A

Summer Project Report

On
“A STUDY OF TALENT ACQUISITION PROCESS
WITH REFERNCE TO
APAC FINANCIAL SERVICES PRIVATE LIMITED”

In the partial fulfillment of the Degree of

POST-GRADUATION DIPLOMA IN MANAGEMENT

(HUMAN RESOURCES)

Affiliated to AICTE

By
SWEETY SATISH SETH
Class: PGDM
Roll No: 40
Specialization: Human Resources
Batch: 2018-20(Year)

Under the Guidance of

PROF. MS. REENA POOJARA

ATHARVA INSTITUTE OF MANAGEMENT STUDIES

Malad-Marve Road, Charkop Naka,
Malad (West), Mumbai 400 095

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 DECLARATION

I hereby declare that the project entitled “A STUDY OF TALENT ACQUISITION

PROCESS WITH REFERNCE TO APAC FINANCIAL SERVICES PRIVATE
LIMITED” submitted as a part of the study of PGDM is my original work and the Project has
not formed the basis for the award of any other degree, associate ship, fellowship or any other
similar titles.

Place:

Date:

Signature of the Student

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 ACKNOWLEDGEMENT

I am grateful to APAC FINANCIAL SERVICES PRIVATE LIMTED for providing me

an opportunity to be a part of its Internship Scheme 2019. Having undergone the Internship
from one of India’s leading Financial Company has indeed been a learning, rewarding and
pleasurable experience.

I would like to express my sincere thanks and gratitude to Mrs. Shalaka Gadekar Group
Chief People Officer, for giving me an opportunity to be a part of the Internship Program.

I am deeply indebted to my project guide Prof. Reena Poojara for her help, stimulating
suggestions and encouragement, which made this, project a success and I am also thankful
to our Director Dr. Sujata Pandey.

I would further take this opportunity to thank the entire HR Department at The Westin
Mumbai Garden City for giving their timely help & guidance on the subject.

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 CERTIFICATE

This is to certify that the project entitled “A STUDY OF TALENT ACQUISITION

PROCESS WITH REFERNCE TO APAC FINANCIAL SERVICES PRIVATE
LIMITED”
is the bonafide work carried out by Sweety Seth a student of PGDM, Atharva Institute Of

Management Studies, during the year 2018-2020 in the partial fulfillment of the requirements for

the Post Graduation Diploma in Management and that the project has not formed the basis for the

award of any other degree, associate ship, fellowship or any other similar titles.

Place:

Date:

Prof. Reena Poojara Dean Dr. Sujata Pandey

(Project Guide) (Director)

ABSTRACT

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Recruitment and Selection is one of the most important factors for the efficient working of any
Financial Company. Efficient Recruitment and Selection helps in reducing cost, helps in
maximum utilization of the available resources and gain efficient employees out of the
recruitment process which ever is followed by the NBFC. In this Project we will discuss the
various recruitment and selection process adopted by APAC Financial Services Private Limited.

The study is aimed to gain detailed information about various recruitment and selection process
followed by APAC Financial Services Private Limited. The human resource department plays a
major role in helping plan the system and in developing job descriptions, job specifications and
performance standards. The data has been collected from various websites and with the help of
past published Reports. The finding of the project gives us information about the present
standard recruitment policy followed by the NBFC.

The study concludes that NBFC recruitment practices and policies that overlook employees‟
context, experience challenges in employee performance. The study recommends that
recruitment policies for employees should provide options for customizing benefit packages to
match individual employee needs. This ultimately leads to responsible employees.

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 Table of Content

Chapter No. Particulars Page No.

1 Executive summary 8

2 Problem statement 9

3 Objectives 10

4 Hypothesis 11

5 Introductions 13-17

6 Literature Review 18-20

7 Research Methodology 21

8 Data Analysis 22-37

9 Finding 38

10 Suggestions 39

11 Conclusions 40

12 Bibliography 41

13 Questionnaire 42-45

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 CHAPTER 1: EXECUTIVE SUMMARY

Many Researches have been done on Financial Company and NBFC APAC provides an
excellent platform for ambitious people with the right capacities to make considerable career
progress within a short period of time. While working in APAC I can grow into a versatile HR
and Administration.

People form an integral part of the organization. The efficiency and quality of its people
determines the fate of the organization. Hence choice of right people and placing them at right
place becomes essential. Hiring comes at this point of time in the picture. Hiring is a strategic
function for HR department. Recruitment and selection form the process of hiring the employees.
Recruitment is the systematic process of generating a pool of qualified applicant for
organization job. The process includes the step like HR planning attracting applicant and
screening them. This step is affected by various factors, which can be internal as well as
external. The organization makes use of various methods and sources for this purpose.
Selection is carried from the screen applicant during the recruitment process. There is also some
specific process is involved. By the way of conducting preliminary interview and conducting
the various test , if required reference check and further final interview is conducted. During
the process there are certain difficulties and barriers that are to be overcomes. Different
organization adopts different approaches and techniques for their employees. To know the
practical application of the employees hiring process, the analysis of APAC Financial Services
Private Limited. was undertaken.

This research is conducted with the objective on identifying the different problems a start-up
faces in attracting and retaining talent. And to find the best practices that can help start-ups in
attracting and retaining talent.

This research project encompassed both qualitative and quantitative research methodologies
which helped in gathering the recruiter as well as the employee point of view addressing the
different problems in start-ups in respect to people.

With reference to this context, this project is been prepared to put a light on
recruitment and selection process. This project includes meaning and definition of recruitment
and selection, need and purpose of recruitment, evaluation of recruitment process, recruitment
tips. Sources of recruitment through which an organization gets suitable application Job
analysis, which gives an idea about the requirement of the job Next is selection process, which
includes steps of selection, types of test, and types of interview, common interview problems and
their solutions.

Recruitment and Selection are simultaneous process and are incomplete without each other.
They are important components of the organization and are different from each other. Since all
the aspect needs practical example and explanation this project includes recruitment and
selection process of APAC Financial Services Private Limited.

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 CHAPTER 2: PROBLEM STATEMENT

 To select the right kind of Talents for the company in order to enhance the overall
performance in the desire business domain of activities.

 To establish a linkage between the Talent Management System with that of employee
engagement in the said company.

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 CHAPTER 3: Objectives of study

The following objectives of study have been worked out for the purpose of research work:

 To study the existing Talent Management process of APAC Financial Services

Private Limited.
 To identify the gap in the existing Talent Management process and consequent
improvements.
 To established linkages between the Talent Management process with that of
Employee engagement functions within the company.
 To evaluate linkages between the Talent Management process with that of Learning
and development process of the organization.
 To established linkages with talent Management and the Business explorations and
expansion activities.

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 CHAPTER 4: HYPOTHESIS

The following hypotheses have been drawn for the purpose of research:

Ho1: There are no associations/ Co-relations between the talent management processes of the
company with that of Employee Engagement activities of the said company.

Ha1: There is a significant Co-relation between the Talent Management process and with
that of employee engagement activities.

Ho2: There is no associations/Co-relations between the Talent Management process with that
of the initiatives of the learning and development activities of the company.

Ha2: There is significant Co-relation between the Talent Management process and with that
of learning development activities.

Ho3: There is no associations/Co-relations between the Talent Management processes with

that of the business expansions activities of the company.

Ha3: There is a significant Co-relation between the Talent Management process and with that
of the business expansions activities.

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 APAC FINANCIAL

 ABOUT THE WORK CULTURE

1. Main domain or the income generation section for the organization was to give as many
loans to different sector.
2. Located in one of the Prime Locations in Mumbai 1st Floor, Ashford Centre, Shankar
Rao Naram Marg, Lower Parel West.
3. 10000 sq. feet space which was Sufficient to work for 75 people which was the total
strength of APAC.
4. Also it had enough space to accommodate more than 20 Candidates if there was a bulk
hiring scheduled after discussing with the Clients.

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 CHAPTER 5: INTRODUCTION

 1.1 COMPANY INFORMATION

Company Name: APAC Financial Services Private Limited.
APAC at a Glance
Be amongst the most admired & respected financial services companies by empowering our
customers through responsible lending.
APAC Financial Services Private Limited founded by Gunit Chadha(Ex CEO of Deutsche
Bank) on 04 May 2017. It is a Private incorporated. It is classified as Non-Government Company
and is registered at Registrar of Companies, Mumbai. Its authorized share capital is Rs.
3,235,000,060 and its paid up capital is Rs 2,329,499,900. It is involved in other financial
intermediation. [This group includes financial intermediation other than that conducted by
monetary institutions.]. APAC is a new age NBFC in digital and physical lending business. Built
an empire with an equity stake of approx. 400Cr within two years. USP - Providing funds to
underserved customers. There are 3 sectors of APAC i.e Housing Loan, SME (small and medium
enterprise) and Digital Lending

Following are the services provided:-

AFFORDABLE HOUSING LOANS-

1. Granular ~10 lakh average ticket size (5-25 lakh range)
2. Income range of 1.8 – 9 lakhs per annum
3. Primarily self-employed, first time buyers
4. No builder finance
5. Zero bounce-rate in first few months
6. No DSAs
7. 15% IRR
8. Identify inefficiencies in the legacy processes in the market
9. Innovative across all facets including origination, underwriting, servicing
10. No innovation is too small.

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SME (Small and medium enterprise)-
1. Serve under banked and underserved Medium-sized businesses
2. Serve a wide range of customers and create a secured granular portfolio
3. Generate exceptional risk / rewards
4. Hire & build skill-set to serve Small enterprises in the Rs. 25 lakhs - 5 Crs. range across
specialized verticals
5. Hospitality: Primarily program led and alliance based with aggregators. Non-program
evaluated on a case by-case basis.
6. Education: Physical branch-led, focus on K-12 segment. Program driven with non-
program evaluation for larger / non-standard cases.
7. Supply Chain: Anchor led supply chain finance. Up to 90 days of funding.

Digital Lending-
1. APAC Digital Lending is the Fintech arm of APAC Financial Services Pvt. Ltd. 
2. Backed by industry veterans with over two decades of work experience in Finance &
technology space, APAC Digital Lending  has launched their first product – LAPR
( Loan Against POS Receivables) which is a credit facility offered to MSME retailers
based on credit/debit card swipes on their Point of Sale (POS machines). 
3. Loan offered is from INR 50 K to INR 10 Lakhs.
4. APAC Digital Lending offers loans to consumer facing retail outlets of following
industry segments: Groceries | Food & Beverages | Apparels | Pharmacies | CDIT | Hotels
|Home Furnishing | Spa & Salon | Opticians | Clinics & Lab | Footwear & many more.
5. APAC Presence:  Currently operation in Mumbai & Delhi, APAC is soon to expand to
another 7 locations across India.
6. APAC Digital Lending provides a completely physical experience to its customers.
Adoption of latest technology & following a customer centric philosophy has 
7. Empowered APAC to provide an enriching experience to its customers.
8. For employees, it becomes an excellent learning playfield where they get abreast with
new trends, technological advances & Processes to help in their overall career & personal
growth.

  APAC Financial Services Private Limited's Annual General Meeting (AGM) was last held
on 19 July 2018 and as per records from Ministry of Corporate Affairs (MCA), its balance sheet
was last filed on 31 March 2018.
Directors of APAC Financial Services Private Limited are Gunit Chadha (Founder-APAC
Group), Randhir Singh (CEO – SME Loans), Praveen Vecha (CEO – Affordable Housing),
Jatinder Mohan Singh Shah (CEO –Retail Business Loans), Shankar Dey (Executive Director),
Varsha Purandare (Sr.Advisor & Independent Credit Committee Member), Ajit Raikar
(Advisor), Sanjay Sharma (Chief Operations & Digital Officer), K Selvaraj (Gen Counsel &
Head Compliance), Sahil Bhargava (Head of Analytics & Innovation), Shalaka Gadekar (Group
Chief People Officer), Arvind Pandey (Group Financial Controller)

 1.2 WORKING AT APAC

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 1. APAC provides an excellent platform for ambitious people with the right capacities to
make
2. Considerable career progress within a short period of time
3. APAC offers you space and time to determine the speed and direction of your career
development yourself.
4. You can grow into a versatile HR, Administrator or into a Business Unit Manager.

 1.3 SOURCES OF RECRUITMENT

Are as follows, they are categories in two sub class:

1. INTERNAL SOURCES
2. EXTERNAL SOURCES

 INTERNAL SOURCES

Internal sources are used by this organization such as present employees, former employees,
employee referrals, previous applicant for recruitment purpose. These internal sources are
used but very rarely whereas external sources are used frequently.

 EXTERNAL SOURCES

Advertisement:-

Advertisement used by the organization for recruitment purpose:-

1. Job Posting
2. Mass Mailing
3. Bulk Messages
4. Job Portals
5. Social Networking Sites

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  1.4 SELECTION PROCESS
Main things taken into consideration while selecting the candidate are:-

1. Pervious Experiences
2. Basic qualification
3. Presentation Skills
4. Communication Skills
5. Confidence
6. Knowledge about Financial Market

 1.5 Recruitment Procedure at APAC in short

 Collect data:
1. Candidate Information from online job portal i.e Naukri.com
2. Paid data collected from partners.
3. References from current candidates.

 Research and Development:

In our R&D phase we put our efforts to search for the right competency levels on the
parameters of Skill, Experience, Stability and Performance. By ranking the candidates on
these parameters we select and share the quality candidates with different department of
APAC.

 Preliminary Screening & Interview:

With the selection of candidatures we are engaged in preliminary screening where we

assess them on Key Result Areas (KRA’s), Compensation Package, Job Title, Job
Location and other details. Our team of personally conducts their interviews to assess the
candidate competency.

 Formal Reference Check:

With the positive feedback from the candidate reporting manager, we make a formal
reference check about the candidate regarding his Education details, Work Experience
and other basic details.

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  Closure:

The last phase of the process is the negotiation and the handholding phase where we
negotiate for the salary package, joining date and offer letter. Also, we continue to
maintain our relationship with our selected candidate to ensure smooth integration of the
candidate in the organization.

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 CHAPTER 6: LITERATURE REVIEW

Pallavi Srivastava, researcher on Employer Brand for Talent Acquisition: An Exploration

towards its Measurement, Management Development Institute Gurgaon in his paper ‘Talent
Acquisitions’ Article first published online on  January 1, 2010.

This paper addresses the concerns associated with talent acquisition and how employer brand can
overcome some of them. Based on the literature review and supported with the first stage
sequential mixed method exploratory research, the paper summarizes and aggregates the results
of a pilot study conducted on a section of prospective employees of India. The study contributes
to the sparse academic and empirical work on employer branding. The empirical results are
initial steps towards the development of a scale for measuring employer brand in a later stage.
The current study will further facilitate development of the unique employee value proposition
based on the person-need fit of talent. The research is based in an Indian setting which makes it
all the more relevant in current economic scenario. The paper concludes with theoretical and
practical implications followed by directions for the future research.

Samir Ranjan Chatterjee from Curtin University – Curtin Business School, researcher on Global
Ambition and Human Resource Reorientation of Indian and Malaysian Managers, article first
published online: July 3, 2013; Issue published: June 1, 2013.

Transforming managerial competencies and mind-sets is one of the most significant challenges
facing contemporary Indian and Malaysian economies. This article provides empirical evidence
demonstrating how managers in India and Malaysia are navigating the challenge of acquiring
talented personnel to better facilitate central business activities in contemporary economic and
cultural contexts. A salient theme of the article is that Indian and Malaysian managers are
pursuing notions of human capital accumulation within a premise that the better deployment of
resources is linked to an improvement in management systems and practices. The article posits
that companies in the South East Asian landscapes are focusing on designing better selection and
recruitment strategies to engage in continuous and innovative reform to cope with the demanding
pressures of globalization.

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R. Anbumathi, Assistant Professor from Great Lakes Institute of Management, Chennai,
Anbagam, India. Research on Amalgamation of Talent and Knowledge Management Practices:
A conceptual Research Model Article first published online: December 19, 2016; Issue
published: December 1, 2016.

The major aim of the research is to review the talent management (TM) initiatives, knowledge
management (KM) practices and the intervening effect of organizational culture, employee
engagement and social capital on TM/KM relationship. General review approach has been
adopted, as the study reviews and discusses the TM initiatives and KM practices. Further, a
theoretical model has been proposed amalgamating TM with KM practices. Amalgamation of
TM/KM has been discussed from the TM perspective in which this research has been designed in
such a way that the impact of TM initiatives on KM practices is overviewed.

Recruitment performance the essential functions of drawing and important resources, human
capital into the organizations. (Barber, 1998)

While recruitment is aimed at identify the most qualified from among those individual (Bratton
and Gold 2003) defines selections as the “process by which managers and others use specific
instruments to choose from a pool of applicants or person most likely to succeed in jobs, given
management goals and legal requirement”

Rynes, Bretz and Gerhart (1991) suggest that applicant can be viewed not only through improve
job attributes, but also through a better plan and more attentive recruitment procedure.

According to Torrington and hall (1991), the three components can be distinguished in a hiring
producer. First is the Job analysis which is performed in order to gather all relevant information
about the job demands and to set the hiring standards. The second components concerns the
recruitment strategy, the strategy to spread all relevant information among the possible set of
candidates, and third components is the selections method, the purpose of which is to screening
the applicants abilities and traits in order to access the degree of success and compatibility on the
individual in the organizations.

The 21st century is an era of dynamics technological transformations, global mergers and
acquisitions, global talent acquisitions and deployment etc and these sudden transactions and
employment patterns and young and flexible work forces encourages extreme complications
among employers to attract and deploy the right talent capital. (By Osborn 2001)

Today organizations carry success stories based on its Talent Management strategic and
recruitment is vital not just for developing human assets but also for key organizational survivor
(Taylor and Collins 2000).

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According to Westall and Chalkaley 2007, it is not easy to classify voluntary organizations, and
there is another homogenous group which is mentions as the third sector may be similar with
respect to their purpose and existence and they do have their differences in terms of their
objectives, leadership and implementations paces.

The existences of social organizations and their social welfare objectivises creates and intention
that the employees work for more of a social calls then for remunerations only. (Brandel 2001)

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 CHAPTER 7: RESEARCH METHODOLOGY

The following research methodologies were adopted for the purpose of research on the subject:
 Primary Data:
The primary data for the purpose of research was conducted through the following means.
1. Observational Method: Under this approach the researcher had conducted needful
observations and analysis of the entire gamut of activities & functions pertaining to the
talent management process and collected the necessary details on it.
2. Interview Method: Needful interviews were conducted with respective HOD’s of the
company for gathering necessary information on the subject.
3. Questionnaire Method: Through this method a number of leading questions were
administrated to the respondents on the said questions and their responses were recorded
for the purpose of analysis and interpretations.

 Secondary Data:
This was collected through the company’s websites, written documents and the relevant
files pertaining to the Talent Management process and implications in the organizations
context.

Based on the Primary data and the Secondary data on the subject, a detailed analysis was
conducted for the projective the specific finding on the said topic.

 Sample size: The total manpower of the company included individual posted in different
departments and their total number were around 65 and out of which for the purpose of
sample 51 numbers were taken for the purpose of analysis.

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 CHAPTER 8: DATA ANALYSIS

1. Assessment of attrition rate of APAC on yearly basis:

Particulars in nos.
Emp Employee count as on  31st Dec 2018 (beginning) 20
Employee count on as on 31st. July 2019 130
Total employees as on date 150

The equation to calculate the attrition rate is as follows:

Attrition Rate (%) = No. of Employees that left during the period   x 100
Average No. Of Employees for the period

Year No. of Employees

2018 Nil
2019 14%

Attrition rate

14

12

10 Attrition rate
8

0
2018 2019
            
                
Data Interpretations:

 It is observed that the attrition rate of the company for the year 2018 was practically nil
as none of the employee left the organizations in that year.

 However, in the current year i.e 2019, the attrition rate reported by the company was
approximately 14% till 31st July 2019
.
 It is estimated that the attrition rate in the current year may further increase due to the
employee satisfaction factor contributing to the attrition rate of the company.

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 2. No. of male and female employees till July 2019
Male- 100
Female- 50

No. of Male and Female

100
90
80
70
No. of Male and Female
60
50
40
30
20
10
0
Male Female

Data Interpretations:

 The company has recruited more male employees then the female on account of the fact
that the majority of the jobs within the company are sales oriented or technical driven
which required more arduous working conditions

 The job profiles suited for the female employees are very limited within the company
special in the areas of reception , HR, Public traditions, etc

 Females’ employees are more focused towards flexible working hours with in the
company and the said company is not coherence with this HR policy on the subject.

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 3. No. of position for department wise, met under the talent management process for
(HO).

Departments No. of Recruitment Made

Human Resources Management 4
Marketing (including the selling profile) 70
Accounting and Finance 3
Credit 30
I.T 3
Other department 20
Total 112

No. of Recruitment Made

80
60
40
20
0
No. of Recruitment Made

Data Interpretations:

 The total no. of recruitments made by the company during last 2 years accounts
for the following departments:

 46% of employee’s recruitment was made for the Marketing department followed
by the credit department around 20% employees and 13% employees for other
departments of the company.

 However, least recruitments were made for in IT, Accounting and Finance and
HR department respectively.

4. No. of people leaving the Organizations on account of various reason

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 Reason for Leaving Numbers of Employee
Resignation 15
Terminations of Services 2
Deaths 0
Other Reason 3
Total 20

Reasons for Leaving

16
14
12
10
8
6 Reason for Leaving
4
2
0
on ice
s hs on
ati v eat as
n er D e
sig fS rR
Re o the
o ns O
ati
in
r m
Te

Data Interpretations:

 This is table indicates the precise reasons for leaving the organization from
employees perspectives.

 31% of employees left the organization on account of resignations, which is

followed by around 35% employees for other reasons not specified by them and
the last reason was terminations of services of employees based on certain
disciplinary actions initiated by the company or otherwise.

5. State wise Companies, No. of Branches and Locations

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 State No. of Branches Locations
Maharashtra 9 1. Aurangabad
2. Jalgaon
3. Baramati
4. Boisar
5. Thane
6. Andheri
7. Lower Parel
8. Virar
9. Kalyan
Pune 2 1- Pimpri
2- Hadapsar
Delhi 2 1- Pitam Pura
2- Laxmi Nagar
Rajasthan 5 1- Jaipur
2- Jodhpur
3- Udaipur
4- Bhilwara
5- Kota
Andhra Pradesh 6 1- Rajamundry
2- Eleru
3- Tanku
4- Kaikinada
5- Bhimavaram
6- Gudivada

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 APAC Branches in Different States

10
9
8
7
6 APAC Branches
5
4
3
2
1
0
Maharashtra Pune Delhi Rajasthan Andhra Pradesh

Data Interpretations:

 The Headquarters of APAC is situated at Lower Parel Mumbai and it has a no. of
branches spread over in the different parts of the country as under:

 51% of branches of the company are situated within Maharashtra only and which is
followed by Andhra Pradesh with 25% of branches, Rajasthan 18% respectively and
company wishes to expand its branches in all the parts of the country within next 2-
3years of time frame.

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 6. What did you find most satisfying about your job?

Reasons No. of Employees

Good Colleagues 6
Flexible Job timing 5
Working Culture 5
Gain experience and learn new things 33
Nothing 2

Job Satisfaction Parameters

35
30
25 Data
20
15
10
5
0 Job satisfaction Parameters
es in
g gs r e
in
g
agu tim th in
u ltu th
lle ob w gC No
Co eJ ne kin
od xib
l rn or
Go lea W
Fle d
e an
nc
erie
p
ex
in
Ga

Interpretations:

 During the project and its evaluations of job satisfactions parameters prevailing within the
company is being evaluated and observed that 69% of the populations are highly satisfied
with the work culture of the company and other factors like flexible working hours and
importance’s of learning environment and consequential experiences are highly
appreciated by them & it has direct impact on the employees performances within the
company as such.

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 7. What did you find more frustrating about your job?

Reasons No. of employees

Client Handling & Management pressure 10
No Motivation 9
No prompt resolution to queries 4
Work Life Balance 20
Nothing 4

Issues of Job Frustration.

20
16
12
8
4
0
Issues of Job Frustration

Data Interpretations:

 It was observed that the employees of the company of are frustrated on one reason on the
other and this was evaluated in the specific terms to find out the level of frustrations
within the organizations itself.

 39% of employees are frustrated on an account of work life balances, forward by issues
of client handling system, lack of motivations, and conflict resolutions in different
proportions.

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 8. Were there Company policies or procedures that made your work more difficult?

Yes 9
No 23
May be 19

Company policies makes your work difficult

25

20

Company policies makes your

15 work difficult

10

0
Yes No May be

Data Interpretations:

 This question reflects the employee’s perceptions pretending to make company as such
with respect to be the work accomplishment.

 Around 15% of the populations as confirm that it is positively co-related and around 45%
are indicated that there is no co-related between the above two factors under references.

 However, around 37% of the populations have no specific remark patenting to the above
issues under references.

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 9. Would you recommend APAC to a friend as a good place to work?

Yes 31
No 6
May Be 14

APAC Good Place to Work

35

30

25
APAC Good Place to Work
20

15

10

0
Yes No May Be

Data Interpretations:

 The area reflects the employees opening survive pretending to the work environment of
the company and their consequent opening that they should refer to their friends/ relatives
for any prospective job within the company.

 60% of populations have given a positive response to the above prepositions and 12% of
populations given negative response and around 28% have no idea about this.

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 10. Would you like to share any other feedback or give recommendation to make APAC
a better work place?

Training to employees 14
Co-ordination in hierarchy 4
Professional approach 7
Fixed Working hours 7
Set Process, Mission, Vision and Goals 13
Nothing 6

Feedback or Recommendation to Make APAC

14
12
10
8
6
4
2 Feedback or Recommendation to
0 Make APAC
s

g
als
h
y

s
ee

ch

in
ac

ur

Go

th
oy

ro
ar

ho

No
er
pl

pp

d
ng

an
em

hi

la

ki
in

n
na
to

or

sio
on

sio

W
g

Vi
in

ati

es

ed
ain

n,
in

of

Fix

io
rd
Tr

Pr

iss
-o

,M
Co

ss
ce
ro
tP
Se

Data Interpretations:

 This questions refers to the feedback obtain during the project work and the measure
recommendations are as above:

 27% of populations have shown that company should adopted learning and development
initiative and which is followed by 25% of them indicates that company visions should

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 translated within the company and other factors like professional and flexible working
hours should be adopted by the company.

11. What are your view/ feedback pertaining to the boss & subordinate relationships at
the work place?

Warm relationship 48
Ineffective relationship. 3

Feedback analysis

50
45
40
35 Feedback Analysis
30
25
20
15
10
5
0
Warm Relationship Ineffective Relationship

Data Interpretations:

 This table reflects the feedback analysis pertaining to the boss subordinate relationships
within the organization.

 94% of the population confirmed that their relationships with the bosses are extremely
very good and warm.

 Only 16% of the population has certain grievances with their bosses.

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12. The primarily responsibilities for employees recruitment, retention and overall growth lies
with the following functionaries.

Employers/ Supervisors 16
HR Staff 27
Department Head 4
Mentors 3
Internal Couch 1

Primary Responsibilities of HR
30
25
20
15
10 Primary Responsiblities of HR

5
0
rs aff ea
d rs uc
h
iv so St H n to o
HR t e l C
er en M na
Sup r tm
te
r
s/ pa In
yer De
o
pl
Em

Data Interpretations:

 This table reflects the primary responsibilities of HR within the organizational

context.

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  The major responsibility of the above function lies with HR Staff, which is around
52%, followed by 30% by the employer’s and other supervisory staff and around
10% by the heads of the departments and mentors of the company.

13. Are you aware about the Talent process of the company?

Known 43
Not aware. 8

13. Talent Process knows to Employee

45
40
35
30 13. Talent Process knows to
Employee
25
20
15
10
5
0
Known Not Aware

Data Interpretations:

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  This table reflects about the employee’s information pertaining to the existences of the
Talent management process within the company.

 Around 84% of the populations have confirmed the existence of the talent management
process within the company and only 16% of them shown their ignorance on the subject.

14. Talent Management practices adopted by the company?

Building a deeper reservoir of successors at every level 5

Creating a culture that makes employees want to stay with the 13
organization
Identifying gaps in current employee and candidate competency 4
levels
Creating policies that encourage career growth and development 6
opportunities
Identifying vacancies that will be created as the company 2
advances and expands
Locating the kind of qualified professionals needed 2
Rewarding top-performing employees 2
Creating an environment where employees are excited to come to 5
work each day
Aligning employees with the mission and vision of the 1
organization
Creating an environment where employees ideas are listened to 6
and valued
Assessing candidates’ skills earlier in the hiring process 0
Creating a culture that values employees’ work 2
Creating a culture that makes individuals want to join the 3
organization
Other 0

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 14
12
10
8
6
4
2
0

Talent Management practices

adopted by the APAC

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Data Interpretations:

 This graphics represents the entire process of the talent management, which includes the
identifications of talent gaps within the company and also to evaluate the current
organizational culture and work performances practices which affects the overall
productivity of the company is being evaluated in the present context of the
organizations.

 It is observed that the company needs to revamp its entire talent management process so
that the benefits could be harnessed in the best interest of the company.

Chapter 9: Findings

The following are the specific findings of the research work undertaken by the researcher:

 The Talent Management process of the company requires to be Re-defined in order

to meet with expectations of the company.
 The employee engagement activities of the company are not as per the prescribed
norms on subject and which is leading to a poor quality of work life balance.
 The learning and development activities are to be further strengthened as per the
company’s goals & objectives.
 The company should have a more vigorous plan for business expansions through
qualified and talented man power.
 The motivations level of employees is to be strengthened.
 The company should as focus its activities in the area of Corporate Social
Responsibility.

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 Chapter 10: Suggestions

The following are the specific Suggestions to be considered by APAC Financial Services Private
Limited

 Make the work culture friendlier and participative in the organizational process.
 Flexible working conditions to be introduced.
 Company should devise new motivational program for effective employee
engagement thereof.
 Conduct a training session for the newly joined employees as well as old employees
so that they can be updated in their respective field of activities..
 Company should visualize new business areas or domains in order to improvise
their profitability in the financial business.
 Leadership development program should be conducted for overall improvements in
their business activities as such.

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 Chapter 11: CONCLUSION

1. Recruitment and selection are getting very much importance these days in the
organization. It is very critical thing to evaluate the human resources. It is a systematic
procedure that involves many activities. The process includes the step like HR planning
attracting applicant and screening them.
2. Human resource management aims at obtaining capable people for achieving the
objectives of the organization and for ensuring effective utilization of their services. As
the success of any organization largely depends on the quality of its human resources and
the extent to which they are motivated, human resource management acquires special
significance in an organization. Human resource policy, practices and procedures
constitute human resource management.
3. In short human resource management relates to the total set of knowledge, skills and
attitudes that firms need to compete. It involves concern for and action taken in the
management of people.
4. It deals with issues like recruitment and selection, training and development, wage and
salary administration, performance appraisal etc. Such actions may be bound together by
the Creation of an HRM philosophy.

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 5. The strategic HR role focuses on aligning HR practices with business strategy. The HR
professional is expected to be a strategic partner contributing to the success of business
plans, which to a great extent depends on HR policies pertaining to recruitment, training,
and rewarding. Therefore attracting, training, motivating and retaining are the critical
success factors of the industry.

CHAPTER 12: BIBLIOGRAPHY

Bibliography:

 Human Resource Management –Manmohan Joshi

 Human Resources: A Practical Guide -Gemma Reucroft, Tim Scott

 Managing the Human Resource in the 21st century -Zorlu Senyucel

 Recruitment and Selection-Diane Arthur

 Recruitment and selection at Larsen and Turbo -Nancy Rao

 Hiring for attitude: A Revolutionary Approach for Recruitment and Selection -Murphy

Webliography:

 www.google.com

 https://www.linkedin.com/company/apac-financial-services

 www.peoplematters.in/article/employee-engagement/can-csr-boost-employee- engagement

 http://www.sustainablebrands.com

 https://timesofindia.indiatimes.com

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 Journals:

 Companies Journals- APAC Management

 Management journal

Data Collected at the time of Internship and Survey.

CHAPTER 13: Questionnaire

SECONDARY DATA

1- Attrition Rate calculated on the basis of Employee Database.

Number of recruitment made yearly

Particulars in nos.
Employee count as on 04 May 2017(beginning)
Employee count as on 2018 (mid)
Employee count on 2019 till July
Total

2- No. of male and female employees

Male-

Female-

3- No. of position for department wise, met under the talent management process.

Departments No. of recruitment made.

Human Resources Management

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 Marketing (including the selling profile)
Accounting and Finance
Credit
I.T
Other department

4- No. of people leaving the Organizations on account of various reason

Year/ Gender Male Female

2017
2018
2019 till July
Total

Reason for Leaving Numbers of Employee

Resignation
Terminations of Services
Deaths
No Growth
No defined Job role & Process
Work Life Balance
Health Issue
Shifting
Work culture
Other

5- State wise Companies, No. of Branches & Locations

State No. of Branches Locations

Mumbai
Pune
Delhi
Rajasthan
Andhra Pradesh
Aurangabad

Primary Data

Annexure: I (ONE): For Employees only.

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(Disclaimer: It is requested to all the respondents participating in the research activities
that their ideas & views of the subject would be kept strictly confidential and will be
utilized purely for the academic purpose).

1. Name of company: -------------------------.

2. Name of respondent: -------------------

(a): Mobile #: --------------------------
(b): Email id: ----------------------------------

3. Gender:
(a): Male.
(b): Female.

4. Please indicate you’re of date of birth: ---------------------

5. Please indicate your highest degree achievement in your

cherished professional career:

(a): B.E (IT)/Computer Science.

(b): M. Tech (IT)/CS.
(c): MCA.
(d): PhD.
(e): MS
(f): MBA
(g): CA
(h): CS
(i): Any other qualification.

6. Please indicate your work experiences in industry:

(a): Less than 5 years.

(b): 6 -10 years.
(c): 11 -20 years.
(d): 21 -30 years.
(e): 31- years & above.

7. What did you find most satisfying about your job?

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 Good Colleagues
Flexible Job timing
Nothing
Gain experience and learn new things
Working Culture

8. Were there Company policies or procedures that made your work more difficult?

Yes
No
May be

9. What did you find more frustrating about your job?

Client Handling & Management

pressure
Nothing
No prompt resolution to queries
Work Life Balance
No Motivation

10. Would you recommend APAC to a friend as a good place to work?

Yes
May be

11. Would you like to share any other feedback or give recommendation to make APAC a better
work place?

Training to employees
Coordination in hierarchy
Professional approach
Fixed Working hours
Set Process, Mission, Vision and Goals
Nothing

12. What is your view/ feedback on the attitude of colleagues and your relationship with
immediate Boss?

Good
Not Good

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13. The Primary responsibilities for recruitment, development and retentions lies with?

Employers/ Supervisors
HR Staff
Department Head
Mentors
Internal Couch

14. Talent process know to company employee?

Yes
No

15. No. of HR executive directly working under the talent management initiatives?

Ans-

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