Description
The umbrella concept of recruitment process outsourcing, or human resources outsourcing, emerged in the 1990's. There is no conclusive reason why such a strategy emerged at that specific time, but it is worth assuming that it had to do with the increase in overall outsourcing activities current then.
INDIRA GANDHI NATIONAL OPEN UNVIERSITY
MAIDAN GARHI, NEW DELHI (INDIA)
SYNOPSIS / PROJECT PROPOSAL
TOPIC
“HR Outsour!"# !" $oo% Cor&or't!o" o( I"%!')
COURSE * M+,+A+ IN HUMAN RESOURCE MANAGEMENT
SESSION * -./01/2
SUPERVISOR * SU,MITTED ,Y*
Purus3ott'4 Pr's'% S3'r4' S356t' 7u4'r!
E"ro8846"t No+ .9/-.99:0
SYNOPSIS (Pro;6t Pro&os'8)
1. Pro;6t T!t86 :
“HR Outsour!"# !" $oo% Cor&or't!o" o( I"%!')
2. R't!o"'86 o( stu%< :
The umbrella concept of recruitment process outsourcing, or human
resources outsourcing, emerged in the 1990s. There is no conclusive
reason why such a strategy emerged at that specific time, but it is
worth assuming that it had to do with the increase in overall
outsourcing activities current then. The definition of human resources
outsourcing by Ale well, auff, Thommes and !eiland "2009# is well in
line with the one utili$ed in this pro%ect. They state that outsourcing
‘provides an external, market based alternative to internal procurement
of HR functions and HRM,’ and is an e&cellent way of defining the core
characteristics of such services. As opposed to human resources
outsourcing, recruitment outsourcing as a sub%ect is of much more
recent origin. The earliest academic articles concerning it are from
around the mid'2000s. (ue to its short history, recruitment process
outsourcing has not been e&tensively researched.
)ecruitment is often considered a vital process for any company, if not
a potential source of competitive advantage. *t deals directly with the
current and future employees of the firm and is one of the core )
functions. +oo,ing into the -uestion of why firms are willing to let go of
this process and what type of efficiencies can engaging in outsourcing
activities bring to them, is the core theme of this thesis.
.ur study is based on the new tools and techni-ues used in
management under ) outsourcing in /ood 0orporation of *ndia to
maintain a good progress of wor, 1 ade-uate uses of resources to
complete a targeted wor, within appropriate constraints.
2inimi$ation of wastages 1maintaining a good ) outsourcing in /ood
0orporation of *ndia within optimal limits.
ow ) outsourcing in /ood 0orporation of *ndia help in improving the
productivity and maintaining good *nsurance relations3 4o that
ob%ective of this study can be achieved.
5eed of modern techni-ues in ) outsourcing in /ood 0orporation of
*ndia and its application for actual practice will also be evaluated by this
study itself.
6roblem 4tatement :
R6s6'r3 =u6st!o"s
1. !hat factors derive firms to outsource uman )esource activities3
2. !hich activities of uman )esource is being outsourced and to what
e&tent3
7. !hat effects uman )esource outsourcing has on cost3
3 Objective of the study:-
This study aims to explore following on going changes modus
operandi of the FCI
The analysis of impact on the cost cutting measures due to
adaptation of !" outsourcing
# Impact of !" outsourcing on the overall wor$ culture of FCI from
field functionaries to apex level%
& 'nalysis of the existing resources with the manpower (who recruited
under !" outsources
The above constricted vision may be explored in the following
detail views:-
) REDUCTION OF THE COST: - *ow a days each and every
public sector aims to explore down the cost of recruitment
because it is not a regular phenomenon% so ( depend on other
agencies% The FCI did it before in +,'" #--. / also in the
recruitment of '0& officials% The number one reason why
companies outsource training is to save money% It1s the bottom
line% 2e should never forget that now we manage training is
always about how we manage cost%
) ACCESS TO TALENT : -The outsourcing will provide free and
unbiased system of examination / interview which will also
provide transparent system and new talent will be able to join
the organi3ation% *o organi3ation has all the $nowledge they
need internally to be successful% 4ometimes it1s necessary to hire
an expert to teach internal employees how to do something that
is new to their company yes( hiring an outside consultant to
deliver a training course is considered outsourcing% In the past
several attempts have been done to outsource recruitment
process%
) COMPETITVE ADVANTAGE: - In the era of stiff competition
every organi3ation is changing the way of wor$ing and fci is
also on the path of revamp for which there is need in the past
system of recruitment policy% 5ringing a new product to mar$et
may be dependent on getting resellers trained on how to sell or
service your product% 6sing a training outsourcing company
may allow you to get your product into a lot of customer1s hands
much faster( without scaling up internal resources%
7. R6s6'r3 M6t3o%o8o#<:
)esearch methodology used for carrying out the pro%ect is ,nowledge
through ob%ective and systematic method of finding solution to a
problem or research is an original contribution to this e&isting stoc, of
,nowledge.
The term research refers to a systematic method of enunciating the
problem formulation, collection of facts or data, analy$ing the fact and
reaching ultimate conclusion either in the form of solution towards the
concerned problem or in certain generali$ation for some theoretical
formulations.
M6t3o% o( %'t' o886t!o":
The tas, of data collection begins after a research problem has been
identified and research design is chec,ed out, both primary and
secondary data will be used for the study.
"a# Pr!4'r< D't' Co886t!o" :
0ollecting primary data is very important part of this pro%ect.
6rimary data will be collected through structured -uestionnaire,
interview, observation method, group discussion and offices of
/ood 0orporation of *ndia in 0hhattisgarh in *ndia. * will have to
visit the concerning offices of /ood 0orporation of *ndia at )aipur
to collect the primary data as mentioned above.
"b# S6o"%'r< D't' Co886t!o":
The source of secondary data collection will be annual reports,
maga$ines "/ood 0orporation of *ndia#, 8ournals, Te&t boo,s,
5ewspapers and other published and unpublished documents of
/ood 0orporation of *ndia. 9arious statistical techni-ues would
be used to analy$e the collected data to reach the findings.
S'4&86 P8'""!"#*
*n order to collect the information related with
outsourcing in
/ood 0orporation of *ndia; * will have to ma,e -uestionnaires for
interviewing the related people i.e. ) 2anager, ) analyst, )
Advisors and another ) <mployees <tc. by which the real goal
of pro%ect can be achieved.
4ample composition as follows:
1. ) 2anagers : 70=
2. ) .fficers : >0=
7. .thers: 70=
S'4&86 S!>6*
The sample si$e is near about ?0 people from /ood 0orporation
of *ndia in *ndia related with our study.
"c# A"'8<s!s O( D't':
0ollected data will be analy$ed, processed, interpreted and
evaluated by using various statistical techni-ues, which will be
described in detailed pro%ect report in further.
>. E?&6t6% Co"tr!@ut!o" (ro4 t36 stu%<:
4ome of the e&pected contribution from the study is as follows:
1. 0ost reduction "4taff time cost, compensation cost#
2. 0ompetitive Advantage
7. <fficiency
>. Achieving core competency
@. Technology Advancement
S'4&86 =u6st!o""'!r6 O" HR Outsour!"#
I+ P6rso"'8 I"(or4't!o"*
1# 5ame: AAAAAAAAAAAAAAAAAAAA
2# Age: AAAAAAAAAA
7# Bender: " # 2ale " # /emale
># 5umber of Cears as 6ro%ect 2anager: AAAAAAAAAAA
@# *ndustry:
" # *T " # Duilding and 0onstruction " # *nsurance " # ealth
II+ R68't6% =u6st!o""'!r6*
1. Are policies and procedures relevant to the ) outsourcing are in
writing3
2. Are these policies and procedures clearly stated and systematically
0ommunicated3
7. (o these policies and procedures support internal control3
>. *s there a separate personnel department which maintains complete
personnel records including %ob description, wage and salary data3
@. E*s access to the *T personnel master file limited to appropriate
employees3 Are changes to the master ) .utsourcing file approved
and documented3
F. Are appropriate regulations being followed in regard to )
.utsourcing with holdings and hours, and other /ederal, state and local
re-uirements concerning employment3
G.Are the reports that provide the details of the ) .utsourcing
amounts charged to the departmentHs accounts reviewed and
compared to a copy of the approved 4tandard Time )eport "and any
approved Time )eport Ad%ustments, if applicable# by someone who did
not prepare the 4tandard Time )eport3
?. as a delayed ) outsourcing been established3
9. EAre all salaries and *nformation paid by warrant3
10. EAre written authori$ations from responsible persons outside the )
.utsourcing department re-uired for:
a. 5ames added to and deleted from the ) .utsourcing3
b. *ndividual wage or salary rate changes3
11. EAre individual employee time and attendance records:
a. 6repared and signed by each employee for each pay period3
b. 4ufficiently detailed to show time charges to assignments, leave and
administration3
c. )eviewed and signed by each employeeHs supervisor3
d. )econciled with centrali$ed time and attendance records3
12. as a prescribed system been developed in writing to accrue and
use vacation, sic, leave and compensatory time3
17. EAre appropriate records maintained for accumulated employee
benefits "vacation, sic, leave, comp time, etc.# and chec,ed for over
drawn balances prior to the submission of the employee time and
attendance report3
1>. EAre procedures ade-uate for controlling: Iuestion Ces 5o 5JA
)emar,s
a. .vertime *nformation3
b. 4upervisory approval of overtime3
1@. EAre the persons who perform the following functions independent
of each other:
a. Approve hours wor,ed3
b. 6repare the ) .utsourcing3
c. (istribute the pay3
b. 6ersonnel record,eeping3
1F. E*s the distribution of ) .utsourcing charges chec,ed by a second
independent person and are aggregate amounts compared to the
approved budget before disbursements are made3
1G. EAre ) .utsourcing sub%ected to a review and final approval by
responsible persons outside the ) .utsourcing department such as
department heads, etc. before disbursements are made3
1?. *s the current ) .utsourcing "i.e., gross ) .utsourcing, number
of employees3# reconciled to the previous ) .utsourcing3
19. Are the calculations of prepared ) .utsourcing rechec,ed on a
test basis3
20. Are e&ception reports used to highlight items in e&cess of stated
limits3
21. EAre the persons who manually sign the chec,s or control use of
the facsimile signature plates independent of the person:
a. Approving hours wor,ed3
b. 6reparing the ) .utsourcing3
c. .perating the facsimile signature machine3 Iuestion Ces 5o 5JA
)emar,s
22. EAre unused and unclaimed chec,s accounted for and secured3
27. E(o separation procedures include an employee interview as a final
review of any termination settlement by the personnel department3
2>. ave procedures been established for year'end cutoff to ensure
that ) .utsourcing e&penditures are recorded in the appropriate fiscal
year3
2@. (oes internal control appear to be ade-uate for the )
.utsourcing function overall3
SUPERVISOR * SU,MITTED ,Y*
Purus3ott'4 Pr's'% S3'r4' S356t' 7u4'r!
E"ro8846"t No+ .9/-.99:0
doc_319117571.docx
The umbrella concept of recruitment process outsourcing, or human resources outsourcing, emerged in the 1990's. There is no conclusive reason why such a strategy emerged at that specific time, but it is worth assuming that it had to do with the increase in overall outsourcing activities current then.
INDIRA GANDHI NATIONAL OPEN UNVIERSITY
MAIDAN GARHI, NEW DELHI (INDIA)
SYNOPSIS / PROJECT PROPOSAL
TOPIC
“HR Outsour!"# !" $oo% Cor&or't!o" o( I"%!')
COURSE * M+,+A+ IN HUMAN RESOURCE MANAGEMENT
SESSION * -./01/2
SUPERVISOR * SU,MITTED ,Y*
Purus3ott'4 Pr's'% S3'r4' S356t' 7u4'r!
E"ro8846"t No+ .9/-.99:0
SYNOPSIS (Pro;6t Pro&os'8)
1. Pro;6t T!t86 :
“HR Outsour!"# !" $oo% Cor&or't!o" o( I"%!')
2. R't!o"'86 o( stu%< :
The umbrella concept of recruitment process outsourcing, or human
resources outsourcing, emerged in the 1990s. There is no conclusive
reason why such a strategy emerged at that specific time, but it is
worth assuming that it had to do with the increase in overall
outsourcing activities current then. The definition of human resources
outsourcing by Ale well, auff, Thommes and !eiland "2009# is well in
line with the one utili$ed in this pro%ect. They state that outsourcing
‘provides an external, market based alternative to internal procurement
of HR functions and HRM,’ and is an e&cellent way of defining the core
characteristics of such services. As opposed to human resources
outsourcing, recruitment outsourcing as a sub%ect is of much more
recent origin. The earliest academic articles concerning it are from
around the mid'2000s. (ue to its short history, recruitment process
outsourcing has not been e&tensively researched.
)ecruitment is often considered a vital process for any company, if not
a potential source of competitive advantage. *t deals directly with the
current and future employees of the firm and is one of the core )
functions. +oo,ing into the -uestion of why firms are willing to let go of
this process and what type of efficiencies can engaging in outsourcing
activities bring to them, is the core theme of this thesis.
.ur study is based on the new tools and techni-ues used in
management under ) outsourcing in /ood 0orporation of *ndia to
maintain a good progress of wor, 1 ade-uate uses of resources to
complete a targeted wor, within appropriate constraints.
2inimi$ation of wastages 1maintaining a good ) outsourcing in /ood
0orporation of *ndia within optimal limits.
ow ) outsourcing in /ood 0orporation of *ndia help in improving the
productivity and maintaining good *nsurance relations3 4o that
ob%ective of this study can be achieved.
5eed of modern techni-ues in ) outsourcing in /ood 0orporation of
*ndia and its application for actual practice will also be evaluated by this
study itself.
6roblem 4tatement :
R6s6'r3 =u6st!o"s
1. !hat factors derive firms to outsource uman )esource activities3
2. !hich activities of uman )esource is being outsourced and to what
e&tent3
7. !hat effects uman )esource outsourcing has on cost3
3 Objective of the study:-
This study aims to explore following on going changes modus
operandi of the FCI
The analysis of impact on the cost cutting measures due to
adaptation of !" outsourcing
# Impact of !" outsourcing on the overall wor$ culture of FCI from
field functionaries to apex level%
& 'nalysis of the existing resources with the manpower (who recruited
under !" outsources
The above constricted vision may be explored in the following
detail views:-
) REDUCTION OF THE COST: - *ow a days each and every
public sector aims to explore down the cost of recruitment
because it is not a regular phenomenon% so ( depend on other
agencies% The FCI did it before in +,'" #--. / also in the
recruitment of '0& officials% The number one reason why
companies outsource training is to save money% It1s the bottom
line% 2e should never forget that now we manage training is
always about how we manage cost%
) ACCESS TO TALENT : -The outsourcing will provide free and
unbiased system of examination / interview which will also
provide transparent system and new talent will be able to join
the organi3ation% *o organi3ation has all the $nowledge they
need internally to be successful% 4ometimes it1s necessary to hire
an expert to teach internal employees how to do something that
is new to their company yes( hiring an outside consultant to
deliver a training course is considered outsourcing% In the past
several attempts have been done to outsource recruitment
process%
) COMPETITVE ADVANTAGE: - In the era of stiff competition
every organi3ation is changing the way of wor$ing and fci is
also on the path of revamp for which there is need in the past
system of recruitment policy% 5ringing a new product to mar$et
may be dependent on getting resellers trained on how to sell or
service your product% 6sing a training outsourcing company
may allow you to get your product into a lot of customer1s hands
much faster( without scaling up internal resources%
7. R6s6'r3 M6t3o%o8o#<:
)esearch methodology used for carrying out the pro%ect is ,nowledge
through ob%ective and systematic method of finding solution to a
problem or research is an original contribution to this e&isting stoc, of
,nowledge.
The term research refers to a systematic method of enunciating the
problem formulation, collection of facts or data, analy$ing the fact and
reaching ultimate conclusion either in the form of solution towards the
concerned problem or in certain generali$ation for some theoretical
formulations.
M6t3o% o( %'t' o886t!o":
The tas, of data collection begins after a research problem has been
identified and research design is chec,ed out, both primary and
secondary data will be used for the study.
"a# Pr!4'r< D't' Co886t!o" :
0ollecting primary data is very important part of this pro%ect.
6rimary data will be collected through structured -uestionnaire,
interview, observation method, group discussion and offices of
/ood 0orporation of *ndia in 0hhattisgarh in *ndia. * will have to
visit the concerning offices of /ood 0orporation of *ndia at )aipur
to collect the primary data as mentioned above.
"b# S6o"%'r< D't' Co886t!o":
The source of secondary data collection will be annual reports,
maga$ines "/ood 0orporation of *ndia#, 8ournals, Te&t boo,s,
5ewspapers and other published and unpublished documents of
/ood 0orporation of *ndia. 9arious statistical techni-ues would
be used to analy$e the collected data to reach the findings.
S'4&86 P8'""!"#*
*n order to collect the information related with
outsourcing in/ood 0orporation of *ndia; * will have to ma,e -uestionnaires for
interviewing the related people i.e. ) 2anager, ) analyst, )
Advisors and another ) <mployees <tc. by which the real goal
of pro%ect can be achieved.
4ample composition as follows:
1. ) 2anagers : 70=
2. ) .fficers : >0=
7. .thers: 70=
S'4&86 S!>6*
The sample si$e is near about ?0 people from /ood 0orporation
of *ndia in *ndia related with our study.
"c# A"'8<s!s O( D't':
0ollected data will be analy$ed, processed, interpreted and
evaluated by using various statistical techni-ues, which will be
described in detailed pro%ect report in further.
>. E?&6t6% Co"tr!@ut!o" (ro4 t36 stu%<:
4ome of the e&pected contribution from the study is as follows:
1. 0ost reduction "4taff time cost, compensation cost#
2. 0ompetitive Advantage
7. <fficiency
>. Achieving core competency
@. Technology Advancement
S'4&86 =u6st!o""'!r6 O" HR Outsour!"#
I+ P6rso"'8 I"(or4't!o"*
1# 5ame: AAAAAAAAAAAAAAAAAAAA
2# Age: AAAAAAAAAA
7# Bender: " # 2ale " # /emale
># 5umber of Cears as 6ro%ect 2anager: AAAAAAAAAAA
@# *ndustry:
" # *T " # Duilding and 0onstruction " # *nsurance " # ealth
II+ R68't6% =u6st!o""'!r6*
1. Are policies and procedures relevant to the ) outsourcing are in
writing3
2. Are these policies and procedures clearly stated and systematically
0ommunicated3
7. (o these policies and procedures support internal control3
>. *s there a separate personnel department which maintains complete
personnel records including %ob description, wage and salary data3
@. E*s access to the *T personnel master file limited to appropriate
employees3 Are changes to the master ) .utsourcing file approved
and documented3
F. Are appropriate regulations being followed in regard to )
.utsourcing with holdings and hours, and other /ederal, state and local
re-uirements concerning employment3
G.Are the reports that provide the details of the ) .utsourcing
amounts charged to the departmentHs accounts reviewed and
compared to a copy of the approved 4tandard Time )eport "and any
approved Time )eport Ad%ustments, if applicable# by someone who did
not prepare the 4tandard Time )eport3
?. as a delayed ) outsourcing been established3
9. EAre all salaries and *nformation paid by warrant3
10. EAre written authori$ations from responsible persons outside the )
.utsourcing department re-uired for:
a. 5ames added to and deleted from the ) .utsourcing3
b. *ndividual wage or salary rate changes3
11. EAre individual employee time and attendance records:
a. 6repared and signed by each employee for each pay period3
b. 4ufficiently detailed to show time charges to assignments, leave and
administration3
c. )eviewed and signed by each employeeHs supervisor3
d. )econciled with centrali$ed time and attendance records3
12. as a prescribed system been developed in writing to accrue and
use vacation, sic, leave and compensatory time3
17. EAre appropriate records maintained for accumulated employee
benefits "vacation, sic, leave, comp time, etc.# and chec,ed for over
drawn balances prior to the submission of the employee time and
attendance report3
1>. EAre procedures ade-uate for controlling: Iuestion Ces 5o 5JA
)emar,s
a. .vertime *nformation3
b. 4upervisory approval of overtime3
1@. EAre the persons who perform the following functions independent
of each other:
a. Approve hours wor,ed3
b. 6repare the ) .utsourcing3
c. (istribute the pay3
b. 6ersonnel record,eeping3
1F. E*s the distribution of ) .utsourcing charges chec,ed by a second
independent person and are aggregate amounts compared to the
approved budget before disbursements are made3
1G. EAre ) .utsourcing sub%ected to a review and final approval by
responsible persons outside the ) .utsourcing department such as
department heads, etc. before disbursements are made3
1?. *s the current ) .utsourcing "i.e., gross ) .utsourcing, number
of employees3# reconciled to the previous ) .utsourcing3
19. Are the calculations of prepared ) .utsourcing rechec,ed on a
test basis3
20. Are e&ception reports used to highlight items in e&cess of stated
limits3
21. EAre the persons who manually sign the chec,s or control use of
the facsimile signature plates independent of the person:
a. Approving hours wor,ed3
b. 6reparing the ) .utsourcing3
c. .perating the facsimile signature machine3 Iuestion Ces 5o 5JA
)emar,s
22. EAre unused and unclaimed chec,s accounted for and secured3
27. E(o separation procedures include an employee interview as a final
review of any termination settlement by the personnel department3
2>. ave procedures been established for year'end cutoff to ensure
that ) .utsourcing e&penditures are recorded in the appropriate fiscal
year3
2@. (oes internal control appear to be ade-uate for the )
.utsourcing function overall3
SUPERVISOR * SU,MITTED ,Y*
Purus3ott'4 Pr's'% S3'r4' S356t' 7u4'r!
E"ro8846"t No+ .9/-.99:0
doc_319117571.docx