.6
Total 14 100.0
18
Chart 4.3:
As out of sample, around 10 of the employees were connected to HR operations and other sub departments except
talent acquisition, the above table and graph shows they were neutral and more inclined towards the dissatisfied
side containing 90% of the total response clearly indicating their difficulty and time taken to search one employee
file out the entire physical database.
Collect Single Information
Cumulative
Valid satisfied 2 14.3 20.0 20.0
neutral 3 21.4 30.0 50.0
dissatisfied 4 28.6 40.0 90.0
highly dissatisfied 1 7.1 10.0 100.0
Total 10 71.4 100.0

Total 14 100.0
19
Chart 4.4:
When asked about collecting single information of 1 or n number of employees, a majority of 40 % found
it as a difficult task followed by 30% who are neutral about it followed by 20 % of employees who found
it to an easy task. However, the difficulty level can still be seen as nearly 80% of sample voted for neutral
or the dissatisfied side.
Maintain Backup
Cumulative
Valid Highly Satisfactory 1 7.1 10.0 10.0
Satisfactory 2 14.3 20.0 30.0
Neutral 1 7.1 10.0 40.0
Total 10 71.4 100.0

Total 14 100.0
20
Chart 4.5:
From the above data we can infer that maintaining a backup for the employee files is highly difficult for
the employees and were highly dissatisfied with the same with a percentage of around 80% voting for
the same. The other 20% differed in their views of it being highly satisfactory, satisfactory or neutral.
21
Maintain Confidentiality
Cumulative
Neutral 2 14.3 20.0 50.0
Total 10 71.4 100.0

Total 14 100.0
22
Chart 4.6:
From the above data we can infer that maintaining the confidentiality of the employee files is difficult
for the employees and were dissatisfied with the same with a percentage of around 50% voting for the
same. The other 50% however stood between the lines of highly satisfied to neutral concluding a mixed
response in regard with the confidentiality
23
Add New Inputs
Frequency Percent Valid Percent Cumulative Percent
Neutral 2 14.3 20.0 40.0
Total 10 71.4 100.0

Total 14 100.0
Chart 4.7:
From the above data we can infer that with a majority of nearly 60% of the respondents found it difficult
or dissatisfied to the existing system of adding new inputs into the existing files. The remaining
respondents were divided in 20-20 percent between satisfactory and neutral.
24
Ensure Completion Of Employee Files
Cumulativ
Frequency Percent Valid Percent e Percent
Valid Highly Satisfied 1 7.1 10.0 10.0
Satisfied 1 7.1 10.0 20.0
Neutral 1 7.1 10.0 30.0
Dissatisfied 3 21.4 30.0 60.0
Highly Dissatisfied 4 28.6 40.0 100.0
Total 10 71.4 100.0

Total 14 100.0
Chart 4.8:
25
From the above data we can infer that with a majority of nearly 70% of the respondents are between
dissatisfactory to highly dissatisfactory when it comes to ensuring the completion of each employee file.
The remaining respondents were divided in 10 percent each for highly satisfactory, satisfactory and
neutral. Therefore, ensuring the completion of employee files emerged as an important need for the
operations department.
Arrange In A Particular Order
Cumulative
Neutral 3 21.4 30.0 50.0
Total 10 71.4 100.0

Total 14 100.0
26
Chart 4.9:
neutral and highly dissatisfactory when it comes to arranging the employee files in arranging the
employee files in a particular order. The remaining respondents were divided in 10 percent each for
highly satisfactory, satisfactory and dissatisfactory. Therefore, arranging the employee files in a
particular order emerged as an important need for the operations department
27
Segregate Relevant And Irrelevant Info
Neutral 4 28.6 40.0 60.0
Total 10 71.4 100.0

Total 14 100.0
Chart 4.10:
neutral and dissatisfactory when it comes to segregating the relevant and irrelevant information from the
28
employee files. The remaining respondents were divided in 10 percent each for highly satisfactory and
satisfactory.
Q5. Rate the need of performing the following tasks:
Automatic Indexing
Cumulative
Valid Neutral 2 14.3 20.0 20.0
Total 10 71.4 100.0

Total 14 100.0
29
Segregate Access
Cumulative
Total 10 71.4 100.0

Total 14 100.0
Chart 4.11:
30
From the above data we can infer that maintaining an automatic indexing of employee files is highly difficult for
the employees and were highly dissatisfied with the same with a percentage of around 50% voting for the same.
The other 50% differed also voted in between the lines of neutral and dissatisfactory. Thus, making automatic
indexing, an important need of the team.
31
Chart 4.12:
From the above data we can infer that segregating the access of employee files is highly difficult for the
employees and were highly dissatisfied with the same with a percentage of around 50% voting for the
same. The other 50% differed also voted in between the lines of neutral and dissatisfactory. Thus, making
segregation of access of documents, an important need of the team.
32
Chart 4.13:
From the above data we can infer that quick completion of employee database is highly difficult for the
employees and were highly dissatisfied with the same with a percentage of around 90% voting for the
same. Thus, ensuring that quick completion of employee database is an important need of the team.
33
The point of concern for the talent acquisition department are as follows:
Q6. Rate the difficulty level faced to do the following tasks:
Compare Emplotyee Database
Cumulative
Neutral 1 12.5 12.5 37.5
Total 8 100.0 100.0
Chart 4.14:
With a majority of nearly half of the respondents i.e. 50%, the respondents clearly state that it is rather
very difficult to compare the employee database for a better analysis and better hiring process. On the
34
contrary, one-fourth of the remaining respondents are satisfied with the comparison. The remaining one
fourth however lies between the lines of neutral and dissatisfactory. Thus, adding comparison of
employee database to one of the needs.
35
Collect Information
Cumulative
Neutral 1 12.5 12.5 25.0
Total 8 100.0 100.0
Chart 4.15:
Around 75% of the respondents find it rather difficult to collect single information of 1 or n number of
employees. The remaining 25% lies between lines of neutral and satisfactory. However, making easy
collection of information an important need.
36
Rehire Ex Employee
Cumulative
Neutral 2 25.0 25.0 50.0
Total 8 100.0 100.0
Chart 4.16:
Out of the sample, 8 respondents belonged to the talent acquisition sub department, and everybody had
different level of views on the difficulty in rehiring the ex employees. Therefore no conclusion could be
37
drawn on the rehiring of employees as the view differed entirely opposite i.e. from highly satisfactory to
highly dissatisfactory.
38
Maintain Budgeted Cost
Cumulative
Total 8 100.0 100.0
Chart 4.17:
Around 75% of the respondents find it rather difficult to maintain the budgeted cost. The remaining 25%
lies between lines of highly satisfactory and satisfactory. But with a majority of about 50% most of the
respondents are dissatisfied with the way the budgeted cost is maintained.
39
Avoiding Repetition In Interviews
Cumulative
Valid Highly
1 12.5 12.5 12.5
Dissatisfactory
Highly
4 50.0 50.0 100.0
Dissatisfactory
Total 8 100.0 100.0
Chart 4.18:
40
Around 75% of the respondents find it rather difficult to avoid repetition in interviews conducted. The
remaining 25% lies between lines of highly satisfactory and satisfactory. But with a majority of about
50% most of the respondents are dissatisfied with the way repetition of candidates takes place in
interviews.
Ensure Completion Of Files
Cumulative
Total 8 100.0 100.0
41
Chart 4.19:
From the above data and table we can infer that 63% of the respondents consider it is highly difficult to
ensure the completion of files. The remaining 37% stood between the lines of highly satisfactory,
satisfactory and dissatisfactory. Thus, including the ensure of completion of files as one of the needs.
42
Maintain Accuracy In Records
Cumulative
Total 8 100.0 100.0
Chart 4.20:
43
Around 75% of the respondents find it rather difficult to maintain the accuracy of records. The remaining
25% lies between lines of highly satisfactory and satisfactory. But with a majority of about 50% most of
the respondents are highly dissatisfied with the way the accuracy in records is maintained.
44
Finding Additional Info
Cumulati
Frequency Percent Valid Percent ve Percent
Total 8 100.0 100.0
Chart 4.21:
Around 75% of the respondents find it rather difficult to find any additional information about the
recruitment done at a later stage. The remaining 25% lies between lines of highly satisfactory and
45
satisfactory. But with a majority of about 50% most of the respondents are highly dissatisfied with the
way of finding additional information at a later stage..
46
Analyse Cost Saving
Cumulative
Highly
2 25.0 25.0 100.0
Dissatisfactory
Total 8 100.0 100.0
Chart 4.22:
With a majority of 62.5%, the respondents were satisfied with the cost saving analysis. Therefore, there
is no need to improvise the cost saving analysis.
47
Evaluate Tat
Cumulative
Neutral 2 25.0 25.0 37.5
Highly
4 50.0 50.0 100.0
Dissatisfactory
Total 8 100.0 100.0
Chart 4.23:
48
Nearly 88% of the respondents lie between the lines of neutral, dissatisfactory and highly dissatisfactory.
Thus, we can conclude by saying that evaluating TAT i.e. Turn Around Time is rather difficult for most
of the employee and needs to be worked upon.
49
Perform Cross Analysis
Cumulative
Highly
3 37.5 37.5 100.0
Dissatisfactory
Total 8 100.0 100.0
Chart 4.24:
Around 75% of the respondents find it rather difficult to perform cross analysis . The remaining 25% lies
on the lines of satisfactory. But with a majority , most of the respondents are dissatisfied with the way
cross analysis are performed.
50
Analyse Attrition Rate Of New Recruits
Cumulative
Total 8 100.0 100.0
Chart 4.25:
51
Around 75% of the respondents find it rather difficult to analyse the attrition rate of new recruits. The
remaining 25% lies between lines of highly satisfactory and satisfactory. But with a majority of about
50% most of the respondents are dissatisfied with the way the attrition rate are analysed for new recruits.
52
Evaluate Sources Of Recruitment
Cumulative
Total 8 100.0 100.0
Chart 4.26:
Around 75% of the respondents find it rather difficult to evaluate the various sources of recruitment. The
remaining 25% lies between lines of highly satisfactory and satisfactory. But with a majority, most of the
respondents are dissatisfied with the way different sources of recruitment are evaluated.
53
Quality Of Hire
Cumulative
Total 8 100.0 100.0
Chart 4.28:
54
Around 75% of the respondents find it rather difficult to determine the quality of hire. The remaining
25% are satisfied with it. Therefore, including the determination of quality of hire as one of the needs
for the team.
55
New Hire Failure Rate
Cumulative
Neutral 3 37.5 37.5 75.0
Total 8 100.0 100.0
Chart 4.29:
As a matter of fact, around 75% of the respondents find it rather easy to determine the new hire failure
rate and merely 25% of them are dissatisfied with it. Thus, showing that just minor changes would
enhance the determination of new hire failure rate.
56
Cost Per Hire
Cumulative
Total 8 100.0 100.0
Chart 4.30:
Nearly 88% of the respondents find it rather difficult to analyse the cost per hire and the remaining 12%
are neutral about it. Thus, showing that there is need to work on the cost per hire analysis.
57
Offer Acceptance Rate
Cumulative
Neutral 1 12.5 12.5 25.0
Total 8 100.0 100.0
58
Chart 4.31:
Around 75% of the respondents find it rather difficult to determine the offer acceptance rate. The
Interviews Per Job Offer
Cumulative
Neutral 4 50.0 50.0 62.5
Total 8 100.0 100.0
remaining 25% lies between lines of neutral and satisfactory. Thus, showing that there is need to work
on the offer acceptance rate analysis.
59
Chart 4.32:
Around 75% of the respondents find it rather difficult to determine the interviews conducted per job offer.
The remaining 25% lies between lines of highly dissatisfactory and satisfactory. But with a majority of
about 50% most of the respondents are neutral when it comes to the evaluation of interview held per job
offer.
60
Q8. Average time taken for collecting data of an active employee manually is:
Average Time Taken To Find Employee Files
Valid 1-5 Minutes 7 50.0 50.0 50.0
More Than 5 7 50.0 50.0 100.0
Total 14 100.0 100.0
Chart 4.33:
There was mixes response of 50-50% on the average time taken to find employee files. 50% stood for
the time of 1-5v minutes while others stood for more than 5 minutes. However the focus was laid down
to working it down to minimum average time taken to find employee file
61
Q9. Are you satisfied with the present working system (both technologically as well as
manually)?
Satisfied With Present Working System
Valid 0-30% 3 21.4 21.4 21.4
30-60% 3 21.4 21.4 42.9
60-80% 6 42.9 42.9 85.7
80-100% 2 14.3 14.3 100.0
Total 14 100.0 100.0
Chart 4.34:
62
When asked about the satisfaction with the present working system, nearly a majority of 43% voted in
the range of 60-80% satisfaction, followed by 22-22 percent showing satisfaction of 0-30% and 30-60%
respectively. The remaining were fully satisfied. Thus there is a need to put efforts to move the entire
respondents to the bracket of 80-100%.
Q 10. Do you think a change in the system is needed?
Change In System
Valid 0-30% 1 7.1 7.1 7.1
30-60% 3 21.4 21.4 28.6
60-80% 2 14.3 14.3 42.9
80-100% 8 57.1 57.1 100.0
Total 14 100.0 100.0
Chart 4.35
63
When asked about the need of change in the present working system, nearly a majority of 57% voted in
the range of 80-100% , followed by 22 percent in the bracket of 30-60% . thus, clearly indicating the
need for a change in the working methods.
64
Question 1. Does your employer operate overseas ?
Question 2. How many staff does your employer have world wide ?
Question 3. Where does your employer have its head office ?
Question 4. Does your company have an onboarding process for

employees?
Question 5. How long has your company had on onboarding process

?
Question 6. Why was the process put in place ?
Question 7. How was the process introduced ?
Question 8. What groups were involved in the introduction
Question 9.AT what stage does the process start?
65
FINDINGS OF THE STUDY
The needs of the HR talent acquisition and HR Operations are The major
findings of the study are as follows:
1. different. The optimization would only take place if both of them improve.
2. The incomplete employee database is one of the major issues.
3. Another major issue is the different recruitment tracker for each business.
4. The processes should be more technical rather than a manual approach.
5. Evaluating TAT is difficult because of the unavailability of data.
6. The records need to maintained at each level in a defined format with
defined interpretations.
7. There is a need to create a structured programme.
8. There is a need to standardize the trackers and intelligently document the
employee files.
9. Market facing designations can also help understand the organizational change.
66
67

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PROJECT REPORT

HIMACHAL PRADESH UNIVERSITY, SHIMLA

SUBMITTED TO:- SUBMITTED BY:-

SIDHARTH GOVT. COLLEGE NADAUN

Certified that the above statement made by the student is correct to

I would like to express our deep sense of gratitude towards my project

I am also thankful to Prof……..for constant help and guidance.

We are thankful to and fortunate enough to get constant encouragement,

CHAPTER PARTICULAR PAGE NO.

2. INTRODUCTION TO THE TOPIC

ABOUT THE COMPANY: VIDEOCON

Videocon Telecommunications Limited, a Videocon Group company offers

Videocon Telecom (formerly HFCL Infotel Limited) is a telecoms services

DSL DSL Voice POTs PCO Toll Free WBB

FTTH ILL LL PRI BRI

Videocon Telecommunications Ltd. Is offering a full range of access telecom

THE TELECOM INDUSTRY

The telecommunications sector evolved from the telegraph, where

TELECOM INDUSTRY IN INDIA

Market Size Driven by strong adoption of data consumption on handheld

India's mobile subscriber base is expected to cross 500 million! subscribers by

International Data Corporation (IDC) predicts India to overtake US as the

DIRECTOR AND DIRECTOR

CBO- AVP-SCM, CBO- SALES,

VISION AND MISSION OF THE COMPANY

VALUES OF THE COMPANY

 TRANSFORMATIONAL: Bring new paradigms in all aspects of our

I.OBJECTIVES OF THE STUDY

 To find the need and effect of HR Processes Optimization

Number of years in Videocon

Valid less than 1 year 4 28.6 28.6 28.6

1-3 years 3 21.4 21.4 50.0

3-5 years 2 14.3 14.3 64.3

more than 5 years 5 35.7 35.7 100.0

Total 14 100.0 100.0

Table 4.1: Number of years in Videocon

Q2. Sub department:

Valid Talent Acquisition 6 42.9 42.9

Operations 5 35.7 78.6

Training 2 14.3 92.9

Payroll 1 7.1 100.0

Q3. Rate your difficulty level for the following:

Search Employee File

Valid Satisfactory 1 7.1 10.0 10.0

Neutral 5 35.7 50.0 60.0

Dissatisfactory 3 21.4 30.0 90.0

Highly Dissatisfactory 1 7.1 10.0 100.0

Total 10 71.4 100.0

Collect Single Information

Valid satisfied 2 14.3 20.0 20.0

neutral 3 21.4 30.0 50.0

dissatisfied 4 28.6 40.0 90.0

highly dissatisfied 1 7.1 10.0 100.0

Total 10 71.4 100.0

Valid Highly Satisfactory 1 7.1 10.0 10.0

Satisfactory 2 14.3 20.0 30.0

Neutral 1 7.1 10.0 40.0

Highly Dissatisfactory 6 42.9 60.0 100.0

Total 10 71.4 100.0

Valid Highly Satisfactory 1 7.1 10.0 10.0

Satisfactory 2 14.3 20.0 30.0

Neutral 2 14.3 20.0 50.0