SUMMER INTERNSHIP PROJECT REPORT PROJECTS Designing a standard Performance Management System for Dell India Private Limited

d Designing the Summer Internship, PPO policy, Campus Hiring, New Hire Engagement, On boarding and Job Rotation Program(IF/B3 grades) for Dell India Private Limited

Organization name: Dell International Services Area: Human Resources Location: Bangalore Internship Commencement date: 09 April 2012 Internship end date: 08 June 2012

Project Guide: Mr. Sumit Bhatnagar HR Generalist Director Dell India Pvt. Ltd.

Submitted By, Gayatri Priyadarsini UH11017 PGDM-HRM (2011-2013) XIMB

ACKNOWLEDGEMENT
I am very grateful to Mr. Sumit Bhatnagar, HR Generalist Director, Dell India Private Limited, who was my project guide. He sincerely guided me and laid downa systematic methodology for the projects. His incisive intellect immensely helped me during the course of these projects. I would also like to thankSamantha Lazaro, HR Generalist Senior Advisor, Dell India Private Limited,for constantly overlooking my projects and for offering invaluable insights. I would also take the privilege to thank Vibin Antony, HR Generalist Advisor, Dell India Private Limited, Mausami Arora, HR Generalist Sr. analyst, Dell International Services, GuneetKhurana, HR Service Centre Support Sr. Associate, Dell India Private Limited, the business leaders and the staff of Dell International Services and Dell India Private Limited for their guidance and help. I offer my deep gratitude to Fr. P.T. Joseph, Director, XIMB and to the Placement Committee, for providing me the opportunity to do my summer internship in this esteemed organization. I wish to thank other summer interns for their friendly advice and constructive criticism during my endeavor.

Gayatri Priyadarsini UH11017 PGDM-HRM (2011-2013) XIMB

ABSTRACT
Project 1
The first project deals with the following aspects: Designing a standard Performance Management System across the entire Dell India Private Limited organization and setting consistent and standard parameters to rate all employees on common grounds: Dell India Private Limited (DIPL) has different performance evaluation parameters for its employees of Consumer and Small and Medium Business (CSMB) segment and Public and Large Enterprise (PLE) segment. So the Performance Management System of DIPL is very heterogeneous. The project aims at designing one standard performance evaluation template for DIPL as a whole, irrespective of the business segments.

Making the behavioral factors of Performance Management System, named as HOW factors, more objective and removing bias from it. So parameters like team player, discipline, etc. are replaced by Tell Dell score, escalations, number of errors, ability to sell solutions, etc. The project aims at designing objective metrics to make the performance evaluation less subjective.

Project 2
The second project deals with designing the following programs for Dell India Private Limited: Summer Internship Program Pre Placement Offer policy (PPO) Campus hiring program New hire engagement program
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 On Boarding program Job Rotation program (at IF/B3 grades) The project is an end to end program from hiring to job permanence. DIPL does not have the mentioned programs, so the project aims at designing the programs, along with the appropriate manuals, forms and evaluation sheets as required. Dell does not have a PPO policy. So, as a part of the project, PPO policy was designed to set in place Dells motive of giving fair credit to deserving interns. A list of B Schools, to be targeted for summer internship process as well as for campus hiring, was listed. The New Hire Engagement program and On Boarding program were designed to set in place the Campus Hiring Program for DIPL. The project also deals with formalizing and structuring the job rotation program (for IF/B3 grades)for DIPL. The job rotation program was designed as a generic template that could be set in use both for new recruits as well as for the internal employees and that would make the employees suitable to adapt to contingencies.

CONTENTS
Title Introduction To Dell And Dell India Private Limited (DIPL) Executive Leadership of Dell PROJECT 1: Objective, business need, methodology Facts about sales unit of Dell India Private Limited Current Performance Management System of DIPL Proposed Performance Management System for DIPL Impact of Proposed Performance Management System on business Page No. 8 9

11 14 14 20 24

Project 2: Objective, business need, methodology Proposed list of B Schools Proposed Summer Internship Selection Process Proposed Summer Internship Program Proposed PPO policy Proposed Campus Hiring program Proposed New Hire Engagement program Proposed On Boarding program Proposed Job rotation program

26 29 30 32 34 35 41 42 48

Appendix Glossary References

62-78 79 80

Type Industry Founded Founder(s) Headquarters Area served Key people Products

Public Computer hardware, Computer software, Computer systems, IT consulting, IT services Austin, Texas, U.S. (November 4, 1984) Michael Dell 1 Dell Way, Round Rock, Texas, United States[1] Worldwide Michael Dell (Chairman & CEO) Desktops, laptops, peripherals, servers, printers, scanners, smart phones, storages, televisions

INTRODUCTION TO DELL AND DELL INDIA PRIVATE LIMITED

Dell, Inc. (NASDAQ: DELL) is an American multinational computer technology corporation that develops, sells and supports computers and related products and services. Bearing the name of its founder, Michael Dell, the company is one of the largest technological corporations in the world, employing more than 103,300 people worldwide. Dell is listed at number 41 in theFortune 500 list. It is the third largest PC maker in the world after HP and Lenovo. Dell has grown by both increasing its customer base and through acquisitions since its inception; notable mergers and acquisitions including Alienware (2006) and Perot Systems(2009). As of 2009, the company sold personal computers, servers, data storage devices,networkswitches, software, and computer peripherals. Dell also sells HDTVs, cameras, printers, MP3 players and other electronics built by other manufacturers. The company is well known for its innovations in supply chain management and electronic commerce.

DELL INDIA PRIVATE LIMITED

Incorporated as Dell Computer India Private Ltd. in Bangalore in 1996, Dell has been among the fastest growing technology companies in India and continues to be among the top three today. Customers throughout India in large enterprises, small and medium businesses, at home and in government organizations choose Dell to be their trusted technology solutions partner. DIPL supports customers through sales and marketing, customer contact centres, research and development (R&D), IT, manufacturing and services offices in Bangalore, Hyderabad, Chandigarh, Delhi, Pune, Coimbatore, Noida and Chennai. DIPLs first India-based contact centres opened in Bangalore and Hyderabad in 2003; Chandigarh was added in 2005 and our Gurgaon contact centre opened in 2006. The Dell manufacturing (ICC) facility was inaugurated in Sriperumbudur, near Chennai, in Tamil Nadu in 2007. Dell India accounts for the company's largest employee base outside of the United States. In 2010, Dell India became the #1 PC brand in India with a market share of more than 15 percent, according to the IDC Q2CY10 Pulse Tracker.

PROJECT 1 DESIGNING A STANDARD PERFORMANCE MANAGEMENT SYSTEM FOR DELL INDIA PRIVATE LIMITED
OBJECTIVE: To build one common standard Performance Management System for all employees (Individual contributors and People Manager) of both Consumer and Small and Medium Business (CSMB) segment and Public and Large Enterprise (PLE) segment. To make the HOW factors i.e. behavioral parameters of the Performance Management System more objective and metric driven and to hence remove subjectivity bias from it. BUSINESS NEED: Dell India Private Limited, broadly, has two business segments, namely Consumer and Small and Medium Business (CSMB) segment and Public and Large Enterprise (PLE) segment. Both the segments got merged into one commercial, headed by Mr. Sameer Garde. Both the segments used to follow different templates for performance evaluation. This made the Performance Management System very heterogeneous and called for the need of building a standard Performance Management System. Furthermore, to keep the employees motivated, it is important to have an objective and unbiased Performance Management System in place. BENEFITS: A standardized Performance Management System would make all employees be treated on common grounds and thus make performance evaluation and compensation and benefits decisions easy and transparent. By removing subjectivity bias from the Performance Management System, employees would be more motivated as they would be marked on their actual performance without any manipulations. METHODOLOGY:
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 Study the Business to understand the roles of the employees, so that the evaluation parameters can be appropriately chalked out. Study the current Performance Management System. List down the gaps in the current and the required Performance Management System. Recommend the new Performance Management System. Get the proposed Performance Management System reviewed by business leaders to understand the feasibility and implications.

PERFORMANCE MANAGEMENT SYSTEM: Key features of Performance management systems: Performance management is a continuous process. It is focused on the future and not the past. Managers and individuals work together in partnership, so it is a joint process. Managers help individuals in developing Individual Developmental Plans (IDPs) based on the skill gap, for the improvement of the individuals. Performance Management System is development-oriented. Outcome of Performance Management System is a plan that provides for learning and experience that will improve performance and enhance potential. It is a transformational process.

CURRENT PERFORMANCE MANAGEMENT SYSTEM AT DELL:

The Performance Management System consists of the result oriented parameters (WHAT factors ) and the behavior oriented parameters (HOW factors). In case of Individual Contributors, the total performance score is calculated by giving the WHAT factors a weight of 70% and the HOW factors, a weight of 30%. In case of People Managers, the total performance score is calculated by giving the WHAT factors a weight of 60% and the HOW factors, a weight of 40%.

Dell follows the stack ranking method of Performance Management System. Based on the annual performance scores of the employees, they are categorized into 5 categoriesBest (5-7 %) Great (15-18 %) Good (55-60 %) Mixed (12-15 %) Unsatisfactory (1-3 %)

The WHAT factors consist of the following: Annual Blended Attainment Focus Category Retain and Develop

Calculation of scores based on WHAT factors: CSMB Individual Contributors: Inside Sales: 70% * (Annual Blended Attainment) Outside Sales: 70% * (Average of Annual Blended Attainment and Focus Category) Peoples Manager: Inside and Outside Sales: 60% * (Average of Annual Blended Attainment and Retain and Develop) PLE Individual Contributors: Inside and Outside Sales : 70% * (Annual Blended Attainment) People Manager: Inside and Outside Sales: 60% * (Average of Annual Blended Attainment and Retain and Develop) Example: Annual Blended Attainment = 3 Focus category (based on ratio of attained to targets) = 2 Retain and develop = 4

(NOTE: The ratings refer to the ratings used for stack ranking.) Performance Score Based On WHAT Factors:
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Score for an IC (Inside)= 0.7 * 3= 2.1 Score for an IC (Outside)= 0.7 * ( Average(3,2)) = 1.75 Score for a People Manager = 0.6 * (Average (3,4)) =2.1 (0.7 refers to a weight of 70% assigned to WHAT factors in case of an IC and 0.6 refers to 60% weight in case of PM.)

The HOW factors consist of the following: Public and Large Enterprises: Engage Execute Excel Consumer, Small and Medium Business: CSMB Leadership Behavior: It reflects the leadership skills and potential of the people. Other Factors like Team Player, NPS, Initiatives undertaken, People management and development, Discipline, Commitment, channel and market knowledge, Pro-activeness, Net Promoter Score (NPS), etc.)

Calculation of performance score based on WHAT and HOW factors: Individual Contributors: Performance score= (70% * WHAT factors) + (30% * HOWfactors) People Managers: Performance score= (60% * WHATfactors) + (40% * HOWfactors)

PROPOSED PERFORMANCE MANAGEMENT SYSTEM TEMPLATE:

The proposed performance management template shall be used as a standard template across the entire organization. No variations will be required for CSMB or PLE businesses. As per the proposed Performance Management System, the total performance score is calculated, in case of ICs, using a weight of 70% for WHAT factors and a weight of 30% for HOW factors. The total performance score is calculated, in case of People Managers, using a weight of 60% for WHAT factors and a weight of 40% for HOW factors.
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PROPOSED WHAT FACTORS:(Appendix 8) Revenue: It accounts for the revenue earned by the manager in the financial year. Revenues earned due to cross sales, up sales and repeat purchases are also accounted for in this parameter. Profits: It accounts for the profits earned from the total sales. The margins earned on the sales are accounted for in this factor. Enterprise and Solutions: It is used to take into consideration the revenue and margins earned on the enterprise deals.The Enterprise and Solutions factor has been listed out separately to emphasize focus on it and not to include it with the other deals as is being done in the current Performance Management System. (Here values for revenue, margins and enterprise are the attained values expressed as a percentage of target values).

Net Promoter Score (NPS): For Individual Contributors, this factor is calculated by sending surveys to five customers of each IC and then calculating the scores based on the responses. For People Managers, the score is obtained from the Tell Dell score. Tell Dell is a tool used to rate managers. ICs reporting to a People Manager rate him by using this tool. GRID FOR NET PROMOTER SCORE (NPS):
NPS Score >=50% 1 [45-50)% 2 [40-45)% 3 [35-40)% 4 <35% 5

EXPLANATION: If the Net Promoter score for the Individual Contributor or the People Manager is greater than equal to 50%, then he will be rated as Best (score=1), and so on. Consistency: This parameter accounts for the consistency with which targets were met in the entire financial accounting year. It reflects the quarters or year halves in which the targets were met and exceeded. The values shall be calculated using the grid as is being used for the current Performance Management System.

Calculation of Performance score based on WHAT factors:

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Individual Contributors (CSMB and PLE): Performance score= 0.7 * (Average (Annual Blended attainment, Enterprise, NPS)) People Managers (CSMB and PLE): Performance score= 0.6 * (Average (Annual Blended attainment, Enterprise, NPS)) (The Annual Blended Attainment rating for an employee shall be determined from the grid used in the current Performance Management System. So, the Annual Blended Attainment would take into account the consistency of meeting targets as well.) EXAMPLE: Revenues= 100% Margins= 70% Blended Attainment= 50% * (100% + 70%)= 85% Let Blended attainments for the four quarters of the year are 90%, 85%, 85% and 100% respectively. Annual Blended attainment = (90+85+85+100)/4 = 90% So, the employee has met the targets in two quarters (1st and 4th), since 85% < 90% As per the grid, the employee gets rated at 3. Enterprise and Solutions= 4 NPS= 2 (from NPS grid.) Performance Score= 0.7 * (Average (3,4,2))= 2.1

PROPOSED HOW FACTORS: Individual Contributors Sales Transformation (Self-development) Weight= 10% Dell has changed its portfolio from being just a PC maker to an end to end solutions provider. Dells business has transformed from one of boxes to one of boxes and solutions. This parameter acknowledges the talent of the employee in transforming sales in PCs or laptops only to sales in solutions as well. It reflects the ability of an employee to up sell and cross sell. But most importantly it judges the caliber of selling solutions because Dell has yet to make a strong foothold in the solutions space. Coaching, mentoring, team building attitude, etc. are also accounted for in this factor. Above and beyond Weight= 10% This parameter encompasses the Leadership Behaviors and potential of the person. It also includes factors like the proactive attitude, number of change the business initiatives undertaken and implemented, market and industry knowledge, etc. Execute to plan Weight= 10%
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This parameter encompasses factors like drive for results, team player skills, discipline,number of escalations forwarded, number of errors committed, commitment towards deadlines, accuracy, timeliness, etc. People Managers People Metric Weight= 10% It is the objective measure. The attrition rate (no. of ICs reporting to him, who have quit DELL) and Tell Dell Score is accounted for in it. Tell Dell score is a score available for all People Managers, based on the rating their ICs give them. Tell Dell is a tool using which ICs rate their People Managers. Sales Transformation (Self-development) Weight= 10% Dell has changed its portfolio from being just a PC maker to an end to end solutions provider. Dells business has transformed from one of boxes to one of boxes and solutions. This parameter acknowledges the talent of the employee in transforming sales in PCs or laptops only to sales in solutions as well. It reflects the ability of an employee to up sell and cross sell. But most importantly it judges the caliber of selling solutions because Dell has yet to make a strong foothold in the solutions space. Coaching, mentoring, team building attitude, etc are also accounted for in this factor. Above and beyond Weight= 10% This parameter encompasses the Leadership Behaviors and potential of the person. It also includes factors like the proactive attitude, number of change the business initiatives undertaken and implemented, market and industry knowledge, ability to manage ICs and to look after their development, etc. Execute to plan Weight= 10% This parameter encompasses factors like drive for results, team player skills, discipline, number of escalations forwarded, number of errors committed, commitment towards deadlines, accuracy, timeliness, internal co-ordination within the team and external co-ordination with other teams, etc. Calculation of performance score based on HOW factors:

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(All parameters carry equal weights of 10% each) Individual Contributors (Inside and Outside, CSMB and PLE): Score= 0.3 * (Average (Sales transformation, above and beyond, execute to result)) People Managers (Inside and Outside, CSMB and PLE): Score= 0.4 * (Average (People Metric, Sales transformation, above and beyond, execute to result)) EXAMPLE: Consider Individual Contributor, Sales transformation = 2 Above and beyond = 3 Execute to result=4 Performance Score= 0.3 * (Average(2,3,4))= 0.9 Objective metrics for the HOW Factors: How HOW Factor People Metric Sales Transformation Above and Beyond Execute to plan

Objective Metric Tell Dell/ Attrition Rate Sale of solutions Number of change the business initiatives successfully implemented Escalations, number of errors

Calculation of total performance score as per Proposed Performance Management System: Individual Contributors: Performance score= (70% * WHAT factors) + (30% * HOWfactors) People Managers: Performance score= (60% * WHATfactors) + (40% * HOWfactors)

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PROJECT 2 Designing the Summer Internship, PPO policy, Campus Hiring, New Hire Engagement, On boarding and Job Rotation Program(IF/B3 grades) for Dell India Private Limited
OBJECTIVE: To design the following programs for Dell India Private Limited: Summer Internship program Campus Hiring (and PPO) program New Hire Engagement Program On Boarding program Job Rotation program (IF/B3 grades)

BENEFITS OF UNDERTAKING THE PROJECT: DELL India Private Limited (DIPL) does not have the programs. So, the project was undertaken with a view of introducing the Campus Hiring and Job rotation systems into DIPL. Summer Internship program would act as a means for the company to judge the quality of the candidates before finally absorbing them permanently into the organization. Pre Placement Offer policy shall seep into the interns more seriousness and motivation to perform the summer internship properly. Campus Hiring program would put in place a method of recruiting fresh talent pool from reputed B-Schools of India. New Hire Engagement program aims at keeping the new hires engaged with and updated about the company. It shall help Dell in building association with the new hires. Job Rotation program would help in the development of both the new hires and the internal employees. It would prepare the employees to easily adapt to changes, to develop talent to
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have better enterprise expertise, to provide all rounded exposure to all facets of Dell India, to provide strong foothold about organization to new hires and to provide opportunities to current and new hires to assess role fitment.

METHODOLOGY: Study the programs of other companies to benchmark best practices. Collect information about the time when B Schools conduct Summer Internship process and Campus hiring process. Prepare a calendar for the programs. Summer Internship, Campus Hiring (And PPO), New Hire Engagement And On Boarding Programs: List down the profiles for campus hiring. List down the B-Schools to be targeted for hiring process (Average salary package offered in the college, salary slab offered by Dell, etc. must be considered). Design strategies for conducting the Summer Internship and Campus Hiring (and PPO) processes. Chalk down the Recruitment and Selection manual consisting of all steps to be followed during the process. Prepare the forms like Application form, Case study evaluation form, Interview forms and Reference check forms. Design the New Hire Engagement Program. Design the On boarding program. Get the recommended programs reviewed by business leaders to check their feasibility and implications. Job Rotation Program: Study the business and the various employee roles. Decide on the roles to be covered for the rotation program.

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Chalk out strategies for job rotation (cross business rotation strategy, cross functional rotation strategy, etc.) Select the strategy that best suits the business. Get it reviewed by business leaders to check its implications and feasibility. Chalk down the selection process for current employees. Chalk down the training modules for the Rotation program. Chalk down the evaluation policy and the job permanence (role permanence at the end of rotation) strategy. Prepare the forms like Job Rotation Application form, Evaluation for, etc.

PROGRAM OUTLINE WITH PROPOSED TIMELINES Internship (Selection: August- January; Project: April-May) Recruitment and Selection process / PPO (December - January) New Hire engagement program (February April) On- boarding process (May June) Job Rotation Program (July April) Program Calendar: September October November August Summer Internship Selection Process Campus Hiring 1. 2. 3. 4. 5.

December

January

February

March

April

May

Summer Internship Campus Hiring New Hire Engagement Program On Boarding Program

June

July

August
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Sept

October

On Boarding Program Rotation 1 Rotation 2

November Rotation 2

December Rotation 3 PPO

January

February

March Rotation 4

April Rotation 4

May Evaluation for job permanance

PROPOSED NUMBER OF INTERNS,PPOs AND NEW HIRES: PROFILES COVERED: Open positions in Dell India (Sales, Marketing) at IF/ B3 grades NO. OF INTERNS: 10-12 per year NO. OF NEW HIRES: 4-5 per year NO. OF INTERNAL EMPLOYEES: 1-2 per year B-SCHOOLS TO BE TARGETED FRO SUMMER INTERNSHIP AND CAMPUS HIRING PROGRAMS: The proposed list of B schools to be targeted for the Campus hiring process is as follows: JBIMS (MUMBAI) NMIMS (MUMBAI) NITIE (MUMBAI) SIBM (PUNE) XIMB (BHUBANESWAR)

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MDI (GURGAON) IMT (GHAZIABAD) MICA (AHMEDABAD) GREAT LAKES INSTITUTE OF MANAGEMENT (CHENNAI) SIBM (BANGALORE)

(NOTE: Suggested list of B Schools but not limited to the above names)

PROPOSED SUMMER INTERNSHIP PROGRAM

SUMMER INTERNSHIP SELECTION PROCESS TIMELINE: August to January (Depending on B Schools i.e. depending on the months in which the specific B school would be conducting the process.) SELECTION PROCESS: Requisitions would be raised by the hiring managers. The Hiring managers would share information about the profiles and specialization required, the stipend to be offered, the competencies required, etc. with the University Relations team. The UR team would contact the Placement Committees of the targeted B-Schools and would specify to the colleges the requirements.

OPTION 1: CAMPUS VISIT (For B Schools in which SIP and Final Placement can be conducted simultaneously)-

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For B Schools, which can conduct the summer internship selection and campus hiring process simultaneously, the company can visit the campus. The Summer Internship selection process, in this case, shall be as follows: A pre placement talk (covering areas like Dell organization, profiles offered, etc.) shall be delivered by UR team member. After the Pre placement talk, resumes shall be invited. The resumes shall be shared with the business SPOC, who in turn shall shortlist them. The shortlisted candidates shall undergo the case study discussion round. It shall be an elimination round. Cases shall typically be developed by the Business team. The candidates who get shortlisted from the case study discussion round shall undergo the Business interview round (not an elimination round), judged by the Business SPOC. HR interview round shall follow the business interview and would be judged by the HR/UR team member. Based on the cumulative scores for the business and HR interview rounds, the final shortlist of candidates shall be declared, who would be given the offer letter for Summer Internship with Dell India Private Limited.

OPTION 2: Video Conferencing ((For B Schools in which SIP and Final Placement can NOT be conducted simultaneously)For B Schools, which cannot conduct the summer internship selection and campus hiring process simultaneously, the company can visit conduct the Summer Internship Selection process on VCON, as follows: The resumes can be invited at least one day before the Summer internship selection process and be shared with the business for resume shortlist process. A pre placement talk (covering areas like Dell organization, profiles offered, etc.) shall be delivered by HR. This shall be followed by the announcement of candidates whose resumes have been shortlisted. The selected candidates shall undergo the Business interview round (judged by Business SPOC) and HR interview round (judged by HR). Based on the cumulative score of the two interviews, the final shortlist of selected candidates can be announced and they can be offered letters for summer internship with Dell India Private Limited.

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SUMMER INTERNSHIP: DURATION: 8 10 weeks (April - May) Project shall be given as per the business need. A Project Guide/ Mentor shall be assigned to each intern. The mentor shall assign projects to the intern and shall, from time to time, keep a check on the work done by the intern. The final evaluation of the intern shall also be done by the mentor. The evaluation of the summer interns shall be as follows:

EVALUATION SHEET BASED ON PROJECT DELIVERABILITY: (Scores to be given out of 100) CRITERIA WEIGHT (%) Deliverables met/ sales transformation Impact on Business Market/ Industry Knowledge Innovate (Encourages new ways of looking at problems, processes, or solutions and creates an environment that encourages smart risk-taking, tries out new ideas) Networking and communication skills Ability to learn and grasp things Leadership Potential, Internal and External customer focus 25 10 10 15

15 10 15

EVALUATION SHEET BASED ON INDIVIDUAL ASSESSMENT: (Scores to be given out of 100) CRITERIA WEIGHT (%) Academics Extra Curricular Communication skills Positions of responsibility 20 20 20 20

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General Awareness

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Final rating of the Summer intern= 50% * Project deliverability + 50% * Individual Assessment = 50% * {(25% * Deliverables met) + (10% * Business impact) + (10% * Market knowledge) + (15% * Innovate) + (15% * Networking Skills) + (10% * Ability to learn) + (15% * Leadership potential)} + 50% * {(20% * Academics) + (20% * Extra-curricular achievements) + (20% * communication skills) + (20% * Positions of responsibilities) + (20% * General awareness)}

PROPOSED PRE PLACEMENT OFFER (PPO) POLICY

TIMELINE: Latest by first week of December Based on the final performance rating given to the interns and the business need, Pre Placement Offers can be given to the candidates latest by first week of December. It is so because, in most B Schools, final placements begin by mid-December. So, if PPOs are given before the final placements begin, then the candidates can choose to opt out of the college final placements process and accept the PPOs offered by Dell. Benefits of offering PPOs:

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PPOs act beneficial in two ways: Firstly, when interns know that there is scope for PPOs, they become more motivated and serious towards Summer Internship, and hence put in quality efforts. Secondly, as the candidates have worked with the company for two months, it becomes easy and effective for the company to judge the candidates better and to choose from the interns than to judge new campus hires in just 20 minutes of interviews.

DESIGN OF CAMPUS HIRING SYSTEM

CAMPUS HIRING:Campus placement or campus hiring is the program conducted within educational institutes or in a common place to provide jobs to students pursuing or in the stage of completing the program. In this program, industries visit the colleges to select students and offer them jobs, depending on their ability to work, capability and focus. Benefits of the Campus Hiring Program: Colleges are a source of highly qualified applicants. So, campus hiring shall prove to be a good medium of recruiting fresh talent into the business.

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Dell India Private Limited does not have a campus hiring program. So, by designing the Campus Hiring Program and by implementing the same, Dell India Private Limited would have a systematic process of pooling in fresh talent from the colleges. Apart from enhancing relationships with the colleges, the program shall help Dell in regularizing the hiring process.

PROPOSED CAMPUS HIRING PROGRAM TIMELINE: December to January (depending on B Schools.) PROFILES OFFERED: All roles of the sales unit of Dell India Private Limited, at the B3 level. SOME KEY FEATURES TO BE CONSIDERED DURING RECRUITMENT AND SELECTION: Diversity must be considered during Recruitment and Selection. Care must be taken to recruit a pool of candidates who are diverse in terms of gender, geography, culture, etc.

EXPLANATION: Pre work for Campus Visit: The Hiring Managers shall post requisitions to the University Relations (UR) team of DELL. The Profiles and job descriptions, etc. shall be properly communicated to the UR team. The salary and other job benefits must be decided upon by the business SPOCs. This is often an executive level decision depending upon the position in question. The fixed and variable components are decided. The decision is documented and included in the salary structure. The UR team would contact the Placement Committees of the targeted B-Schools and specify to the colleges the requirements. Business SPOC shall accompany theHR/UR team member during the campus visit on the day of recruitment. Recruitment and Selection Process (on the day of visit to the campus): 1. Pre Placement talk:

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Pre placement talk usually gives a good impression about the company. PPTs give the corporate an opportunity to present their organization and an opportunity for the student community to learn about the prospects that lie ahead. Pre placement talk shall be delivered by the UR team member. (Areas like the company profile, facts about DIPL, growth in the past few years, revenue and profits, job profile offered and expectations from the same, remuneration and other benefits, etc. must be covered in the PPT. The candidates must be clearly informed about the Job Rotation Program.) 2. Resume Shortlist: Following the PPT, resumes would be invited.If the college does not have a specified resume template, then the application forms designed shall be used. Else resumes based on the colleges specified template would be used.The application form has to be filled by candidates appearing for the interview providing basic information about them. The candidates may need to submit a filled form and their resumes (or only one of them) and generally passport sized photographs and a copy of their identity proof. The content of the application shall be: Name and other personal details like (address, DOB, nationality and contact number(s)). Educational qualifications Position applied for and expected salary Reference by current employees in the organization Work experience i.e. details regarding previous employment o Reason for the switch o Previous CTC o Timings in the organization o Notice period Legal information like previous conviction, details of ID proof, etc. Declaration by the candidate. (Please refer to the sample form in APPENDIX 1.) Resumes shall be shortlisted by the Business SPOC. 3. Case Study Discussion:

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Selected candidates shall have to participate in case study discussion round. Cases would typically be pertaining to the business and would be developed by the business team. The Case study discussion would be judged by a business SPOC, with / without a member of the HR/UR team. Case study discussion shall be an elimination round. Selected candidates would proceed for interviews. NOTE: More than one panel shall be set up to fasten the process. The candidates shall be evaluated on parameters given in APPENDIX 2 4. Interviews (Business interview and HR interview) The business interview shall be judged by Business SPOC. Business interview round shall not be an elimination round. The HR interview shall immediately follow technical interview round and may be judged by the Business SPOC or by the HR/UR team member or by both together. 2- 3 panels for case study discussions and for interviews are preferable to reduce time.Each panel may consist of 1-2 (Business SPOC + HR/UR team member) panelists.The business SPOC should belong to at least C2 level. There shall be only 1 business and 1 HR interview round. Based on the cumulative scores for both the interview rounds, final shortlist shall be prepared who would be offered the job. (NOTE: More than one panel shall be set up to fasten the process. APPENDIX3 shall be used to evaluate the interview rounds. ) 5. Final Shortlist: Based on the evaluation scores, the top 1-2 performers (or as may be required) are shortlisted for the job profile. Reference check is optional (preferable in case of an important position) (NOTE: A buffer of 2-3 candidates, apart from the ones who have been offered the job to, can be maintained for contingencies. An optional Reference check can be done for important positions, APPENDIX 4) 6.Job Offer: After the successful completion of the above mentioned stages, the applicant is forwarded the job offer letter which constitutes of the following according to the general trends: Job Content Salary Base Salary

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Commissions Bonuses Projected Salary Increases Benefits Vacations Leaves Insurances offered (if any) Pension Plans Stock options (if any) Flexibility in timings and general organizational culture (uniform, disciplinary policies, etc.) Promotion and growth opportunities.

Also, DETAILS OF ANY EMPLOYMENT BOND must be given before the candidate signs the offer letter.

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PROPOSED NEW HIRE ENGAGEMENT PROGRAM

TIMELINE: 3 Months (February April) The main aim of the new hire engagement program is to keep the candidates updated about DELL and the activities going on inside DELL. It also helps in increasing the attachment of the candidates with DELL during the break of around four months from the day of offer of job to the joining day. DELL doesnt have a New Hire Engagement Program. So, the following are the proposed features for the New Hire Engagement Program: The selected candidates can be included on blogs and chat rooms, like Dell blog site or LinkedIn discussion threads, etc. Emails can be sent to the selected candidates on a monthly basis. The content of the mails can be as follows: o Updates on Dell organization, products etc. like the launch of XPS 13, acquisition of SonicWall etc. o Videos showcasing the various Dell premises, security & safety measures, facilities etc. Goodies like a pens, Dell T-shirts, mugs and sippers with Dell logo, etc. can be couriered to the candidates.

By engaging the selected candidates in the above mentioned ways, Dell would be able to indirectly build attachment and loyalty in them for the organization.

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PROPOSED ON BOARDING PROGRAM

TIMELINE: 2 Months (May - June) Onboarding, also known as organizational socialization, refers to the mechanism through which new employees acquire the necessary knowledge, skills, and behaviors to become effective organizational members and insiders. Benefits Of On Boarding Program: Research has demonstrated that these socialization techniques lead to positive outcomes for new employees such as higher job satisfaction, better job performance, greater organizational commitment, and reduction in stress and intent to quit.

Proposed On Boarding Program For Dell:

Duration of the program- 6 weeks (First Mon of the May to last Friday of the June) Program Details: (Considering 5 working days per week, the proposed On Boarding Program shall be a 6 week program. On covering each business unit, the candidates shall fill up the Business Unit On Boarding form given in Appendix 5) Day 1 Agenda Time Schedule Registration 9:30-10:00 am Explanation of Joining Dockets 10:00-10:30 am Break 10:30-11:30 am Submission of Joining Dockets 11:30-1:00 pm Lunch 1:00-2:00 pm FHPL registration 2:00-3:00 pm Bank Account Opening 3:00-4:00 pm Dell Corporate Overview 4:00-5:00 pm Dell in India 5:00-5:30 pm
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Day 2: Agenda Facilities IT Support Break HR Programs & Policies Lunch Winning with Integrity Payroll Break Credible Escalations Total Value Proposition Collect Feedback & Distribution of training schedule Day 3: Agenda Videos Floor Walk Lunch Team Building Activity Day 4-15 (Business Unit On Boarding) Meeting with the business head. The head would talk to the candidates about the roles in the business, business overview, work culture followed in the business, etc. The mentors would be introduced to the candidates. Following this, the mentors would explain to the candidates the working of the business and the roles in detail. Time Schedule 10:00 - 11:30 am 11:30 12:30 pm 12.30 2:00 pm 2:00 4:00 pm Time Schedule 10:30 am - 11:15 am 11:15 - 11:45am 11:45am - 12:00pm 12:00 - 1:00pm 1:00pm - 2:00pm 2:00pm - 3:00pm 3:00pm- 4:00pm 4:00pm - 4:15pm 4:15 - 5:00pm 5:00pm - 5:30pm 5:30pm - 6:00pm

Understand Inside Sales (in practice)under the guidance of the mentor. Understand Outside Sales (in practice) under the guidance of the mentor. End of Day:Filling up of the form on Business Unit On boarding.

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No. Business Unit of days 3 DIPL(inside/outside sales) GFS Order Processing Factory Logistics Services Care Tech Support Sales first

Tasks

Owner

Briefing by business head on: Roles in business Work culture Business Overview

Business SPOC

2 1 1 1 2 1 1 15

Introduction to buddy Explanation of roles and business working in detail, by buddy Summarize business understanding

Training TOTAL NO. OF DAYS =3+12+ 15=30

Sales Training

TRAINING MODULE Day 16-30 Sales First (Formal Training) Day 1 Duration 90
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Agenda/ Module HR Formalities

30 30 30 30 30 30 60 60 30 90 50 2 60 60 30 30 60 60 30 60 30 150 240 60 90 120 60 240 60 120 90 240 60 270

SALES FIRST BRIEFING Business Leader Kickoff CSMB Strategy & Purpose Business Leader Kickoff SMB Dell India Sales Directions Business Leader Kickoff Channel Directions Business Leader Kickoff SMB Dell India Enterprise Directions Services Directions LUNCH Inside Sales Update SMB Dell India Marketing HR Introduction Customer Care Pricing Desk Order Processing Compensation & Business Operations Finance Credits LUNCH Trade Compliance Dell Channel Model Tech Support Services Training Dell New Business Model LUNCH Green IT Introduction to EBR S&P Products and services overview SPI Sales Methodology (Solution Selling) LUNCH SPI Sales Methodology (Solution Selling) Services Training (ICS) Customer Mindset Program LUNCH Customer Mindset Program

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60 120 60 270 240 270

Enterprise Foundation R (Server) Introduction Enterprise Foundation R (Server) LUNCH Enterprise Foundation R (Server) Enterprise Foundation R Storage & Software Enterprise Products Competitive Portfolio Client Training - Laptop LUNCH Client Training - Desktop & Workstation Dell SSS (Solution Selling Series) LUNCH Dell SSS (Solution Selling Series) Customer Relationship Management LUNCH Customer Relationship Management Case Study Preparation SFDC Theory SFDC Hands on LUNCH SFDC Theory SFDC Hands on Customer Relationship Management LUNCH Customer Relationship Management Case Study Review LUNCH Qualitative Assessment - Business Scenarios (Team Presentation) Debrief with Participants & CLOSING! (Cake Cutting Ceremony) GII Theory LUNCH GII Hands on GII Theory GII Hands on

270 60 240 240 60 270 240 60 240 60 120 120 60 120 120 240 60 240 240 60 120 30

10

11

12

13

14

120 60 90 90 120

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DESIGN OF JOB ROTATION PROGRAM FOR THE IF/B3 GRADES OF DELL INDIA PRIVATE LIMITED
Program Duration: 10 months (July April) + 2 months on boarding program mentioned earlier. No. of Rotations: 4 Candidates: All new hires and the internal employees, who have applied for the program. FLOWCHART FOR JOB ROTATION PROGRAM

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STEP 1: Identification of Candidates for Job Rotation Program: Campus Hires (IF/B3 level) and interested internal employees (IF/B3 level) are eligible for the program. The internal employees shall apply for the program latest by mid-February (APPENDIX 6). The existing personnel would have to go through the Case study discussion and HR interview rounds. (The cases shall be typically developed by the business. Panel for the HR interview should have an official belonging to at the least the C1 grade.) The final list of selected candidates should be ready by mid-March to end of March. The On boarding program shall start in the month of May and would go up to the end of June. Sparing the first two days, the selected existing personnel will be a part of the on boarding program as well. STEP 2: Recommended Job Rotation routes: (During each rotation, the candidates shall use a project book, as shown in Appendix 7) STRATEGY 1: (Project based Rotations)

Duration of each Rotation: 2.5 Months The candidates shall be given projects as per the business needs. Each Project would be of 2.5 months duration. Each candidate would execute 4 projects. The projects can pertain to any business segment (CSMB or PLE) or any business function (Marketing, Sales Operations, etc.) The candidates would be assigned mentors to guide them in the deliverability of the projects. The mentors shall evaluate the candidates under them. At the end of rotation, the candidates shall be put in any of the segments, based on business needs.
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STRATEGY 2: (Role Based Rotations)

Duration of each rotation:While the rotations into the inside role would be of 2 months, those into outside roles would be of 3 months each. Inside Sales Account Management and Account Executive are inside roles. Whereas Services Account Executive and Sales Engineer are outside roles. These roles would be fixed, but the rotations may span across business segments i.e. say for example, the employee may start in Inside Sales Account Management role of CSMB segment, then move to Account Executive role of PLE segment, etc. 1/4th of the candidates would be put in each role at a time and then rotated. So it is a round robin format. Say for example, a person is put into the role of Inside Sales Account Management, then he will rotate to the role of Account Executive, then to Services Account Executive and then finally to Sales engineer role. At the end of one year, the candidates would be placed in any of the 4 roles mentioned.

STRATEGY 3: (Function Based Rotation)

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Outside Sales

Duration of each rotation: 2 months each in Inside sales, Support and Enterprise, 4 months in Outside sales. The candidates would undergo three rotations in a round robin fashion in the fields of Inside sales, Support functions like Marketing, sales operations, etc. and Solutions. They would deliver projects in each of these rotations. 1/3rd of the candidates would be placed in each role and would be rotated in round robin fashion. After a period of 6 months consisting of three rotations of 2 months each, the candidates would move into the role of outside sales. The candidates would be in the role of Outside sales for 4 months. The roles shall span across business segments i.e. say for example, the candidate may be in Inside sales of CSMB segment but in the Outside sales of PLE segment. At the end of one year, the candidates would be placed in Outside sales role.

RECOMMENDATIONS: Of the three strategies listed above, the third strategy is the most appropriate one. This is so because, as per the third strategy, all candidates would finally be absorbed into outside sales. So, it prescriptively lists down the profiles during campus hiring.

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Also, be it any strategy, at the end of the year, the top 80% candidates would be promoted to C1 grade. C1 grade consists of only Outside sales roles. So, third strategy makes sense, as candidates would be put into outside sales at the end of the rotation. STEP 3: Training modules during rotation 70:20:10 plans were chalked out for the various roles covered in the job rotation program. As per the 70:20:10 plan, a candidate would learn 10% about his role from formal training, 20% from peer and colleagues and 70% from practical experience while being on the job.

70:20:10 Plans: Inside Sales Representative LE ON THE JOB 70% Learning and improving from day to day operations. Be open, adaptable and ready to learn from every sales experience Manage and learn from escalations by being proactive and responsive in interactions with the customer Work on improving CE and NPS Participate and contribute in Best Practice Sharing Sessions Learn processes, tools and systems relevant to the job

LEARNING FROM OTHERS 20%

Learning through the Buddy System. Buddy up with fellow colleagues and learn from experience beyond ones own sales experiences Attend training program on Sales Skills, Negotiation Skills and Mail Management Attend training program on Customer Handling Skills and learn to handle escalations and irate customers etc. Training Sessions with ISDMs on Technology Updates on Services

LEARNING THROUGH TUTORIALS, CLASSES 10%

Sales Engineer
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ON THE JOB 70%

LEARNING FROM OTHERS 20%

Serves as a technical authority within the organization and with customers. Builds external alliances with customers and industry experts to gain and share information and industry trends. Creates products and/or solutions that enhance Dells ability to deliver services to clients. Be a SPOC for all solutions related issues with customers. Coach sales teams. Assist sales team in technical closure and price closure. Expand services portfolio with every customer solution proposed. Every technology solution like Virtualization, Exchange, SAP migration, etc have a service requirement, ensure a service attach to solutions being sold to expand services portfolio. Use critical sales tools, SFDC to track customer requirements, Sales edge to increase knowledge base on solutions and funnel web to track on quote tap, funnel tap, downloads on orders. Make Solution center visits regularly to upgrade on hands on working on products. Regular partner interactions with EMC/Oracle/Symantec etc to understand on customers we are not working with and also to expand our breath of customer base. Work with Engagement Manager on How to articulate infrastructure and Managed consulting services Work with Enterprise Technologist on ERP applications, Virtualization. Work with Account Managers on account management skills.

on sessions in Labs. Certification on Virtualization (VCP). http://saba.us.dell.com/Saba/Web/Main Link to My Learning website for taking the required Compliance Training courses http://pencocecp01.pen.apac.dell.com/asgwebsite/content.asp? prg_id=22 Link for accessing the Enterprise Technologist Tutorials and training Services Account Executive

Attend partner training program done by Microsoft, VMWare, LEARNING Symantec, etc. THROUGH Attend training program on Presentation Skills and Management TUTORIAL program. S, CLASSES Attend ETT sessions. Hands on training on products through hands 10%

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ON THE JOB 70%

Identifies customer needs/requirements and recommends/quotes appropriate Dell Enterprise products/solutions. May be an enterprise specialist (Networking, Servers and/or Storage). Focuses on passionate delivery of a positive and rewarding customer experience according to Dell standards and tries to build strong customer relationships Expand services portfolio with every customer solution proposed. Every technology solution like Virtualization, Exchange, SAP migration, etc. have a service requirement, ensure a service attach to solutions being sold to expand services portfolio. Stays updated about dells products and that of the competitors. Make Solution center visits regularly to upgrade on hands on working on products. Regular partner interactions with EMC/Oracle/Symantec etc to understand on customers we are not working with and also to expand our breath of customer base. Work with Engagement Manager on How to articulate infrastructure and Managed consulting services Work with Enterprise Technologist on ERP applications, Virtualization. Work with Account Managers on account management skills.

LEARNING FROM OTHERS 20%

LEARNING Attend partner training program done by Microsoft, VMWare, Symantec, etc. THROUGH TUTORIALS Attend training program on Presentation Skills and Management program. , CLASSES Attend ETT sessions. Hands on training on products through hands on 10%
sessions in Labs. Certification on Virtualization (VCP). http://saba.us.dell.com/Saba/Web/Main Link to My Learning website for taking the required Compliance Training courses http://pencocecp01.pen.apac.dell.com/asgwebsite/content.asp?prg_id=22 Link for accessing the Enterprise Technologist Tutorials and training

STEP 4: Evaluating the candidates: The candidates shall be evaluated by their assigned mentors.
41

Mid reviews would be conducted at the mid of the rotation. Final performance evaluations shall be done at the end of each rotation by the mentor. Performance score shall be calculated for each candidate at the end of the rotation. At the end of 10 months and 4 rotations, the average of the performance scores of the four rotations shall be calculated for each candidate. Based on these scores, top 80% of the candidates shall be promoted to the level of IG/C1 from IF/B3 grades. Again, at the end of the 1 year rotation program, each candidate would be having an idea as to which role befits him the most (the rotation out of the four rotations, in which his individual score is the highest. Say for example, a candidate score 65, 78, 93 and 55 in his four rotations respectively, then it means that the role he played in rotation 3 befits him the most.) If openings are available in the roles in which the candidates performed the best, then they will be put in these new departments, else they will be placed back in to their home department. Whether new department or the home department, top 80% candidates would get promoted to IG/C1 grades. Bottom 20% of the candidates remain in their erstwhile roles without change of grade.

Evaluation sheet for Job Rotation Program: (Scores to be given out of 100) CRITERIA Deliverables met/ sales transformation Impact of project undertaken on Business Market/ Industry Knowledge Innovate (Encourages new ways of looking at problems, processes, or solutions and creates an environment that encourages smart risktaking, tries out new ideas) Networking and communication skills Ability to learn and grasp things WEIGHT (%) 25 10 10 15

15 10

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Leadership Potential, Internal and External customer focus

15

Performance score= {(25% * Deliverables met) + (10% * Business impact) + (10% * Market knowledge) + (15% * Innovate) + (15% * Networking Skills) + (10% * Ability to learn) + (15% * Leadership potential)} Example: Scores out of 100: Deliverables met =70 Impact of project undertaken on business= 80

CALCULATION OF SCORE OF THE CANDIDATE:

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APPENDIX 1
APPLICATION FORM PERSONAL DETAILS

Please affix your colored passport sized photograph here.

1. Name (In Block Letters): . 2. Fathers/Husbands Name: Occupation: . 3. Present Address: Telephone Number:. Mobile Number: . Email Id: .. 4. Permanent Address: Telephone Number:. Mobile Number: . Email Id: .. 5. Date of Birth (DD/MM/YY):. Age: 6. Nationality:
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 EDUCATIONAL QUALIFICATIONS: Qualification (Starting with the Latest) Regular/ Correspondence Year of Passing University College/School % Marks secured

EXTRA-CURRICULAR ACTIVITIES:

AWARDS AND CERTIFICATIONS:

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WORK EXPERIENCE: Name of From To Designation Gross the (DD/MM/YY) (DD/MM/YY) Salary Company (start with most recent) Reportin g To Reason of Resignation

CURRENT SPECIFICATIONS: 1. Position Applied for: 2. Have you ever applied/worked for a job in Dell ? Yes/No If Yes: Name of Department:.. Date of Application/ DOJ or Date of Relieving: Outcome of interview/ Reason of Leaving: 3. Do you know anyone from Dell? Yes/No If Yes: Name: Department: Designation:

6. I hereby solemnly declare and affirm that the particulars and information given above are true and correct and that I have knowingly withheld any fact or circumstances. I also understand that in case of willfulmis-statement or concealment of any material fact, my services are liable for immediate termination and dismissal.

Candidates Name:

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Place: Signature:

Date:

APPENDIX 2GROUP DISCUSSION PROFICIENCY EVALUATION FORM

Note: Participation level: Participated in the GD with relevant points Contribution of ideas: Added innovative and relevant ideas to the GD Leadership skills: Tried to manage the GD well; gave the speakers who couldnt speak, a chance to do the same; managed the flow of the GD when it moved tangential; tried to manage a heated GD Delivery Skills: Clarity of speech; audible; controlled aggression; emphatic; confidence Attention to other participants: Attentive to others points i.e. listening ability; ability to further the relevant points of others SCORING METHODOLOGY: 1- Lowest 5- Highest

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TOPIC FOR DISCUSSION: Enter each group members name in a Speaker box. Evaluate each speakers contribution to the discussion. Put a check in a speakers box each time that speaker displays one of the following discussion skills. This information will then be used to evaluate the discussion. Name Discussion skills 1 2 3 4 Participation level Contribution of ideas Leadership skills Delivery Skills Attention to other participants Total score FINAL SHORTLIST FOR NEXT ROUND (INTERVIEW ROUNDS) Selected Rejected Name Name Name Name

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APPENDIX 3

INTERVIEW EVALUATION FORM

Applicant's Name: ______________________________________________________________ Position Applied for: ____________________________________________________________ Date(DD/MM/YY)____________________________________________________________

LEVEL 1 Interview Technical Evaluation Criteria: 1-Poor (not fit for the job), 2-Below Average (doesnt meet requirements will need extensive training) , 3-Average (Meets expectation will need training) , 4-Good (Can perform under experts guidance need not undergo training) , 5-Exceeds expectations (Does not need training)

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Skill/ Attribute

Applicability ( or O)

Level 1 Interview (Comments & Rating)

1. Analytical Skills 2.Quantitative Aptitude

3.Direct Client Interaction 4.Domain Expertise

5. Awards/ Certifications

6. Direct Exposure

LEVEL 2Interview

HR Evaluation Criteria: 1-Poor (not fit for the job), 2-Below Average (does not meet job requirements), 3-Average (meets expectations), 4-Good (exact fit for the job profile) , 5-Exceeds expectations Skill/ Attribute 1. Professional discipline 2. Leadership Planning/Tracking Applicabilit y( or O) (Comments & Rating)

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Team Handling

Team motivation 3. Decisiveness & assertiveness 4. Reasoning & judgment 5. Inter-personal & Communication skills 6. Current and expected role 7. Career aspirations 8. Maturity with respect to past experience/ roles 9. Stability

OVERALL EVALUATION
Overall Rating - 1 (Expertise in areas worked on) Level 1 Interview Overall Rating - 2 (Expertise in relevant areas) Remarks Interviewed By (Name & Signature of Interviewer)

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Level 2 Interview

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APPENDIX 4PRE-EMPLOYMENT TELEPHONE REFERENCE CHECK

Applicants Name:______________________________________ Position Applied For:_______________________________________________ Previous Employer:____________________________________________ Company:_________________________________________________________________ Address:______________________________________________________________________ ________ Date:__________ State:____________________________ Zip Code:________________________ Person to Contact/Title:______________________________________________________________ Phone:

_______________________________has applied for the _____________________position with our company and has told us that he/she was previously employed by your company. May I have a few minutes of your time to ask a few brief questions? Was____________________ employed in your company? (Yes/No) Employment was from____________ to _____________ Starting position he/she held in your company_______________________________________________ Last position he/she held in your company__________________________________________________ What was the nature of work and job responsibilities? _____________________________________________________________________________ _____________________________________________________________________________ ________________
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Tell me how you would rate him/her in the following areas: 1=Outstanding 2=Very Good 3=Good 4=Needs Improvement 5=Unsatisfactory Attendance Cooperation Initiative 1 2 3 4 5 Productivity 1 2 3 4 5 Job Knowledge 1 2 3 4 5 Reliability 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5 Quality of work Communication Creativity 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5

What would you consider to be his/her strongest point? _____________________________________________________________________________ _____________________________________________________________________________ __ Weakest point? _____________________________________________________________________________ _____________________________________________________________________________ __ Would you rehire him/her? Yes/No. Why? _____________________________________________________________________________ _____________________________________________________________________________ __ What was his/her reason for leaving? _____________________________________________________________________________ _____________________________________________________________________________ __ Do you have additional comments? _____________________________________________________________________________ _____________________________________________________________________________ __ Name of Person Who Conducted the Telephone Reference Check:_______________________________ Date: _________________

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55

APPENDIX 5BUSINESS UNIT ONBOARDING PROGRAM

Name of the candidate: Business Unit: Mentor: Business Overview (Span of business, offerings of the business, facts about the business, Impact of the business on DELL, etc.):

Activities done:

Facts about the Roles (types of projects undertaken, competencies required, etc.):

Signature of the candidate

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Date:

APPENDIX 6JOB ROTATION PROGRAM APPLICATION FORM

Date: Name of the candidate: Current Business Unit: Current Position: Current Manager: No. of Years at Dell Inc.: Current Grade:

Strengths/ competencies You possess:

Competencies You seek to develop from the rotation program:

Signature of the Candidate

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APPENDIX 7
Name of the candidate: Name of the manager: Business Unit: Position (Profile) Rotated to: Grade: Project Title:

PROJECT BOOK
Date:

Details of the project (Objectives/Deliverables):

Evaluation Parameters:

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Methodology: _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _______________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ ______________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ ______________________________________________________________ People Met: Within Dell Inc. Outside Dell Inc.

Sources of information (company papers, websites, etc.) used:

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PROJECT DETAILS _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ __________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ __________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________
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_____________________________________________________________________________ ______

Signature of the candidate

Date:

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APPENDIX 8

Grids To Be Used For The Proposed Performance Management System

The Grids shall be used both for Individual Contributors and for People Managers of CSMB and PLE: GRID FOR NET PROMOTER SCORE (NPS):
NPS Score >=50% 1 [45-50)% 2 [40-45)% 3 [35-40)% 4 <35% 5

If the Net Promoter score for the Individual Contributor or the People Manager is greater than
Attrition rate Score [010)% 1 [10-13)% 2 [13-16)% 3 [16-20)% 4 >=20% 5

equal to 50%, then he will be rated as Best (score=1), and so on. GRID FOR ATTRITION RATE: (Applicable only to People Managers)

If the Attrition rate of the ICs reporting to a people manager is less than 10%, then the People manager will be rated as Best (Score=1).

GRID FOR TELL DELL SCORE: (Applicable only to People Managers)

Tell Dell (Inspiring Leader) Score >=8 5% 1 [7075)% 4

[80-85)% 2

[75-80)% 3

<70% 5

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If the Tell Dell score of a people manager lies within 75-80%, then the People manager will be rated as Good (Score=3).

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REFERENCES
WEBSITES: www.clc.executiveboard.com www.ge.com/in/ www.jnjindia.com http://en.wikipedia.org/wiki/Performance_management http://en.wikipedia.org/wiki/Onboarding

BOOKS: Performance Management by Herman Aguinis

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