Recruitment Process at Levis

Automation of Recruitment Process at Levi & Strauss & Co.

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AUTOMATION OF RECRUITMENT PROCESS AT

Levi Strauss & Co.

Submitted to Bangalore University In partial fulfillment of

The requirements for the award Of the degree of

Masters in Business Administration Under the guidance of

Prof. P Srinivasan

Submitted by Deepa G

(Reg no:04XQCM6022)

M. P. Birla Institute of Management, Associate Bharatiya Vidya Bhavan,

No 53, Race Course Road, Bangalore 560001.

id18641156 pdfMachine by Broadgun Software - a great PDF writer! - a great PDF creator! - http://www.pdfmachine.com http://www.broadgun.com


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

Principal�s Certificate

I hereby certify that the project titled, �AUTOMATION OF

RECRUITMENT PROCESS at Levi Strauss & Co.� has been

prepared by Ms. Deepa .G, bearing register number 04XQCM6022,

under the guidance of Prof. P Srinivasan, M.P.Birla institute of

Management, Bangalore. The project was undertaken between March

2006 and June 2006.

Place: Bangalore Date: (Dr. Nagesh S Malavalli)


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Guide�s Certificate

I hereby certify that this project titled �AUTOMATION OF

RECRUITMENT PROCESS at Levi Strauss & Co.� has been

prepared by Ms. Deepa .G bearing register number 04XQCM6022,

under my guidance and supervision.

Place: Bangalore Date:

(Prof. P Srinivasan)


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Certificate

This is to certify that Ms. Deepa G, Final Year MBA student

of M. P. Birla Institute of Management, associate Bhartiya Vidhya

Bhavan, Bangalore, has completed the project titled

�AUTOMATION OF RECRUITMENT PROCESS at Levi

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

all the best in all her future endeavourers.

Shobha Wilson Simon

Head of Human Resource

Levi Strauss & Co


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DECLARATION

I hereby declare, that this dissertation titled, �AUTOMATION

OF RECRUITMENT PROCESS at Levi Strauss & Co.� is a

bonafide study, completed under the guidance and supervision of

Prof. P Srinivasan, M.P.Birla Institute of Management, Bangalore.

I further declare that this dissertation is the result of my own

efforts and that it has not been submitted to any other university or

institute for the award of a degree or diploma or any degree or other

similar title of recognition.

Place: Bangalore Deepa. G Date: 4th semester, MBA (Batch 2004-06) M.P.B.I.M


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Executive Summary

The internet is revolutionizing the recruitment process,

allowing companies to bypass traditional situations vacant

advertising and agency commissions by integrating careers sub-

sections into their websites. Prospective employees can either apply

directly to available jobs, or simply register their interest in working

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

inviting 'passive' job seekers into a database for future consideration

when roles become available. Companies with high-turnover

divisions such as call centers have been first to recognize the cost

benefits of having a pool of available, pre-screened talent at their

disposal.

Company career sites usually provide a facility for job seekers

to create a personal account with an email address and password,

which they can revisit and update. Job seekers provide information

about themselves via an online application form, and are able to view

a list of job openings. Targeted questions related to job roles are

replacing standard 'Attach CV' functionality, to capture exactly the

required information, and allow for quicker and unbiased

comparisons by employers.


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Big job board players now provide links from their job adverts

to external career sites, allowing for direct entry of candidate

information into a company's talent pool database. This represents a

huge step forward for employers, who can now avoid being

bombarded with masses of emails from candidates with differently

formatted CVs and irrelevant information.

ACKNOWLEDGEMENT

A practical study can never be a reality without the help of

others. I take this opportunity to express my sincere and grateful

thanks to the Directors, the Principal, Dr. Nagesh Malavalli,

students and the entire staff of M P Birla Institute of Management for

the constant encouragement extended to me.

My Special and heartfelt thanks to Prof. P. Srinivasan, my

Guide and guardian for being an inspiring force behind my

achievement all along. His guidance has helped me in successfully

completing my assignment.

I express my sincere and heartfelt gratitude to Ms. Shobha

Wilson Simon, HR head, LEVI Strauss @ CO, BANGALORE for

the support extended by him all through the Project. Her guidance

and mentoring has been the prime ingredient in my success.


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Deepa G

CONTENTS CHAPTER 1 1.1 COMPANY PROFILE 1

1.1.1 About Levi Strauss & Co 1

1.1.2 LS-India: the story so far 6

1.1.3 Who is Who 10

1.1.4 Vision Statement 11 CHAPTER 2 2.1 AREA OF STUDY 12

2.1.1 e-Recruiting the next generation 12

2.1.2 Need for change 14


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CHAPTER 3 3.1 HISTORY OF THE PROBLEM 16

3.1.1 e-Recruitment as a solution to other industries 16

3.1.2 Companies thinking outside the Square 21

3.1.3 Evaluating impact 22 CHAPTER 4

4.1 HYPOTHESIS 24 4.2 RESEARCH OBJECTIVES 25 CHAPTER 5 5.1 RESEARCH METHODOLOGY 26

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


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CHAPTER 6 6.1 STEPS TOWARDS THE SOLUTION 33

6.1.1 The primary drivers to pursue e-Recruitment 33

6.1.2 Assessing the organization�s e-Recruitment strategy 34

6.1.3 Interaction with software solution providers 35

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

7.3.1 The screening of resume based on the job specifications 48

7.3.2 The HR Interview and its related competency mapping 51

7.3.3 Role of Placement Consultants 56

CHAPTER 8

8.1 SYSTEM FLOW DIAGRAMS

57


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8.2 TECHNOLOGY 61

8.2.1 Design Constraints 61 8.2.2 User Interfaces 61 8.3 Design Methodology 62

CHAPTER 9 9.1 PROJECT MANAGEMENT 68

9.1.1 Change control mechanism 68

9.1.2 Communication 69

9.1.3 Schedules 69 9.1.4 Escalation 70

9.1.5 Customer Responsibilities 70

9.1.6 Acceptance Criteria 71

9.1.7 Warranty 71

9.2 LIMITATIONS OF THE PROJECT 72

9.2.1 Implementation challenges 73


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CHAPTER 10

10.1 CONCLUSION 74 ANNEXURE-I 75 ANNEXURE-II

76

ANNEXURE-III

77

ANNEXURE-IV

78

BIBLIOGRAPHY 79 CHAPTER 1

1.1 COMPANY PROFILE

1.1.1 About Levi Strauss & Co


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Founded in 1853 by Bavarian immigrant Levi Strauss, Levi

Strauss & Co. (LS&CO.) is one of the world's largest brand-name

apparel marketers with sales in more than 100 countries. Our market-

leading apparel products are sold under the Levi's® and Dockers®

brands.


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In 1873, Levi Strauss and Nevada tailor Jacob Davis patented

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

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

one of the most recognized in the world and is registered in more

than160 countries.

The company is privately held by descendants of the family of

Levi Strauss. Shares of company stock are not publicly traded.

Levi Strauss & Co. is a worldwide corporation organized into

three geographic divisions, Americas, Europe-Middle East-Africa &

Asia-Pacific, and employs a staff of approximately 12,400 people

worldwide.

Other Brands


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Invented in 1873, Levi's® jeans are the original, authentic

jeans. They are the most successful, widely recognized and often

imitated clothing products in the history of apparel. Levi's® jeans

have captured the attention, imagination and loyalty of generations of

diverse individuals.

With an attitude of youthful self-expression, the Levi's® brand

continues to offer a range of products from quintessential classics,

such as the famous Levi's® 501® jeans to innovative fashion looks.

Launched in 1986, Dockers® brand products and marketing

played a major role in the creation of a new apparel category for

men's khaki pants and the shift to casual clothing in the workplace.

Dockers® Khakis quickly became the No. 1 khaki pant brand in the

U.S. and still holds that leadership status today.

Today, the Dockers® brand has expanded to more than 40

countries with a wide range of products available in every region of

the world. The brand continues to offer a variety of classic khakis and

innovative, khaki-inspired products � including tops, jackets and

accessories � for a broad range of consumers.


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The Business Model is quasi-licensing. LSIL will retain

control over Marketing | Quality | Product development which are the

key drivers to the business and are core LSIL

competencies.Production, Logistics and Sales operations will be the

responsibility of the Franchisee.

In favour of a regional franchisee so as to get further focus into

smaller markets (which will be a key driver of this business). In

favour of taking a staged approach to this business rather than going

national at launch. Leverage the poor Retail and Customer service

from Competition by excelling on these counts.


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1.1.2 LS-India: the story so far


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1995

Levi�s® launched in India, in Bangalore. The retail network

expands to six key cities by year end.

1996

The Levi�s® mega-campaign, Clayman, probably the first fully

integrated campaign (television, outdoor, instore) launched by any

apparel major in India, captivates the hearts of the Indian youth and

young hearted alike.

The �Hip Hugger� campaign for women starts off a raging

demand for this style of garments.

Levi�s® Orange Tab jeans launched, to cater to the more value

conscious consumer.

1997

The �Straight� campaign re-asserts Levi�s® claim as the brand

that sets trends.

1998

The �Easy to Get In� campaign, aimed at changing public

perceptions about Levi�s® pricing, works wonders. The brand is now

seen as more �approachable�, �something for me too� by a much

larger consumer base.

1999


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The non-denim wave is in, with Levi�s® Cargos. One of the

biggest success stories of recent times, the �Cargos� campaign lets

loose frenzied buying into the category. Other brands follow suit, by

introducing �cargo� products, thus acknowledging Levi�s® status as

the leader in the creation of fashion trends.

The festival months see the launch of the first television

commercial for Levi�s®, specifically aimed at India. Conceptualised

and executed entirely by local talent, the commercial launches

�Loose Fits�, which, as in the past, sets the pace for product

innovation and styling.

2000

The new �Detachables� product line for Levi�s®, and the

support campaign takes up from where �Cargos� left off.

�Detachables� become the order of the day, and sees �me too�

products emerging soon from competitor�s stables.

September 2000, and Levi�s® leads the denim revival, with a

stunning line of �Deep Blue Jeans�, and a campaign to match. The

message comes loud and clear, Denims are back with a bang. And

who else to bring this about but Levi�s.

Dockers® launched in Mumbai, followed by launches in

Bangalore, Pune, Hyderabad and Calcutta. Sales exceed all

expectations, and Dockers® continues the tradition set by Levi�s®,

of delighting its consumers through product quality and styling.


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Dockers® launches, within a few months of its introduction in

India, its own television commercial, aimed at the Indian market.

Again, the Indian team is behind the entire effort.

2002

Levi�s® brand performance shines through, with over-

achievement of targets.

The birth of Sykes, the bolder, younger side of Levi�s®

Dockers® product excitement through the launch of Mobile Pant�.

Overall, a tough year during which the team held fort.

2003

�Dangerously Low� captures the imagination of consumers.

Levi�s® low-rise is the story for summer.

�Low Rise Greys� � stunning grey washes in the Low rise fits

burn the competition in the cold winter months.

Red Loop jeans � the real time international jeanswear fashion

reaffirms Levi�s position as the leader in jeanswear fashion and takes

revenues up in the exclusive stores with great concepts like �nevada

Jeans�, �Aged & Wasted� and �Super Pressed Jeans�.

The Dockers® �Watch promo.� keeps sales ticking.

Levi�s & Dockers Accessories launch in Sept 2003.


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2004

Dockers back in LS&Co fold (October).

Plans to bring Levi Strauss Signature� in India firmed up.

Sykes crosses 175,000 units mark with year end.

Shumone takes over as CEO of LS&Co.

2005

Dockers® is Re-launched, Slates® (a Dockers® brand) to be

launched in Oct.

Levi Strauss Signature� appoints its first Franchisee in South,

to be launched in Sept.

Distributors appointed for launch of accessories - Licensee

agreement signed for footwear, eyewear, innerwear & kidswear.

First boutique store � Rivet opens up @ Leela Galleria.

Red Loop campaign to hit media in October.

1.1.3 Who is Who


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1.1.4 Vision Statement

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People love our clothes and trust our company.

We will market the most appealing and widely worn casual clothing

in the world.

We will clothe the world.

CHAPTER 2


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2.1 AREA OF STUDY

2.1.1 e-Recruiting the next generation

Human Resources, somewhat unfairly, are often required to be

the steady campaigner for its role in an organization�s livelihood and

performance. The division charged with managing an organization�s

biggest asset is often the first to face cost-cutting at budget time, and

be challenged to tighten operating expenditure year upon year.

Increasingly HR professionals are looking to technology to

make a positive impact on the more transactional aspects of their

division's workload. Visionary managers are seeking new ways of

returning savings to the business so that they can get on with

implementing more strategic HR practices.

The recruitment function has been one of the most recent

transaction-based components to undergo a review, in what appears

to be a complete turnaround from an inclination in the past decade of

outsourcing to agencies.

Some companies already choose a hybrid approach in their

recruitment process, electing to farm out separate components of the

process, such as advertising, reference checking or psychometric

testing, and manage the bulk of the administrative effort and

interviewing in-house.


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In the search for new ways the recruitment function can add

more value to the bottom line, the focus of late has been on putting it

online. It's no longer just the early technology adopters who are

taking the leap with recruitment software. It seems that the typical

gap between innovators and mainstream buyers is definitely closing,

as many organisations begin to reap significant rewards from a new,

more efficient recruiting model.

2.1.2 Need for change


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The changing recruitment landscape

Recruitment has evolved through several different operational

modes over the past two decades. Commission-based agency

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

predominantly paper-based and time consuming process. Job boards

looked like a threat to agencies in the 1990s, but were soon

recognized to be a useful ally in the game, offering an effective and

inexpensive way to reach a large audience of job seekers.

And indeed it was large. The trouble with recruiting via the Internet

in the 1990s was the tools to quickly and effectively screen masses of

candidates down to a quality shortlist simply didn't exist. Internet job

adverts attracted vastly more applications, from all over the globe,

but in many cases just made the job for the recruiter a bigger, more

difficult task.

The e-Recruitment wave of the 2000s has addressed this

volume issue, and is the reason we are seeing many companies shift

yet again to a new recruiting mode. With the tools to manage

recruitment drives simply and effectively, a growing number of

companies are choosing to carry out their own company and job-

specific targeted candidate filtering.

Recruitment agencies have evolved their offers along the way,

also taking their business online, and looking at ways of adding value,

either by personal touch, or jumping on the e-bandwagon and


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providing a quicker, smarter screening service for their candidates

and clients.

CHAPTER 3


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3.1 HISTORY OF THE PROBLEM

3.1.1 e-Recruitment as a solution to other industries

As recruitment carries the same costs, no matter how small or

well-funded an organization, the uptake for online solutions has

spanned across all company sizes and industries.

Manukau Sport uses online technology to invite people inside

or outside the district wanting to be involved in sport and leisure on

any level to register their interest and credentials, or apply directly

for a job. Craig Glendinning, Acting Operations Manager points out

that "All companies face competition when recruiting for the very

best people. The sport and leisure industry is no different". He says

that the company has saved a lot of time, money and paperwork in

recruitment, and even avoided advertising altogether by searching

their talent pool to fill a recent position.

In the not-for-profit sector, The Royal NZ Foundation for the

Blind reports significant cost savings in a job market where they

compete with highly-funded corporate for the same talent.

"Sophisticated online tools allow you to easily distinguish between

people with good skills fit and those with good cultural fit. That's not

something you can pick up from just a CV" points out Jeanette

Manson, Divisional Manager, Fundraising.

e-Recruitment works - here's the proof


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Like many organizations of its size (a national staff of 320),

The Royal New Zealand Foundation of the Blind's (RNZFB) strategy

is to minimize cost by managing recruitment in-house - with area

managers making most placements themselves. Traditional

employment agencies are rarely used.

Although the Foundation has low staff turnover by industry

standards, recruitment for some specialist skills requires a focus on

attracting talent from overseas, and fundraising manager Jeanette

Manson says the foundation needs to be seen by applicants as an

employer of choice. "When it comes to hiring staff," she says, "we're

vying for the same talent as highly-funded corporates and health

agencies - so we have to position ourselves competitively."

The Foundation is also keenly focused on building its talent

pool, says Manson, with graduates from physiotherapy, occupational

therapy, nursing and veterinary disciplines required for specialised

roles in the service areas of Orientation & Mobility (O&M) and

Techniques for Daily Living (TDL).

As the Foundation prides itself on being technologically

advanced (important in a sector where technology can be a great

enabler for the blind and vision-impaired), Manson says the StaffCV

online recruitment solution appeared to be a good fit for the

organisation - enabling it to continue managing recruitment in-house

while adding enormous value in admin cost-savings, data


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management and sharing, candidate short-listing and future-proofing

by building a valuable talent pool.

Speedy Deployment

The Foundation's recruitment site was designed by StaffCV

and ready to launch within two days. Complicated staff training was

not an issue says Manson, as a day in training had users competent on

the system.

"It's very intuitive," she says, "and because it's Windows based

it's very similar to most of the applications we're already using." The

first job posted online (an HR Officer) attracted 77 applicants.

Interestingly, only 41(53%) of these met the 'must have' criteria set

by the Foundation, and were returned automatically by screening

filters - saving valuable staff time from the get go.

In addition to staff time and efficiency, Manson estimates

using the new recruitment site saved the Foundation $14,000 in

employment agency fees for its first two placements. Savings have

also been accrued in advertising, communications (email versus

postage, phone calls), time involved in opening and responding to

applications, the automatic preparation of required written

correspondence, and most significantly, the time saving in actually

comparing applicants to achieve an unbiased, quality shortlist.

Faster short-listing


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Manson says the HR team was impressed with the standard of

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

shortlist was found. Shortlisted candidates were emailed a request to

complete an online 'More Information' form that asked targeted

questions such as salary expectation and degree of previous HR

experience. This information was used to further shortlist, identifying

the most suitably qualified candidates. Ultimately, the whole process

of hiring a new HR officer took just two weeks.

Applicants Feel Valued

The Foundation was keen to know how job seekers felt about

applying online. "In order that our recruitment process was a good fit

with the expectations of our applicants," Manson says, "we asked all

short-listed candidates what they thought of the website and

application process." The responses were unanimously positive.

Candidates reported that the process was a fun, easy and enjoyable

way of applying for a job. What appealed to them most, she says, was

the "equal opportunity" aspect of knowing they were providing the

Foundation with exactly the information required, rather than putting

a CV together and "hoping it was what they were after".

Psychometric Profiling Made Easy


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Early in the process, candidates were also invited to complete

an online psychometric work-preferences based profile. A known

'star performer' within the Foundation was also invited to complete a

profile, so that a measure of the degree (via a simple percentage

result) to which shortlisted candidates aligned to the 'Star's' profile

could be calculated.

Candidates were also ranked according to the essential job

goals of a 'Human Resources Assistant' as provided by StaffCV's

integrated O*Net data (a comprehensive database of 950 jobs and

associated job goals). Each candidate was scored by their 'fit' to the

HR role with a percentage result. The insight gained from work

preferences profiling has been invaluable, says Manson. "We can

now easily distinguish between people with a good skills fit and those

with good cultural fit. That's not something you can easily pick up

just from a CV".


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3.1.2 Companies thinking outside the Square

While the Foundation was assessing the recruiting solution for

its job placement needs, another exciting application for the software

came to light. Manson says Staff CV also offered a perfect match for

the needs of the fundraising division to better manage volunteer and

collector data. The division will soon be able to collect information

from people wishing to be volunteers and collectors, such as name,

contact details, preferred dates/times/streets/areas for collecting and

friend/family referrals. Manson says the system is a very cost

effective way to reach and secure new collectors for appeals.

The benefits to the Foundation of collecting this information in

an online interactive environment include the ability to create

geographic search filters for national collections, and communicate

with large groups of people very inexpensively via email or SMS

(mobile phone) texting, before, during and after these important

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

key advantage.


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3.1.3 Evaluating impact

The emergence of fundamentally new e-enabled recruiting

processes not only increases the opportunities, but also reduces the

risks associated with the resourcing process. Hence, evaluation of

those risks and benefits becomes more important. It is claimed that

current measures of impact in this area focus on efficiency (input and

output measures), as opposed to measures of effectiveness and

quality of output.

Working with a small number of the case study organizations, a

framework was developed and used as a mechanism for exploring the

availability, and validity, of the data each organization held on their

staffing processes. The intention was to determine the usefulness of a

supply-chain approach to measurement in making optimal investment

decisions in e-recruitment systems, and in measuring the value of e-

recruitment. The categories of measurement explored with the

participating co evaluation companies were:

cost of recruitment and selection activities

time taken to fill

volume/yield

diversity and legal compliance

candidate and employer satisfaction

quality/value of the recruit.

This leads to the conclusion that better information about the

end-to-end process should lead to better decisions about any


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investment in e-recruitment. An approach linked to the staffing

process, as �value chain�, is the way forward if organizations are

going to truly understand the value of e-recruitment.

The survey done out of the 50 organizations report that:

67 percent were using online application forms.

Only 4 percent were using psychometric tests online.

In terms of applicant tracking and workflow systems, of the 50

organizations surveyed:

78 percent received CVs and application forms online.

49 percent used email response letters.

39 percent used progress-tracking systems.

9 percent provided status reports to hiring managers.


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CHAPTER 4 4.1 HYPOTHESIS

Since this research investigation is company-specific, the

company has asked us to identify the developmental aspects of e-

Recruitment. Hence the issue of hypothesis formulation, we feel, is

redundant.


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4.2 RESEARCH OBJECTIVES

To examine the current usage pattern of recruitment in the

company.

To identify the developmental aspects of e recruitment.

To make recommendations and to implement e recruitment.

To validate the platform and software on which the tool works.


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CHAPTER 5

5.1 RESEARCH METHODOLOGY

The Levi HR crew realized that the slow recruitment is costing the

company both time and money. To validate this, the research project

was undertaken. The methodology involved:

Data collection: The previous year�s recruitment statement.

Logical analysis: the analysis was made based on

communication with the HR team members and the HR Head.

Statistical analysis: To validate the cost effectiveness and lag

time involved in recruitment a statistical analysis was done to

give the exact figure.

Comparative study: the study was conducted to compare the

recruitment cost and time involved in traditional recruitment

and e recruitment.


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5.2 RESEARCH ANALYSIS ON TRADITIONAL

RECRUITMENT

Recruitment status report on candidates selected and the time

involved for the process.

Status report for the year 2005, 30th may

Worked on candidates 82

posts 63

In process of offer being offered 6

In process of Interviewing 13

On Co. rolls 49

On Contract 33

Without MPR 46

Offers rejected/Candidature

withdrawn 20

Offers revoked /Candidature

dropped post reference checks 3

Recruitment and Selection Cycle

Time 43 Days


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Levi�s Sources of Hire

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

Source of Hire

Source No. of Hires. Percentage

Consultant 24 50

Employee Referal 10 21

HRP/Regularisation 1 2

Direct Applicants 3 6

Advertisements 1 2

campus recruitment 9 19

Total 48 100

Consultants:

The company is associated with few of the consultants to

source the employees. This is basically done to avoid the time

involved in grouping the applicant�s resume and screening them for

the job profile. Employment agencies are typically used by

employers to assist in the recruitment of qualified candidates and are

paid a fee for their services. It is possible to store the costs of using

agencies (as well as storing the costs for any other recruitment

instrument used) and compare these costs to other advertising means

and the number of responses received. This allows the company to

not only monitor how much money is spent on advertising but also to

identify the most effective way of attracting applicants.


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

Employee referrals:

Levi Strauss & co encourages �Emp ref� .This motivates and

encourages the internal employees to help in hiring the candidate for

the particular job vacancy. This practice is a Win-Win situation for

both the company and the employee. As compensation a percentage

of money is offered for each candidate selected and placed to the

employee. The other advantage is that the internal employee who

refers is aware of the candidate personally and he analysis whether

the referred candidate will suite the company culture and the job

specification. Were in the first applicant tracking is done by the

referrer itself. This minimizes the cost and the time involved.

Employees are valuable resources for filling job opening and can be

an effective and cost efficient way of attracting qualified candidates.

When logging applicant data, which have been provided through a

referral, it is possible to log who referred the applicant for future

reference.

Direct applicant:

These are applicants who directly drop their resumes based on

the job openings heard by word of mouth. Levi Strauss & co does not

usually call for jobs by media advertisements. Therefore direct

applicants and advertisement based recruitment are less in no.

Campus recruitment:

Levi Strauss & co visits few campuses in India in Cities like

Chennai, Delhi and Bombay for recruitments. They source fresh


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

aspirants for the particular job profile. The campus recruitment

involves high cost. The below table gives the cost incurred for the

travel on campus recruitments.

Travel Expenditure during first Quarter 2005 for campus recruitment.

Location Reason

Type of

Expense Person Description Rate

Cost

for the

entire

trip

no of

candidates

selected

Travel To & Fro 5000 10,000

Food 2 days 500 2,000

Accommodation 2 nights 3000 6,000 Mumbai

Campus

recruitment

Local Travel

1 To campuses

and back,2

days 500 2,000

9

20,000


Food 2 days 500 2,000

Accommodation 2 nights 3000 6,000 Delhi

Campus

recruitment

Local Travel

1 To campuses

and back,2

days 500 2,000

9

26,000

Travel To & Fro 3500 84000

Food 12 days 100 2400

Local Travel

1

12 days 100 2400


Food 12 days 100 2,400

Local Travel

1

12 days 100 2,400


Food 12 days 100 2,400

Chennai Campus

recruitment

Local Travel

1

12 days 100 2,400

15

266400

Total 312,400 33


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

5.3 RESEARCH FINDINGS

1) From Q1 till date HR has been involved in Hiring close to 70

positions.

2) 54 Positions have been filled.

3) The average Lead time for LSIL positions has been a 41 day

Cycle.

4) The average Lead time for ASO positions has been a 43 day

Cycle.

5) A joining bonus amounting to 5.3 Lakhs has been made to 4

hires.

6) 7offers were declined on grounds of Compensation.

7) Typically it takes more than four months to fill an executive

vacancy.

8) On an average for the campus recruitment total cost involved is

Rs 312,400.


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

5.4 RESEARCH INFERENCE

In order to improve recruitment efficiency and the cost related

deficit, a key advancement in the online recruitment model has to be

introduction of integrated psychometric profiling capability and

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

a necessary partner of skills-based assessment, in order to effectively

filter increased numbers of applicants from the Internet.

Psychometric profiling adds a valuable extra 'lens' after initial

targeted screening, that allows for one-to-one comparisons to

benchmarked employees who are considered 'star performers'. This

type of profiling can even be used to measure candidate job

suitability, in other words, how well a candidate is matched to a

given role type and its key job goals.


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

CHAPTER 6

6.1 STEPS TOWARDS THE SOLUTION

6.1.1 The primary drivers to pursue e-Recruitment

Improve corporate image and profile.

Reduce recruitment costs.

Reduce administrative burden.

Employ better tools for the recruitment team.

The is growing evidence of usage of Internet technology and

the World Wide Web as a platform for recruiting and testing

candidates.


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6.1.2 Assessing the organization�s e-Recruitment strategy

The experiences of Research Network members underline the

complexity of considerations and possibilities of e-recruitment. The

report also offers a series of self-assessment questions, which, if

answered specific to your organization and its HR function, provide

the basis for an e-recruitment agenda.


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

6.1.3 Interaction with software solution providers

The vendor involved in designing and implementing the e-

recruitment software should be answerable to the following

Can you build and customize it to suit your own business

and processes?

Can you control application content provided by candidates,

and ensure the relevance and validity of this information?

Can you build a talent pool even when you're not

recruiting?

Can it be used for both internal and external recruitment?

Is there a method for people without Internet access to still

be able to apply to you?

How long does training take, and what does it cost?

Does the system have job description, job goals, minimum

requirements builders and wizards?

Are there additional screening components, such as

psychometric testing?

Does it provide for data export to HRIS or Microsoft

applications?

Are all communications and actions maintained in a history

log for legal purposes?

Is it scaleable, and are there different cost options for the

size of our business and the amount of recruiting the

company does?


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

CHAPTER 7 7.1 OVERVIEW OF THE PROJECT

This project involves the creation of a website for personal and

career development for Levi Strassus & co. The project is an

automated system to help the recruitment process. The project is

aimed at providing an easy solution for job listing, job management,

candidate sorting and management and recruitment process

management. It helps in keeping the recruitment process clear and

transparent between the applicant and the HR managers.

Online solution works

The e-recruitment landscape


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The trend is for companies to integrate careers sub-sections

into their websites, so that prospective employees can either apply

directly to available jobs, or simply register their interest in working

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

inviting 'passive' job seekers into a database for future consideration

when roles become available.

The Company career sites needs to provide a facility for job

seekers to create a personal account with an email address and

password, which they can revisit and update. Job seekers provide

information about them via an online application form, and are able

to view a list of job openings.

Targeted questions related to job specs or roles are replacing

standard 'Attach CV' functionality, to capture exactly the required

information, and allow for quicker and unbiased comparisons by

employers.


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

7.2 USERS & ROLES

The website will have the following types of users:

1. Visitor

2. Candidate / Seeker

3. Employee

4. Employer / Recruiter / Hiring Manager

5. Placement Consultants

6. Administrator

Visitor

A Visitor is any person who visits the website. A visitor will be able

to do the following:

1. View Home Page

2. View Static Pages

About Us

Privacy Policy

Terms & Conditions

3. Contact Us

4. Search Job Listings (Quick Search & Advanced Search)

5. View Job Listing Details

6. View Hot Jobs


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

7. Register as Candidate

Candidate

An job seeker is a visitor who has registered and has logged in. An

job seeker can do everything that a visitor can as well as the

following:

1. Login

2. Logout

3. Retrieve Lost Password

4. Change Password

5. My Home

6. Search Job Listings (Quick Search & Advanced Search)

7. View/Edit Registration (personal profile) Details

The registration info would be the same as what is now

collected in the booking form

8. View/Edit Resume Builder

The Resume builder is divided into eight sub divisions.

Intoduction.

Experience summary.

Why Hire me?

Experience Details.

Education/ Tranning/ Certification.


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

Skills.

Upload resume and pic.

General details.

(Details of the above are given in section )

9. Apply for jobs

A registered and logged in seeker may not only view list

of jobs and urgent vaccancyes but also apply for the

same.

There is no limit as such to apply for jobs, but if a job is

offered and accepted he/she is not allowled to apply any

more jobs.

Similarly if rejected for any job he/she will not be

allowled for any more jobs for a limited period of six

months.

10. Job manager.

Here a seeker can create his/her cover letter

View a the list of jobs he/she applied and the status of

the same.

View previous and next interview details.

11. My Calander.


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

Here a seeker may add his/her free time best for the HR

to contact him or shedule an interview for.

Seeker is also shown if any appointments has been fixed

by whom and where.

Seeker may edit or delete any free time added if its not

booked by the HR.

12. My Web page

This section gives the link to the seekers online profile.

The online profile is a all the details of the seeker

collected in the various section above put together.

13. Receive Email updates.

14. Activate / Deactivate resume

15. Mange muntiple Cover Letters

16. Check status of jobs applied and view interview schedule.

17. Reveice Interview scheduled via email.

18. Accept / Reject Offer notification.

19. My Favorite Jobs

Set jobs as favorites

List all favorite Jobs

Apply for jobs from favorites


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

Employee

1. All the features the cadidate has (listed above)

2. View Internal Job Postings

3. Apply for Internal Job Postings

4. Track status of IJP applications

5. Employee Referrals - against positions

6. Employee Referrals - Database

7. Track Status of Referrals

8. The benefits to job seekers of using the Internet are significant.

Surfing is less expensive than purchasing print media.

Job seekers find at least four times as many jobs

advertised than in print, and with greatly detailed job

descriptions.

Searching is a lot more targeted and faster online than

sifting through newspapers.

Employer

An Employer in this site has complete power. An employer here can

also be called as the administrator of the website. The employer or

the HR of a company has to his disposal the following

modules/functions.

1. Login


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

2. Logout

3. Retrieve Lost Password

4. Change Password

5. Edit Registration Details The registration info would be the

same as what is now collected in the booking form.

6. View/Edit Company and Contact details

7. View/Edit Company logo picture.

8. Manage Jobs (View/Edit/Delete) Current List of jobs

Displays a list of all the Jobs added by the HR.

Has links edit and add job pages.

Set expiry dates for jobs posted

Flag Jobs as Hot jobs

Activate / Deactivate Job postings

Set Jobs are internal Jobs

Send job posting details to all / group of employee�s for

referral programs

Send job posting details to all / group of concultants

Post job posting details on Job portals

i. Monster

ii. Naukri

9. Resume Search


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A search page which lists from the availabe resumes, a

list of resumes acording to the search criteria. Search

criteria being:

I. Skills

II. Employement type.

III. Salary

IV. Willing to Relocate.

Filter Job search results based on columns

10. Application recieved

Lists all the applications of candidates who have applied

for various jobs.

The listing id done based on the filter criteria. Search

criteria being :

i. Job code

ii. Name

iii. E-mail address

iv. Interview Stage No.

11. Mange applicants reffered by employees

12. Mange applicats reffered by consultants

13. Filter applicants reffered by employees by employee groups

14. Filter applicants reffered by employees by consultant groups


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15. Shortlist Candidates and Schedule / tracking interviews for

candidates

16. Recruiting Process (Post Recruitment Process)

Stage Zero - Screening and scheduling

Stage One - HR Interview and its related competency

mapping

Stage Two - Process linked Interview and its related

competency mapping

Stage Three - Final Interview (offer � acceptance /

reject)

Stage Four - Joining

17. View Interview Schedules

18. Mail templates

Lists and Lets the user view/edit/add/ delete the mail

templates.

19. Manage Manpower Request

Create Man Power Request

Set job category and expiray dates for colsing

manapower request

Set Manapower request as

i. Replacement

ii. New


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

iii. Contract

Set Hire Justification

Assign Job request code

Choose list of recommenders to authnticate Manapower

request

Choose list of approvers to validate and approve/reject

Manapower request

View recommeders commetns on manapower request

View approver comments on manapower request

View status of manapower request.

20. My calaender

Lists all the apointments booked by the HR.

21. Reports / MIS

MIS Reports - Rejection Analysis

MIS Reports - Skill wise analysis

MIS Reports - Contractor Status

MIS Reports - Open Position Analysis

MIS Reports - Open Position Ageing Analysis

MIS Reports - Recruitment Analysis

MIS - Head Count Reports


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

Administration

1. Manage Staff

List/View/Add/Edit/Delete Admin staff

2. Set System Parameters

3. Role based security

4. Manage Master data

Manage Approvers

Manage Recommenders

Manage Interview Panel

Mange Category of Jobs

Manage Employee Groups

Manage Vendor Groups

5. Adhoc Reports

6. Audit Trial

System

Send matches to candidates based on saved search

Send matches to candidates based on their profile.


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

7.3 THE DETAILED E-RECRUITMENT PROGRAM

SPECIFICATION

7.3.1 The screening of resume based on the job specifications

The company has different job specs spread across various sectors of the organization. The following table lists the 4 digit code assign to each sob specs.

Few job specifications in Levi Strauss & co

Job SPECS 4 digit code

Accounts Assistant-Payables XXXX

Accounts Asst XXXX

Accounts Asst XXXX

AR XXXX

ASM,TSM East XXXX

ASM-Chandigarh XXXX

ASM-Dockers XXXX

Brand manager-Signature XXXX

Category Manager XXXX

Category Manager-Dockers Womens XXXX

Competencies for Merc Manager XXXX

Design Head JD -Search XXXX

Fabric Engineer-ASO XXXX

Finance Secretary XXXX

Financial Controller-Spec XXXX

HR Manager XXXX

Infrastructure Spec 1 XXXX

infrastructure spec XXXX

JD-FC XXXX

JD-Head - IT XXXX

Legal Counsel XXXX


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Management Accountant XXXX

Manager Technical Support XXXX

Manager-Tops Sourcing XXXX

Channel Specialist-Dockers XXXX

Product Execkers XXXX

Merchandiser-Dockers Men's XXXX

Merchandiser-Dockers Womens XXXX

Operations Executive XXXX

Ops team-Production Coordinator XXXX

planning-South XXXX

Product Head-Dockers XXXX

quality auditor-Wovens XXXX

Quality Head XXXX

quality spec XXXX

Regional Business Development Manager XXXX

Retail Coordinator XXXX

Retail hardware designer XXXX

Sales Analyst XXXX

Sales Manager-South XXXX

Sampling Coordinator XXXX

SME XXXX

Sourcing Head XXXX

Store Operations Manager XXXX

VM Implementor-Exclusives XXXX

Store Operations Manager-Kolkata XXXX

Warehouse Manager XXXX


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

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

Accounts

Assistant -

Payables

function

Bangalore

Role : To handle the vendor

reconciliations and bill processing

Key Deliverables:

To process CMT vendor invoices and

reports and maintain stock records at

various contractors,

reconcile the stock statements as per

Company�s records and vendor

records,

co-ordinate with the vendors for the

reports reaching on time

, interact with operations department

to ensure the issues identified are

resolved on a timely manner and

ensure account balances with vendors

are reconciled and matched.

Update records of stock at all vendor

locations, quantity and values

Reconcile accounts with no disputes

with all the vendors.

Requirements

Around 2 -4 years

experience in any

industry ,

Should have worked in

the Receivables or

Payables function

involving a large number

of customers / suppliers.

Familiar with Excel and

having worked on any

accounting package

Mature enough to

interact with vendors and

operations team

The rest are placed at the annexure��.


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7.3.2 The HR Interview and its related competency mapping

At Levi Strauss & co., competencies are defined as a set of

behaviors, including knowledge, skills, and attitudes, that result in

superior performance. These behaviors are observable, measurable,

and can be improved through coaching and other development

opportunities.

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

Foundational. These articulate the skills, knowledge and

behaviors that are critical to success as an employee at the

company, regardless of job function. Examples include

�Shape Strategy� and �Collaborate�.

Functional. These are specific, functionally-related skills,

knowledge and behaviors that are unique to a business area or

position. Examples include �Drive Sales and Profitable Sell-

Through� (Sales) or �Risk Management� (Supply Chain).

These competencies may be grouped by function or sometimes

sub-divided into departments for focus and specialization.

Only the Foundational competencies have been changed. They

were revised to be more relevant to our current business context and

to be easier to use as an assessment and development tool.


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

The definition of each competency should be understood as the

�headlines� for that competency. For example, �Shaping Strategy�

can mean many things at many organizations, but the definition tells

that at LS&CO. �Shaping Strategy� means executives and leaders

need to:

Create, influence, translate corporate and business unit

strategies based on insight, data and constant planning.

Anticipate business/industry needs and drive strategies to

intercept profitable opportunities in the marketplace

These competency mapping enables the managers to:

Rate the candidate across the various skills and attitude.

Identify and assess existing talent to ensure the company

has the �people� capability needed to deliver results.

pinpoint critical development needs, including for the �next

role�

develop learning and development curriculum/opportunities

that are linked to results

promote more effective and consistent hiring practices

(ensuring we truly select the right candidates)


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

Rating Scale

1. �Effective�: The word �effective� means the individual has

demonstrated the ability to use the specified behavior towards

getting achieving results.

2. �Not Demonstrated to Developing�: When the individual

demonstrates that he/she is able to apply some of the behaviors

associated with this competency but is clearly still learning

many of the behaviors. Managers can not yet say this

competency reflects the individual�s way of working and

developmental support is required to continue strengthening

effectiveness.

3. �Developing to Competent�: When the candidate shows that

he has the capability to consistently demonstrate effectiveness

at the majority of relevant behaviors in this competency.

Based on experience, his/her manager feels confident that this

competency reflects the individual�s way of working, but

demonstrating this competency may still require conscious

effort. Managers begin to hold up these individuals as

examples of how to demonstrate 1 or 2 of the specific

behaviors within a competency, but there may still be 1 or 2

behaviors that need developmental support.

4. �Competent to Strength�: This competency represents the

candidate�s way of working and development can be focused


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

on "even better if". These individuals are insightful about how

to leverage this competency toward success on the job, and can

guide others on "how to".

5. �Strength to Role Model�� When the candidate exhibits the

capability to acts a model of all behaviors that comprise this

competency and can be relied upon by the organization to

teach others. This person is sought out by others as an expert in

application of this competency.

The ratings 1-5 are to guide employer or the HR manager towards

analyzing the employee�s capability.


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

Competency Rating Scale

Ratings represent where individuals are on a developmental continuum:

Ratings:

Guidelines

For Rating

Self and

Others:

Not

Demonstrated*

Has not had

the opportunity to

demonstrate or is

ineffective in the

demonstration of

the majority of

these behaviors

and Can not yet

be expected to

work this way

Developing

Has

demonstrated

effectiveness

at some

approximately

one-third, of

the behaviors

associated

with this

competency

And Is still

learning many

of these

Behaviors

Competent

Consistently

demonstrates

effectiveness at

the majority,

approximately

two-thirds, of

behaviors

associated with

this competency

And Can be

expected to

work this way

Strength

Consistently

demonstrates

effectiveness

in all relevant

behaviors

associated

with this

competency

And Could

teach others

many of the

behaviors

Role Model

Consistently

demonstrates

effectiveness

in all relevant

behaviors

associated

with this

competency

And Teaches

others and is

sought out as

an expert on

all behaviors

And Provides

inspiration in

these

behaviors.


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

7.3.3 Role of Placement Consultants

Every job positions list of different consultants and their

corresponding 2 digit code:

consultants Name 2 digit code

5 M 01

Alfredo Borges 02

ASA Consultants 03

Avatar Consultants 04

Clark & Kent 05

Classic 06

Credence 07

Executive Tracks 08

GN Consultants 09

Human Capital 10

Mafoi Staffing 11

Manpower Sevices 12

Manpower Staffing 13

Matrix Consultants 14

Naukri 15

Peyote Morgan 16

Quadrangle 17

R& M 18

Reach 19

Tab Consultants 20

Unison 21

If a candidate is selected from particular consultancy then the resume gets

locked against the code of the consultancy, this does not allow further access of

the resume through different consultant. This helps in associating one candidate

with a particular consultancy and the redundancy in the database.


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

CHAPTER 8

8.1 SYSTEM FLOW DIAGRAMS


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8.2 TECHNOLOGY

1. We propose to develop the website using ASP.NET on a

Windows 2000/2003 Server. For the database, we will use

Microsoft SQL Server 2000. We recommend that the application

be hosted on a dedicated server to ensure scalability and security

of information.

2. We will separate the user interface code from the business logic

and database layers. All data access code will be in the form of

stored procedures within the database for which there will be

wrappers in the data access layer.

8.2.1 Design Constraints

The Website is being built on the Microsoft NET Platform

using ASP.NET and C#. The database server will be Microsoft SQL

Server 2000.

8.2.2 User Interfaces

The user interface of the Website will be HTML 4.01 and will

be viewable in browsers � Microsoft Internet Explorer 6.0 +


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

8.3 Design Methodology

The process oriented development methodology is designed to

minimize project risks and development time. It focuses on business

solutions that fulfill business goals, instead of merely providing

technical solutions. All the applications are built on the basis of this

philosophy.

The approach that is adopted is the Spiral Iterative

Methodology, where the project goes through one or more iterations

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

the process.

Project Planning Req Definition

Design

Development Integration & Testing

Deployment & Acceptance


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

The processes are defined for requirements capture, design,

development and testing. To generate UML diagrams representing

the Use Case Model, Analysis Model, Design Model, Implementation

Model and Test Model.

The sequence of activities with a project is as follows:

Project Acquisition and Planning

This is the first stage of the project execution and overlaps

with the project acquisition stage. It includes the following.

a. Business Analysis, Requirements gathering, understanding,

feature list and estimation.

b. Contract Signoff & Project kickoff.

c. A Project Leader takes over and the team is formed.

Project Planning

Business / Application

Goals

Software Configuration Management

Plan

Development Approach

High Level Req Specification

Software Quality

Assurance Plan


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

Requirement Definition

In this stage, client requirements are gathered. This is done on

the basis of information provided by the client in the form of

documents, existing systems and process specs, on-site analysis

interviews with end-users, market research and competitor analysis.

This stage has the following steps:

a. Requirements Analysis,

b. Creation of Use Cases and generating the Use Case Model.

c. Validation of the Scope and estimates against the contract and

revisions made if necessary.

Req Definition

Requirements Document

Req Traceability

Matrix

Updated Project Plan and Schedule

High Level Req

Specification

Use Cases


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

Design

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

of the requirements, scope and use cases agreed upon in the

Requirement Definition stage.


a. User Interface - The Prototype is developed and validated

against the requirements and

b. Presented to the Client for approval.

c. The Use Cases elaborated in the Analysis Model are

represented using Collaboration Diagrams.

d. Design Model elaborations are made from the Analysis Model.

Validation of the Scope and estimates against the contract and

revisions are made if necessary.

Design

Dataflow design User Interface Design

High Level and Low level

Design

Requirements Document

Task level WBS

Use Cases


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

e. The Implementation Model is generated from Design.

f. The Test Model is generated from Use Cases.

Development, Integration and Testing

In this stage, the actual code based on the design is created and

tested against requirements and test cases.


a. The Development of code base proceeds as per

Implementation and Design Models.

b. The Code is tested according to the Test cases and Test plan.

c. Integration and Quality Testing is carried out resulting in Test

Reports.

d. Client Acceptance Tests carried out.

e. Client feedback and debugging.

f. Client acceptance.

Development

Design Documents

Test Plan Deployment Map

Completed n-tier Solution


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Integration, Testing and Deployment

In this stage, the developed application is deployed on the live

server.

a. Implementation on Client Premises or Hosting Server.

b. Implementation Signoff by Client.

The steps above are iterated through until the final deliverable is

completed.

The project schedule will clearly indicate the responsibility of the

client and the developer and indicate the dates by which each person

will submit their deliverables.

Integration & Testing

Software Developed

Integrated Software

Acceptance Report

Deployment Plan

Deployment Map

Test Plan User acceptance

criteria


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

CHAPTER 9

9.1 PROJECT MANAGEMENT

We believe that vendor involvement and participation is key to

the success of any project and relationship. We therefore strongly

emphasize a partnership approach through the entire lifecycle of the

project.

9.1.1 Change control mechanism

The Change Management process at ensures that each change

introduced to the project environment is appropriately defined,

evaluated and approved prior to implementation.

Change management is introduced in projects through the

implementation of five key formal processes. They include

submission & receipt of change requests, review & logging of change

requests, determination of feasibility of change requests, approval

and finally implementation & closure of change requests.

Levi make sure that we define change roles and responsibilities

for all resources (both within and external to the project) involved

with the initiation, review and implementation of changes within the

project.


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9.1.2 Communication

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

on the project or customer requirements, our team members would be

available for onsite visits where appropriate. The expenses for the

visit would be borne by the customer.

During the project development life cycle, Stylus team would

coordinate with the client by email, chat and by telephone where

required.

The point of contact for the client from Stylus Systems will

identify a Project Manager who will serve as the single point of

contact for the client through the lifecycle of the project. The client

would similarly identify a single contact point for all project related

interactions with Stylus.

9.1.3 Schedules

Before the commencement of the project, vendor will provide

timelines and milestones for the project, which would be mutually

agreed upon. Changes in the scope or deviations from the pre-defined

feedback timelines could affect the cost and schedule of work.


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

9.1.4 Escalation

Before the commencement of the project Stylus will establish

and provide details of escalation points and procedures for the project.

9.1.5 Customer Responsibilities

In addition to the points specified under the assumptions, the

client would provide timely inputs where required. The client would

provide feedback and comments on the graphics, modules submitted

within a maximum timeframe of 2 working days.


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

9.1.6 Acceptance Criteria

The project would be deemed completed on completion and

submission of the solution as specified in the specification document

mutually agreed upon. The project would be deemed accepted on

communication from the client to that effect or 15 working days from

the date of the receipt of the last feedback, whichever is earlier.

9.1.7 Warranty

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

a period of 30 days from the date of completion of the project would

be attended to at no additional cost to the client.


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

9.2 LIMITATIONS OF THE PROJECT

The key limiting factors to e-recruitment most frequently

reported were:

The cultural approach of the organization towards recruitment

The lack of knowledge of e-recruitment within the HR

community

Internet usage by target candidates

Commitment of senior management.

Issues raised as causing concern with e-recruitment included

the quantity and quality of candidates applying using web-based tools

(e.g. organizations being inundated with CVs attached by email,

many of whom were not suitable for the post), the relevance of short

listing criteria (e.g. the validity and legality of searching by

keywords), confidentiality and data protection, and ensuring diversity

of applicants.

The trends in e-recruitment use suggest a changing landscape

whereby in future the candidate is connected to the central system

and there is involvement of the line manager in the process (see

figure). In addition to the reported benefits such as cost efficiencies,

the role of HR in this model is viewed as more of a facilitative role,

in theory allowing time for recruiters to become involved in the

strategic issues within resourcing.


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

9.2.1 Implementation challenges

The findings from the survey indicated that key

implementation challenges were the cultural approach of the

organization towards e-recruitment, and the lack of knowledge within

the HR community. This has implications for training within HR to

develop the capability to deliver e-recruitment, and also elsewhere

within the organization (eg at line manager level). Further

implications of e-recruitment are that it may allow a more strategic

role for HR. A compelling argument why online recruitment should

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

recruiter up the value chain, allowing them to be far more strategic.

Finally, cultural and behavioral change was reported as the

significant challenge in ensuring that e-recruitment delivers.


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

CHAPTER 10

10.1 CONCLUSION

What are the key messages from our research? In examining

the findings, the key message for recruiters is to acknowledge that the

adoption of e-recruitment is about more than just technology. It is

about the recruitment system being able to attract the right candidate,

the selection process being based on sound and credible criteria, and

the tracking process being able to integrate with existing systems.

Perhaps most significantly, e-recruitment is about cultural and

behavioral change, both within HR and at line management level.

From our evidence, we suggest that for e-recruitment to deliver, it is

about developing the capability of HR to facilitate the system and to

view the staffing process as an end-to-end process, similar to that of a

supply-chain.


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

ANNEXURE-I

Accounts Assistant - Receivables function Position is on contract

Around 2 years experience in any industry , having handled the Receivables or Payables function involving a large number of customers / suppliers. Key Deliverables To directly handle all aspects of Receivables for one channel � reconciliations, verification of claims, setting collection targets, co ordination with sales team for collections, providing information to the channel head, inter acting with the Retailer on accounting issues. To reconcile the Receivables sub ledger with the General Ledger.

Directly handle channel accounts 95 %

Reconcile Receivables sub ledger with General ledger 5 %

Reconciled accounts with no disputes about collection

targets.

Accurate monthly collection targets

Smooth operation of automated credit control

Up to date retailer documentation

Prompt settlement of retailer claims

Requirements/Qualifications

B Com

2 Years Familiar with Excel and having worked on any accounting package. Mature enough to interact with customers and sales team


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

ANNEXURE-II

Area Sales Manager-Chennai

Role : Consistent achievement of sales targets for the Signature brand in the franchisee on an ongoing basis,through effective leadership,direction,training and review of all elements of the sales and distribution.

Territory : This position will be based at Chennai and responsible for south States

Key Deliverables: Achievement of primary and secondary sales

targets at the franchise level Distributor appointments,store appointments

and start ups quality Sales performance and management Distribtor and store expansion targets State-wise development and implementation

of sales plans State wise market shares Coordination with marketing and

manufacturing Field marketing execution Promotions execution quality Training of sales officers and distributors Service quality to trade Regional competition mapping/tracking

1. Graduate / MBA 2. 26-28 years of age 3. with 3-5 years of experience in retail

sales , distribution management and key relationship management

4. Should have exposure to working in the south Market and be familiar with the territory.

5. Male candidates only 6. Apparel/FMCG industry / retail trades

(preferably good MNC or good Indian FMCG organisations)

Competencies

7. Financial acumen-clarity on ROI,inventory turns,collection,returns per sq. feet,investment in store ,distributor expenses

8. Commercial understanding ,taxes ,excise,margin calculations,impact on tax.

9. Relationship management-effectively manage distributor and sales reps.

10. Influence and negotiate discussions ,sell ins,store expenses etc.

11. manage planning & replenishment of merchandise

12. number savvy to make decisions 13. drive store profitability,understand store

factors (walk-ins,conversions)and thus manage actors for effectiveness of stores,recommend store actions .

14. stock/ inventory /merchandise planning etc

15. understanding of visual merchandising 16. ability to identify and expand new

distribution network


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

ANNEXURE-III

Candidate Reference Check

1. Introduction Introduce yourself and clearly state this is a reference check. Ask 15 minutes of the reference giver's time and state the name of the referee. Explain briefly the position this person applies for.

Candidate Position applying for Referee name Referee title Date

2. Questions Verify place and dates of working together. What was your relationship to the candidate? What was the candidate's role (job title)? Describe them candidate's particular strengths? Describe where development or improvement is needed. In your opinion, what is the candidate's suitability for the role of� in our

organization? May we ask for the reason of the candidate's reason of departure in your

organization? What, if any, has been the candidate's main contribution during the time he/she

was working with you? On a scale from 1-5, 1 being the worst and 5 representing the very best, how

would you rate the candidate on the following attributes + why? Depending on the key competencies as described in the hire brief, mention

maximum 5 competencies. Competencies 1-5 Reason


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

ANNEXURE-IV


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

BIBLIOGRAPHY

Books:

1) e-HR by Brian Hopkins and James Markham, published by

Gower Publishing, 2003.

2) Enterprise System Architectures: Building Client Server and

Web Based Systems by Mark Goodyear, published by

Auerbach Publications, 1999.

3) Web-Based Human Resources by Alfred J. Walker, published

by McGraw-Hill, 2001.

4) Administering SAP R/3: HR-Human Resource Module by

Asap World Consultancy, Jonathan Blain & Bernard Dodd,

published by Prentice-Hall of India Pvt. Ltd., 1999.

Websites:

1) www.levistrauss.com

2) www.levi.com

http://www.levistrauss.com

http://www.levi.com

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