3.0 RECRUITMENT POLICY 3.

1 OBJECTIVE To streamline the Recruitment process, To ensure that we always hire the RIGHT people at RIGHT role at RIGHT time, and Also to thrive a stro ! Employer Branding to attra"t the #est tale ts availa#le i the I $%str&

3.' ELI(IBILITY) We believe that all people are entitled to equal employment opportunity and does not discriminate against qualified employees or applicants because of race, national or ethnic origin, gender, religious beliefs, age, marital status, sexual orientation or disability. Equal opportunity will be extended to all persons in all aspects of employment including but not limited to recruiting, hiring, promotion, discipline, or layoff/termination. 3.3 *"o+e Covers all the vacant positions across the functions, levels 3., Re"r%it-e t Poli"& . Pro"ess To enable !" to initiate the hiring process at any point of time during the year, the respective HOD / functional / Regional heads need to follow the below#mentioned steps $ %. &ill#up a 'Manpower Requisition Form (("&)* +"efer nne!ure ,) -. .et the ("& appro"ed by the concerned approving authorities +as per the Recruitment ppro"al matri! shown below), and /. &orward the approved ("& to !". hierarchy.

MAN PO/ER RE0UI*ITION PROCE**

HOD to Identify the Business Need ( New Requirement /Back up / Replacement )

Identify the #ype $ %e&el$ Num'er of rofiles$ (R) $*o' +pecification$ Deadline for ,eetin! the requirement in ,R -orm

No )ppro&al -rom Business Head Requisition .ancelled

0es

No )ppro&al -rom /roup Head Requisition .ancelled

0es

HR to take action on the Requirement

a!e "

3.1 Re"r%it-e t 0%alit& Nor-) ,n today*s 0nowledge driven business scenario, #eople are perceived as the most valuable assets of an organi1ation and the optimum utili$ation of the s%ill& %nowledge& attitude& they posses, are directly instrumental to the growth of any organi1ation. Therefore, while recruiting a candidate for any role, position, level, function, it should always be ensured that there is no compromise in the quality of people, we hire. 2esides chec0ing the presence of role#specific %ey competencies the 'eha"ioral attri'utes required to perform a 3ob, few basic eligibility criteria should be considered, even before a candidate is called for the ,nitial rounds of ,nterviews # 3.1.1 A"a$e-i" 0%ali2i"atio ) (inimum Graduate +"ecogni1ed university) for all positions3 and there should not be any unjustified gaps in education.

3.1.' Re2ere "e "he"4) Reference check is !"T for all recruitments +4ssistant (anager and above positions) across the country and HR should always ensure that Reference chec% is done 'efore e!tending the offer to a selected candidate. Candidates selected after rounds of tests/,nterviews would be as0ed to provide the names ( contact details of at least # person as his/her $rofessional Reference, and HR would contact these references and the comments ( remar%s of the referees would 'e documented and preser"ed for future records . RECRUITMENT 3 *ELECTION . RE5ERENCE C6EC7 PROCE** 5LO/C6ART
Head Huntin!

Screening of the Resu,es

1mployee Referral .onsultants /Other .hannel

Line up of Short listed candidates

Conduct Initial Screening

Short listed

No

Rejects

Yes Operations / Technical Round No

Short listed

Reject

Yes Final Round of Interview ! "# Yes

Short listed

No

Reject Reference Chec*

Yes

$R Round % offer & '! $R Rep()

&or 4ssistant (anager

above

Yes
+ositive

No Reject

3.1.3 Re"r%it-e t A++roval Matri8) 4ny "ecruitment across the organi1ation, at any level / function has to be approved by the concerned authorities as specified in the matrix below $

I tervie9i ! A%thorit& (ra$e M1 3 M, . M3 M' . M1 !56 !56 Preli-i ar& !ead # !" !" !" Final C55 !56 !" (6 !ead #

&unctional !ead

3.1.,

I ter al Re"r%it-e t)

4s a conscious focus of the organi1ation to nurture high potential talents by providing them suita'le career growth opportunities within the organi$ation, efforts would always be made to fill in specific vacancies from it*s existing human resource pool. The entire process would be done through Internal %ob $osting &I%$' and communication including the )o' profile& candidate profile& eligi'ility +who can apply), application deadline etc. would be made available by !" Employees possessing necessary s%ills& %nowledge& and e!perience matching with those required for the 3ob may apply through the appropriate communication channels as prescribed in the ,78. 3.1.1 Re"r%it-e t *o%r"es) To e s%re a steady in(flow of quality candidates 2or all the e8isti ! va"a t +ositio s3 9ith a ai- to select the best within a stringent recruitment deadline 3 6R 9o%l$ al9a&s 2o"%s to $evelo+ a ro#%st $ata#ase o2 CVs sear"he$ 2ro- the 2ollo9i ! so%r"es : *+isting ,- database
+Created (aintained by !")

e(Recruitment portals

-acancy .dvertisement in /ewspapers

C: d/base access "egular 7ob posting

!iring Consultants +(ostly for ;r. (iddle level critical positions)

arket Intelligence $ersonal /etwork Head hunting

3.1.; 6iri ! "o s%lta ts) Co si$eri ! the lar!e vol%-e o2 re"r%it-e ts to #e $o e 9ithi a s-all s+a o2 ti-e3 it is e"essar& to i$e ti2& a $ e !a!e $rofessional hiring consultants to hel+ HR to so%r"e <%alit& "a $i$ates 2or middle ) senior level positions. 4. 8rocess guidelines =*o engage a new Hiring +onsultant>9

 6R 9o%l$ i$e ti2& the ,onsultants i all the re!io s3 #ase$ o their "%rre t client0s distribution3 database si1e3 past performance records . industry feedback. 6R 9ill e!otiate the Terms ) ,onditions 9ith all the i$e ti2ie$ "o s%lta ts a $ 9ill !et a one(time approval =2ro- the ?ire"tor> #e2ore rolli ! o%t the 2or-al a!ree-e t 9ith the-. 2. <uality Expectations from the !iring Consultants9

Minimum *urn,around time +T4T)9 O "e a re<%ire-e t is +la"e$3 the "o s%lta t sho%l$ 2or9ar$ at least 9ithi the e8t -. hrs. /trong +on"ersion Rate +=9%)9 O%t o2 the 0 +1s 2or9ar$e$ #& a to be short(listed =a2ter initial screening #&

"o s%lta t3 2 has 6R> .

4n .nnual *valuation of the ser"ices pro"ided 'y the e!isting consultants across the country would be done to create a list of $referred consultants, who would be treated as priority C: sources for critical positions in future. 3.@ EMPLOYEE RE5ERRAL POLICY 1.0 OBJECTIVE E(8>5?EE "E&E""4> is the new revamped employee referral scheme. The ob3ective is to encourage employees to introduce potential candidates to fill published vacant positions in the organi1ation. '.0 ELI(IBILITY) -.% 4ll employed at 2and (/ and below on permanent roles of the organi1ation are eligible to an incentive award under the scheme, except those who are involved in the hiring process. The policy also does not cover Contract ;taff, Trainees. -.- The following categories of employees will be considered as being involved in the hiring process9 Those who are involved in the screening and interviewing of applicants for the position+s) concerned, including >ine (anagers and !ead of the department and/or any other senior employee to which the position directly or indirectly reports to. Those who are involved in the hiring decision. (embers of the !" Team. 3.0 POLICY /.% 4n incentive award will be paid to an employee whose referral results in a successful recruitment for a specific vacancy. ;chedule for Employee "eferral 4ward is given below. ,n general, the value of the incentive increases with the level of the position being hired, reflecting a higher degree of difficult in sourcing the right candidates. There is no limit on individual staff members in respect of the number of referrals made or the number of awards given. /.- &or critical 3obs, typically defined to be positions which are difficult to fill or require highly speciali1ed 0nowledge/ s0ills and/ or fall under special pro3ects/ initiatives, amount of the incentive may be ad3usted, depending on the criticality of the vacancies. !uman "esources has the option to designate certain vacancies as critical 3obs. ,.0 *C6E?ULE 5OR EMPLOYEE RE5ERRAL A/AR? @.% The incentive will be given on the new recruit*s confirmation i.e. satisfactory completion of six months* service in the 5rgani1ation to the employee who ma0es the referral. .iven below is the grade#wise employee referral incentive/ award 9

PROPO*E? RE/AR? (RA?E (% ((/ (@ A-o% t = Rs.> %A,BBB -A,BBB @B,BBB

@.- Co incentive will be paid to an employee who ma0es the referral if the applicant9 !as already applied to the 5rgani1ation via an external source including the Company websiteD !as already been referred by another staff member in writing to the !" 6epartmentD ,s already wor0ing in the 5rgani1ation as a temporary staff member, non#employed contractor or consultantD Was previously employed by the 5rgani1ationD >eft the organi1ation within six months of 3oining or if the Employee + "eferee) has left the 5rgani1ation. 1.0 RE5ERRAL PROCE** A.% The list of vacant positions will be advertised through internal communication with the location, grade . A.- Employees will be 0ept posted on the status of the referred candidate through the recruitment team. A./ Employees need to send the resume of the referred candidate to the email id along with the employee referral form. A.@ The referred candidate would go through the regular process of selection and recruitment. A.A ;uccessful referrals would be paid the referral amount 5C>? through payroll system after the new recruit*s satisfactory confirmation and completion of six months* service with 5rgani1ation. A.= The referral amount will be sub3ect to tax as per the applicable tax rules. ,E. Co-+e satio Pro+osals3 Ne!otiatio . iss%i ! the o22er letters) !" prepares the compensation proposals based on the below#mentioned critical attributes and gets those approved in writing by the concerned authorities before extending to the candidates # i. ii. iii. iv. v. 4cademic 8rofessional qualification of the respective candidates Experience 8rofile Existing Compensation benefits (ar0et synergy ,nternal "ole#wise compensation study to maintain the equity

!" extends the proposals to the candidates who get selected after final round of ,nterviews and negotiates to close those. 5nce the candidates agree to the proposals n intimate their acceptance, !" sends out the formal offer letter, duly approved signed by the concerned authority.

2ffer letter "he"4 list A

!" should ma0e sure that all the below#listed documents are received before issuing the formal offer letters $ i. ii. iii. chec0ed thoroughly

A++rove$ Ma +o9er Re<%isitio 2or- +("&) Res%-e +hardcopy) of the candidate I tervie9 Assess-e t sheet +&illed up with specific recommendations by the concerned ,nterviewers)

iv. v. E.

Re2ere "e "he"4s $etails +documented in the specified format) Co-+e satio Pro+osal +Existing pac0age the proposed plan, duly approved by the concerned 4uthority)

Re"r%it-e t C&"le Ti-e) To bring in more dynamism and effectiveness in the recruitment process, !" would follow a specific pro3ect deadline of 30 days =from the day it had received the approved (anpower "equisition) to hire a new employee. ,2 $3*T* R*,R!IT */T ) "*3*,TI2/ ,4,3*

#hase 3 45 #re,/election
-unctional Head MR5 . Approval )ppro&in! )uthority

Jo# ?es"ri+tio . Ca $i$ate Pro2ile +Education, competencies, 4ttitude etc)

*ear"h
6R

CV "ources ,nternal C: database !iring Consultants e#"ecruitment portals ,nternal "eference 8ersonal Cetwor0s

CV Ba 4

Phase : II) *ele"tio

4nitial HR /creening

C:s not short#listed go to C: 6atabase (For Future use)

*hortAliste$ CVs Called for 8ersonal ,nterviews +>ocal candidates) 6R co#ordinates to organi1e the interviews Preli-i ar& I tervie9s +4s per the ;election approving (atrix)

*hortAliste$ CVs
Tel. ,nterviews

*hortAliste$ "a $i$ates 5i al I tervie9 +4s per the ;election 4pproving (atrix)

?eA#rie2i ! . 2i al $e"isio +,nterviewers discuss amongst themselves with !" to ta0e a final selection decision)

Phase : III) PostA*ele"tio

*alar& +ro+osal

+!" to prepare it 0eeping in mind the 4nternal Equity)

!" does /alary 6egotiation 5ffer 4ccepted !" closes it sends out the offer letter

Extends the offer

5ffer NOT 4ccepted !" wor0s out the modified offer, if possible within the band, and tries to pursue seals the offer

!" informs the concerned Functional Heads ( the Regional Heads about the probable 657 6R does the necessary Re2ere "e "he"4s =9herever a++li"a#le> get the details documented in specified format

Ne9 hire Boi s Phase : IV) PostABoi i !

!" creates Empl8 48d sends out the 9the ':elcome 6ote;

HR would handle the 7oining formalities %. -. /. @. A. =. F. G. The new hire should submit the following docs on 657 itself $

/igned ( ccepted copy of the offer letter 8hotocopy of all the educational/professional certificates Date of Birth proof +;;C 4dmit card / 8assport / 6riving >icense etc) = passport si1e photographs Medical Fitness +ertificate +in specified format) signed by a (edical 8ractitioner registered under ,(4. ccepted Resignation 7etter /Relie"ing letter , clearly mentioning the date of /eparation in it, from the last employer Monthly #ay,slip / ;alary Certificate showing the salary details of the last employment.

I $%"tio . Ne9 6ire Orie tatio

,. 8lan the 4nduction with the &unctional leaders, prior to the 657 communicate to all the concerned persons accordingly ,,. (a0e sure that the following forms are filled up and sent to !" on DO< itself $ 8ersonal 6ata &orm 4ll the statutory forms, li0e 8& .ratuity declaration, Comination ,,,. !and him over the 4nduction Manual ,:. Ta0e the new hires through the office to all the departments, ,ntroduce them to other &unctional leaders, peers, colleagues :. &inally, ,ntroduce the new hires to the respective "eporting (anagers, to start the functional orientations :,. !" receives the 4nduction feed'ac% from both the trainer as well as from the new hires 0eeps a trac0 of learning performances of the new hires.