Omsrisairam Assignment 2012 DRC 21

7/31/2019 Omsrisairam Assignment 2012 DRC 21

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Omsrisairam

1 ,Functional Management -1

a,Explain Different Segment of marketing Mix

A market segment is a classification of potential private or corporate customers by one or morecharacteristics, in order to identify groups of customers, which have similar needs and demandsimilar products and/or services concerning the recognized qualities of these products, e.g.functionality, price, design, etc.

The term segmentation is also used when customers with identical product and/or service needs

are divided up into groups so they can be charged different amounts for the services.

A customer is allocated to one market segment by the customers individual characteristics.Often cluster analysis and other statistical methods are used to figure out those characteristics,which lead to internally homogeneous and externally heterogeneous market segments.

Examples of characteristics used for segmentation:

Gender Price Interests Location Religion Income Size of Household Age Education Occupation Social Class Ethnicity Nationality End use (Example work or leisure)

While there may be theoretically 'ideal' market segments, in reality every organization engagedin a market will develop different ways of imagining market segments, and createProductdifferentiationstrategies to exploit these segments. The market segmentation and correspondingproduct differentiation strategy can give a firm a temporary commercial advantage.
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Criteria for Segmenting

An ideal market segment meets all of the following criteria:

It is possible to measure. It has to be large enough to earn profit. It has to be stable enough that it does not vanish after some time. It is possible to reached to potential customer via organisation's promotion and

distribution channel. It is internally homogeneous (potential customers in the same segment prefer the same

product qualities). It is externally heterogeneous that is Heterogeneity between segments (potential

customers from different segments have basically different quality preferences). It responds similarly to a market stimulus. It can be cost-efficiently reached by market intervention. useful in deciding on marketing mix

Basis for segmenting consumer markets

Geographic segmentation

The market is segmented according to geographic criteria- nations, states, regions, countries,cities, neighborhoods, or zip codes. Geo-cluster approach combines demographic data withgeographic data to create a more accurate profile of specific[1]

Demographic Segmentation

Demographic segmentation consists of dividing the market into groups based on variables suchas age, gender, family size, income, occupation, education, religion, race and nationality.

As you might expect, demographic segmentation variables are amongst the most popular basesfor segmenting customer groups.

This is partly because customer wants are closely linked to variables such as income and age.Also, for practical reasons, there is often much more data available to help with the demographicsegmentation process.

Psychographic Segmentation

Psychographics is the science of using psychology and demographics to better understandconsumers. Psychographic segmentation: consumer are divided according to their lifestyle,
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personality, values. People within the same demographic group can exhibit very differentpsychographic profiles.[2]

"Positive" market segmentation

Market segmenting is dividing the market into groups of individual markets with similar wantsor needs that a company divides into distinct groups which have distinct needs, wants, behavioror which might want different products & services. Broadly, markets can be divided according toa number of general criteria, such as by industry or public versus private. Althoughindustrialmarket segmentationis quite different from consumer market segmentation, both have similarobjectives. All of these methods of segmentation are merely proxies for true segments, whichdon't always fit into convenient demographic boundaries.

Consumer-based market segmentation can be performed on aproduct specific basis, to provide aclose match between specific products and individuals. However, a number of generic marketsegment systems also exist, e.g. the system provides a broad segmentation of the population of

the United States based on the statistical analysis of household and geodemographic data.

The process of segmentation is distinct frompositioning(designing an appropriate marketingmix for each segment). The overall intent is to identify groups of similar customers and potentialcustomers; to prioritize the groups to address; to understand their behavior; and to respond withappropriate marketing strategies that satisfy the different preferences of each chosen segment.Revenues are thus improved.

Improved segmentation can lead to significantly improved marketing effectiveness. Distinctsegments can have different industry structures and thus have higher or lower attractiveness

Once a market segment has been identified (via segmentation), and targeted (in which theviability of servicing the market intended), the segment is then subject to positioning. Positioninginvolves ascertaining how a product or a company is perceived in the minds of consumers.

This part of the segmentation process consists of drawing up a perceptual map, which highlightsrival goods within one's industry according to perceived quality and price. After the perceptualmap has been devised, a firm would consider the marketing communications mix best suited tothe product in question.

Behavioral Segmentation

In behavioral segmentation, consumers are divided into groups according to their knowledge of,attitude towards, use of or response to a product.It is actually based on the behavior of aparticular consumer.

Occasions

Segmentation according to occasions. We segment the market according to the occasions.
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Benefits

Segmentations according to benefits sought by the consumer.

Using Segmentation in Customer Retention

The basic approach to retention-based segmentation is that a company tags each of its activecustomers with 3 values:

Tag #1: Is this customer at high risk of canceling the company's service? One of the mostcommon indicators of high-risk customers is a drop off in usage of the company's service. Forexample, in the credit card industry this could be signaled through a customer's decline inspending on his or her card.

Tag #2: Is this customer worth retaining? This determination boils down to whether the post-retention profit generated from the customer is predicted to be greater than the cost incurred to

retain the customer. Managing Customers as Investments.[3][4]

Tag #3: What retention tactics should be used to retain this customer? For customers whoare deemed save-worthy, its essential for the company to know which save tactics are mostlikely to be successful. Tactics commonly used range from providing special customerdiscounts to sending customers communications that reinforce the value proposition of the givenservice.

Process for tagging customers

The basic approach to tagging customers is to utilize historical retention data to make predictions

about active customers regarding:

Whether they are at high risk of canceling their service Whether they are profitable to retain What retention tactics are likely to be most effective

The idea is to match up active customers with customers from historic retention data who sharesimilar attributes. Using the theory that birds of a feather flock together, the approach is basedon the assumption that active customers will have similar retention outcomes as those of theircomparable predecessor.

Niche Marketing

A niche is a more narrowly defined customer group who seek a distinct set of benefits. dentifiedby dividing a segment into subsegments,distinct and unique set of needs,requires specialization,and is not likely to attract too many competitors.
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Local Marketing

Marketing programs tailored to the needs of local customer groups.

Price Discrimination

Where amonopolyexists, the price of a product is likely to be higher than in a competitivemarket and the quantity sold less, generatingmonopoly profitsfor the seller. These profits can beincreased further if the market can be segmented with different prices charged to differentsegments charging higher prices to those segments willing and able to pay more and chargingless to those whose demand isprice elastic. The price discriminator might need to create ratefences that will prevent members of a higher price segment from purchasing at the pricesavailable to members of a lower price segment. This behavior is rational on the part of themonopolist, but is often seen bycompetitionauthorities as an abuse of a monopoly position,whether or not the monopoly itself is sanctioned. Examples of this exist in the transport industry(a plane or train journey to a particular destination at a particular time is a practical monopoly)

where business class customers who can afford to pay may be charged prices many times higherthan economy class customers for essentially the same service.

Algorithms and Approaches

Any discrete variable is a segmentation. For instance, customers might be segmented by gender('Male' or 'Female') or attitudes ('progressive' or 'conservative'). Numeric variables may bediscretized to become segmentations, such as age ("=30") or income ("The 99%(AGI= US $300,000)").

Segmentations can be obtained by any number of approaches. Minimally, an existing discretevariable may be chosen as a segmentation, also called "a priori" segmentation. At the otherextreme, a research project may be commissioned to collect data on many attributes and usestatistical analyses to derive a segmentation, also called "post-hoc" segmentation. In between,qualitative knowledge of the market based on experience may be used to identify divisions thatare likely to be useful.

Common statistical techniques for segmentation analysis include:

Clustering algorithms such asK-meansor otherCluster analysis Statistical mixture models such asLatent Class Analysis Ensemble approaches such asRandom Forests

Latent class analysis and k-means analysis may be viewed as identifying new variables thatmaximize the sum ofmutual informationbetween the segmentation variable and a set of basisvariables.[5]
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Marketing Mix

What is the Marketing Mix?

It is a framework which helps to structure the approach to each market.

The mix is a bundle of variables which are offered to the customer. These include the product orservice itself (its advantages); its availability (the place where and when it is available, deliveredor distributed); its image (the way it is promoted) and, of course, the price which should becharged.

These are some of the ingredients which a marketing manager must mix together whenoptimising a limited amount of resources.

What is the best mix? A marketing manager has to juggle resources and decide on the bestmarketing mix. Should money be spent or forfeited on: reduced prices? Improved products? New

delivery trucks? Or maybe invest all your money in a high risk TV advertising campaign?

Did you recognise the 4 Ps just there? In 1960 Jerome McCarthey presented the 4 Ps to theworld. Since then marketing managers around the world have become familiar with them. Canyou recall them?

In addition to the 4 Ps, there are other approaches to the mix. These are explored under 'DifferentApproaches' subtopic as shown in the title map.

Let's look at each of the 4 Ps briefly.

Product - this means the product's (or service's) quality, the functions, the features and benefits ofits design plus packaging, guarantees and level of after-sales service. Choices can be made aboutany of these aspects.

Price includes recommended prices to end-user customers, distributor's trade prices, cashdiscounts, bulk discounts, terms of credit.

Place means where and when the customer buys and consumes the product or service. Place issometimes referred to as the marketing channels, physical distribution, logistics or location.

Promotion means the promotions mix or the communications mix. This mix includes advertising,

sales promotions, publicity, direct mail, exhibitions, display, packaging, selling and even word-of-mouth.

The choice of target market affects the mix. Here is Professor Philip Kotler:

"For example, in India you sell one cigarette at a time, not a package. So there is a lot of

localisation. The biggest mistake companies make often, is to assume that the way they sell a


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product in their own country is the way to put it into another country."Philip Kotler

So the mix must adapt itself to the market.

The 4 Ps, however, is just one approach to the marketing mix. You can explore some otherapproaches in the subtopic called 'Different Approaches'.

Different Approaches

The 4 Ps is just one approach to the marketing mix. There are many other approaches.

American author, Philip Kotler prefers the 4 Cs. He suggests that the 4 Ps are a seller's mix orsales orientated approach and it therefore should be replaced by the 4 Cs which are morecustomer orientated, or marketing orientated.

You can probably guess what the 4 Cs stand for.......

Product = Customer Benefits Price = Cost to Customer Place = Convenience Promotion = Communications

Going back to the 4 Ps, some feel this approach to the marketing mix misses the most importantpart of marketing; the centre of the marketing universe is omitted. What do you think is thecentre of the marketing universe?

The 5th P is the People: customers and employees. Customers are at the centre of the marketinguniverse.

Now lets move on to the 7 Ps. Although the 4 Ps can be used for both products and servicessome feel that the 4 Ps works better for products than it does for services. Perhaps you agree?

American, academics Booms & Bitner felt that the 7 Ps are more appropriate for the servicesector such as hotels or transport companies.

Four of the 7 Ps are the same. Product, Price, Place and Promotion; can you guess what theothers might be?

People, Process and Physical environment.

Each of these Ps affects what the customer is offered.

People are employees. Process means the production and delivery of the service. PhysicalEnvironment means the interior and exterior of the buildings.


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In 1961 Albert Frey suggested that all the marketing mix variables could be categorised into justtwo groups:

The Offering and the Methods and Tools

The Offering consisted of Product, Packaging, Service, Brand and Price, while the Methods andTools comprised of Distribution Channels, Personal Selling, Advertising and Sales Promotion.

So there are several different ways of categorising the mix. There are also several different waysof mixing the mix. Should advertising be increased, prices slashed, deliveries reduced andproducts upgraded? Or the other way around? You can explore this in the section called 'Mixingthe Mix'.

Mixing the Mix

There is no one, single, perfect marketing mix. Some mixes are, however, better than others. The

marketing mix has an infinite amount of combinations or mixes. The 'same' product can haveextremely different mixes for different markets around the world.

Ranges of prices, distribution options, product modifications, promotional strategies can all bemixed in different ways. They should however, fit together to consolidate a single desiredpositioning in a particular market segment.

The mix should not pull in different directions; a high price for low quality goods does not makesense in the long term. Repeat business is important in the world of marketing.

Equally, low quality, discount priced products will find distribution in a luxury up-market store

difficult to achieve.

Here is a new product. Market it. Mix the mix.

A friend's mother has developed a watch which has a videophone and magnifying glass forviewing. A combination of miniaturisation and micro chips means the video watch can beproduced for as little as 2.00 per unit. She has asked you to help her to draw up an outlinemarketing mix. Consider two different mixes. What would you do?

The first question to ask would be: 'what is the market?' What benefits does this product deliver?Who might enjoy these benefits?

Next, considering various segments and possible target markets would also help. And a clearview on the positioning also helps.

An understanding of what resources the company has would be vital.


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One option would be to recommend a retail price for the video phone watch at 1,000. Thiscould be distributed through luxury stores like Harrods or Neiman and Marcus, promoting it withelaborate in-store displays (merchandising) supported with a limited mail shot and PR campaign.

Now consider another option. This time change the marketing mix radically. Reduce the price

and sell in packs of two through discount warehouses supported by a national TV advertisingcampaign.

Each ingredient in the mix can vary enormously. For example, the watch can be made out ofplastic or platinum. It can have a lifetime guarantee or become a disposable product.

It can have lots of extras such as diamond studded leather straps, silk wrapping, guarantees andso on. On the other hand, it can have no added costs and no added extras - just the basic videowatch.

These are decisions which the marketing manager has to make after careful analysis of the

situation, the market, its needs, its sectors, the ideal positioning, the resources within thecompany.

So is there a single, perfect marketing mix? No, but some mixes are obviously better than others.

Finally, some countries require different mixes. Some segments require different mixes withinthe same country. The mix can change according to market requirements which in themselveschange over time. The ever-changing mix is discussed in a separate subtopic.

The Ever Changing Mix

An excellent marketing mix in one period may not be as effective in another period. Themarketing mix changes over time. Partly because markets change, new sectors evolve, trendsdevelop, attitudes change, different ideal positionings emerge, technology moves on, newproducts arrive, different distribution channels appear.

Just look at the personal computer, or PC, market. Today's PCs are better products, have muchlower prices and different methods of distribution compared with ten years ago. Today,thousands of people buy PCs through mail order. Ten years ago this would never have been thecase.

The Marketing Mix has to change to meet new market conditions.

Here is an example of how different elements of the marketing mix dominated the retail petrolmarket in the UK over a period of time.

In the early 1960s Product Performance - miles per gallon, reliability were very important. Thenthe marketing emphasis switched to promotions with the Green Shield Stamps war in the late1960s. Physical distribution and sourcing of supplies became vital during the first oil crisis in1973.


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This was followed by a price war in 1974, which was in turn followed by supply and distributionproblems during the second oil crisis in 1979. The early '80s saw location and design of newretail sites as the key to competitive advantage.

This was followed by the mid 1980s sales promotions war as petrol retailers competed to give

away instant gifts, tokens, scratch cards. These sales promotions were supported by largeadvertising budgets. So now the advertising promoted the sales promotions rather than theproduct itself. Some advertising campaigns even advertised the fact that their competitors hadinferior sales promotions. The marketing mix can change over time.

It can also change over distance.

This is particularly true in international markets where certain approaches to advertising andpromotions are acceptable in some countries but not in others; or where the distribution networkis restricted; or where the price structure is totally different.

The optimum mix is influenced by the company's long term policy on repeat sales, itspositioning strategy, the target market selection, the firm's resources, levels of competition andthe ability, or willingness, to change the mix according to a particular market's requirements.

The ideal mix should support the ideal positioning in the most attractive target markets.

Product and the Marketing Mix

Over a hundred years ago Ralph Waldo Emerson suggested that "If a man can write a betterbook, preach a better sermon, or make a better mousetrap than his neighbour, though he buildshis house in the woods the world will make a beaten path to his door."

This is certainly not true today. Many excellent products fail because no one knows about them,or they are wrongly positioned, or they're not available when people want them, or they're tooexpensive for the chosen target market.

Other excellent products fail because a competitor's lower priced and inferior product is widelyavailable before you even get to launch your product on the market place. Going back to theEmerson's better mousetrap, ironically the best product is not always the best option. Forexample, the product might be so good that it costs too much to produce and therefore the bestproduct might just put you out of business.

Do customers really want that extra feature? Can you afford it? Can they afford it? Cancompetition copy it? Whatever the decision, the final combination of the core product, tangibleproduct and augmented product along with price, promotion and distribution need to worktogether if a product is to be successful.. Better mousetraps are often beaten by poorermousetraps. It happens all the time.


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Competitors constantly juggle their marketing mixes to maximise their product sales. Speed tomarket; blocked distribution channels; clever pricing strategies; powerful promotions; are allused by competitors to win and keep market share.

The better mousetrap also needs to be part of a coherent, fully integrated marketing mix. The

distribution has to get the product to where the target customer can buy it when they want it. Theprices have to reflect the desired quality image while simultaneously matchingwhat customerscan afford. Finally, customers need to know about the product - it needs to be promoted in theright way.

Each element of the marketing mix should support the product's positioning. The product, itsprice, its distribution channels and of course the promotion should all reinforce the samemessage. Without a coherent, fully integrated mix even the best product in the world will fail.

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B,Explain the selection Process followed in an industry of your

choice

IV. The Selection Process

Interviewing Candidates Legal and Illegal Interview Questions Assessing Diversity Leadership Skills in the Interview Recruitment Ambassador Program Conducting Reference Checks Making the Hiring Decision Preparing and Submitting the Search and Selection Summary Extending the Offer of Employment Completing the Appointment/Transfer Form Notification of Search Closure to Non-Selected Applicants Retention of Search Materials

A. Interviewing Candidates

The interview process serves two primary purposes: 1) to allow the search committee toassess candidates qualifications for the position and 2) to allow candidates to assess theirinterest in employment at The University of Iowa. Candidates impressions of the University

will be influenced by the consideration, competence, and sincerity of each search committeemember.

The following tips help ensure a fair selection process.
http://www.uiowa.edu/~eod/searches/manual/selection-process/index.html#a.http://www.uiowa.edu/~eod/searches/manual/selection-process/index.html#a.http://www.uiowa.edu/~eod/searches/manual/PDF/question-guidelines.pdfhttp://www.uiowa.edu/~eod/searches/manual/PDF/question-guidelines.pdfhttp://www.uiowa.edu/~eod/searches/manual/selection-process/index.html#bhttp://www.uiowa.edu/~eod/searches/manual/selection-process/index.html#bhttp://www.uiowa.edu/~eod/searches/manual/selection-process/index.html#chttp://www.uiowa.edu/~eod/searches/manual/selection-process/index.html#chttp://www.uiowa.edu/~eod/searches/manual/selection-process/index.html#dhttp://www.uiowa.edu/~eod/searches/manual/selection-process/index.html#dhttp://www.uiowa.edu/~eod/searches/manual/selection-process/index.html#ehttp://www.uiowa.edu/~eod/searches/manual/selection-process/index.html#ehttp://www.uiowa.edu/~eod/searches/manual/selection-process/index.html#fhttp://www.uiowa.edu/~eod/searches/manual/selection-process/index.html#fhttp://www.uiowa.edu/~eod/searches/manual/selection-process/index.html#ghttp://www.uiowa.edu/~eod/searches/manual/selection-process/index.html#ghttp://www.uiowa.edu/~eod/searches/manual/selection-process/index.html#hhttp://www.uiowa.edu/~eod/searches/manual/selection-process/index.html#hhttp://www.uiowa.edu/~eod/searches/manual/selection-process/index.html#ihttp://www.uiowa.edu/~eod/searches/manual/selection-process/index.html#ihttp://www.uiowa.edu/~eod/searches/manual/selection-process/index.html#jhttp://www.uiowa.edu/~eod/searches/manual/selection-process/index.html#jhttp://www.uiowa.edu/~eod/searches/manual/selection-process/index.html#jhttp://www.uiowa.edu/~eod/searches/manual/selection-process/index.html#ihttp://www.uiowa.edu/~eod/searches/manual/selection-process/index.html#hhttp://www.uiowa.edu/~eod/searches/manual/selection-process/index.html#ghttp://www.uiowa.edu/~eod/searches/manual/selection-process/index.html#fhttp://www.uiowa.edu/~eod/searches/manual/selection-process/index.html#ehttp://www.uiowa.edu/~eod/searches/manual/selection-process/index.html#dhttp://www.uiowa.edu/~eod/searches/manual/selection-process/index.html#chttp://www.uiowa.edu/~eod/searches/manual/selection-process/index.html#bhttp://www.uiowa.edu/~eod/searches/manual/PDF/question-guidelines.pdfhttp://www.uiowa.edu/~eod/searches/manual/selection-process/index.html#a.


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Structure the interview to be as consistent as possible for all candidates. Use the samequestions, setting, time allotment, and interviewers.

Utilize patterned interviews with each candidate to allow the committee to make the best

comparisons, to ensure that each candidate is treated fairly, and to minimize unconsciousbiases.

Utilize behavior-based interviewing techniques based on the concept that past behavior andperformance is the best predictor of future behavior and performance. Behavior-basedquestions focus on job-related experiences, behaviors, knowledge, skills, and abilities.

Asking behavior-based questions can help separate those candidates who skillfully answerinterview questions from candidates who skillfully display their quality on the job.

Avoid theoretical questions such as How would you go about influencing those yousupervise and work with on the benefits of diversity? A better question would be Howhave you influenced those you supervise and work with on the benefits of diversity?

Assess whether the answers to the questions, if used in making a selection, will have a

disparate impact on applicants in protected classes and whether the questions are essentialto judge an applicants qualifications for the position.

Resist the urge to label any given candidate as most promising, as it can make more itdifficult for other candidates to be given equal consideration.

Do not draw conclusions on candidates prematurely; instead, use the entire interview as anopportunity to gather as much pertinent information as possible.

Avoid making assumptions based on perceived race, ethnic background, age, disability,veteran status, marital or familial status, sexual orientation, or religion.

Ask only for information that can legally serve as a basis for the hiring decision. In thelinked document below, are examples of acceptable and unacceptable interview inquiries.

Legal and Illegal Interview Questions

Interviewing Individuals with Disabilities

Ensure that the interview location is accessible to all people with disabilities Do not assume that an applicant needs assistance Do not ask questions regarding:

o The nature of a disabilityo The severity of a disabilityo The condition causing a disabilityo Any prognosis or expectation regarding a disabilityo Whether or not the person will need treatment or special leave because of a

disability

You may ask an applicant:o To describe or demonstrate an essential position function(s) and whether they

can perform the functions with or without accommodationo If they are aware of any reason that she or he cannot perform the essential

functions of the position
http://www.uiowa.edu/~eod/searches/manual/PDF/question-guidelines.pdfhttp://www.uiowa.edu/~eod/searches/manual/PDF/question-guidelines.pdfhttp://www.uiowa.edu/~eod/searches/manual/PDF/question-guidelines.pdf


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B.Assessing Diversity Leadership Skills in the Interview

Search committees can use the following methods to assess candidates diversity leadershipskills, a required qualification for executive, administrative, and managerial positions at pay

level 7 or higher in the P&S Non-organzed classification system or at pay grade 12 or higher

in the P&S Organized classification system. These suggestions are not designed to probe a

candidate's personal beliefs; rather, they are offered to help the search committee ascertaineffective leadership and management style for an increasingly diverse, multiculturalworkforce.

Inquiries about equity and affirmative action need to be consciously incorporatedthroughout the interview and raised in varied contexts. Avoid compartmentalizing questionsabout fairness, equity, and affirmative action as if they were separate from issues regardingeffective management, leadership, and planning. Similarly, questions about diversity and

multiculturalism need to be asked by various members of the search committee. Frequently,members of constituency groups assume the responsibility for asking the "diversity"

questions during the meeting. Making a conscious effort to share responsibility for questionsregarding diversity ensures that diversity issues will be raised regardless of the gender and

racial makeup of the group.

Keep in mind that questions regarding affirmative action and diversity need to be directlyrelated to the responsibilities of the position for which the candidate is interviewing. Thecommittee may want to identify questions which address specific areas of concern for the

hiring unit such as retention, recruitment, or conflict resolution.

Solicit quantifiable information about the candidates work in the areas of diversity. Ask

about specific studies, policies, procedures, or programs they have initiated to furtherdevelop the campus or workplace as a multicultural environment, and ask for a statement ofinitiatives they would propose if appointed.

Inquire whether candidates had opportunities to recruit, retain, and promote women and

minorities in previous positions they have held and, if so, their success at these efforts. Askabout committee memberships in his/her previous positions.

The following examples of open-ended interview questions are useful and appropriate forassessing a candidates diversity leadership experience and skills.

What do you see as the most challenging aspects of an increasingly diverse academiccommunity?

What initiatives have you taken in your previous capacities to meet such challenges? What is your sense of the complexities and leadership challenges related to these

issues?

How would you work with people under your supervision to foster a climate receptiveto diversity in the workforce, in the curriculum, in faculty/staff meetings?

Suppose that in working with a University unit you discover a pervasive belief thatdiversity and excellence are somehow in conflict. How do you conceptualize the

relationship between diversity and excellence? What kinds of leadership efforts are

needed to encourage a commitment to excellence through diversity? In what ways have you integrated multicultural issues as part of your professional

development?


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It is also important to be attentive to a candidate's mode of interaction. Communication and

attention to group dynamics are important aspects of leadership style and may indicate a

candidate's potential effectiveness. Is the candidate at ease discussing diversity-relatedissues and their significance to the position? Does the candidate listen actively andaccurately hear the issues posed? Does the candidate address all members of the searchcommittee?

C. Recruitment Ambassador Program

TheRecruitment Ambassadors Program, jointly sponsored by the Department of Human

Resources and the Office of Equal Opportunity and Diversity, supports the Universitysstrategic goals for increasing the diversity of our faculty and staff. RecruitmentAmbassadors are current or former faculty and staff members who volunteer to help recruitdiverse prospective employees.

Through personal contact and participation in campus-sponsored events, Recruitment

Ambassadors familiarize candidates with The University of Iowa and the community, act asliaisons between candidates and the University, and showcase various outstanding

attributes that make The University of Iowa an Employer of Choice.

Recruitment Ambassadors function independently of the search committee and offer aprivate resource for candidates to ask questions and gather information about The

University of Iowa and the resources in the surrounding community.

The primary activity of Recruitment Ambassadors is to meet with candidates for faculty/staff

positions while they interview on campus. Recruitment Ambassadors also participate in jobfairs and distribute brochures about employment at The University of Iowa in theircommunities.

Recruitment Ambassadors are:

Current or former faculty/P&S/Merit faculty and staff in good standing Approved by their immediate supervisor to participate in the program Experienced faculty/staff at the University, having at least two years of employment

experience and a total of three years of UI experience

Knowledgeable of the Universitys history, programs, services and resources Skilled communicators with good interpersonal skills Skilled at creating a positive rapport with prospective employees

All Recruitment Ambassadors attend training sessions addressing the following skills andtopics:

Communication skills

Confidentiality Interacting with people from diverse racial/ethnic backgrounds Recruitment strategies Search and screen policies and procedures Equal employment opportunity and affirmative action Campus programs, services and resources Referrals to appropriate University and/or community resources
http://www.uiowa.edu/~rap/http://www.uiowa.edu/~rap/http://www.uiowa.edu/~rap/http://www.uiowa.edu/~rap/


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To schedule a Recruitment Ambassador to meet with one or more of your candidates,

contactJane Monserud, Recruitment Ambassador Program Coordinator, in the EmploymentServices Office (335-2656).

D. Conducting Reference Checks

Reference checks can be conducted pre- or post-interview at the discretion of thedepartment. For some high-level P&S positions it may be beneficial to conductreference checks on candidates selected for on-campus interviews prior to bringingthem to campus. This is particularly true in cases where the department will be

paying travel expenses for the candidate and scheduling public fora for the candidateto address the campus.

Questions should focus on the candidates job-related experience, qualifications, andaccomplishments.

Ask the same basic questions about each candidate so that all candidates can beevaluated fairly.

Written notes should be taken by the individual interviewing the reference andshould be retained in the search files.

The search committee is not obligated to contact every reference the candidatesubmits; however, departments should not ask for more references than they are

willing to contact.

For executive, administrative, and managerial staff at pay level 7 or higher in theP&S Non-organized classificaiton system or at pay grade 12 or higher in the P&S

Organized classification system positions for which diversity leadership skills are arequirement the candidate's professional references should include people well-

situated to evaluate past performance or future potential in this area. Suchreferences might include heads of diversity programs with whom the candidate

worked, department chairs, heads of commissions and councils, directors of women'sand ethnic studies departments, or directors of minority student services programs.

E. Making the Hiring Decision

Utilize a team interviewing process to prevent errors and omissions in screeningapplicants.

Each search committee member should give his/her honest input on each candidateinterviewed.

Think broadly rather than narrowly about the types of experiences and/or skills thecandidates might bring to The University of Iowa.

Avoid attempting to clone those already in the department. Doing so discouragesdiversity and prohibits the department from enjoying the many advantages that

diversity and the varying perspectives can bring. Acknowledge that candidates withdiverse paths and experiences can make positive contributions that have previously

been untapped by the unit, department, or University Avoid falling victim to the halo effect that can occur when one positive aspect of acandidates talents or skills is inappropriately transferred to other aspects of her/his

qualifications. The phenomena of racial, ethnic, and other forms of prejudice can bemanifestations of the halo effect avoid stereotyping on any grounds.

Recommend the best-qualified candidate to the department head based onadvertised position requirements and substantive qualifications, including diversityobjectives.
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F. Preparing and Submitting the Recruitment Summary / Search and SelectionSummary

When the search committee is ready to recommend a candidate for hire, the search

committee chair or administrative support person prepares the form requesting permission

to extend an offer of employment. The Search and Selection Summary is the final

documentation of the search process, indicating the recommended candidate and comparingall interviewed candidates. This documentation allows the department to briefly explain how

the recommended candidate met the qualifications for the position and provide writtendocumentation for review and auditing purposes.

Specific instructions for this documentation appear later in this section. General instructionsare listed below.

Fill out the appropriate form (see below) completely and correctly. Any missinginformation, such as an offer letter, will prevent the Office of Equal Employment

Opportunity & Diversity from effectively reviewing the form and will delay processingand approval.

Discuss all interviewedcandidates relative to basic and desirable qualifications, andany other criteria that distinguish the recommended candidate from other applicants,such as years of experience, references, publications, record or honors received. Allexplanations for the hiring decision must be factual and specific.

If the proposed salary exceeds the first quartile/median zone, salary approval mustbe obtained from the Compensation and Classification Unit of Human Resources priorto making the offer to the candidate.

The Office of Equal Opportunity and Diversity may contact the search committeechair and/or the hiring department for further information on how the search

committee came to their decisions. This could include requesting further informationon why certain candidates were not selected.

For Requisitions Created On or After July 11, 2005

Utilize theSearch & Selection Summary(available in the Hire@UIOWA application on theSelf-Service System).

Attach a copy of the draft offer letter to the electronic form.

When the Search and Selection Summaryhas been approved, an auto-generated e-mailapproval notice is sent via Workflow to all approvers on the Workflow path.

G. Extending the Offer of Employment

Beforea position that requires a search or a waiver is offered to a candidate, theRecruitment Summary Form or Search and Selection Summarymust be completed, signed

by the departmental executive officer and dean or vice president, and approved by theOffice of Equal Opportunity and Diversity.

After extending the offer, mail the candidate two copies of the offer letter and a postage-

paid return envelope addressed to the hiring department. Request that the candidate signone copy of the letter and return it in the enclosed envelope to the department.
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Mail anApplicant Self-Identification of Disability and Veteran StatusForm, along with a

postage-paid return envelope addressed to the Office of Equal Opportunity and Diversity, tocandidates to whom an offer of employment has been made.

As a recipient of federal funds, the University is covered by regulations of the Office of

Federal Contract Compliance Programs (OFCCP). The OFCCP has modified its regulations

implementing Section 503 of the federal Rehabilitation Act in light of the requirements ofthe Americans with Disabilities Act. Under the revised OFCCP regulations, job applicants for

the Universitys professional and scientific positions can only be asked to self-identifydisability and veteran status once an employment offer has been extended.

H. Completing the Appointment / Transfer Form

In order to appoint the final candidate, one of several Human Resources appointment ortransfer forms must be completed in theHuman Resources Transaction System. Detailedinstructions for completing the various appointment and transfer forms are provided in the

Transaction Initiator Training Manualin the Human Resources Transaction Systems website.To access the Human Resources Transaction System, log in to theEmployee Self-Service

Websiteusing yourHawkIDand password.

If you need additional assistance, send an e-mail [email protected].

I. Notification of Search Closure to Non-Selected Applicants

It is the responsibility of the hiring department to communicate in a timely manner with allinterviewed candidates who were not selected for the position. Upon request of an

applicant, it may be necessary to provide pertinent information to the applicant regardingthe reason he/she was not selected for the position.

J. Retention of Search Materials

Departments are required to retain the resumes and all search documents for all applicants

for a period of four years following the closure of the search. Search committee membersshould turn over all notes and files they have to the search committee chair at the end of

the search. The hiring department is responsible for maintaining the search file. In somecases the search file may be stored by the college, particularly for high level searches.

The electronic applications and resumes of all applicants are stored on the central server,therefore, departments need not keep paper copies of the resumes unless their Org unit or

college requests they do so. Any materials sent by applicants directly to the department

(e.g. writing samples, portfolios) should be maintained by the department in the searchfile
http://www.uiowa.edu/~eforms/aa/Voluntary%20Self-Identification%20Form%20March%202005.pdfhttp://www.uiowa.edu/~eforms/aa/Voluntary%20Self-Identification%20Form%20March%202005.pdfhttp://www.uiowa.edu/~eforms/aa/Voluntary%20Self-Identification%20Form%20March%202005.pdfhttps://hris.uiowa.edu/transaction/index.php?1032783https://hris.uiowa.edu/transaction/index.php?1032783https://hris.uiowa.edu/transaction/index.php?1032783https://hris.uiowa.edu/transaction/index.php?1032783https://hris.uiowa.edu/transaction/index.php?1032783https://hris.uiowa.edu/transaction/index.php?1032783https://hris.uiowa.edu/transaction/index.php?1032783https://hris.uiowa.edu/transaction/index.php?1032783https://hris.uiowa.edu/transaction/index.php?1032783https://login.uiowa.edu/uip/hawkid-lookup.page?login=1&service=https://hrisdev.its.uiowa.edu/portal/https://login.uiowa.edu/uip/hawkid-lookup.page?login=1&service=https://hrisdev.its.uiowa.edu/portal/https://login.uiowa.edu/uip/hawkid-lookup.page?login=1&service=https://hrisdev.its.uiowa.edu/portal/mailto:[email protected]:[email protected]:[email protected]:[email protected]://login.uiowa.edu/uip/hawkid-lookup.page?login=1&service=https://hrisdev.its.uiowa.edu/portal/https://hris.uiowa.edu/transaction/index.php?1032783https://hris.uiowa.edu/transaction/index.php?1032783https://hris.uiowa.edu/transaction/index.php?1032783https://hris.uiowa.edu/transaction/index.php?1032783http://www.uiowa.edu/~eforms/aa/Voluntary%20Self-Identification%20Form%20March%202005.pdf


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About TCSTata Consultancy Services Limited (TCS) is Software services consultingcompany headquartered in Mumbai, India.

TCS is the largest provider of information technology and business process outsourcing services in Asia.TCShasoffices in 42 countries with more than 142 branches across the globe. Thecompany is listed on the National Stock Exchangeand Bombay Stock Exchangeof India. TCS is one of the operative subsidiaries of one of India's largest andoldestconglomerate company, the Tata Group or Tata Sons Limited, which hasinterests in areas such as energy,telecommunications, financial services,manufacturing, chemicals, engineering, materials, government andhealthcare.HistoryIt began as the "Tata Computer Centre", for the company Tata Group whosemain business was to provide computer services toother group companies. F CKohli was the first general manager. JRD Tata was the first chairman, followed byNaniPalkhivala.One of TCS' first assignments was to provide punched card services to a sisterconcern, Tata Steel (thenTISCO). It later bagged the country's first softwareproject, the Inter-Branch Reconciliation System (IBRS) for the Central Bankof India. It also provided bureau services to Unit Trust of India, thus becoming oneof the first companies to offer BPOservices.In the early 1970s, Tata Consultancy Services started exporting its services. Thecompany pioneered theglobal delivery model for IT services with its firstoffshore client in 1974. TCS's first international order came fromBurroughs, oneof the first business computer manufacturers. TCS was assigned to write code forthe Burroughsmachines for several US-based clients. This experience alsohelped TCS bag its first onsite project - the InstitutionalGroup & InformationCompany (IGIC), a data centre for ten banks, which catered to two millioncustomers in theUS, assigned TCS the task of maintaining and upgrading itscomputer systems.In 1981, TCS set up India's first software

research and development centre, the Tata Research Development and Design Center (TRDDC). The first client-dedicated offshoredevelopment center was set up for Compaq (then Tandem) in1985.In 1989, TCS delivered an electronic depository andtrading system calledSECOM for SIS SegaInterSettle, Switzerland. It was by far the most complex

project undertaken by an Indian IT company. TCS followed this up with System Xfor the Canadian Depository Systemand also automated the Johannesburg StockExchange (JSE). TCS associated with a Swiss partner, TKS Teknosoft, whichitlater acquired.In the early 1990s, the Indian IT outsourcing industry grew tremendously due tothe Y2K bug and thelaunch of a unified European currency, Euro. TCS pioneeredthe factory model for Y2K conversion and developed softwaretools whichautomated the conversion process and enabled third-party developers andclients to make use of it.In 1999,TCS saw outsourcing opportunity in E-Commerce and related solutionsand set up its E-Business division with tenpeople. By 2004, E-Business wascontributing half a billion dollars (US) to TCS.On 9 August 2004, TCS became apublicly listed company, much later than itsrivals, Infosys, Wipro and Mahindra Satyam.During 2005, TCS venturedinto a new area for an Indian IT services company -BioinformaticsIn 2008, the company went through an internal

restructuring exercise thatexecutives claim would bring about agility to the organization.Indian branchesTCS has development centres and/or regional offices in the following Indiancities: Ahmedabad, Baroda, Bangalore,

Bhubaneswar, kochi, Kolkata, Lucknow,Mumbai, Noida, Pune, Thiruvananthapuram, Patna,HaldiaGlobal unitsAfrica: South Africa, MoroccoAsia (Outside India): Bahrain, Beijing, Hong Kong, Hangzhou, Shanghai,Indonesia, Israel,Japan, Malaysia, Saudi Arabia, Singapore, South Korea, Taiwan, Thailand, UAE(dubai)Australia: AustraliaEurope: Belgium,Denmark, Finland, France, Germany, Hungary, Iceland, Ireland,Italy, Luxembourg, Netherlands, Norway, Portugal,Spain, Sweden, Switzerland,United KingdomNorth America: Canada, Mexico, USASouth America: Argentina, Brazil,Chile, Colombia, Ecuador, Uruguay, PeruEmployeesTCS is one of the largest private sector employers in India with core strength inexcess of 186,914 individuals. TCS has one ofthe lowest attrition rates in theIndian IT industry. In the past TCS has been criticized by its employees in

Publicforums on its Appraisal and Promotion policies.About Recruitment & SelectionRecruitment refers to the process of attracting, screening, and selecting qualifiedpeople for a job at an organizationor firm. For some components of therecruitment process, mid- and large-size organizations often retainprofessionalrecruiters or outsource some of the process to recruitment agencies. The recruitment industry has fivemain types of agencies: employment agencies,recruitment websites and job search engines, "headhunters" forexecutive andprofessional recruitment, niche agencies which specialize in a particular area of staffing, or employerbranding strategy and in-house recruitment. The stages inrecruitment include sourcing candidates by advertising orother methods, andscreening and selecting potential candidates using tests or interviews.In-house recruitment


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Under pressure to reduce costs, both large- and medium-sized employers tend toundertake their own in-houserecruitment, using their human resourcesdepartment, front-line hiring managers and recruitment personnel whohandletargeted functions and populations. In addition to coordinating with the agenciesmentioned above, in-houserecruiters may advertise job vacancies on their ownwebsites, coordinate internal employee referrals, work with externalassociations,trade groups and/or focus on campus graduate recruitment. Somelarge employers choose to outsource all or some oftheir recruitment process(recruitment process outsourcing) however a much more common approach isfor employers to introducereferral schemes where employees are encouraged tosource new staff from within their own network.Process1) Job analysis The proper start to a recruitment effort is to perform a job analysis, to documentthe actual orintended requirement of the job to be performed. This informations captured in a job description and provides the recruitment effort with theboundaries and objectives of the search.Oftentimes a company will have jobdescriptions that represent a historical collection of tasks performed in thepast. These job descriptions need to be reviewed or updated prior to a recruitmenteffort to reflect present dayrequirements. Starting recruitment with an accurate job analysis and job description ensures the recruitment effortstarts off on aproper track for success. Job analysis defines the duties and human requirements of the companysjobs. The next step is to recruit and select employees. We can envision therecruitment and selection process as aseries of steps1) Decide the positions to fill, through personnel planning and forecasting.2) Build a pool ofcandidates or these jobs, by recruiting internal or externalcandidates.3) Have candidates complete application formsand perhaps undergo initialscreening interviews.4) Use selection tools like tests, background investigations, andphysical examsto identify viable candidates.5) Decide who to make an offer to, by having the supervisor and perhaps

othersinterview the candidates.2) SourcingSourcing involvesAdvertising, a common part of the recruiting process, often encompassingmultiple media, such as the Internet,general newspapers, job adnewspapers, professional publications, window advertisements, jobcenters, and campusgraduate recruitment programs; andRecruiting research, which is the proactive identification of relevant talentwho may not respond to job postings andother recruitment advertisingmethods done in #1. This initial research for so-called passive prospects,also calledname-generation, results in a list of prospects who can then becontacted to solicit interest, obtain a resume/CV, andbe screened (seebelow).3) Screening and selectionSuitability for a job is typically assessed by looking for skills, e.g.communication,typing, and computer skills. Qualifications may be shown through rsums, jobapplications,interviews, educational or professional experience, the testimony of references, or in-house testing, such as forsoftware knowledge, typing skills,numeracy, and literacy, through psychological tests or employment testing.Other

resume screening criteria may include length of service, job titles andlength of time at a job. In some countries,employers are legally mandated toprovide equal opportunity in hiring. Business management software is usedbymany recruitment agencies to automate the testing process. Many recruiters andagencies are using an applicant tracking system to perform many of the filteringtasks, along with software tools forpsychometric testing.Onboarding"Onboarding" is a term which describes the process of helping new employeesbecome productive members of anorganization. A well-planned introductionhelps new employees become fully operational quickly and is oftenintegratedwith a new company and environment. Onboarding is included in the recruitmentprocess for retentionpurposes. Many companies have onboarding campaigns inhopes to retain top talent that is new to the company;campaigns may lastanywhere from 1 week to 6 months.Internet recruitment and websitesSuch sites have two main features: job boards and a rsum/curriculum vitae(CV) database. Job boards allow member

companies to post job vacancies.Alternatively, candidates can upload a rsum to be included in searches bymembercompanies. Fees are charged for job postings and access to searchresumes. Since the late 1990s, the recruitment website hasevolved toencompass end-to-end recruitment. Websites capture candidate details and thenpool them in clientaccessed candidate management interfaces (also online).Planning and forecasting:Employment personnel planning: The process of deciding what positions the firmwill have to fill, and how to fillthem. The recruitment and selection process starts with employment or personnelplanning. This is the process ofdeciding what positions the firm will have to fill,and how to fill them. Personnel planning embrace all futurepositions, frommaintenance clerk to CEO. However, most firms call the process of deciding howto fill executive


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jobs succession planning.Employment planning should flow from the firms strategic plans. Plans to enternewbusiness build new plants or reduce costs all influence the types of positionsthe firm will need to fill (or eliminate).About TCSS Recruitment & Selection ProcessRecruitment at TCS take place at all levelsi.e. entry and various experiencelevels. The hiring of experiencedprofessionals take place through the year, whilecampus offers for freshers joining next year are conducted accordingtoplacement seasons at colleges.Off-campus recruitments for fresher are conducted periodically for any additionalrequirements. For this, TCSundertakes recruitment drives through walk-ininterviews, announcements for which are made in the media. TheSelection Procedure consists of a written test and those who clear writtentest will face technical and HR Interview.The written test usually consists of foursections - Verbal, Quantitative Aptitude, Comprehension and Psychometrictest.Written TestVerbal Section consists of 15 questions and is to be attempted in 6 minutes. These are usually based on Englishwords and their synonyms.Quantitative section consists of basic mathematics questions based onpercentages,multiplication, and simple algebra. It consists of 15 questions andthe time allotted is 10 minutes. ComprehensionSection consists of 60 questionswith 50 minutes.Psychometric test contains 150 questions with 30 minutes. Theseare generalpersonality based questions and are yes/no based. Among other, these questionstest candidates ability toanswer consistentlyInterviewThe written test is followed by interviews- technical and HR. The technicalinterview is based on subjects candidates

have already studied in theircurriculum. Candidate need to select their favorite subjects out of what theyhavestudied. The HR Interview is very general to test candidates temperament. Generalquestions based on current affairs, generalawareness, trends in IT etc. may beasked. TCS also employs a lot of fresh graduates. To help identify new talent,theyare engaged with more than 300 academic institutions globally. They have builtrobust holistic programs, whichincludes faculty development programs,workshops and annual conclaves for the professors and teachers. Throughtheir workwith these institutes, they identify with and cultivate new talent. Thishelps them to groom freshers at the entry levelitself.Qualifications: It depends on the position and role recruited. For example, atthe entry level, TCS recruit engineering graduates andpostgraduates incomputer science, engineering.Experienced professionals or laterals (professionals with work experience) maybe engineering graduates orpostgraduates if recruited for technical roles, ormanagement postgraduates if recruited for business or sales roles. TCS alsorecruit functional experts for specific practices; for example, the healthcare practice recruits doctors as functional

experts, or the financial servicespractice hires bankers and other finance professionals for theirdomainknowledge. TCS periodically advertises in the newspapers for the positions and rolesavailable. Within TCS,the intranet will have announcements about the variouspositions and requirements. The TCS web site also lists the

jobs. One can alsoupload ones resume there.Age limit: Being an equal opportunities employer, the suitability of candidates is judged on competency. TCS understandcompetency as critical knowledge andskills producing key outputs in performance, according toS Padmanabhan, executivevice president and head, global HR, TCSSelection process: For trainees and persons with less than two years of experience, TCS conduct written tests, technical andmanagement interviews.For laterals, TCS do not have written tests. The process includes short listingbased oncertain eligibility criteria pertaining to the students' academic trackrecord and domain/ specializations, aptitude testand a two-tier competency-based interview. In management institutes, TCS replace the aptitude tests withgroup

discussions. The attributes TCS typically look at include technical excellence, professionalism,good communicationskills, willingness to work beyond boundaries and theinclination to teamwork, according to Padmanabhan.Application for the job:Interested applicants can apply through TCSrecruitment portal. TCS also advertise available positions on their Website, on job boards such as Monster, Naukri and newspapers and, for niche positions, intechnical magazines.Interview: According toS Padmanabhan, executive vice president and head, global HR, TCS,


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It is important to maintain consistent academic records while developing strongtechnical/ functional skills. Theability to adapt and innovate, willingness to learnand ability to collaborate are important attributes that TCS looksfor, along with amindset to be mobile.Post-interview: TCS has a process of background checks undertaken byprofessional agencies. As part of this process, we check forauthenticity,educational background and work experience. Typically, background checks arecompleted prior tojoining. On joining, the employee is given a letter of appointment. All terms and conditions of service areenumerated in the letter of offer made once the candidate is successful in the management interview.All candidates,including those who have been rejected, are intimated about theirstatus. Candidates also have the option to call ouroffice and get an update onthe progress and status of their application. Although TCS normally recruit for arole, ifalternatives are available and the candidate is deemed suitable, HRpursues the application for the same.Postings:As a global company, TCS has about 169 offices in 35 counties withoperations across India, North America, APAC, LatinAmerica, Europe, Middle Eastand Africa.Growth prospects: TCS offer careers across five streams i.e. sales, delivery,practice, technology, corporate roles and specialists in nearly 4areas --Engineering and Manufacturing, Infrastructure Services, BPO, IT Services andGlobal Consulting. TCS valueproposition to employees is for an aspiration-based career acrossproject management, technology, domain and salesstreams. This is enabled byongoing competency development, differentiated compensation and variouswork-lifebalance initiatives, as well as the chance to work in different marketsand geographies in our network of 169 offices

in 35 countries. This is what hashelped TCS attract and retain employees at all levels.Remuneration:TCS offer remuneration based on the number of years of experience and the nature of the experience in terms of skills,technology, etc. The compensation is benchmarked regularly with the industry.Add-ons: In addition to remuneration, some of the add-ons include canteenfacilities with subsidised meals, health insurancefor self and family at subsidisedrates, subsidised transport at some of their locations, gymnasiums andrecreationalfacilities at some of their locations. TCS also has other add-ons such as leave without pay for pursuing higherstudies,joining spouse overseas, part-time/ work from home facility, holidayhomes across the country, welfare trustfacilitation for higher education,membership in Tata Sons Welfare Trust, Consultancy Employees Welfare Trust,etc.Also, as employees of Tata Group, TCS associatesget discounts on products andservices from other group companies -- for example, Westside, Titan, TataMotors and the TajGroup of Hotels.

Global ExposureGlobal exposure at TCS extends beyond geographical boundaries. Employees getthe opportunity to work on world-class projects on a global scale, interact withpeople having diverse cultural backgrounds and organizationalfunctions andexplore cutting-edge technologies fresh out of the world-renowned research labs.Focus on FreedomTCS have established an environment that focuses on individual aptitude, talentand interests. As a proven practice,TCS promote cross-domain experience thatallows an employee to function across different industry verticals,servicepractices, and functional domains as well as varied technology platforms. At thesame time, TCS continuouslypresent employees with the opportunity to explorethe domain where they believe they would fit the best. Thesefactors not justhelp hone employees skills across platforms, it also provides their customers atalent pool withexpertise that exceeds their industry benchmarks.TCS Graduate Program at Australia- Initial Learning Programme (ILP)Selected graduates will travel to their world-renowned Initial Learning Program(ILP) in India for two months. The

ILP consist of two phases:In the first phase the candidates will learn the concepts of program design anddevelopment,process models and next generation technologies such as CloudComputing, Green IT and Web 2.0. The second phase isspecifically tailored to candidate and their projectrequirements. Depending on candidates skill sets and the projectsthat they willbe working on, a curriculum will be structured for them.Following two-month training, they will workat their Australian customersoffshore center for 2-4 months. Here they will understand how TCS offshorecenter works andbuild their competencies before they return to Australia andwork onsite for their client. Types ofRoles:Developer TesterBusiness AnalystApplication Procedure1. Interested candidates send their updated resume and cover [email protected]. Phone interview3. Technical Interview4. Management / HRInterviewEligibility:Undergraduate and Postgraduate students who are studying or have graduatedin Computer


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Science, Information Technology, Information Systems or relateddegree.Australian Citizens or PermanentResidents.TCS - Academic Interface Programme (AIP)Following the tradition of India's most admired corporate group TATA, TCS hasbeen involved in strengthening theAcademic Community around the worldthrough TCS - Academic Interface Programme (AIP). AIP has been involved invariousprogrammes, to bridge the gap between campus and corporate. Some of these activities are: Workshop for students,Faculty Development Programs(FDP) for teachers, Student Awards to encourage healthy competition atcolleges,Internship Training opportunity for students, and Global Internshipprogramme. TCS has taken one step ahead bysetting up a portal, to take this connectivitywith students, faculty and the institutes to greater heights.According to Dr.K. Kesavasamy, Head, Academic Interface Programme In theworkspace of Knowledge factory, the Academic Interface Programmeinitiativeby Tata Consultancy Services will act as a sounding board in strengtheningacademic relationships andensuring the entry of right people into theorganization. The impetus behind creation of this program is to enableacademiaand industry to seek improved ways of working together.Supply Chain ManagementSupply Chain Management is one of the most important activities, addressed byBusiness Excellence Models, suchas Malcolm Baldrige National Quality Award(MBNQA), European Foundation for Quality Management (EFQM) etc;AcademicInstitutes are main suppliers for HR intensive industry, like Tata ConsultancyServices. The sourcing forthe entire Initial Learning Programme (ILP) depends onthe academic Institutions. The Academia- Industry will needto cultivate mutuallybeneficial and lasting relationships with one another. In this emergingframework, robust high-quality, long- term relationships, based on two-wayinvestments of time & resources, are becoming essential to

understand,influence and improve the interactions between both sectors.TCS Support to Academic World:TCS support academic institutes in many ways:Project Support and Internship to StudentsConducting Workshops in

Academic InstitutesSponsorship of Academic / Social EventsBest Student Project AwardsProfessors from Academia onsabbatical to TCSSponsorship of TCS associates to acquire higher qualificationsSponsored course on SoftwareEngineering for selected final year studentsMaintenance of TCS Academic PortalIn order to ensure the quality of TCS Academic Interaction, the availability of the programme benefits and support will be subject to certain constraints.TCShas Academic Relationship Managers, placed in different Geographies, willing toprovide the details /clarifications


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Omsrisairam Assignment 2012 DRC 21

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