ACKNOWLEDGEMENT

It is a matter of pride and privilege for me to have done a Summer Internship project in

“Squarcell Resources India Pvt. Ltd.” and I am sincerely thankful to them for providing this

opportunity to me.

I am thankful to “Miss Pranjali Reddy.” for guiding me through this project and continuously

encouraging me. It would not have been possible to complete this project without her support.

I am also thankful to all the faculty members of Department of Management of Raja Balwant

Singh Management And Technical Campus Agra and particularly my mentor “Dr. Rajiv

Ratan.” for helping me during the project.

I am thankful to our respectable Director “Dr. A.N. Singh.” Our Dean of Business

Administration “Dr. K.K. Sharma.” For his guidance, constant supervision and

encouragement.

Finally, I am grateful to my family and friends for their unending supports.

KHUSHI
MBA 3RD SEM
ROLL NO. 2200050700057
 Index

➢ TITLE PAGE
➢ CERTIFICATE
➢ DECLARATION
➢ ACKNOWLEDGEMENT
➢ EXECUTIVE SUMMARY
➢ INTRODUCTION
➢ COMPANY PROFILE
➢ OBJECTIVE OF STUDY
➢ SCOPE OF STUDY
➢ HUMAN RESOURCE POLICY
➢ CINTRIBUTION DURING SIP
➢ JOB POST
➢ LIMITATION
➢ RESEARCH METHODOLOGY
➢ DATA COLLECTION
➢ TYPES OF RECRUITMENT
➢ TRAINING AND DEVELOPMENT
➢ LITERATURE REVIEW
➢ CONCLUSION
➢ SUGGESTIONS
➢ FINDINGS
➢ TERMINOLOGY
➢ BIBLIOGRAPHY

2
 DECLARATION

I , Khushi student of MBA 3rd Semester from R.B.S Management Technical Campus, Agra
affiliated to Dr. Abdul Kalam Technial University, Lucknow here by declare all their
information, facts and figures presented in this report are first hand in nature. They are in fact based
on my intensive project work conducted “A STUDY ON HUMSAN RESOURCE
MANAGEMENT AT SQUARCELL RESOURCE INDIA PVT. LTD.” The project work was
not earlier submitted elsewhere for the award of my degree, diploma or equivalent.

KHUSHI

MBA 3RD SEM

ROLL NO. -2200050700057

3
 EXECUTIVE SUMMARY

Human resource management (HRM) is the practice of recruiting, hiring, deploying, and managing

an organization's employees. HRM is often referred to simply as human resource. (HR). A

company or organization's HR department is usually responsible for creating, putting into effect,

and overseeing policies governing workers and the relationship of the organization with its

employees. Human resource management, HRM, is the department of a business organization that

looks after the hiring, management and firing of staff. HRM focuses on the function of people

within the business, ensuring best work practices are always in place.

Human Resource Management is a function in organizations designed to maximize employee

performance in service of their employer’s strategic [Link] is primarily concerned with how

people are managed within organizations, focusing on policies and systems. HR departments and

units in organizations are typically responsible for several activities, including employee

recruitment, training and development, performance appraisal, and rewarding. HR is also concerned

with industrial relations, that is, the balancing of organizational practices with regulations arising

from collective bargaining and governmental laws.

For banking, the importance of human resource management has grown manifold because the

nature of banking industry, which is mainly service based. The management of people in the

organization along with handling the financial and economic risks at the wider level is the most

potent challenges in front of the banking industry in any given time frame. Efficient and skilled

manpower in the sector can only manage the financial risks that the banks need to take on regular

basis. The Human Resource department is responsible for finding such talented manpower and

placing them in right jobs in the banks.

4
Apart from the risks in the banking sector, the people handling the day-to-day affairs in the banks

need to keep the customer satisfaction in mind. The people working at the front office become the

face of the bank and thus it is the responsibility of the HR to make sure there are eligible people

working up front. They need to make sure that the candidates selected in the banks go through

necessary training before they begin their work, so that they are aware of the nuances of the core

banking industry and customer relationship, better. The HR management needs to think both about

the quantity and quality requirement in the banking sector and deal with the shortage in the skilled

manpower supply in the sector efficiently.

5
 INTRODUCTION

HR Interns apply knowledge acquired during studies while providing support to human

resources staff in an organization. Specific responsibilities seen on a Hr Intern resume sample

are learning about company operations, supervising staff, asking questions, doing paperwork,

screening applications, checking candidate backgrounds, conducting orientation, assisting

interviews, and maintaining candidate databases. The ideal candidate should showcase in his

or her resume human resources expertise, a willingness to learn, effective communication,

teamwork, research skills, and computer competences. Employers choose enrolled students

receiving training in human resources, psychology, and office management.

Hr Interns are entry-level workers looking to acquire hands-on experience in the human

resources field. They complete simple duties, such as answering emails, handling

correspondence, screening applications, performing data entry, updating databases, setting up

desk supply kits for employees, preparing orientation paperwork, posting job openings, and

helping to organize interviews.

HR INTERN JOB DESCRIPTION:

We are looking to employ an enthusiastic and driven HR intern to assist our HR department

with administrative and HR-related tasks. The HR intern’s responsibilities include updating

employee absence records, filing HR documents accordingly, initiating background checks on

shortlisted candidates, and providing suitable recommendations to improve HR policies. You

should also be able to draft employee communications notifying staff of policy and procedural

changes.

6
 To be successful as an HR intern, you should keep abreast of the latest developments in labour

legislation to determine how company HR policies may be affected. Ultimately, an outstanding

HR intern should be detail-oriented and able to demonstrate excellent administrative and

organizational skills.

HR INTERN RESPONSIBILITIES:

● Updating company databases by inputting new employee contact information and employment

details.

● Screening potential employees' resumes and application forms to identify suitable candidates

to fill company job vacancies.

● Organizing interviews with shortlisted candidates.

● Posting job advertisements to job boards and social media platforms.

● Removing job advertisements from job boards and social media platforms once vacancies have

been filled.

● Assisting the HR staff in gathering market salary information.

● Assisting in the planning of company events.

● Preparing and sending offer and rejection letters or emails to candidates.

● Coordinating new hire orientations.

● Responding to staff inquiries regarding HR policies, employee benefits, and other HR-related

matters.

7
 HR INTERN REQUIREMENTS:

● Bachelor's degree in human resource management or studying toward a degree in human

resource management or related field.

● Proven experience working in an office environment.

● Working knowledge of U.S. labour laws.

● Familiarity with HRIS (Human Resources Information System) software is advantageous.

● Proficiency in all Microsoft Office applications.

● The ability to work as part of a team.

● Strong analytical and problem-solving skills.

● Excellent administrative and organizational skills.

● Effective communication skills.

● Detail-oriented.

8
 “RECRUITMENT & SELECTION’’

The success of any organization depends on its employees. When an employee is well suited

for their job, the entire company can enjoy the benefits of their unbeatable success. Recruitment

and selection help organizations choose the right candidates for the right positions. Therefore,

understanding the difference between recruitment and selection is essential to reduce any losses

for an organization.

E-RECRUITMENT

E-recruitment, also known as online recruitment, refers to the use of web-based

technology for the various processes of attracting, assessing, selecting, recruiting and

on boarding job candidates.

1. E-RECRUITMENT DEFINITION

E-recruitment, also known as online recruitment, refers to the use of web-based

technology for the various processes of attracting, assessing, selecting, recruiting and

on boarding job candidates.

Through e-recruitment employers reach larger number of potential employees.

Companies may build their e-recruitment platforms in-house, use e-recruitment HR

software or employ recruitment agencies that utilise e-recruitment as part of their

package.

9
2. E-RECRUITMENT ELEMENTS

a. Applicant tracking: candidate status with respect to the jobs applied by

him/her

b. Employer’s website: provides details of job opportunities and collects data for

the same

c. Job boards: carry job advertisements from employers and agencies

d. Online testing: some kind of evaluation of candidates over Internet

e. Social media: quick reach out to potential candidates

3. ADVANTAGES OF E-RECRUITMENT

● Cost effective as it's generally free and it minimizes labour cost

● Reaches bigger audience as the user can target a far wider audience without

having to pay extra

● User friendly

● Enables dynamic content making users adds more appealing to job seekers

● Shortens hiring process

● Immediacy because most posts and replies appear in real time

10
 4. DISADVANTAGES OF E-RECRUITMENT

● Not suitable for senior positions where the pool of prospective candidates is

much lower

● High volume of responses including large number of unsuitable candidates

● Technology issues that come from standardising the application process

E-SELECTION

The HR department using the online selection process must ensure that each step complies with

the procedural requirements viz. Project steps, vendor selection, assessment steps, feedback to

the candidates, etc. The purpose of E-selection is to utilize the maximum human capital at a

reduced cost and in less time.

Thus, e-selection has the potential to both increase the efficiency of the selection process and

provide applicants with an easy means of applying for jobs. Regrettably, there is virtually no

research on the just noted issues. Electronic human resource (eHR) systems are being used with

increasing frequency in organizations.

11
Selection is the process of identifying an individual from a pool of job applicants with the

requisite qualifications and competencies to fill jobs in the organization. This is an HR process

that helps differentiate between qualified and unqualified applicants by applying various

techniques.

The term ‘selection’ comes with the connotation of placing the right person in the right job.

Selection is the process in which various strategies are employed to help recruiters decide

which applicant is best suited for the job.

Some activities include:

● Screening

● Eliminating unsuitable candidates

● Conducting an examination (aptitude test, intelligence test, performance test, personality

test, etc.)

● Interviews

● Checking references

● Medical tests

The selection process is a largely time-consuming step in an employee’s hiring experience. HR

managers must carefully identify the eligibility of every candidate for the post, being careful

not to disregard important factors such as educational qualification, background, age, etc.

12
 COMPANY PROFILE

Squarcell Resource India Pvt. Ltd. is a Kolkata based start-up, was incorporated in 2020, to provide
the technology based dynamic staffing solution to the company and enabling jobseekers to find jobs
as per their own area of expertise.
We are committed to excellence. Squarcell Resource India approach is tailored to support all business
types. Our sole focus is on providing you with the best resource options that match your unique
working requirements and culture.

Our foundation is deeply rooted in the relationships we have built and cultivated with individuals, co-
workers, businesses and organizations.

We focus on providing a quality staffing service for our clients and a smooth career transition for our
candidates. We’ve developed the perfect synergy between technology and human interaction to create
measurable, effect

13
 OUR CLIENTS LOVE OUR SERVICES

“We had a great experience working with the team of Squarcell and wish to continue the partnership for a
long time. The team has a strong follow-up and has been a strong support during challenging situations.
Highly recommend working with the dynamic team.”

Rhea Thomas
Tech Mahindra-Business Associate

“Squarcell has really helped us to source the required number of quality candidates on a day to day basis.
The team has quick response and the escalations were resolved timely.”

TATA Trent-Regional HR

“The AI-based website developed by Squarcell has revolutionized the online presence and significantly
enhanced the user experience. The website’s AI capabilities have streamlined various processes, delivering
personalized content and services.”

14
Tripta Bhatia
Talentedge-Senior Manager HR

“We had excellent Experience of Hiring with Squarcell. Team is very professional and work very hard to
fulfil requirements. In short period of time we are able to meet our hiring requirements with Squarcell. We
would love to do Business Hiring with help of Squarcell. I must recommended to work with them.”

Rohit Ranka
Quantsapp-India Business Head—

OUR JOURNEY

Squarcell Resource India Pvt. Ltd. is a Kolkata based start-up, was incorporated in 2020, to provide the
technology based dynamic staffing solution to the company and enabling jobseekers to find jobs as per their
own area of expertise.

In India, almost 70% of corporates have already used flexible workers. Squarcell is redefining staffing
solutions for business that rely on flexible jobseekers for their jobs.

Today, businesses are not only looking for staffing solution, but also for business focused solutions.
Parameters like the flexibility of contracts, quick onboarding process, pre-trained staff, replacement of
inadequately trained staff and more transparency are increasingly becoming more important. The startup

15
bridges the gap between convectional hiring and modern-day business demands and aims to reduce
operational hassle for businesses and provide meaningful ways to earn for jobseekers.

Squarcell Resource India Pvt. Ltd. has gained a considerable network of contacts and a database of quality
candidates, which is generated through networking, referrals and advertising across a wide range of social
media.

We are committed to excellence. Squarcell Resource India approach is tailored to support all business types.
Our primary goal is to assist our clients with building the strongest management teams possible. To that
end, we endeavor to thoroughly understand our clients’ staffing objectives and profile the skills and
background required for a job. We rightly evaluate the job requirements of our clients and recommend the
best fit for the concerned job profile.

Squarcell Resource India Pvt. Ltd. has a dedicated team of domain experts delivering quality recruitment
solutions and has successful recruitment practices across India.

Our ability to Service Customers Across India quickly without the compromise of quality helps clients build
scale effectively and efficiently.

By the Number

93% Selection Ratio

35+ Client Served

300+ Internship Done

400+ Job Opening

16
 LET’S START BY DEFINING WHAT YOU NEED!

Squarcell Resource India Pvt. Ltd. is a leading start-up agency that connects employers with the top talent
throughout the India. Utilizing our innovative team building and staffing solutions we deliver recruitment
results that improve the bottom line. Our expert recruiters specialize in providing hand selected talent across
a wide range of segments and services.
We are committed to excellence. Squarcell Resource India approach is tailored to support all business
types. Our sole focus is on providing you with the best resource options that match your unique working
requirements and culture.
Our foundation is deeply rooted in the relationships we have built and cultivated with individuals,
coworkers, businesses and organizations. From contract-hire to direct-hire, our knowledgeable recruiters
stand ready to connect you to resources you are searching for.

Our Client List

17
18
 ARE YOU LOOKING FOR A NEW CHALLENGE!

At Squarcell, we understand that finding the right job can be a crucial step in your career. That's why we
offer not only a job but also provide opportunities for those who are just starting their careers or looking for
a transition.
Another advantage is the flexibility of location options throughout India. Whether you prefer the vibrant
streets of downtown or the tranquility of suburban neighborhoods, we have diverse locations that cater to
your lifestyle. We strive to provide a work environment that resonates with your preferences and supports
your work-life balance.
At Squarcell, we prioritize your career growth. Join us and embark on a fulfilling journey where your
progress and satisfaction are our top priorities.

Important Notice:

At any point of the recruitment process, Squarcell or any affiliated parties are not authorized to take any
money from the applicants. Any party posing on behalf of Squarcell and collecting money from candidates,
promising them jobs is doing so with fraudulent intent and wrongfully using the company name.
In case you are demanded money for a job by Squarcell employee or affiliated party or consultant, please
bring it our notice by writing to support@[Link]
You can also submit your profile for future opportunities. As we evaluate your profile, we shall get in touch
with you.

19
 Talk to us!

Prefer Email?
We are here for you in every way possible. Please write directly

Mail

Prefer WhatsApp?
Have questions or need a hand? We’re here to help.
Reach our friendly support team via WhatsApp.

20
 SERVICES WE OPERATE!

Our Dynamic Resource Solution that addresses skill shortages for your hiring needs and helps
people from all walks of life scale up and position themselves for success.

Permanent Hiring

Finding the right employee can be a daunting task, but with Squarcell's expertise in permanent hiring, the
process becomes seamless and efficient. Our goal is to ensure that you find the perfect candidate who not
only possesses the necessary skills and qualifications, but also aligns with your company's values and
culture.
At Squarcell, we understand the importance of building a long-term, dedicated workforce. That's why we go
above and beyond to attract top talent and carefully screen candidates to match your requirements. Our
comprehensive approach includes:

1. Sourcing: We employ a wide range of sourcing strategies to reach potential candidates. This
includes leveraging our extensive network, utilizing job boards, and actively searching for passive
candidates.
2. Screening: Our experienced recruiters conduct thorough screenings to assess candidates’
qualifications, experience, and cultural fit. We utilize behavioral interviews, skills assessments, and
reference checks to ensure the candidates’ suitability for your organization.
3. Candidate Presentation: Once we have identified qualified candidates, we present them to you
along with detailed profiles outlining their skills, experience, and how they align with your
company’s values and goals.
4. Interview Coordination: We facilitate the interview process, scheduling interviews and providing
guidance on best practices to ensure a smooth and successful experience for both you and the
candidates.
5. Offer Negotiation: When you find the perfect candidate, we assist with offer negotiation,
ensuring a fair and competitive compensation package that aligns with industry standards and your
budget.
6. Onboarding Support: Even after the hiring process is complete, we continue to provide support
to both you and the newly hired employee, ensuring a smooth transition and successful integration
into your organization.
21
By partnering with Squarcell for your permanent hiring needs, you can save valuable time and resources
while gaining access to a pool of talented professionals. We are committed to finding the right match for
your company's long-term success.
Contact Squarcell today to get started on hiring your permanent employees and building a strong, capable
team.

Contract Hiring

At Squarcell, we understand that organizations often have temporary or project-based staffing needs. That's
why we offer comprehensive contract hiring services to help you find skilled professionals who can
contribute to your projects and initiatives.
Our contract hiring process is designed to be flexible and efficient, allowing you to quickly fill temporary
positions with qualified individuals. Here's how our process works:

1. Requirement Gathering: We collaborate with you to understand the specific skills, experience,
and qualifications you require for your contract positions. This ensures that we find candidates who
meet your project needs.
2. Sourcing: Using our extensive network and industry expertise, we actively source and identify
candidates who possess the necessary skills and experience for your contract roles. We also leverage
job boards and other resources to cast a wide net in our search.
3. Screening and Evaluation: Our experienced recruiters conduct thorough screenings and
evaluations to assess the candidates’ capabilities and ensure they align with your project
requirements. This includes assessing their technical skills, experience, and cultural fit.
4. Candidate Presentation: Once we have identified suitable candidates, we present them to you
along with detailed profiles outlining their skills, experience, and how they can contribute to your
project. We also provide insights into their availability and rate.
5. Interview Coordination: We assist in coordinating interviews between you and the candidates,
ensuring a smooth and streamlined process. We can provide guidance on best practices for
conducting effective interviews.
6. Contract Negotiation: When you select a candidate for your contract position, we help with the
contract negotiation process. We ensure that the terms and conditions are fair and agreed upon by
both parties.

22
 7. Onboarding Support: After the contract is signed, we provide support to both you and the
contracted employee during the onboarding process. We ensure that they have the necessary
resources and information to start their work smoothly.

By partnering with Squarcell for your contract hiring needs, you can benefit from our expertise in sourcing
and evaluating candidates to find the right fit for your projects. We take the burden of recruitment off your
shoulders, allowing you to focus on your core business activities.
Contact Squarcell today to discuss your contract hiring requirements and start building a skilled and
dynamic team for your temporary staffing needs.

Payroll Outsourcing

Outsourcing your payroll can bring numerous benefits to your organization, including increased efficiency,
cost savings, and improved compliance. At Squarcell, we offer customized solutions for your HRIS,
payroll, and compliance requirements to help maximize your return on investment and ensure employee
satisfaction.
Here's how our payroll outsourcing services can benefit your business:

1. Efficiency: By outsourcing your payroll, you can free up valuable time and resources that would
otherwise be spent on manual payroll processing. Our team of experts will handle all aspects of
payroll management, including calculating salaries, processing deductions, and generating accurate
and timely payslips.
2. Cost Savings: Managing payroll in-house can be expensive, as it requires investing in software,
training staff, and ensuring compliance with ever-changing regulations. With Squarcell’s payroll
outsourcing services, you can reduce overhead costs and eliminate the need for costly payroll
software licenses and upgrades.
3. Compliance: Staying compliant with payroll regulations can be complex and time-consuming.
Our team of payroll specialists is well-versed in local labor laws and tax

23
 OBJECTIVES OF THE STUDY

1. To understand posting a job in various job site portal.

2. To review the recruitment process and to make improvement to the following

forthcoming recruitment programs at Squarcell.

3. To find out the effectiveness of the selection procedure at Squarcell.

4. To know the various sources of recruitment and their availability at Squarcell.

5. To obtain the feedback of employees about the recruitment and selection

procedure followed in the Squarcell.

24
 SCOPE OF THE STUDY

1. The scope of study includes following aspects of recruitment and selection.

2. The feedback of an internship cost effectiveness.

3. Proper utilization of Human resource planning.

4. Effectiveness of recruitment process and techniques.

5. The selection is effective or not.

6. Cost effectiveness.

25
 HUMAN RESOYRCE POLICIES

HR policies are also defined as that body of principles and rules of conduct which govern the

enterprise in its relationship with employees.

Such a policy statement provides guidelines for a wide variety of employment relationships in

the organization. The purpose and significance of the HR policies hardly need any elaboration.

Every organization needs policies to ensure consistency in action and equity in its relation with

employees.

Policies serve the purpose of achieving organizational goals in an effective manner. HR

policies constitute the basis for sound HRM practices. Moreover, policies are the yardstick by

which accomplishment of programmes can be measured.

Human Resources policies are generalised guidelines on employee management, adopted by

consensus in an organisation to regulate the behaviour of employees and their managers or

supervisors.

As for the dichotomy between an HR policy and a procedure, they can be compared to a human

being and the shadow. Both are inseparable and as shadows set the outlines of a human being,

so do procedures set the outlines of an HR policy.

26
A policy is a guide for repetitive action in major areas of business. It is a statement of commonly

accepted understanding of decision-making criteria. Policies are set up to achieve several

benefits. By taking policy decisions on frequently recurring problems, the top management

provides the guidelines to lower-level managers.

It will permit decisions to be made in similar situations without repeating the reasons and

expensive analysis required initially to state the policy. Policies help managers at various levels

to act with confidence without the need of consulting the superiors every time. This will also

ensure promptness of action.

The starting point in all managerial relationships with employees is the managerial policies. It

incorporates the philosophy of the top management. The human resource philosophy of DLF,

for instance, is stated as the management of people begins with ideas, implicit or explicit, as to

the purpose, goals, and intentions in their employment. On the basis of such objectives, policies

outline the courses to be followed.

On the basis of such policies, programmes are developed by the management to pursue the

objectives. Carrying out the programmes result in certain practices. Policies declare what is

intended; they describe what is proposed. Practices describe how policies are being

implemented.

A company may have adopted a policy of providing training for all employees as a means of

preparing them for promotion. To implement this policy, it may have developed an extensive

training programme. The programme may include job training for new employees, supervisory

27
training for foreman and supervisors, and management development for members of the

management group. In the supervisory training programme, it may include role playing as one

of the many training practices.

Human resource policies are not something that can be considered in isolation. It is an integral

part of the whole policy structure of the enterprise. There is an organic unity in policies. Such

a unity prevents unnecessary duplication and promotes unity of action. Weakness in any one

of the major policies tends to weaken the effectiveness of other policies. Similarly, a weakness

in human resource policies may weaken effectiveness of all other organizational policies.

28
 CONTRIBUTION DURING SIP

a) Human resource Process in Squarcell:

The HR process if further divided into at Squarcell are as follows:

a) Internship

b) Recruitment & Selection

c) Training & Development

I have done my SIP in preparing a job description and then posting a job in

job portal site (LinkedIn), recruiting and selection process.

POLICY OF SQUARCELL

Recruitment shall be resorted only in such cases where suitable personnel are not available with

the organization to provide basic knowledge about actual corporate environment. In Squarcell

recruitment shall be through walk in, reference of employees, online portal. Squarcell having

their own online institution for provide internship programme for graduation final year student

and post-graduation final year students.

29
Squarcell have their own Office Kolkata but there is no relationship between internship

projects.

Source of Recruitment in Squarcell: -

a) Employees Reference

b) Online Portal

Learning Point for Squarcell: -

1. File Management: - If we take a new joining of a candidates in our organization

filling management / procedure is an important part of it. Document are

arranged according to the checklist into the file. If all the document are

completed file are also completed.

2. Resume Shortlisting: - screening resumes usually involve a three-step process

based on role minimum and preferred qualification. Both types of qualification

should be related to on-the-job performance and are ideally capture in the job

description.

The qualities are included are as follows: -

a) Work Experience

b) Education

c) Skill And Knowledge

d) Personality traits

e) Competencies

30
3. Interviews Procedure: - In Squarcell interview procedure or process are

completed in two round which are

a) Technical Round: In Squarcell for the interviews first round is technical

round in this. Essential its interviews assess your technical ability

usually related to the technical knowledge require for the role of

organization you wish to work for. In Squarcell interview is conducted

audio or video calling.

b) HR Round: In Squarcell for the interviews second round is HR round in

this. Usually in this Hr round, the employer takes a final interview of

those candidate who are crack the first round, employer try to

understand the candidates are eligible for this internship or not. They

test their educational knowledge as well as some of corporate

knowledge.

4. On Boarding Activity: - In Squarcell boarding activity introduced for new hired

employees for explaining the important components of the Squarcell like

corporate culture, values, resource and people and given them some other

training according to the post are like: -

a) Pre – training

b) Induction

c) Joining Report

31
5. Actual Work Done by Me: -

a) In my training period 1st three weeks I was completed the first task

procedure. In first task management I have to manage the MIS report of

all the candidates who apply for the job, daily I posted a job as employer

of the organization in LinkedIn for “ Human Resource Intern’’ at

Squarcell . That is “unpaid’’ internship as well as “virtual’’ (work from

home Internship also for remote location).

Check out this jobs in Kolkata:

[Link] (This was my first

job post in LinkedIn with the help of my senior HR manager)

According to the MIS Report there are number of column which I want

to fill like Name of the Candidates, Institution name / college name,

Contact Number (personal number as well as alternative number), Place

(where they live), employer name (who post a job) and Links (where he

/ she post a job).

Also manage the interviews schedule for those candidates who apply for

the job and internship. According to the eligibility criteria they are

selected for technical round and then I procced for final round which is

HR round.

32
b) 4th to 10th weeks I was completed formalities in these formalities joining

report job description and also made a job description for

“webmaster4SEO’’. I posting a job for “Purchase Executive’’ at

Webmaster4SEO. (This was paid up job and only for Kolkata location

also I made a job description for Purchase Executive which help by my

senior HR manager for preparing a job description).

Check out this job at Webmasters4SEO:

[Link] (This was my first

paid up job posting in LinkedIn)

Master sheet of employees.

Joining sheets of employees.

Re- joining of employees.

Update MIS Report sheet.

33
EXCEL REPORT FOR FIRST THREE WEEKS:

34
HUMAN RESOURCE INTERN JOB POST:

35
PURCHASE EXECUTIVE JOB POST :

36
 LIMITATIONS

1. This internship based on online as well as unpaid internship.

2. This study is limited only to the applicant who apply for the job in given job portal site.

3. Information given by the respondent may and may not be accurate due to which result

may worry.

4. The employees may not reveal the secrets of the organization.

37
 RESEARCH METHODOLOGY

Research methodology simply refers to the practical “how” of any given piece of research.

More specifically, it’s about how a researcher systematically designs a study to ensure valid

and reliable results that address the research aims and objectives.

HRM specialists and those studying for HR professional qualifications may be involved in

conducting or taking part in research projects. Postgraduate students will almost certainly do

so. Qualified HR specialists should keep up to date as part of their continuous professional

development by studying publications such as those produced by the CIPD, which present

research findings, or by reading articles in HR journals such as People Management or

academic journals based on research. Students must extend their understanding of HRM

through reading about research findings.

At Squarcell the recruitment process is initiated on receiving a requisition in the prescribed

format duly approved by the executive the requisition shall contain particulars of designation

role and responsibilities reporting relationship qualification and experience required and

critical skill are essential performance.

38
Recruitment process shall commerce with an internal search which shall be initiated by HR

department in case no suitable person is identified from within search from the application

bank shall be resorted to like box file (resume) from online portals.

Recruitment Techniques: -

a) Online Recruitment

b) Employees References

39
 DATA COLLECTION

Before we define collection, it’s essential to ask the question, “What is data?” The abridged

answer is, data is various kinds of information formatted in a particular way. Therefore, data

collection is the process of gathering, measuring, and analysing accurate data from a variety of

relevant sources to find answers to research problems, answer questions, evaluate outcomes,

and forecast trends and probabilities.

During data collection, the researchers must identify the data types, the sources of data, and

what methods are being used. We will soon see that there are many different data collection

methods. There is heavy reliance on data collection in research, commercial, and government

fields.

Data is a collection of facts, figures, objects, symbols, and events gathered from different

sources. Organizations collect data to make better decisions. Without data, it would be

difficult for organizations to make appropriate decisions, and so data is collected at various

points in time from different audiences.

40
The two methods are:

1. Primary Data

As the name implies, this is original, first-hand data collected by the data researchers. This

process is the initial information gathering step, performed before anyone carries out any

further or related research. Primary data results are highly accurate provided the researcher

collects the information. However, there’s a downside, as first-hand research is potentially

time-consuming and expensive.

2. Secondary Data

Secondary data is second-hand data collected by other parties and already having undergone

statistical analysis. This data is either information that the researcher has tasked other people

to collect or information the researcher has looked up. Simply put, its second-hand information.

Although it’s easier and cheaper to obtain than primary information, secondary information

raises concerns regarding accuracy and authenticity. Quantitative data makes up a majority of

secondary data.

41
WHICH COMES FIRST RECRUITMENT OR SELECTION?

Recruitment and selection are different processes. First is the recruitment that has as its

premise: Attraction, selection and design of the appropriate candidates for the selection

phase. Then the selection is made, which aims to conduct the interviews and evaluate the

candidates, in order to select an individual for the job.

FACTORS THAT INFLUENCE RECRUITMENT AND SELECTION:-

All organizations, whether large or small, put time and resources into the process of

recruiting and selecting employees for the activities. However, they do not consider the same

criterion.

There are factors that are often not considered by organizations, but directly influence the

process. Administrative recruitment factors can be broadly divided into external and internal

factors.

EXTERNAL FACTORS: -

• Supply and demand;

• Unemployment rate;

• Intern market;

• Place where the applicant resides;

• Company image.

42
SUPPLY AND DEMAND are the metric of the specific skills required in the job market. If

the demand for a particular skill is high compared to the supply, a larger recruitment effort

may be required. Thus, the higher the unemployment rate in a given area, the simpler the

process of recruiting and selecting the company.

The UNEMPLOYMENT RATE has become one of the influencing factors in the

recruitment and selection process. The number of unskilled candidates is very large, which

causes difficulties in attracting and retaining suitable candidates. On the other hand, with the

unemployment rate decreasing, it is important to explore new ways to recruit candidates.

The COMPANY’S IMAGE also directly influences the number of candidates who will be

attracted to the position. In many cases, the applicant not only targets the salary amount, but

prioritizes the company’s qualifications and working conditions.

It is very common for companies to prioritize CANDIDATES RESIDING in their

respective state. This avoids major changes and travel expenses for interviews and future

allowances. The company’s image is also extremely important as it is responsible for

attracting a large number of candidates with varying levels of qualification.

INTERNAL FACTORS: -

• Recruitment policy;

• Company size;

• Cost growth and expansion.

43
Most organizations have a policy of recruiting employees internally or externally.

Recruitment by appointment is one of the most used by organizations, as employees

themselves know the company better, making it easier to recommend candidates who can

easily adapt to the culture of the organization.

TYPES OF RECRUITMENT AND SELECTION: -

• Recruitment and selection methods or sources are defined before the company

begins to recruit candidates and should consider the source and type of employee you are

looking for.

• There are usually two types of sources from which any organization can look for

potential employees, both internal and external. But in addition to them, it is possible to

perform mixed recruitment and online.

INTERNAL RECRUITMENT: -

• Internal recruitment methods include opening position changes, distributing

announcements within the organization, searching the organizational database for the

relationship of skills required to perform the job, to match the competencies held by current

employees. This recruitment and selection method explores internal sources, filling positions

and encouraging promotions.

44
 • The in-house recruit can drive job satisfaction and employee motivation as they see

a new career opportunity available. Filling responsible positions with existing employees

ensures that they are rooted in the culture of the organization. However, problems can arise if

the internal promotion system is not seen as fair.

• The best way to avoid negative impact when hiring or promoting an employee is to

implement fair methods and procedures. By presenting the rules and steps of a structured

promotion process, the company avoids discomfort by making employees understand and

accept the outcome of the process.

EXTERNAL RECRUITMENT: -

• External recruitment methods include the form of disclosure.

• The choice of recruitment method, internal or external, made by managers, depends directly

on the strategy of the organization, which mostly has the strategy of encouraging internal

promotions and transfers.

45
MIXED RECRUITMENT: -

• Mixed recruitment is the combination of external and internal procedures.

• It is made in a way that can reconcile the interest in filling the vacancy and the

appreciation of the company’s talents.

• It can be done in three ways:

1. PREVALENCE OF INTERNAL MODEL: -

Attempted internal recruitment and, only in the face of failure, is the search for professionals

from outside the organization.

2. PREVALENCE OF EXTERNAL MODEL: -

Initial attempt to find the employee in the market and, only on failure, the vacancy is open to

employees of the company.

3. CONCOMITANT MODEL: -

External and internal recruitment occurring simultaneously. With this, it is possible to

generate an equal competition between the candidates.

46
ONLINE RECRUITMENT: -

In online recruitment and selection, it is possible to use the internet in favour of HR. This

makes external or internal recruitment more efficient. But in order to do so, it is necessary to

have a specialized platform to reach a larger number of candidates and automate the

processes.

● Employees may be lethargic if they are confident about possible promotions;

● The spirit of competition among employees may be impeded;

● Frequent employee transfers can reduce the overall productivity of the organization.

ADVANTAGES OF EXTERNAL RECRUITMENT: -

• Qualified personnel: attraction of qualified and trained people to apply for the

vacancy available.

• Larger choice: When vacancies are advertised in multiple places a large number of

people are reached and apply. Recruiters have a wider choice when selecting people for the

job;

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 • New Talents: External sources make it easy to infuse new ideas. This improves the

overall functioning of the venture.

• Competitive spirit: Capturing external sources arouses competitiveness, making

internal employees work hard.

DISADVANTAGES OF EXTERNAL RECRUITMENT: -

• Discontent among existing staff: External recruitment can lead to discontent and

frustration of existing staff. They may feel that the chances of promotion are slim;

• Extended process: External recruitment can take a long time;

• High cost: The external recruitment process is very expensive. Companies need to

spend a lot of money on advertising and applying processes;

• Uncertain answer: External applicants may not be compatible with the venture.

There is no guarantee that the venture will attract the right candidates from outside sources.

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STEP BY STEP RECRUITMENT PROCESS: -

Recruitment is a process that aims to identify and attract people who are available in the job

market, unemployed or looking for new opportunities, seeking to build a database of

qualified candidates to perform a given job. This process includes five phases that are

interrelated.

• Planning;

• Strategy development;

• Demand;

• Selection;

• Evaluation and control.

STEP 1: RECRUITMENT PLANNING

The first phase in the recruitment process is planning. Planning involves reducing job

vacancies and gathering information about the nature of these jobs, outlining two specific

objectives: the number and type of candidate to be contacted.

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STEP 2: QUANTITY OF CANDIDATES

Most organizations plan to attract a large number of candidates, much larger than they will

actually hire. Scheduling the total time that the recruitment process will take place dictates

the required number of candidates to be called so that all vacancies can be filled with

qualified professionals.

STEP 3: VACANCY DISCLOSURE MEANS

The way the company should disclose vacancies is directly related to the type of professional

it seeks to retain, so it is important to evaluate which people want to be informed about job

availability. The type of professional depends on the tasks and responsibilities involved and

the qualifications and experience expected. These details need to be available in the job

description and job specification.

STEP BY STEP SELECTION PROCESS: -

Selection is the process of selecting individuals with the required qualifications who are

competent to fill vacancies available within the organization. Selection is the process of

selecting individuals with the required qualifications who are competent to fill vacancies

available within the organization.

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There is no shortcut to an accurate assessment of a candidate. So hiring processes are mostly

long and complicated. Many employers use such techniques and pseudo sciences as

phenology, physiognomy, astrology, graphology etc. to make hiring decisions.

However, with modernity, these measures were considered uncertain. Every recruiter needs

to clearly see the candidate’s qualifications and evaluate them before selecting him or her for

the job. If the applicant does not have a satisfactory assessment at any stage, he is not

considered for the additional stages.

Thus he will be rejected. For example, if a candidate’s particulars are not satisfactorily

evaluated, he or she will not be called for testing. Similarly, if a candidate is on the tests, he

or she will not be called for the interview.

The following procedure is universal, but from the results obtained it can be modified to

assess the individual situation.

STEP 1: PRELIMINARY INTERVIEW

Evaluations and voting of pre-selected candidates’ curricula are carried out so that unsuitable

candidates are eliminated. This action is usually followed by a preliminary interview with the

purpose of choosing the best ones. The preliminary interview helps to eliminate people who

do not fit.

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There are several types of interviews that can be applied in the selection process, among

them:

● STRUCTURED INTERVIEW

With prefixed unified questions. A structured interview (also known as a unified interview or

an investigative-administered survey) is a quantitative research method, usually employed in

investigative research. The purpose of this approach is to ensure that each interview is

presented with exactly the same questions in the same order. This ensures that the answers

are reliably aggregated, enabling reliable comparisons between sample subgroups or between

different survey periods.

● UNSTRUCTURED INTERVIEW

Performed without structure and planning. In this case the survey questions are not pre-

arranged, allowing spontaneity, making the recruiter need to elaborate the questions,

developing them during the course of the interview.

This is considered to be the opposite of a structured interview that offers a fixed amount of

unified questions.

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 1. PRELIMINARY INTERVIEW: -

Interviews of this type usually last a few minutes to check the value of the candidate. When

companies are very large and need to filter and discard candidates, this is a good way to

eliminate them.

2. BEHAVIOR INTERVIEW: -

Evaluation is based on the solution and approach of the candidates. Behavioural interviews

are based on the premise that a person’s past performance at work is the best dictator of

future performance.

When a company seeks behavioural interviews they want to know how candidates act and

react under certain circumstances. They also want the candidate to give specific “real life”

examples of how they would behave in question situations.

3. STRESSFUL INTERVIEW: -

It features a series of harsh and quick questions intended to upset the candidate. In this case,

for a psychological evaluation and to measure the reactions and performance of candidates

under pressure and tension, the evaluators submit them to a series of questions.

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STEP 2: APPLYING SELECTION TESTS

A job interview is a type of job test that involves a conversation between the job seeker and

the representative of the organization. Interviews are one of the most popularly used

employee selection devices.

Interview questions can be pre-structured, or completely unstructured, arising in

conversation, or by a fixed list of questions. 11

Structured interviews are more valid than unstructured, that is, they are more accurate and
help identify the best candidates more easily.

Recruiters are called to evaluate candidates who pass the interview to the tests. Different
types of tests can be administered, depending on job, job and company. Generally, the tests
determine the candidate’s skill, aptitude and personality.

1. ABILITY TEST: -

Skill testing helps determine how an individual can perform work-related tasks effectively.

2. APTITUDE TEST: -

The aptitude test helps determine a person’s potential to learn in a particular area.

3. PERSONALITY TEST: -

Personality testing is used to measure an employee’s motivation, predicting their

functionality in a particular work environment.

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 4. INTEREST TEST:-

The interest test can be used to measure an individual’s preferences for certain activities.

STEP 4: CANDIDATE REFERENCE

Many employers ask for names, addresses, and contact or reference number for the purpose
of verifying information and perhaps obtaining additional information about an applicant.
The reference serves two purposes:

● The first is to acquire information about the candidate from supervisors and employees who
have had prior experience with the candidate;

● The second purpose is to assess the likelihood of potential success.

STEP 5: SELECTION DECISION

After obtaining information through the previous steps, the selection decision, the most
critical of all steps, must be made. The other steps of the selection process were used to
reduce the number of applicants.

The final decision must be made from the group of individuals who have passed the tests,
interviews and benchmarks.

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STEP 6: PHYSICAL EXAMINATIONS

Certain jobs require unusual strength, strength and tolerance of harsh working conditions. In
these cases the applicant has to pass the physical fitness test done by the company doctor or
approved medical officers.

Determining if the applicant is physically fit to perform the job.

This protects employers from possible claims for compensation from employees that are not
valid, such as damage or illness that was already present when they were hired.

FACTORS AFFECTING THE SELECTION PROCESS: -

Factors to consider selecting certain people for certain jobs are:

1. PHYSICAL AND PERSONAL CHARACTERISTICS:-

Sound body, height, weight, vision etc. In addition to age, gender, marital status, number of
children, family background, etc.

2. PROFICIENCY, ABILITY AND COMPETENCE:-

Qualifications and prior experience. Potentiality of an individual to learn and become

proficient in a job. Competence shows an individual’s ability to gain knowledge and skill for
job success.

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3. TEMPERAMENT AND CHARACTER: -

Emotional, moral and social qualities, honesty, loyalty etc. A high degree of intellectual
competence can serve as a substitute for such qualities as honesty and probity.

It is important to know about one’s character, one’s work habits, and one’s way of reacting
through adverse situations, the strength that drives one’s ability to work.

4. APPLICANT INTEREST: -

Uninterested candidates present a colourless and monotonous job. Interested parties show
how significant and worthwhile the work is, thus developing skills that are perceived along
with the accomplishments.

Even the person who has skill, competence, efficiency, if he has no interest in the job, will be
unhappy

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 TRAINING AND DEVELOPMENT OF EMPLOYEES.

"Employee Development" was seen as too evocative of the master-slave relationship between
employer and employee for those who refer to their employees as "partners" or "associates" to
be comfortable with. "Human Resource Development" was rejected by academics, who
objected to the idea that people were "resources" —an idea that they felt to be demeaning to
the individual. Eventually, the CIPD settled upon "Learning and Development", although that
was itself not free from problems, "learning" being an over general and ambiguous name.

Moreover, the field is still widely known by the other names. Training and development
(T&D) encompass three main activities: training, education, and development. Caravan,
Costive, and Hearty, of the Irish Institute of Training and Development, note that these ideas
are often considered to be synonymous. However, to practitioners, they encompass three
separates, although interrelated, activities:

• Training: This activity is both focused upon, and evaluated against, the job that an
individual currently holds.

• Education: This activity focuses upon the jobs that an individual may potentially hold in
the future and is evaluated against those jobs.

• Development: This activity focuses upon the activities that the organization employing the
individual, or that the individual is part of, may partake in the future, and is almost

impossible to evaluate.

The "stakeholders" in training and development are categorized into several classes. The
sponsors of training and development are senior managers. The clients of training and
development are business planners. Line managers are responsible for coaching, resources, and
performance. The participants are those who actually undergo the processes. The facilitators
are Human Resource Management staff. And the providers are specialists in the field. Each of
these groups has its own agenda and motivations, which sometimes conflict with the agendas
58
 and motivations of the others. The conflicts are the best part of career consequences are those
that take place between employees and their bosses. The number one reason people leave their
jobs is conflict with their bosses. And yet, as author, workplace relationship authority, and
executive coach, Dr. John Hoover points out, "Tempting as it is, nobody ever enhanced his or

her career by making 18 the boss look stupid." Training an employee to get along well with
authority and with people who entertain diverse points of view is one of the best guarantees of long-
term success. Talent, knowledge, and skill alone won't compensate for a sour relationship with
soppy

APPRAISAL OF PERFORMANCE OF EMPLOYEES

An employee performance appraisal is a process—often combining both written and oral

elements—whereby management evaluates and provides feedback on employee job
performance, including steps to improve or redirect activities as needed. Documenting
performance provides a basis for pay increases and promotions. Appraisals are also important
to help staff members improve their performance and as an avenue by which they can be
rewarded or recognized for a job well done. In addition, they can serve a host of other
functions, providing a launching point from which companies can clarify and shape
responsibilities in accordance with business trends, clear lines of management-employee

communication, and spur reexaminations of potentially hoary business practices.

An employee performance appraisal can act as motivation for an employee to improve his
productivity. When an employee sees his goals clearly defined, his performance challenges
identified and career development solutions in place to help advance his career, the effect is to
motivate the employee to achieve those goals.

Clarity
Employees perform their job duties to the best of their abilities throughout the year based on
guidance from management. Part of a performance appraisal is when a manager and employee
review the job description and compare the employee's performance with expectations. This
gives the employee a feeling of clarity and understanding that will help him better perform his
duties.
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 Take Responsibility

To prepare for the annual review, a manager should keep notes of all of the employee's
accomplishments and challenges throughout the year. When these are presented to the
employee during the appraisal, it gives the employee the opportunity to benefit from her
accomplishments and accept responsibility for the performance challenges. By claiming
ownership of performance issues, the employee makes the process of career development a
more personal commitment.

Teamwork

During a performance appraisal, a manager needs to take time to show the employee how his
performance affects the productivity of the entire organization. When employees understand
how their performance affects the ability of others to do their jobs, it helps put his own job
duties into an overall company context. It helps improve the notion of teamwork among the

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 PERFORMANCE APPRAISAL AND DEVELOPMENT

While the term performance appraisal has meaning for most small business owners, it might
be helpful to consider the goals of an appraisal system.

They are as follows:

1. To improve the company's productivity.

2. 2. To make informed personnel decisions regarding promotion, job changes, and

termination.

3. To identify what is required to perform a job (goals and responsibilities of the job)

4. To assess an employee's performance against these goals

5. To work to improve the employee's performance by naming specific areas for

improvement, developing a plan aimed at improving these areas, supporting the employee's
efforts at improvement via feedback and assistance, and ensuring the employee's involvement
and commitment to improving his or her performance.

All of these goals can be more easily realized if the employer makes an effort to establish the
performance appraisal process as a dialogue in which the ultimate purpose is the betterment of
all parties. To create and maintain this framework, employers need to inform workers of their
value, praise them for their accomplishments, establish a track record of fair and honest
feedback, be consistent in their treatment of all employees, and canvass workers for their own
insights into the company's processes and operations. A small business with few employees or
one that is just starting to appraise its staff

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 may choose to use a prepackaged appraisal system, consisting of either printed forms or
software. Software packages can be customized either by using a firm's existing appraisal
methods or by selecting elements from a list of attributes that describe a successful employee's
work habits such as effective communication, timeliness, and ability to perform work
requested. Eventually, however, many companies choose to develop their own appraisal form
and system in order to accurately reflect an employee's performance in light of the business's
own unique goals and culture. In developing an appraisal system for a small business, an
entrepreneur needs to consider the following:

1. Size of staff

2. Employees on an alternative work schedule

3. Goals of company and desired employee behaviors to help achieve goals.

4. Measuring performance/work

5. Pay increases and promotions.

6. Communication of appraisal system and individual performance

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 LITERATURE REVIEW

REVIEW OF BOOKS:

 HR from the Outside In: Six Competencies for the Future of Human Resources.
By Dave Ulrich, Jon Younger, Wayne Brockbank and Mike Ulrich New York: McGraw Hill,
2012

As the research, teaching and practice of HRM continues to respond to and be shaped by
contemporary business advances, Ulrich, Younger, Brockbank and Ulrich propose that a
competency approach provides a ‘leading logic for diagnosing, framing and improving’ the
resulting HR challenges (p. 30). Commencing in 1987, ‘HR from the Outside In’ is the result
of the sixth round of the authors’ Human Resource Competency Study; a global survey of HR
Professionals, Line Managers, Academics and Consultants. Though the authors note many
previous contributions to competency research, they believe this study’s unique 360° view will
enable HR professionals to significantly increase their levels of competence and contribution.
The authors’ ability to distil complex findings through years of experience and translate
compelling evidence into practical guidelines, usable tools and common-sense advice is what
makes this book both relevant and impactful.

Six core competencies have been identified; Strategic Positioner, Credible Activist, Change
Champion, HR Innovator and Integrator, Capability Builder and Technology Proponent. Some
competencies have carried through directly from previous models and others have evolved or
been reshaped. The central message however, as reflected in the book’s title, is that all six are
now strongly underpinned by an ‘Outside-In’ ethos. HRM has moved through three waves
from ‘Administrative Excellence’ to ‘Innovative and Integrated Practice’ to the more
contemporary view of ‘Strategic HRM’ whereby direct contribution to organizational
performance is achieved through developing business acumen, enabling business strategy and
aligning HRM activities with the resulting strategic choices (p.19). Today, the authors argue,
HRM must move through a fourth wave - strengthening strategic contribution through more
direct and active engagement with external elements; customers, investors, communities and
other stakeholders. As the book progresses through an exploration of each competency, it
provides ideas as to how this ‘outside’ might be brought ‘in’. How these ideas are interpreted
63
will likely depend on the perspective and experience of the reader; some appear very valuable,
some quite manageable, some hugely aspirational, some questionable. But all are interesting
and thought-provoking. The body of the book devotes a chapter to each competency following
a clear and very readable formula. Firstly, a story or two demonstrating the competency at
work in an organization is shared, secondly, the factors behind each competency and their
impact on individual effectiveness and business performance are explained in full, and finally,
some practical tools to initiate and develop ability in the competency are recommended.
Common among all chapters is the spectrum of potential activities in which HRM may engage.
These activities range from the simple, resource-effective and overtly valuable through to the
complex, time-consuming, expensive and potentially distracting. As they are now summarized,
the reader can consider: How much might be too much?

The Strategic Positioner

No longer is it sufficient to initiate, steer and engage in strategic discussion, HRM should be
proactively positioning the organization to win by; interpreting the global context, decoding
the customer experience and co-crafting the strategic agenda. This can be achieved through
simple efforts such as ensuring financial reports, customer performance data and board
meeting presentations are distributed across the team, HR Business Partners master and share
‘the logic’ of their division, and HR is represented on cross-functional teams.

The Credible Activist

Having evolved from Personal Credibility to Activism, the view is that HR professionals need
to take greater personal initiative across the organization. HRM must earn trust through
business results, display integrity as a role model for the organization’s values, be more self-
aware regarding skills, approaches and feedback, and strengthen the HR profession.
Furthermore, HR professionals need to be influencers and relate to others by understanding,
anticipating and planning for stakeholder interests

64
 CONCLUSION

1 From the above study here, I conclude that at Squarcell, almost done all the

recruitments through online (audio and video conferences interviews) which

sometimes take time as well as select wrong candidates.

2 Candidates is satisfied by the way present selection process is conducted most of the

employees choose telephoning interviews as well video conferencing interviews

which is the current selection process at Squarcell.

3 It is important for the company to have a clear and concise recruitment policy in place,

which can be executed effectively to recruit the best talent pool for the selection of the

right candidates at the right place quickly.

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 SUGGESTIONS

1. It is advised that Squarcell has to increase the recruitment personnel or manage the

selection process effectively.

2. It is found that management information system of Squarcell is not effective as the

candidates themselves had to call back to confirm their status of appointment.

3. It is advised that Squarcell take the interviews for analyse the candidates for their

skills.

4. Data bases of final year graduates and post graduates can be considered as a source

of effectiveness recruitment strategy for any immediate requirement.

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 FINDINGS

1. Most of the recruitment at Squarcell is done through online interview (audio / video

interview) followed by employee’s referrals.

2. The candidates are informed about the number of round in the selection process.

3. Most of the candidates telephonic interviews (audio Interviews).

4. It is found that the interview process is conducted in an open climate and help them to

express themselves freely.

5. It is found that the selection process of Squarcell is effectiveness in getting the right

candidates.

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 TERMINOLOGY

❖ E-Recruitment

❖ Job Post / LinkedIn

❖ E-Selection

❖ Interviews

❖ Human Resource Management

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 BIBLIOGRAPHY

➢ Website

[Link]

➢ Newspaper

Kolkata papers

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