6

CHAPTER 1




RATIONALE FOR STUDY







7


INTRODUCTION
This chapter Rationale for the study deals with the importance of the study to the
researcher, why this study was carried out by the researcher and the learning expectations of
the researcher involved in this study. This chapter also describes in brief the importance of
Recruitment and Selection as a Human Resource function and the benefits of Recruitment
through a RPO for an organization.

RATIONALE FOR THE STUDY
The researcher did the project in Study of Recruitment and Selection process in a RPO ,the
researcher aim at analyzing observing exploring and identifying the various aspects of
Recruitment and Selection .The reason behind taking up this topic is the importance of
Recruitment and Selection as a Human resource function. Doing MBA in Human Resource,
this topic was taken up so as to understand how the processes are carried out in the
Organization.
Again, the organization in which the researcher worked, analysis of Recruitment and
Selection was not done formally, so it was essential to study this for the organization and
bring into light the strengths and weaknesses of the Recruitment and Selection process as
performed in the organization .There by the researcher could give suggestions for
improvements in the process and also identify the various important aspects of the process.
One of the most important functions of Human Resource is Recruitment and Selection, its
practical application have been of great interest for the researcher as a student. To actually
learn about the process of Recruitment and Selection as performed in an organization, this
study was taken up. Again, RPOs are one of the new trends in business nowadays,
outsourcing is done by most of the organizations to save cost as well as to save time and get
8

appropriate and suitable employees. Thus, this study of Recruitment and Selection process in
a RPO was taken up.
The researcher expected to learn how the total process of recruitment and selection is carried
out in the RPOs, from getting the requirement of openings from the respective Clients to
actual appointment of the most suitable candidate. This was also an opportunity to have a
firsthand experience to know how the actual work culture of the organizations are, the work
environment in an organization, the day to day challenges faced by the employees and how
they tackle the problems.
The researcher wanted to make the most of the opportunity to actually work in an
organization, get as much exposure as possible of the practical usage of the theories taught to
us in Human Resource. The reason behind taking up the study was the researchers interest
both in Recruitment and RPO, and how the process of Recruitment is actually carried on in
RPO, this is what was intended by the researcher to learn from this project.
Recruitment and Selection is one of the most important function of Human Resource, if the
process of recruitment and selection is not carried out in proper manner it may led to lots of
problems for the organization .It is so because employees are the one who runs the
organization, if the employees selected are inappropriate for the respective positions the
organization as a whole will suffer. So it is very important for the organization to follow an
effective Recruitment and Selection process.
An effective Recruitment and Selection process saves both time and cost by selecting the right
person for the right job at the right time. To prepare an effective and efficient Recruitment and
Selection process, the existing process must be studied firstly, and then its strengths and
weaknesses should be pointed out. After that keeping the weaknesses in mind a process
should be prepared that is free from any shortcomings. Such a process should be followed in
the organization to get best results.
9

The researcher found it necessary to study the process of Recruitment and Selection of the
respective organization because of the above reasons and also due to the lack of formalization
of the whole process.
In RPOs if the right kind of people is not employed then the whole performance of the
organization is affected negatively. The total working of a RPO solely depend on the
employees working, their understanding of the job requirements, their relationship building
capacity with the clients, their communication skills, etc .Thus for these kind of organizations
where employees are the most important running force, selecting the right candidate is very
important. So this study is taken up by the researcher.
Recruitment and Selection process being an indispensible part of the organization led the
researcher to study it and learn more about it.










10






CHAPTER 2




OBJECTIVES OF THE STUDY





11



INTRODUCTION
This chapter consists of a brief description of the project, the objectives of the study and the
scope of the study. This chapter in brief explains the title of the project, what were the
objectives of the researcher involved in this study and what the necessary scope of the study
is.

TITLE OF THE PROJECT
The title describes the nature of the study undertaken. It is the study of the process of
Recruitment and Selection followed in a RPO.
The research was conducted in a Human Resource consultancy located in Pune. This research
is based on the study of the process of Recruitment and Selection in Le HR Solutions located
in Pune. They deal with mostly outsourcing of HR functions as Recruitment and Selection,
Training and Development etc.
As per the title the terms Recruitment and Selection is defined as below:
RECRUITMENT
Recruitment refers to a process of finding and attracting applicants for employment. It is the
process of generating a pool of capable people to apply for employment to an organization. It
also implies of placing the right person in the right place at the right time.
SELECTION
12

Once the recruiting effort has developed a pool of candidates, the next step in the HRM
process is to determine who is best qualified for the job. This step is called the selection
process.




Figure 2.1-RECRUITMENT AND SELECTION


The above figure shows how the need for Recruitment and Selection is decided in an
Organization .Firstly the future need of employees is decided by the HR department keeping
in view the work requirements of the Organization, it is known as Human Resource Planning.
DETERMINE
RECRUITME
NT AND
SELECTION
NEEDS
HUMAN
RESOURCE
PLANNING
JOB ANALYSIS
13

Then the job the employee is required to perform is decided i.e., Job Analysis .Both of these
factors help to decide the Recruitment and Selection needs.




Figure 2.2-FIVE EFFECTS OF IDEAL RECRUITMENT





ABLE AND
SUITABLE
CANDIDATE
WILLINGNESS
TO WORK
PROBLEM
SOLVING
ABILITIES
HIGH
PERFORMANC
E
TEAM PLAYER
14

The above figure shows the five positive effects to the Organization due to ideal recruitment.
Ideal recruitment ensures the most suitable candidate as per the job profile to the
Organization. The candidate so selected possesses qualities as to be a team player, have
problem solving ability, deliver high performance and have willingness to work for the
betterment of the Organization as a whole.



Figure 2.3-FIVE EFFECTS OF BAD RECRUITMENT




LACKS SKILLS
TO DO THE
JOB
LACK OF
WILLINGNESS
LOW
PERFORMANC
E
LESS PROFIT
NOT TEAM
PLAYER/PROB
LEM WITH CO
WORKERS
15

The above figure shows adverse effects of bad recruitment faced by the Organization. This
includes recruitment of such employee who lacks the skills required to perform a job properly,
does not have willingness to work for the betterment of the Organization, have low
performance, is not a team player and is not profitable for the Organization.

OBJECTIVES OF THE STUDY
To identify the steps involved in the Recruitment and Selection process performed in a
KPO.
To explore the weaknesses of the Recruitment and Selection process.
To learn about the weaknesses of the organization as a whole.
Based on the weaknesses of the process, suggesting ways and means to improve the
Recruitment and Selection process.
Based on the weaknesses of the organization suggesting ways to improve the
performance, work culture and inter relationship among the employees.
To understand the future prospects of the organization, that is What are the probable
future opportunities for the organization?
To learn about the process in which intensives are given to the employees.
To know how relationship with the Clients are maintained.
To understand the importance of knowing about the company for which recruitment is
undertaken.
To know how having a clear understanding of the Job Specifications and Job
Description is important.
To learn what informations are to be collected during a call with a prospective
candidate?
To become aware of the new trends in the field of Recruitment and Selection, as
Video resume, HR Scorecard, Assessment Centre etc.

16





SCOPE OF THE STUDY

The scope of this study is pertaining to Recruitment and Selection only. The different aspects
of Recruitment and Selection, the process in which both Recruitment and Selection is carried
on may be studied .The most important area of interest are the latest developments done in the
field of Recruitment and Selection. The new trends that are arising due to the technological
developments are of great interest. These new trends are not only example of good
technological developments but are also very useful and important for the process of
Recruitment and Selection. For example, Video Resume is one of the latest trends in
Recruitment and Selection, here the preliminary interview is done by watching a few minutes
video clip where the candidates give a brief description of own self and then describes the
resume. By this latest development time both of the organization as well as the candidate can
be saved. This is also an excellent business opportunity for the KPOs who may start it along
with Recruitment. The new trends turn out to be good study material.

The different Human Resource models may also be taken up for further studies, to learn how
the different Recruitment and Selection models are used in practical way in the organizations.
It is interesting to know the applications of the different models in day to day performance of
the organization as a whole. The applications of these models if done properly it could be
beneficial for the organization. Thus study may be conducted as to in what best way could the
models be applied so that the organization as whole is benefitted.

17

The different Human Resource tools are also very important from the application point of
view. It is widely needed in organizations .Lots of motivational tools, stress management
tools, tools for recruitment and selection etc, are used in organizations. Study of the different
tools and knowing their implication is itself a wide area of study.

Thus pertaining to the topics of Recruitment and Selection a lot of scope of study is available.
It gives a wide area for exploring further the different aspects related to Recruitment and
Selection.












18






CHAPTER 3




PROFILE OF THE COMPANY





19



INTRODUCTION
This chapter Profile of the Company tells about the type of industry where the study was
conducted. The project includes a study of the process of Recruitment and Selection in Le HR
Solution located in Pune. Here details of the company are described along with the
description of the industry it belongs to.

PROFILE OF THE COMPANY
The recruitment industry has four main types of agencies: employment agencies, recruitment
websites and job search engines, head hunters for executive and professional recruitment,
and in-house recruitment. The stages in recruitment include sourcing candidates by
advertising or other methods, and screening and selecting potential candidates using tests or
interviews.

Figure 3.1-AGENCY TYPES


Traditional Headhunters In-House Sourcing Firms
Agencies Recruitment
20


Traditional Agencies- Also known as employment agencies, recruitment agencies have
historically had a physical location. A candidate visits a local branch for a short interview and
an assessment before being taken onto the agencys books. Recruitment consultants then work
to match their pool of candidates to their clients' open positions. Suitable candidates are short-
listed and put forward for an interview with potential employers on a temporary ("temp") or
permanent ("perm") basis.
Compensation to agencies takes several forms, the most popular:
A contingency fee paid by the company when a recommended candidate accepts a job
with the client company (typically 20%-30% based and calculated of the candidates
first-year base salary), which usually has some form of guarantee (3090 days
standard), should the candidate fail to perform and is terminated within a set period of
time (refundable fully or prorated).
An advance payment that serves as a retainer, also paid by the company, non-
refundable paid in full, depending on outcome and success. This form of
compensation is generally reserved for high level executive search/headhunters
Hourly Compensation for temporary workers and projects. A pre-negotiated hourly
fee, in which the agency is paid and pays the applicant as a consultant for services as a
third party. Many contracts allow a consultant to transition to a full-time status upon
completion of a certain number of hours with or without a conversion fee.
Headhunters- A headhunter is industry term for a third-party recruiter who seeks out
candidates, often when normal recruitment efforts have failed. Headhunters are generally
considered more aggressive than in-house recruiters or may have preexisting industry
experience and contacts. They may use advanced sales techniques, such as initially posing as
clients to gather employee contacts, as well as visiting candidate offices. They may also
purchase expensive lists of names and job titles, but more often will generate their own lists.
21

They may prepare a candidate for the interview, help negotiate the salary, and conduct closure
to the search. They are frequently members in good standing of industry trade groups and
associations. Headhunters will often attend trade shows and other meetings nationally or even
internationally that may be attended by potential candidates and hiring managers.
Headhunters are typically small operations that make high margins on candidate placements.
Due to their higher costs, headhunters are usually employed to fill senior management and
executive level roles. Headhunters are also used to recruit very specialized individuals. While
in-house recruiters tend to attract candidates for specific jobs, headhunters will both attract
candidates and actively seek them out as well. To do so, they may network, cultivate
relationships with various companies, and maintain large databases, purchase company
directories or candidate lists, and cold call prospective recruits.
In-House Recruitment- Larger employers tend to undertake their own in-house
recruitment, using their human resource department, front-line hiring managers and
recruitment personnel who handle targeted functions and populations. In addition to
coordinating with the agencies mentioned above, in-house recruiters may advertise job
vacancies on their own websites, coordinate internal employee referrals, work with external
associations, trade groups and/or focus on campus graduate recruitment. While job postings
are common, networking is by far the most significant approach when reaching out to fill
positions. Alternatively a large employer may choose to outsource all or some of their
recruitment process (recruitment process outsourcing).
Sourcing Firms- These firms provide competitive passive candidate intelligence to
support company's recruiting efforts. Normally they will generate varying degrees of
candidate information from those people currently engaged in the position a company is
looking to fill. These firms usually charge a per hour fee or by candidate lead. Many times
this uncovers names that cannot be found with other methods and will allow internal
recruiters the ability to focus their efforts solely on recruiting.
22


RECRUITMENT PROCESS OUTSOURCING
Recruitment Process Outsourcing is a form of business process outsourcing (BPO) where
an employer outsources or transfers all or part of its recruitment activities to an external
service provider.
The Recruitment Process Outsourcing Association defines RPO as follows: "when a provider
acts as a company's internal recruitment function for a portion or all of its jobs. RPO
providers manage the entire recruiting/hiring process from job profiling through the on-
boarding of the new hire, including staff, technology, and method and reporting. A properly
managed RPO will improve a company's time to hire, increase the quality of the candidate
pool, provide verifiable metrics, reduce cost and improve governmental compliance."
The RPO Alliance, a group of the Human Resources Outsourcing Association (HROA),
approved this definition in February 2009: "Recruitment Process Outsourcing (RPO) is a form
of business process outsourcing (BPO) where an employer transfers all or part of its
recruitment processes to an external service provider. An RPO provider can provide its own
or may assume the company's staff, technology, methodologies and reporting. In all cases,
RPO differs greatly from providers such as staffing companies and contingent/retained search
providers in that it assumes ownership of the design and management of the recruitment
process and the responsibility of results."
Occasional recruitment support, for example temporary, contingency and executive search
services are more analogous to out-tasking, co-sourcing or just sourcing. In this example the
service provider is "a" source for certain types of recruitment activity. The biggest distinction
between RPO and other types of staffing is Process. In RPO the service provider assumes
ownership of the process, while in other types of staffing the service provider is part of a
process controlled by the organization buying their services.
23


Le Human Resources Solution is one of the leading KPOs present in Pune. Le Human
Resources Solutions Pvt. Ltd is a HR Consulting & HR Service Provider Company formed by
a team of seasoned HR Professionals with exposure to multi-industry and across small,
medium & large organizations in the year 2003. The Head Office is in Pune and it has
regional operations at Mumbai and Bangalore and overseas operations at Mauritius.
The companys client base includes more than 50 businesses in India and abroad including
top MNCs in the field of Software, Manufacturing and Services.

Promoters:
Vijay Waidande, currently, President and CEO of Le Human Resources Solutions Pvt. Ltd.
Pune, has 20 years industry experience in the HR profession. He is a lead assessor for
Malcolm Baldridge Model of Business Excellence, certified in 2001.
A merit rank holder in MBA entrance test of Pune University in 1984, he specialized in
Marketing and Human Resource Management. He has undergone training in Organizational
Development and Strategic HR at IIM Ahmedabad. He has managed HR activities as Group
HR Manager for Thermax Group of companies, Pune, for 15 years for Engineering, IT and
FMCG products. From Jan '01 to March '03 he was Senior Manager - HR with Tata
Honeywell Ltd, Pune. He manages a HR Consulting firm at Pune, with branch offices at
Bangalore and Mumbai with a team of 20 HR professionals. He is a HR Consultant and is
consulting in various HR areas like Organization Development, Performance Management,
Senior Management Assessment, Productivity improvement, Competency Mapping etc. He
24

has been visiting faculty at MBA institutes for the last 10 years in the areas of Human
Resource Development & Organization Development.

The clients of the company include the following-
i-flex solutions.
Wipro.
E-Zest.
Patni.
Thermax.
General Electronics.
Capricorn Logistics.
Motorola.
Maxheat Engineering Pvt Ltd.
Jehangir Hospital.
Sahyadri Hospital.
Intelux Pvt Ltd.
Honeywell.
Forbes Marshall
Geometric software [Link].




25

Figure 3.2 ORGANIZATION CHART OF LE HR SOLUTIONS
ORGANISATION CHART
Admin &
Finance
ISO MR
2 [Link]
Reporting to
MR
2 Resourcing Executives
Asst Manager-Recruitment
3 Resourcing Executives
Team Leader
CSM
IT Recruitment
3 Resourcing Executives
Asst Manager-Recruitment
1 Resourcing Executive
Acting Team leader 4 Resourcing Executives
Asst Manager-Recruitment 2 [Link] Executive
CSM
Non IT Recruitment
Recruitment
Training co-ordinator
Training
Management Trainee
Consulting Corporate HR Executive Business Development
President & CEO

Benefits to the Organization which outsources its Recruitment function to
RPOs-
Saves recruitment time of the organization. As the Recruitment and Selection process
is outsourced to the RPOs the organization does not have to undertake the
Recruitment process, they only communicate their need of employees to them rest of
the process is followed by the RPOs .A lot of valuable time of the management is
saved due to this.
26

The cost included in the Recruitment and Selection process is curbed as the whole
process is carried out by the RPOs .The cost included in advertising the opening,
conducting interviews and so on is totally removed.
RPO ensures the client companies providing the right candidates at the right time.
With integrated screening process, it ensures improvements in candidate quality and
reduced staff turnover.
RPOs help in meeting urgent requirement of the suitable candidates as wanted by the
client. This is possible because RPOs are specialized in Recruitment and their huge
data base helps to find out the right candidate for the right position in no time.
RPOs provide the most appropriate candidate, whose profile matches with the Job
Specification as provided by the client.

Benefits to the Candidates appointed through RPOs-
Saves time of the candidate who does not have to search for jobs or give interviews for
positions not matching his/her profile.
RPOs give wide job options to the candidates. This is possible because RPOs have
wide client base and have openings for different types of jobs, thus they can offer
variety of jobs to the candidates as suitable with their profiles.
RPOs provide jobs to the candidates as per their individual location preferences.
The RPOs not only offer variety of jobs to the candidates, it also trains the employee
towards their personality development.
RPOs also provide with interview training sessions, so as to make the candidate ready
for the actual interview. This increases both the confidence of the candidate and also
the possibility of getting selected.
Career Counseling is another important aspect provided by the RPOs that helps the
candidates to know about the best and most suitable opportunities present for them.
27

RPOs also train the candidates to write resumes or write their resumes themselves.
Rsum is one of the important deciding factors in the process of recruitment and
selection. The more attractive and effective resume is, more is chance of that person to
get selected.
Thus RPOs are playing a very important role in Recruitment and Selection, and it is one of
the profit making sectors of the industries today with lots of big organizations depending on
RPOs for outsourcing their Recruitment and Selection function.
In the third quarter of 2005, the Human Resources Outsourcing Associations
Recruitment Process Outsourcing Alliance launched a survey to determine trends in the
Marketplace for RPO services.
The survey results are very positive for those who provide RPO, as well as current
Buyers and users of RPO who stand to benefit from a strong and growing RPO industry.
Overall, the use of RPO:
_ is most heavily concentrated in the service industry
_ is most prevalent in larger companies
_ is largely driven by cost savings, and a desire to decrease time to hire an increase recruiter
quality
_ is being considered in almost 40 percent of companies not currently outsourcing their
recruitment
Troublingly, the survey uncovered a number of concerns among potential buyers that
are creating barriers to more widespread adoption of RPO as a business strategy.
These concerns include:
_ Outsourcing might result in loss of control of the recruitment process
_ Outsourcing might require scrapping current investments in people and process
_ Outsourcing might not be able to actually deliver cost savings
Additionally, while more than 50 percent of companies responding are not currently
outsourcing any part of their recruitment process and have no plans to, only 16 percent
describe themselves as knowledgeable on the topic RPO.
28

These findingsa minority of companies knowledgeable about RPO and a majority planning
to continue recruiting internallyclearly present an opportunity to grow the market for RPO
by providing additional education to potential buyers.
The RPO Alliance is currently developing research, buyer tools, and standardized industry
information to answer this opportunity. Thus, making people knowledgeable about RPOs and
its different functions is needed to spread its awareness and popularity.












29




CHAPTER 4




REVIEW OF LITERATURE






30

INTRODUCTION
This chapter deals with the theoretical aspect of the study. Here the theories behind the study
are explained in details. All the related topics to Recruitment and Selection are explained in
this chapter.

HUMAN RESOURCE MANAGEMENT
Human resource management (HRM) is the strategic and coherent approach to the
management of an organization's most valued assets - the people working there who
individually and collectively contribute to the achievement of the objectives of the business.
The terms "human resource management" and "human resources" (HR) have largely replaced
the term "personnel management" as a description of the processes involved in managing
people in organizations. In simple sense, HRM means employing people, developing their
resources, utilizing, maintaining and compensating their services in tune with the job and
organizational requirement.
The goal of human resource management is to help an organization to meet strategic goals by
attracting, and maintaining employees and also to manage them effectively. The key word
here perhaps is "fit", i.e. a HRM approach seeks to ensure a fit between the management of an
organization's employees, and the overall strategic direction of the company (Miller, 1989).
The basic premise of the academic theory of HRM is that humans are not machines; therefore
we need to have an interdisciplinary examination of people in the workplace. Fields such as
psychology, industrial engineering, industrial legal/paralegal studies and organizational
psychology, industrial relations, sociology, and critical theories: postmodernism, post-
structuralism play a major role.

31

FUNCTIONS OF HUMAN RESOURCE MANAGEMENT
1. Manpower planning-The penalties for not being correctly staffed are costly.
Understaffing loses the business economies of scale and specialization, orders,
customers and profits.
Overstaffing is wasteful and expensive, if sustained, and it is costly to eliminate
because of modern legislation in respect of redundancy payments, consultation,
minimum periods of notice, etc. Very importantly, overstaffing reduces the
competitive efficiency of the business.
Planning staff levels requires that an assessment of present and future needs of the
organization be compared with present resources and future predicted resources. Appropriate
steps then be planned to bring demand and supply into balance. This is one of the most
important functions of Human Resource Management, to know the future staffing needs and
meet the need.
2. Recruitment and Selection of Employees-Recruitment of staff should be
preceded by an analysis of the job to be done (i.e. an analytical study of the tasks to be
performed to determine their essential factors) written into a job description so that the
selectors know what physical and mental characteristics applicants must possess, what
qualities and attitudes are desirable and what characteristics are decided. Based on this
the recruitment and selection is done.
The main sources of recruitment are:
Internal promotion and internal introductions (at times desirable for morale purposes)
Careers officers (and careers masters at schools)
University appointment boards
Agencies for the unemployed
32

Advertising (often via agents for specialist posts) or the use of other local media (e.g.
commercial radio).
3. Employee Motivation-To retain good staff and to encourage them to give of their
best while at work requires attention to the financial and psychological and even physiological
rewards offered by the organization as a continuous exercise.
As staffing needs will vary with the productivity of the workforce (and the industrial peace
achieved) so good personnel policies are desirable. The latter can depend upon other factors
(like environment, welfare, employee benefits, etc.) but unless the wage packet is accepted as
'fair and just' there will be no motivation.
Hence while the technicalities of payment and other systems may be the concern of others, the
outcome of them is a matter of great concern to human resource management.
Increasingly the influences of behavioral science discoveries are becoming important not
merely because of the widely-acknowledged limitations of money as a motivator, but because
of the changing mix and nature of tasks (e.g. more service and professional jobs and far fewer
unskilled and repetitive production jobs).
The former demands better-educated, mobile and multi-skilled employees much more likely
to be influenced by things like job satisfaction, involvement, participation, etc. than the
economically dependent employees of yesteryear.
Hence human resource management must act as a source of information about and a source of
inspiration for the application of the findings of behavioral science.

4. Employee Evaluation-An organization needs constantly to take stock of its
workforce and to assess its performance in existing jobs so as to improve organizational
performance and to identify the potentials of its employees.
On-the-spot managers and supervisors, not HR staffs, carry out evaluations. The role of
HRM is usually that of:
33

Advising top management of the principles and objectives of an evaluation system and
designing it for particular organizations and environments.
Developing systems appropriately in consultation with managers, supervisors and staff
representatives. Securing the involvement and cooperation of appraisers and those to
be appraised.
Assistance in the setting of objective standards of evaluation / assessment, for
example:
o Defining targets for achievement;
o Explaining how to quantify and agree objectives;
o Introducing self-assessment;
o Eliminating complexity and duplication.
Publicizing the purposes of the exercise and explaining to staff how the system will be
used.
Organizing and establishing the necessary training of managers and supervisors who
will carry out the actual evaluations/ appraisals. Not only training in principles and
procedures but also in the human relations skills necessary. (Lack of confidence in
their own ability to handle situations of poor performance is the main weakness of
assessors.)
Monitoring the scheme - ensuring it does not fall into disuse, following up on
training/job exchange etc. recommendations, reminding managers of their
responsibilities.
5. Industrial Relations-The personnel manager's involvement in the system of
industrial relations varies from organization to organization, but normally he or she is
required to provide seven identifiable functions, thus:
(i) To keep abreast of industrial law (legislation and precedents) and to advise
managers about their responsibilities e.g. to observe requirements in respect of
employing disabled persons, not to discriminate, not to disclose 'spent' convictions
of employees, to observe codes of practice etc. in relation to discipline and
34

redundancy, and similarly to determine organizational policies (in conjunction
with other managers) relevant to legal and moral requirements.
(ii) To conduct (or assist in the conduct) of either local negotiations (within the plant)
or similarly to act as the employer's representative in national negotiations. This
could be as a critic or advisor in respect of trade etc. association policies or as a
member of a trade association negotiating team. Agreements could be in respect of
substantive or procedural matters. Even if not directly involved the personnel
manager will advise other managers and administrators of the outcome of
negotiations.
(iii) To ensure that agreements reached are interpreted so as to make sense to those
who must operate them at the appropriate level within the organization (this can
involve a lot of new learning at supervisory level and new pay procedures and new
recording requirements in administration and even the teaching of new
employment concepts like stagger systems of work - at management level).
(iv) To monitor the observance of agreements and to produce policies that ensure that
agreements are followed within the organization. An example would be the policy
to be followed on the appointment of a new but experienced recruit in relation to
the offered salary where there is a choice of increments to be given for experience,
ability or qualification.
(v) To correct the situations which go wrong? 'Face' is of some importance in most
organizations and operating at a remote staff level personnel manager can correct
industrial relations errors made at local level without occasioning any loss of
dignity (face) at the working level. 'Human resource management' and the
obscurity of its reasoning can be blamed for matters which go wrong at plant level
and for unwelcome changes, variations of comfortable 'arrangements' and practices
and unpopular interpretation of agreements.
(vi) To provide the impetus (and often devise the machinery) for the introduction of
joint consultation and worker participation in decision-making in the organization.
Formal agreement in respect of working conditions and behavior could never
35

cover every situation likely to arise. Moreover the more demanding the task (in
terms of the mental contribution by the worker to its completion) the more highly
educated the workers need to be and the more they will want to be consulted about
and involved in the details of work life. Matters like the rules for a flexi time
system or for determining the correction of absenteeism and the contents of jobs
are three examples of the sort of matters that may be solely decided by
management in some organizations but a matter for joint consultation (not
negotiation) in others with a more twenty-first-century outlook and philosophy.
Human resource management is very involved in promoting and originating ideas
in this field.
(vii) To provide statistics and information about workforce numbers, costs, skills etc. as
relevant to negotiations (i.e. the cost of pay rises or compromise proposals, effect
on differentials and possible recruitment/retention consequences of this or whether
agreement needs to be known instantly); to maintain personnel records of training,
experience, achievements, qualifications, awards and possibly pension and other
records; to produce data of interest to management in respect of personnel matters
like absentee figures and costs, statistics of sickness absence, costs of welfare and
other employee services, statements about development in policies by other
organizations, ideas for innovations; to advise upon or operate directly, grievance,
redundancy, disciplinary and other procedures.
6. Provision of employee services-Attention to the mental and physical well-being
of employees is normal in many organizations as a means of keeping good staff and attracting
others. The forms this welfare can take are many and varied, from loans to the needy to
counseling in respect of personal problems.
The location of the health and safety function within the organization varies. Commonly a
split of responsibilities exists under which 'production' or 'engineering' management cares for
the provision of safe systems of work and safe places and machines etc., but HRM is
36

responsible for administration, training and education in awareness and understanding of the
law, and for the alerting of all levels to new requirements.
7. Employee Education, Training and Development-In general, education is
'mind preparation' and is carried out remote from the actual work area, training is the
systematic development of the attitude, knowledge, skill pattern required by a person to
perform a given task or job adequately and development is 'the growth of the individual in
terms of ability, understanding and awareness'.
Within an organization all three are necessary in order to:
Develop workers to undertake higher-grade tasks;
Provide the conventional training of new and young workers (e.g. as apprentices,
clerks, etc.);
Raise efficiency and standards of performance;
Meet legislative requirements (e.g. health and safety);
Inform people (induction training, pre-retirement courses, etc.);
Designing training is far more than devising courses; it can include activities such as:
Learning from observation of trained workers;
Receiving coaching from seniors;
Discovery as the result of working party, project team membership or attendance at
meetings;
Job swaps within and without the organization;
Undertaking planned reading, or follow from the use of selfteaching texts and video
tapes;
Learning via involvement in research, report writing and visiting other works or
organizations.
So far as group training is concerned in addition to formal courses there are:
37

Lectures and talks by senior or specialist managers;
Discussion group (conference and meeting) activities;
Briefing by senior staffs;
Role-playing exercises and simulation of actual conditions;
Video and computer teaching activities;
Case studies (and discussion) tests, quizzes, panel 'games', group forums, observation
exercises and inspection and reporting techniques.
Evaluation of the effectiveness of training is done to ensure that it is cost effective, to identify
needs to modify or extend what is being provided, to reveal new needs and redefine priorities
and most of all to ensure that the objectives of the training are being met.
The latter may not be easy to ascertain where results cannot be measured mathematically. In
the case of attitude and behavioral changes sought, leadership abilities, drive and ambition
fostered, etc., achievement is a matter of the judgment of senior staffs. Exact validation might
be impossible but unless on the whole the judgments are favorable the cooperation of
managers in identifying needs, releasing personnel and assisting in training ventures will
cease.
In making their judgments senior managers will question whether the efforts expended have
produced:
More effective, efficient, flexible employees;
Faster results in making newcomers knowledgeable and effective than would follow
from experience;
More effective or efficient use of machinery, equipment and work procedures;
Fewer requirements to implement redundancy (by retraining);
Fewer accidents both personal and to property;
Improvements in the qualifications of staff and their ability to take on tougher roles;
38

Better employee loyalty to the organization with more willingness to innovate and
accept change.
8. Developing a HRM Strategy-Faced with rapid change organizations need to
develop a more focused and coherent approach to managing people. In just the same way a
business requires a marketing or information technology strategy it also requires a human
resource or people strategy.
In developing such a strategy two critical questions must be addressed.
What kinds of people do you need to manage and run your business to meet your
strategic business objectives?
What people programs and initiatives must be designed and implemented to attract,
develop and retain staff to compete effectively?
In order to answer these questions four key dimensions of an organization must be addressed.
These are:
Culture: the beliefs, values, norms and management style of the organization
Organization: the structure, job roles and reporting lines of the organization
People: the skill levels, staff potential and management capability
Human resources systems: the people focused mechanisms which deliver the strategy -
employee selection, communications, training, rewards, career development, etc.
After taking these into consideration, HRM develops the strategy that is most effective and
efficient for the respective organization. Development of strategy is important for the
organization to deal with the market competition.
Recruitment and Selection is one of the most important Human Resource function. Proper
recruitment and selection is needed for the success of a company. Right person is needed for
the right job and at the right time so as to achieve the goals of the Organization.
39

RECRUITMENT
Recruitment refers to the process of screening, and selecting qualified people for a job at an
organization or firm, or for a vacancy in a volunteer-based some components of the
recruitment process, mid- and large-size organizations and companies often retain
professional recruiters or outsource some of the process to recruitment agencies. External
recruitment is the process of attracting and selecting employees from outside the organization.

Figure 4.1- SOURCES OF RECRUITMENT


INTERNAL SOURCES EXTERNAL SOURCES
Transfers Advertisements
Promotions Educational Institutes
Demotion Placement
Present Employee Agencies/Outsourcing
Retired Employee Employment exchanges
Labor Contractors
Walk-ins
Employee Referrals
Job Fairs
40

SELECTION
Once the recruiting effort has developed a pool of candidates, the next step in the HRM
process is to determine who is best qualified for the job by evaluating their qualifications,
qualities, experiences capabilities etc .Thus selection refers to the process of offering jobs to
the desired applicants.
The selection phase is complicated, lengthy and time consuming .Selection of candidates
implies a scrutiny of candidates to ascertain how far one measures up to the demands of the
job and then a comparison of what each candidate has to offer against the specifications of
that job and the person needed to fill it. It is matching the candidates and the requirements or
choosing a right person for the right jobs.
Selection is that stage in staffing process in which applicants are divided into two classes
Those who will be offered employment.
Those who will not be offered employment.
Since more candidates are generally rejected than hired, selection process is often described
as rejection or negative process.
RECRUITMENT VS SELECTION
Both Recruitment and Selection are the two phases of the employment [Link] difference
between the two are:-
The recruitment is the process of searching the candidates for employment and
stimulating them to apply for the jobs in the organization whereas selection involves
the series of steps by which the candidates are screened for choosing the most suitable
persons for vacant posts.
The basic purpose of recruitment is to create a talent pool of candidates to enable the
selection of best candidates for the organization, by attracting more and more
41

employees to apply in the organization whereas the basic purpose of selection process
is to select the right candidate for the right job.
Recruitment is a positive process i.e. encouraging more and more employees to apply
whereas selection is a negative process as it involves rejection of the unsuitable
candidates.
Recruitment is concerned with tapping the sources of human resources whereas
selection is concerned with selecting the most suitable candidate through various
interviews and tests.
There is no contract of recruitment established in recruitment whereas selection results in a
contract of service between the employer and the selected employee.

Figure 4.2- RECRUITMENT PROCESS FLOWCHART

Identify Vacancy

Prepare Job Description and person Specification

Advertise

Managing the Response

Short-listing
42


References

Arrange Interviews

Conduct The Interview

Decision Making

Convey The Decision

Appointment Action



Recruitment and Selection is one of the most important functions of Human Resource
Management. The purpose and importance of Recruitment is as follows:
Attract and encourage more and more candidates to apply in the organization.
Create a talent pool of candidates to enable the selection of best candidates for the
organization.
Determine present and future requirements of the organization in conjunction with its
43

personnel planning and job analysis activities.
.
Recruitment is the process which links the employers with the employees.
Increase the pool of job candidates at minimum cost.
Help increase the success rate of selection process by decreasing number of visibly
under qualified or over qualified applicants.
Help reduce the probability that job applicants once recruited and selected will leave
the organization only after a short period of time.
Meet the organizations legal and social obligations regarding the composition of its
workforce.
Begin identifying and preparing potential job applicants who will be appropriate
candidates.
Increase organization and individual effectiveness of various recruiting techniques
and sources all types of job applicants.
Other related terms to Recruitment and Selection are as follows:
JOB ANALYSIS
Job analysis is the process of examining jobs in order to identify the key requirements of each
job. A number of important questions need to be explored:
the title of the job
to whom the employee is responsible?
For whom the employee is responsible?
A simple description of the role and duties of the employee within the organization.



44

Job analysis is used in order to:
1. Choose employees either from the ranks of your existing staff or from the recruitment of
new staff.

2. Set out the training requirements of a particular job.

3. Provide information which will help in decision making about the type of equipment and
materials to be employed with the job.

4. Identify and profile the experiences of employees in their work tasks (information which
can be used as evidence for staff development and promotion).

5. Identify areas of risk and danger at work.

6. Help in setting rates of pay for job tasks.

Job analysis can be carried out by direct observation of employees at work, by finding out
information from interviewing job holders, or by referring to documents such as training
manuals. Information can be gleaned directly from the person carrying out a task and/or from
their supervisory staff. Some large organizations specifically employ 'job analysts'. In most
companies, however, job analysis is expected to be part of the general skills of a training or
personnel officer.
JOB DESCRIPTION

A job description will set out how a particular employee will fit into the organization. It will
therefore need to set out:
the title of the job
45

to whom the employee is responsible
for whom the employee is responsible
a simple description of the role and duties of the employee within the organization.

A job description could be used as a job indicator for applicants for a job. Alternatively, it
could be used as a guideline for an employee and/or his or her line manager as to his or her
role and responsibility within the organization.
JOB SPECIFICATION

A job specification goes beyond a mere description - in addition, it highlights the mental and
physical attributes required of the job holder. For example, a job specification for a trainee
manager's post in a retail store included the following:

'Managers at all levels would be expected to show responsibility. The company is looking for
people who are tough and talented. They should have a flair for business; know how to sell,
and to work in a team.'

Job analysis, description, and specification can provide useful information to a business in
addition to serving as recruitment instruments. For example, staff appraisal is a means of
monitoring staff performance and is a feature of promotion in modern companies. In some
companies, for example, employees and their immediate line managers discuss personal goals
and targets for the coming time period (e.g. the next six months). The appraisal will then
involve a review of performance during the previous six months, and setting new targets. Job
details can serve as a useful basis for establishing dialogue and targets. Job descriptions can
be used as reference points for arbitrating in disputes as to 'who does what' in a business.
Selection involves procedures to identify the most appropriate candidates to fill posts. An
effective selection procedure will therefore take into consideration the following:
keeping the costs of selection down
46

making sure that the skills and qualities being sought have been identified,
developing a process for identifying them in candidates
making sure that the candidates selected, will want the job, and will stay with the company.

Keeping the costs of selection down will involve such factors as holding the interviews in a
location, which is accessible to the interviewing panel, and to those being interviewed. The
interviewing panel must have available to them all the necessary documentations, such as
application forms available to study before the interviews take place. A short list must be
made up of suitable candidates, so that the interviews do not have to take place a second time,
with new job advertisements being placed.

The skills required should have been identified through the process of job analysis,
description and specification. It is important then to identify ways of testing whether
candidates meet these requirements. Testing this out may involve:
interviewing candidates
asking them to get involved in simulated work scenarios
asking them to provide samples of previous work
getting them to fill in personality and intelligence tests
giving them real work simulations to test their abilities.






47





CHAPTER 5




RESEARCH METHODOLOGY







48

INTRODUCTION
This chapter deals with the research design and a description of the methods used to obtain
the primary and secondary data. Here the various steps followed to conduct the study is
mentioned. The actual methods used to collect the data and the sampling plan followed is
described.
RESEARCH DESIGN
This explains the steps followed in Recruitment and Selection process in a RPO .The
researcher followed these steps for studying the process of Recruitment and Selection.

STEPS INVOLVED IN A RECRUITMENT PROCESS:-

Man power planning
Preparation of job description.
Recruitment planning.
Understand the requirement.
Understand the business of the Client.
Creating Market Intelligence.
Screening/Sourcing.
Processing.
Selection process.
Offer generation and negotiation.
Pre-joining follow up.
Joining and Induction.
Post joining follows up.
Generating references.
49

INITIAL STEPS AT CLIENTS SIDE:-

MAN POWER PLANNING (MPP)

When any company prepares its Business Budget they do man power planning in which they
compare available manpower and manpower required to arrive at the gap so that they can fill
the gap by recruiting personnel and achieve their goals and targets.

FOLLOWING STEPS ARE INVOLVED IN MAN POWER PLANNING
See Manpower available.
Assume Manpower required and measure the gap.
Assume Attrition and arrive on net gap.
[It includes planned as well as Ad-hoc requirement]

Figure 5.1- MAN POWER PLANNING


REQUIRED MANPOWER AVAILABLE MANPOWER
ARRIVE ON THE GAP
ASSUME ATTRIBUTION
ARRIVE ON NET GAP
50

AFTER MAN POWER PLANNING:-
JOB DESCRIPTION(JD)

HR person prepare the job description for each and every position. Sometimes JD is not
available for ad-hoc requirement.

RECRUITMENT PLANNING

They do the planning of recruitment in which they decide the Methods and sources of
recruitment.
RPOS ROLE IN RECRUITMENT PROCESS:-

When the company outsources their requirement to a RPO, it has to play a major role in their
recruitment process and from here the below mentioned steps are followed:-

Understand the requirement
Understand the business of the Client
Creating Market Intelligence
Screening/Sourcing
Processing
Selection Process
Offer Generation & Negotiation
Pre joining follow up
Joining and induction
Post joining follow up


51

UNDERSTAND THE REQUIREMENT-
To understand the requirement JD needs to be studied carefully.
The primary, secondary and other skills which is good to have or is desirable is
analyzed.

UNDERSTAND THE BUSINESS OF THE CLIENT-
To understand the target companies from where candidates should be taken,the profile
of the company should be known.
To understand the Job Profile and JD properly.

CREATING MARKET INTELLIGENCE-
Market Intelligence (MI) - does the process of acquiring and analyzing information in order
to understand the market both exist and potential, so as to understand what is the total number
available in the market.
How MI is created-
The names of the companies are to be identified from where the required number of
candidates can be taken based upon salary, experience, qualification, organizational cultural.
Search to be done by the name of target company (Competitors of our client) without
any specification.
By talking to different experience level personnel information/data is generated.
Interested candidate and suitable one are to found out in terms of compensation,
behavior and interested level.
52

By doing this a figure of available, suitable and interested candidates is found out.
Why MI is needed-
With the help of market intelligence the best fit candidate can be sourced to the client.
It helps to make a useful database.
SOURCING-
Sourcing is a step in recruitment which aims at identifying a right fit candidate.
We can do sourcing through:-
Internet
Referencing
Other Search Engines
Database
Advertising
Employment agencies
Job Fair etc
Sourcing through internet:-
Internet is used to get a huge database and CVs of the candidate so that they can be
contacted; responses are also managed through portals. Internet is useful for Mass mailing,
Job posting, direct screening, Generating references and Head hunting.


53

SCREENING:-
This is the most important step in recruitment. It is done by-
Eliminating the not suitable candidates.
Evaluating the suitability to particular position in terms of Exp, Roles and
responsibilities handled.
Checking the candidate on parameters available.
Short listing on the basis of various aspect like communication skill, salary
expectation, Interest level etc.
PROCESSING THE RESUME:-
After screening the resume and candidates skills & abilities the resume is to be sent to the
client. To process a resume following procedure is followed:-
A copy of particular resume is saved in the database with HR details for future
reference. Resume should be saved in this format:
Name_Exp_Technology/Skill Our Clients name Place.
Then the contact details mentioned in resume is deleted [mail ID, [Link]., permanent
and temporary address]
The logo of the company is added and the resume saved.
Then mail is send to the client with HR details, in the main body the resume is
attached.
SELECTION PROCESS:-
Selection is one of the most important steps in whole recruitment process, in this unsuitable
candidates are filtered and the best suited one as per the clients requirement is chosen.
54

Once the resume is send to the client it enters into selection process but only from our side.
Client again starts from screening of resume.
Screening takes place at client side.
Feedback is received.
The candidate is then scheduled for the interview.
Continuous follow up with the candidate is done.
Selection process is important because-
To bridge the gap between available and required manpower.
To place the right candidate for right job at right time.
To fulfill business objectives.
OFFER GENERATION AND NEGOTIATION:-
Offer generation:
In this stage client do a lot of evaluation on different parameters based on which offer is
generated.
Negotiations:
Negotiations take place in which we have to play a major role as a mediator for salary,
relocation issues, roles and job profile etc.
PRE JOINING FOLLOW UP:-
This activity includes all the formalities from offer acceptance till the candidate joins the
organization. It may comprise of:
offer acceptance mail
55

Pre medical test
Submission of documents [Salary docs, resignation letter] etc
This is done so as to-
To make sure that he will join the company on time.
To provide support to the candidate if there is any issue like relocation problem or
offered amount etc.
To avoid back outs.
Pre joining follow up is done through mail or by talking with the candidate over telephone.
Duration between offer generation and date of joining is very crucial because the total efforts
depends upon this period only, so in this period those things should be done that will keep
the interest level of the candidate alive.
JOINING AND INDUCTION:-
On the day of joining it is to be made sure that the candidate gets full support from the RPO
and the Client. It is to be seen that the candidate is comfortable in the organization and is
given proper introduction about the culture through the induction program.
POST JOINING FOLLOW UP:-
This includes certain formalities which is carried out after the candidate joins the organization
like-
Reference Check in some cases.
Induction/Orientation.
It is needed so as to-
To address the issues of candidate, if any.
56

To generate references.
To make sure that the candidate is happy with organizational culture, his roles
responsibilities.
DATA COLLECTION METHOD
This study includes the use of two types of data, Primary data and Secondary data.
PRIMARY DATA-
Primary data are obtained by a study specifically designed to fulfill the data needs of the
problems at hand. Such data are original in character and are generated in large number of
surveys conducted mostly by Government and also by some individuals, institutions and
research bodies.
In this research the primary data is obtained through unstructured interviews conducted by the
researcher. The candidates having required qualifications as required by the Clients were
interviewed by the researcher to get the necessary informations.
The questions asked to the interested candidates included the following:
The Current Cost To Company (CTC)
The Expected Cost To Company (CTC)
Notice Period to be given.
Present Companys name.
Reason for Job change.
Whether interviewed by the Client Company in last one [Link].


57

SECONDARY DATA-
Data which are not originally collected but rather obtained from published or unpublished
sources are known as secondary data. The secondary data constitute the chief material on the
basis of which statistical work is carried out in many investigations.
In this research the researcher used secondary data from Internet, Human Resource books,
Magazines, and data from Company records.
Lots of theories of Human resource, including the definitions and relations are taken from
Internet and Human resource books. The process of Recruitment and Selection as followed in
a RPO is provided from the Company records.

SAMPLING PLAN
Sampling is defined by Mildred Parton as the process or method of drawing a definite
number of individuals, cases or observations from a particular universe, selecting past of a
total group for investigation.
In this study the basis for selecting the sample was the Job Specifications as given by the
Clients. Based on the Job Specifications and Job Requirements of the Clients appropriate
resumes were found from the job portals as [Link] and [Link]. The candidates
whose qualification and work experience matched with the requirements of the Clients were
shortlisted and called for further informations. Thus incase of this study the basis for
sampling is the Job specifications and Job requirements as mentioned by the Clients.




58





CHAPTER 6




DATA ANALYSIS AND INTERPRETATIONS







59

INTRODUCTION
This chapter deals with the presentation of the data collected during the study and its
interpretation in brief. The primary data so collected through interviews are represented in this
chapter and the interpretations are explained here.

PRESENTATION OF DATA
1) POSITION - Senior Executive/ Executive
CLIENT - Garware Wall Ropes (Pvt) Ltd.
LOCATION Wai


Table 6.1- Vacancy for Garware Wall Ropes (Pvt) Ltd

Responses Respondents
Interested 2
Not Interested 8
High CTC needed 2
No Response 5
Wrong Number 4
Total 21

60



Figure 6.1- Vacancy for Garware Wall Ropes (Pvt) Ltd

INTERPRETATIONS
As per the findings, out of 21 Applicants/Respondents who were contacted via telecom, 2
were interested, 8 were Not Interested, 2 Applicants seeked higher CTC than quoted by the
client, No response from 5 while 4 turned out to be wrong numbers.
2) POSITION - Front Office Executive
CLIENT - Sahyadri Hospital
LOCATION Karad
Table 6.2- Vacancy for Sahyadri Hospital

Responses Respondents
Interested 7
Not Interested 11
High CTC needed 12
No Response 10
Wrong Number 5
Total 45

0
1
2
3
4
5
6
7
8
9
Interested Not
Interested
High CTC
needed
No
Response
Wrong
Number
Respondents
Respondents
61



Figure 6.2- Vacancy for Sahyadri Hospital
INTERPRETATIONS
As per the findings, out of 45 Applicants who were contacted via telecom, 7 were interested,
11 were not interested, 12 needed higher CTC, and no response from 10 and 5 were wrong
numbers.
3) POSITION - Office Secretary
CLIENT - Intelux Electronics Private Limited
LOCATION Pune.
Table 6.3- Vacancy for Intelux Electronics Private Limited
Responses Respondents
Interested 6
Not Interested 14
High CTC needed 12
No Response 4
Wrong Number 4
Total 40
RESPONDENTS
Interested
Not Interested
High CTC needed
No Response
Wrong number
62





Figure 6.3- Vacancy for Intelux Electronics Private Limited

INTERPRETATIONS
As per the findings, out of 40 Respondents who were called, 6 were interested,14 were not
interested,12 of them needed higher CTC than offered by the Client, no response from 4 and 4
were wrong numbers.

4) POSITION Territory Manager Service
CLIENT John Deere.
LOCATION Lucknow.

RESPONDENTS
Interested Not Interested High CTC needed No Response Wrong number
63

Table 6.4- Vacancy for John Deere, Territory Manager.

Responses Respondents
Interested 6
Not Interested 8
High CTC needed 10
No Response 4
Does not want to relocate 8
Wrong Number 4
Total 40


Figure 6.4- Vacancy for John Deere, Territory Manager.

INTERPRETATIONS
As per the findings, out of 40 Applicants called via telecom, 6 were interested for the position,
8 were not interested, 10 of them needed higher CTC, 4 of them did not respond, 8 candidates
did not want to relocate to Lucknow and 4 were wrong numbers.
RESPONDENTS
Interested
Not Interested
High CTC needed
No Response
Does not want to relocate
Wrong number
64


5) POSITION Senior Engineer (Rubber Technologist)
CLIENT John Deere
LOCATION Pune
Table 6.5- Vacancy for John Deere, Senior Engineer.
Responses Respondents
Interested 12
Not Interested 10
High CTC needed 14
No Response 6
Wrong Number 3
Total 45



Figure 6.5- Vacancy for John Deere, Senior Engineer.

RESPONDENTS
Interested
Not Interested
High CTC needed
No Response
Wrong number
65


INTERPRETATIONS
As per the findings ,out of 45 candidates called for the above position, 12 were interested, 10
not interested, 14 wanted higher CTC than offered, there was no response from 6 of them and
3 were wrong numbers.












66






CHAPTER 7




FINDINGS AND CONCLUSIONS





67


INTRODUCTION
This chapter deals with the conclusions drawn by the researcher based on the data analysis as
performed in the previous chapter Data Analysis. Here the researcher describes the findings
concluded through the data analysis.
FINDINGS AND CONCLUTIONS
As per the analysis of data the most important reason for not taking up a job is related to the
compensation offered. In all the above positions analyzed in the previous chapter, majority of
the applicants or respondents needed higher CTC than offered. This is one of the critical
points to be considered by the Organizations. Lots of suitable candidates are not interested
due to the low pay scale offered. This is loss for the Organization and also cause difficulty for
the RPOs to get appropriate and suitable candidates.
Another major problem is irregular updating of the resumes posted in different Job Portals.
This leads to a number of problems as phone number mentioned not currently in use which
makes contacting the respective candidate difficult, current CTC not updated which makes
estimation of expected CTC difficult, the name of the Company in which the person is
working currently is not updated for which the candidate is not offered job from the
companies in competition to its present company.
If the location of the job is in another city or in the outskirts of a city candidates are reluctant
to relocate. Unless the job offers lots of facilities and high salary people are not interested to
take up the job.
Lots of applicants when called show interest but they mostly do not turn up for interviews due
to lots of reason. Many of them also fail to respond to a job offered to them.
Thus there are lots of reasons prevalent for a person to not accept the job offered, low pay
scale being the most prominent.
68






CHAPTER 8




LIMITATIONS






69

INTRODUCTION
This chapter deals with the limitations of the study that is, limitations of the Process of
Recruitment and Selection followed in a RPO. This chapter also points out the limitations of
the Organization as studied by the researcher.

LIMITATIONS
The limitations as per the study of the researcher in the Process of Recruitment and Selection
performed in a RPO are:-
The Job Specifications as given by the Clients are very rigid and it is difficult to get
resumes containing similar Job profiles.
Clients prefer to take people only from similar domain and from specific companies. It
is not always possible to get people having the perfect Job profile and working for the
few specified companies.
Sometimes suitable candidates having profiles as required by the Clients are not ready
to change jobs or relocate to other places.
The compensation as offered by the clients are sometimes less than that offered by the
target companies are ,thus the employees working for those companies are reluctant to
take the offers.
The candidates who are interested for the job many a times do not turn up for the
scheduled interviews, due to personal reasons or due to better offers.
The candidates who are selected and given offer letters also sometimes does not take
up the job due to other better job offers.


70


The limitations of the Organization as a whole as felt by the researcher are:-
Lack of team work among the employees and the teams, causing loss of business to
the Organization.
Communication gap between the manager and the other team mates.
Low pay structure, causing demotivation among employees.
Process of paying commission causing differences among teams causing lack of co-
operation among teams.











71





CHAPTER 9




RECOMMENDATIONS AND SUGGESTIONS






72

INTRODUCTION
This chapter consists of the suggestions made by the researcher towards the problems or
limitations faced relating both to the Process of Recruitment followed as well as the
Organization as a whole. Here suggestions are also given as to how this study can contribute
towards further research.

RECOMMENDATIONS AND SUGGESTIONS
Suggestions towards problems relating to the Process of Recruitment and Selection followed
by the RPO are:-
The portals available like, [Link], [Link], have made searching of CVs
very easy. By entering suitable key words while searching, the required resumes can
be easily found out.
The respective Clients must be given suggestions regarding fixation of the
compensation, so that it is fixed as per the present market standards.
In case of the work place being located in the outskirts of the city proper
accommodation or transport facility must be provided for employees benefit.
Regular follow up with the shortlisted candidates is required so as to make sure they
appear for the interviews.
The recruiters appointed should have proper knowledge about the job profile and
should be able to give the most appropriate key words while searching for a resume in
the Job Portals.




73

Suggestions towards the limitations of the Organization are as follows:-
I feel the managers of both the team (who are handling recruitment for non-it sectors)
must be given commission not on the basis of individual team performance but on the
basis of the performance of all the team members. In this way the managers would not
only be bothered about the performance of his/her own team but the total non-IT
segment as a whole. They will be interested in closing more and more positions,
including the positions handled by other team. It will increase the profit of the
Organization as a whole.
If the Company earns more profit, the pay structure will improve automatically.
The managers must have a friendly approach towards their team members, so that
they may easily communicate with them.










74

Bibliography
a) Kesho Prasad, Getting the Right people, Macmillan Publishers, India, 2000.
b) Gangapadhyay and Halder, Modern Business Management, Dey Book Concern, 2003.
c) Arun Monappa, Managing Human Resources, Macmillan Publishers, India, 1997.
d) Ronald [Link], Organizational success through Effective Human Resource
Management, Quorum Books, Westport, 2002.
e) [Link], Human Resource Management, Fifth Edition, Tata Mcgrow Hill.
f) Internet, Human Resource journals, Wikipedia and other Articles.