Introduction

- About TCS

Tata Consultancy Services Limited (TCS) is an IT services, business solutions and

outsourcing organization that delivers real results to global businesses, with a high level of
certainty. TCS offers a consulting-led, complete and integrated portfolio of IT and IT-enabled
services delivered through its unique Global Network Delivery Model™, recognized as the
benchmark of excellence in software development.
Founded in 1968 as part of the Tata group, TCS is headquartered in Mumbai, India and
is a public limited company, listed on the National Stock Exchange (NSE) and Bombay Stock
Exchange (BSE) in India.
In FY 2012, TCS reported consolidated revenues of USD $10 billion.

History

1968 to 2000

In 1975, TCS conducted its first campus interviews, held at IISc, Bangalore. The
recruits comprised 12 Indian Institutes of Technology graduates and three IISc graduates, who
became the first TCS employees to enter a formal graduate programmer.

In 1979, TCS delivered an electronic depository and trading system called SECOM for the
Swiss company SIS SegaInter Settle. TCS followed this up with System X for the Canadian
Depository System and automating the Johannesburg Stock Exchange (JSE). TCS associated
with a Swiss partner, TKS Teknosoft, which it later acquired.

In 1981, TCS established India's first software research and development center, the Tata
Research Development and Design Center (TRDDC) in Pune. In 1985 TCS established India's
first client-dedicated offshore development center, set up for client Compaq (then Tandem).

In the early 1990s the Indian IT outsourcing industry grew rapidly due to the Y2K bug and the
launch of a unified European currency, Euro. TCS created the factory model for Y2K
conversion and developed software tools which automated the conversion process and enabled

1
third-party developers and clients to make use of it. By 2004, E-Business was contributing half
a billion dollars (US) to TCS.

2000 to 2012

On August 9, 2004 TCS became a publicly listed company,

In 2005 TCS became the first India-based IT services company to enter the bioinformatics
market In 2006 TCS designed an ERP system for the Indian Railway Catering and Tourism
Corporation. In 2008 TCS undertook an internal restructuring exercise which aimed to increase
the company's agility. TCS entered the small and medium enterprises market for the first time
in 2011, with cloud-based offerings.

In the 2011/12 fiscal year TCS achieved annual revenues of over U$10 billion for the first
time.

TCS signed a Rs. 94-crore deal with the Karnataka government for six-year period to automate
its treasury and finance department operations. Deutsche Bank has selected TCS as a strategic
partner for their Production Management Transformation Initiative, within their Capital
Markets Business Unit. TCS has got contract from Credit Union Australia. TCS has received
a multi-year, multi-million dollar contract to provide application support, maintenance and
development services to the gases company Air Liquid. On the Last Trading Day of Year 2011,
TCS overtook RIL to be anointed as the country's most valued firm. On February 6, 2012, TCS
signed a multi-year, multi-million euro contract with European car rental company Europcar
for the deployment of IT services in France.

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 Company Profile

TCS Organization Structure - At the top of the governance structure is the Board
of Directors representing the shareholders, and various Committees on the Board, overseeing
the Executive Management. TCS has a unitary board 4 structure consisting of 12 members of
whom 9 are Non-Executive Directors (including the Chairman 5 and Vice-Chairman) and 6
are Independent Directors.

Vision & Mission

Vision

To become Global Top 10 IT companies by 2010.TCS will be recognized and respected as

professional, innovative, profitable information, and knowledge based logistics/services
enterprise. TCS embeds internet based technologies into its internal operating structures and as
business solutions for customers; with customer, employee and shareholder interests at the core
of its operations; demonstrating a clear concern for ethical conduct and good corporate
citizenship; with the objective of growing into a regional and global player, with emphasis on
the Middle East, Europe and North America

Mission

To provide innovative, best in class IT services to its customers and make it a joy for all
stakeholders to work with us-

Products & Services offered

TCS provides a wide range of IT and computing solutions, including :-

• Assurance Services
• BI & Performance Management
• Business Process Outsourcing
• Cloud Services
• Connected Marketing Solutions
• Consulting

3
• Engineering & Industrial Services
• Enterprise Solutions
• iON Small and Medium Business
• IT Infrastructure Services
• IT Services
• Mobility Solutions and Services
• Platform Solutions

4
Some of Products & Services offeredare described as under.

• Flat Fee IT - Easier budgeting, preventative maintenance and ongoing monitoring.

What's not to love?

• TCS Advantage / Cloud - Reduce hardware and software costs, and access your data

anywhere, by moving applications and storage to secure servers.

• Server maintenance - Keep your server speedy and healthy with our "apple a day"

plan - quick response, regular event log reviews, drive clean-up and more.

• Backup and disaster recovery - The name says it all. Don't let disaster catch you

unprepared. Let TCS monitor and manage the entire process for you.

• Network infrastructure maintenance - Regular "tune ups" prevent unnecessary down

time and emergency crashes.

• Network security - Lock the door on uninvited guests with a security plan tailored to

your business' needs.

• IT consulting - We work hard to understand your business so we can help you further

your business objectives.

• Computer recycling - We can even make your computer upgrades seamless by helping
you dispose of old hardware.

5
Distribution Network

TCS have invested in building a large, global sales network to reach out to clients across the
world.
As of March 31, 2011, TCS had 145 offices across 42 countries, catering to some 1034
active clients.

• 18 offices across USA and Canada

• 12 offices across 7 countries in Latin America
• 11 offices across UK and Ireland
• 22 offices across 12 countries in Europe
• 18 offices across 12 countries in Asia Pacific
• 7 offices across the Middle East and Africa
• 54 offices across India

In addition, our Global Delivery Network Model™ (GNDM™) consists of a network of

107 delivery centers located in 20 countries that uniquely positions us to deliver our world class
services seamlessly to any location in the world

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cuts in IT budgets and result in demand compression, pricing pressure and / or increased
credit risk from vulnerable clients. To mitigate the risk, the company’s approach is:

• Diversification across geographies with focus on emerging markets

• Diversification o f product and services offerings
• Building greater client intimacy by optimising operating metrics to lower their costs

• Broad-basing the number o f key clients by gradually moving clients up the revenues
bands, so concentration risks is reduced.

Total Revenue
40.000
n .o m
30.000
4A 25.000
e
o 20.000
kr
15.000
10.000
s.ooo

FVOS fY 0 6 FY07 FYOS FYOS 'Y IC F Y ll

G R AP H 17: R EV EN U E F R O M FY 05 T O FY 11

As can be seen from the chart, the revenue has been continuously rising. It is interesting to
note that there seems a drop in comparative revenue growth from FY09 to FYIO. This may
be because o f American recession o f 2008. The jum p in revenue growth from FYIO to FYl 1
probably shows the recovery from the recession.

129

11
 FY 2005-06 FY 2006-07 FY 2007-08 FY 2008-09 FY 2009-10 FY 2010-11

G R AP H 18; R EV E N U E F R O M FY 200 5-06 T O FY 2010-11

Revenue was on the continuous rise, percentage drop in revenue in FY 2009-10 may be
because o f 2008 American recession.

25000.00
22863.00

20000.00 18685T21

15000.00 f

10000.00 4-

5000.00

0.00
FY 2005-06 FY 2006-07 FY 2007-08

G R A P H 19: R EV EN U E F R O M FY 2005-06 T O FY 2007-08

Revenue showed steady rise until FY 2007-08. This was the period post recovery from 2001
recession.

132

12
 Findings & Conclusion
• Compress the "white space" in your hiring process.

White Spaces are delays in hiring process that are unproductive, waste time, and virtually
assure you'll lose talented candidates. Often the longest delays occur between critical selection
events. For example, a recruiter may need several weeks to screen a few hundred resumes from
the Web job boards, or candidates who make it through screening may wait weeks to interview
with a hiring manager. Here at TCS, the delays occur during the walk ins. Candidates with
different skill sets are made to sit together. This causes a lot of chaos and confusion for the
recruiters as well as for the candidates. The recruiters have to search the candidates again and
again. The candidates see that there are too many people and have no clear picture as to how
long it will take.

• Know what you're looking for in candidates.

It is observed that the candidates sourced by placement agencies and send for further rounds of
interviews are not a perfect match. Therefore, in case there is need to utilize the service of a
placement agency, then it is recommended that these placement agencies be given a well
drafted job description and job specification. This can also be circulated to internal employees
under the employee referral scheme. This will help

• Build and manage your candidate pool as a precious resource

A "candidate pool" is a group of individuals who have shown interest in working for your
company and are qualified for and ready to fill certain positions, but cannot join the company
right now, because of a current project or location constraint. If we keep a log of all such people
who have been selected but refused to join for such reasons, we can directly take them on board
at some later time

• Create winning impression even on those who are not selected

Its very important to create a favorable impression of your organization on all those who come
for interview. Those who are not selected in the first round of personal interview should also
carry this impression that they have missed the opportunity to work in a great company. For
this, there must a proper coordination of the interview of the candidate and greater degree of
professionalism. A candidate when invited for an interview must be attended as soon as
possible and should not be made to wait for hours together. Interviews conducted on a
scheduled time leave a good impression on the candidate. Even if he is not selected, a good
impression about the will make him recommend the name to his people

13
Bibliography
Internet:

http://en.wikipedia.org/wiki/Tata_Consultancy_Serviceshttp://www.citeman.com/9988-
recruitment-and-selection-process2/
http://en.wikipedia.org/wiki/Recruitment#Screening_and_selection
http://portfolio.rediff.com/quotes/tata+consultancy+services+ltd
http://www.tcs.com

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