SUSHILA DEVI BANSAL COLLEGE,

INDORE

Batch 2023 - 2025

Major Research Project
On
“A CONCEPTUAL STUDY OF RECRUITMENT AND
SELECTION”

Submitted in the partial fulfillment for the

Requirements of the degree of MBA
DAVV, Indore

Research Guide Research Scholar

Prof. Poonam Pachori Neha Rathore
DC2008259

DECLARATION

I, Neha Rathore, student of MBA have made my Major Research Project

entitled “A Study of Recruitment and Selection” under the guidance of
Prof. Poonam Pachori. I hereby declare that all the data and information
used in the preparation of my research project was collected by me. I
declare that I have not copied the project and it is my own work.
 Neha Rathore
DX2303237
MBA
Sushila Devi Bansal College,
Indore (M.P.)

CERTIFICATE

This is to certify that the Major Research Project entitled “A Study of

Recruitment and Selection submitted at “Sushila Devi Bansal College,
Indore(M.P.)”, for the partial fulfillment of the requirement of degree of
Master’s of Business Administration, is a work carried out by, Neha
Rathore student of MBA, under
my supervision and guidance. This work is an effort based on research and
study that was carried on during the MBA programme. This work is
solemnly completed by the student himself and it is the responsibility of
the student, the work is unique and not copied from any other source of
content.
Prof. Poonam Pachori Dr. Anubhuti
Bauskar
Assistant Professor HOD
Sushila Devi Bansal College Sushila Devi Bansal
College

Indore (M.P.) Indore (M.P.)

ACKNOWLEDGEMENT

I am highly indebted to Prof. Poonam Pachori, under whose guidance

this project report was completed. I am thankful to all the professionals,
who helped me by putting in their time and effort and by providing me
information and filling my questionnaire, based on which I carried out my
study. I am thankful to Dr. Anubhuti Bauskar for providing Institutional
support. I thank them for their propitious response. Last but not the least; I
would like to thank all those who have directly or indirectly helped me in
conducting this project.

Date:
Place: Indore Neha Rathore
 Table of Contents

S. No. Particulars Page No.

1 Abstract

2 Introduction

3 Literature Review

4 Rationale of the study

5 Objective of the study

6 Research Methodology

7 Data Analysis and Interpretation

8 Major Findings

9 Conclusion

10 Scope for further Research

11 References

12 Annexure
 CHAPTER 01
ABSTRACT

Effective recruitment, selection and retention are critical to organizational success.

They enable companies to have performing employees who are satisfied with their
jobs, thus contributing positively to the organization.

On the contrary, in-effective recruitment methodology, selection is retention would

result in mismatches which can have negative consequences for an organization. A
misfit who is not in tune with organization’s philosophy and goals can reduce output,
productivity, customer satisfaction, relationship and overall quality of work. Training a
wrong hire can also be expensive. Effective recruitment is therefore not only the first
step towards organizational excellence, but is important in cost control mechanism
as well.

The study researches the spectrum of recruitment methodologies followed in an

Company towards developing a unique model, propose suggestion that would
reduce cost, time to recruit, be effective and help overall organizational interests.

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 CHAPTER 02
INTRODUCTION

Recruitment and Selection:

Recruitment is the process of attracting individuals on a timely basis in sufficient
numbers and with appropriate qualification, to apply for jobs within an organisation.
The process of searching prospective employees with multidimensional skills and
experience that suits organizational strategies in fundamental to the growth of the
organization, this demands more comprehensive strategic perspective recruitment.
Organisations require the services of large number of personnel, these personnel
occupy the various positions created to the process of organization. Each position of
the organisation has certain specific contributions to achieve the organizational
objectives. The recruitment process of the organisation has to be strong enough to
attract and select the potential candidates with right job specification. The
recruitment process begins with human resource planning and concludes, both HR
staff and operating managers have responsibilities in the process.

“Right person for the right job is the basic principle in recruitment and selection.
Every organisation should give attention to the selection of its manpower, especially
its managers. The operative manpower is equally important and essential for the
orderly working of an enterprise.

Every business organisation/unit needs manpower for carrying different business

activities smoothly and efficiently and for this recruitment and selection of suitable
candidates is essential. Human Resource Management in an organisation will not be
possible if unsuitable persons are selected and employed in a business unit.

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 CHAPTER 03
LITERATURE REVIEW

Work by Korsten (2003) and Jones et al. (2006):

According to Korsten (2003) and Jones et al. (2006), Human Resource Management theories emphasize on
techniques of recruitment and selection and outline the benefits of interviews, assessment and psychometric
examinations as employee selection process. They further stated that recruitment process may be internal
or external or may also be conducted online. Typically, this process is based on the levels of recruitment
policies, job postings and details, advertising, job application and interviewing process, assessment,
decision making, formal selection and training (Korsten 2003).
Jones et al. (2006) suggested that examples of recruitment policies in the healthcare, business or industrial
sector may offer insights into the processes involved in establishing recruitment policies and defining
managerial objectives.
Successful recruitment techniques involve an incisive analysis of the job, the labour market scenario/
conditions and interviews, and psychometric tests in order to find out the potentialities of job seekers.
Furthermore, small and medium sized enterprises lay their hands on interviews and assessment with main
concern related to job analysis, emotional intelligence in inexperienced job seekers, and corporate social
responsibility. Other approaches to selection outlined by Jones et al. (2006) include several types of
interviews, role play, group discussions and group tasks, and so on.
Any management process revolves around recruitment and failure in recruitment may lead to difficulties and
unwanted barriers for any company, including untoward effects on its profitability and inappropriate degrees
of staffing or employee skills (Jones et al. 2006). In additional, insufficient recruitment may result into lack of
labour or hindrances in management decision making, and the overall recruitment process can itself be
advanced and amended by complying with management theories. According to these theories, the
recruitment process can be largely enhanced by means of Rodgers seven point plan, Munro-Frasers five-
fold grading system, personal interviews, as well as psychological tests (Jones et al. 2006).
Work by Alan Price (2007):
Price (2007), in his work Human Resource Management in a Business Context, formally defines recruitment
and selection as the process of retrieving and attracting able applications for the purpose of employment. He
states that the process of recruitment is not a simple selection process, while it needs management decision
making and broad planning in order to appoint the most appropriate manpower. There existing competition
among business enterprises for recruiting the most potential workers in on the pathway towards creating
innovations, with management decision making and employers attempting to hire only the best applicants
who would be the best fit for the corporate culture and ethics specific to the company (Price 2007). This
would reflect the fact that the management would particularly shortlist able candidates who are well
equipped with the requirements of the position they are applying for, including team work. Since possessing
qualities of being a team player would be essential in any management position (Price 2007).

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Work by Hiltrop (1996):
Hiltrop (1996) was successful in demonstrating the relationship between the HRM practices, HRM-
organizational strategies as well as organizational performance. He conducted his research on HR manager
and company officials of 319 companies in Europe regarding HR practices and policies of their respective
companies and discovered that employment security, training and development programs, recruitment and
selection, teamwork, employee participation, and lastly, personnel planning are the most essential practices
(Hiltrop 1999). As a matter of fact, the primary role of HR is to develop, control, manage, incite, and achieve
the commitment of the employees. The findings of Hiltrop’s (1996) work also showed that selectively hiring
has a positive impact on organizational performance, and in turn provides a substantial practical insight for
executives and officials involved. Furthermore, staffing and selection remains to be an area of substantial
interest. With recruitment and selection techniques for efficient hiring decisions, high performing companies
are most likely to spend more time in giving training particularly on communication and team-work skills
(Hiltrop 1999). Moreover the finding that there is a positive connection existing between firm performances
and training is coherent with the human capital standpoint. Hence, Hiltrop (1996) suggests the managers
need to develop HR practices that are more focused on training in order to achieve competitive benefits.
Work by Jackson et al. (2009) and Bratton and Gold (1999):
As discussed by Jackson et al. (2009), Human resource management approaches in any business
organization are developed to meet corporate objectives and materialization of strategic plans via training
and development of personnel to attain the ultimate goal of improving organizational performance as well as
profits. The nature of recruitment and selection for a company that is pursuing HRM approach is influenced
by the state of the labour market and their strength within it. Furthermore, it is necessary for such companies
to monitor how the state of labour market connects with potential recruits via the projection of an image
which will have an effect on and reinforce applicant expectations. Work of Bratton & Gold (1999) suggest
that organizations are now developing models of the kind of employees they desire to recruit, and to
recognize how far applicants correspond to their models by means of reliable and valid techniques of
selection. Nonetheless, the researchers have also seen that such models, largely derived from competency
frameworks, foster strength in companies by generating the appropriate knowledge against which the job
seekers can be assessed. However, recruitment and selection are also the initial stages of a dialogue
among applications and the company that shapes the employment relationship (Bratton & Gold 1999). This
relationship being the essence of a company’s manpower development, failure to acknowledge the
importance of determining expectation during recruitment and selection can lead to the loss of high quality
job seekers and take the initial stage of the employment relationship so down as to make the
accomplishment of desirable HRM outcomes extremely difficult. In the opinion of Bratton and Gold (1999),
recruitment and selection practices are essential characteristics of a dialogue driven by the idea of “front-
end” loading processes to develop the social relationship among applicants and an organization. In this
relationship, both parties make decisions throughout the recruitment and selection and it would be crucial for
a company to realize that high-quality job seekers, pulled by their view of the organization, might be lost at
any level unless applications are provided for realistic organization as well as work description. In view of
8
Jackson et al. (2009) and Bratton & Gold (1999) applicants have a specific view of expectations about how
the company is going to treat them; recruitment and selection acts as an opportunity to clarify this view.
Furthermore, one technique of developing the view, suggested by Bratton and Gold (1999), are realistic job
previews or RJPs that may take the form of case studies of employees and their overall work and
experiences, the opportunity to “cover” someone at work, job samples and videos. The main objective of
RJPs is to allow for the expectations of job seekers to become more realistic and practical. RJPs tend to
lower initial expectations regarding work and a company, thereby causing some applications to select
themselves; however RJPs also increase the degree of organization commitment, job satisfaction, employee
performance, appraisal and job survival among job seekers who can continue into employment (Bratton &
Gold 1999) Jackson et al. (2009).
Work by Silzer et al (2010):
However, the process of recruitment does not cease with application of candidature and selection of the
appropriate candidates, but involves sustaining and retaining the employees that are selected, as stated by
Silzer et al. (2010).
Work of Silzer et al. (2010) was largely concerned with Talent management, and through their work they
were successful in resolving issues like whether or not talent is something one can be born with or is it
something that can be acquired through development. According to Silzer et al (2010), that was a core
challenge in designing talent systems, facing the organization and among the senior management. The only
solution to resolve the concern of attaining efficient talent management was by adopting fully-executable
recruitment techniques. Regardless of a well-drawn practical plan on recruitment and selection as well as
involvement of highly qualified management team, companies following recruitment processes may face
significant obstacles in implementation. As such, theories of HRM can give insights in the most effective
approaches to recruitment even though companies will have to employ their in house management skills for
applying generic theories across particular organizational contexts. Word conducted by Silzer et al (2010)
described that the primary objective of successful talent strategies is to create both a case as well as a
blueprint for developing the talent strategies within a dynamic and highly intensive economy wherein
acquisition, deployment and preservation of human capital-talent that matter,, shapes the competitive
advantages and success of many companies (Silzer et al. 2010).
Work by Taher et al. (2000):
Toward that end Taher et al. (2000) carried out a study to critique the value-added and non-value activities
in a recruitment and selection process. The strategic manpower planning of a company, training and
development programme, performance appraisal, reward system and industrial relations, was also
appropriately outlined in the study. This study was based on the fact that efficient HR planning is an essence
of organization success, which flows naturally into employee recruitment and selection (Taher et al. 2000).
Therefore, demand rather than supply must be the prime focus of the recruitment and selection process and
a greater emphasis must be put on planning, supervising and control rather than mediation. Extending this
principle, a realistic approach to recruitment and selection process was demonstrated, and the study found
that an organization is efficient only when the value it commands exceeds the price involved in determining
9
the process of decision making or product. In other words, value-added and non-value added activities
associated with a company’s recruitment and selection process impacts its role in creating motivated and
skilled workforce in the country (Taher et al. 2000). Thus, the study identified the waiting time, inspection
time and filing time as non value added tasks and the cost of advertisement as the only value added activity
in the overall process. Taher et al. (2000) investigated the recruitment and selection section of Bangladesh
Open University. It was found that whenever the recruitment and selection department of BOU received a
recruitment request of new applicants from other sections, the officials failed to instantly advertise the
vacancy in various media. The university had to follow some long sequential steps prior to doing so. After
the vacancy is publicly advertised, what followed were the bureaucratic formalities and complications
together with inspection and supervision by two departments thereby causing unnecessary waiting in the
recruitment and selection process that eventually increases the cost of recruitment by keeping the
organization’s image at stake. The study also witnessed some amount of repetition taking place at every
step of recruitment where the applications of applicants circulating around too many departments for
verifications. This repetitive work tends to engage unnecessary persons for a single task that results in
unnecessary delay in the decision and unjust wastage of manpower.
After careful consideration of similar problems in the BOU, Taher et al. (2006) recommended for amending
the recruitment process by stating that firstly processes like job analysis and searching internal and external
sources must be followed by direct advertisement of the post as the HR’s own responsibility, and not by any
intermediate officials. This will eliminate the non-value activities. Secondly, Taher et al (2000) suggested a
‘system’ to be introduced to ease the respective department to study the shortlisted candidates, which can
be done only by the request of the HR department. A medical assistance must be sought by BOU in regards
to the physical or mental abilities of applicants for the job function as well as their workers compensation and
risk. A procedure needs to be devised pertaining to the privacy and confidentiality of medical reports. Thus,
this privacy and decrease in noon-value added activity of the medical exam can be sustained effectively by
testing the applicants via contracted medical advisors, or in-house doctors. Use of a computer based HR
system should be installed in BOU to manage the pool of information about employees and to make the
organization to take just-in-time HR recruitment and selection decisions.
Therefore, any organization is encouraged to development real-time recruitment strategies that must attempt
to generate a pool of appropriately qualified and well-experienced individuals so as to effectively initiate the
selection strategies and decisions. In essence, the potential applications are encouraged to apply for the
open vacancies and also the relevant departments can engage in recruiting the best candidates to upgrade
the department’s performance (Taher et al. 2000).

10
 CHAPTER 04
OBJECTIVES

Every task is taken with an objective. Without any objective, a task is rendered
meaningless.

To analyse the study on recruitment and selection process in IT industry certain

objectives are needed. They are as follows:

1. To understand the recruitment and selection process with respect to IT industry.

2. To compare the practiced process with the theoretical process.
3. To find out the quality of the professional hired.
4. To gain a practical exposure and hands-on experience of the recruitment and
selection process.
5. To study the recruitment models of the IT industry.
6. To assess the effectiveness of the process practiced by IT companies.
7. To recommend suitable recommendations, if any, based on the findings.

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 STATEMENT OF PROBLEM

For an industry to survive and prosper in the economy, quality resources have to be
utilized. The quality aspect is such an important element in picking up the right kind
of human inputs to make IT industry success. The activity of recruitment and
selection takes care of the responsibility of the much needs quality IT professionals.
With this background, it is very much felt the need for study and analysis of the
recruitment and selection process in the IT industry, as a vital function of HRM to
feed with a quality workforce.

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 HYPOTHESIS

Hypothesis is a preposition condition or principle which is assumed without

belief in order to draw out its logical consequences and by method to test its
validity with facts which are known and determined hypothesis basically is a
statement of belief which is to be tested.

Null Hypothesis: 25 recruiters use different sources for recruiting process, like
job portals, advertisements, database, employee referral and consultancy.

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 SCOPE OF THE STUDY

Recruitment is a process to discover the sources of manpower to meet the

requirements of staffing schedule and to employ effective measures for
attracting manpower in adequate numbers to facilitate effective selection of an
efficient working force. Selection is the process of differentiating between
applicants in order to identify and hire those with a greater likelihood of
success in job.

Process scope: Process scope indicates recruitment and selection

procedure, factors considered at the time of recruitment in an organization
and other sources through which resumes are accessed for fulfilling the
requirements.

Content scope: Specifies the depth and breadth of content provided to

support the recruitment and selection activities in an organization. Contents
include procedure followed in selection process, resumes, database, job
portals, internal company websites, employee referrals and other data from
external sources.

Functional scope: Defines the breadth of recruitment and selection

process in an organization. As this is the part of human resource
management- which deals with the selecting a right candidate for right job. As
this HR function supports the process and content in an organization.

Organization scope: Defines the recruitment and selection process in

detail of an enterprise. The scope for this in an organization is narrow or may
depends on the size and the nature of the organization.

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LIMITATIONS OF THE STUDY

1. Time constraint.
2. The study was limited to the pandemic of COVID-19. Physical internship
was not possible due to the situations created by pandemic. The practical
knowledge could be gained sufficiently.

15
 CHAPTER 05

RESEARCH METHODOLOGY

What is Research?
Research is defined as careful consideration of study regarding a particular concern
or problem using scientific methods. According to the American Sociologist Earl
Robert Bobbie, “research is a systematic inquiry to describe, explain, predict, and
control the observed phenomenon. It involves inductive and deductive methods.”

Types of research methods:

Research methods are broadly classified as Qualitative and Quantitative. Both

methods have distinctive properties and data collection methods.

Qualitative methods:

Qualitative research is a method that collects data using conversational methods,

usually open-ended questions. The responses collected are essentially non-
numerical. This method helps a researcher understand what participants think and
why they think in a particular way.

Types of qualitative methods include:

1. One-to-one Interview
2. Focus Groups
3. Ethnographic studies
4. Text Analysis
5. Case Study

Quantitative methods:

Quantitative methods deal with numbers and measurable forms. It uses a systematic
way of investigating events or data. It answers questions to justify relationships with
measurable variables to either explain, predict, or control a phenomenon.

Types of quantitative methods include:

16
1. Survey research
2. Descriptive research
3. Correlational research

SOURCES OF DATA COLLECTION

Primary data:

They are original source from which the researcher directly collects data that have
not been previously collected. It includes:

 Personal observations.
 Discussions with recruiters of consultancies.

Secondary data:

These are sources containing data, which have collected and complied for another
purpose. The secondary data consists of already compiled statistical statements and
reports whose data may be used by the researchers for the studies.

The data is collected through the following:

 HRM textbooks.
 HR magazines- HRM review.
 HR websites.

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  Other articles from web sites and newspapers.

RESEARCH INSTRUMENT

The data collection was through ‘interview’ with recruiters of consultancies. Some
personal observations were also made while the interview was conducted for
applicants. A structured questionnaire was used to collect the data.

SAMPLE SCHEME

The study conducted on ― Recruitment and Selection process in IT industry‖, was

restricted to four consultancies. A structured questionnaire was used to collect data
from 25 recruiters of the consultancies. A convenience sampling technique was
used. So the sample size for the study is 25 recruiters. The study is restricted to four
consultants.

METHOD OF DATA ANALYSIS

The data collected from various sources are analysed and understood. Some
software was used for analysing the data. They are MS WORD and MS EXCEL. MS
WORD is used for typing all the information and MS EXCEL was used for presenting
tables and graphs.

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 RECRUITMENT

Meaning:
Recruitment means to estimate the available vacancies and to make suitable
arrangements for their selection and appointment. Recruitment is understood as the
process of searching for and obtaining applicants for the jobs, from among whom the
right people can be selected.

A formal definition states, “It is the process of finding and attracting capable
applicants for the employment. The process begins when new recruits are sought
and ends when their applications are submitted. The result is a pool of applicants
from which new employees are selected”. In this, the available vacancies are given
wide publicity and suitable candidates are encouraged to submit applications so as
to have a pool of eligible candidates for scientific selection.

19
In recruitment, information is collected from the interested candidates. For this
different sources such as newspaper advertisement, employment exchanges,
internal promotion, etc. are used.

In the recruitment, a pool of eligible and interested candidates is created for selection
of most suitable candidates. Recruitment represents the first contact that a company
makes with potential employees.

Definition:

According to EDWIN FLIPPO, “Recruitment is the process of searching for

prospective employees and stimulating them to apply for jobs in the organization”.

Need for Recruitment:

The need for recruitment may be due to the following reasons / situations:

a) Vacancies due to promotions, transfer, retirement, termination, permanent

disability, death and labour turnover.
b) Creation of new vacancies due to the growth, expansion and diversification of
business activities of an enterprise. In addition, new vacancies are possible
due to job specification.

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Purpose and Importance of Recruitment:

1. Determine the present and future requirement of the organization on

conjunction with its personnel-planning and job analysis activities.
2. Increase the pool of job candidates at minimum cost.
3. Help increase the success rate of the selection process by reducing the
number of visibly under qualified or over qualified job applicants.
4. Help increase the probability that job applicants, once recruited and selected,
will leave the organization only after a short period of time.
5. Meet the organization’s legal and social obligations regarding the composition
of its work force.
6. Begin identifying and preparing potential job applicants who will be
appropriate candidates.
7. Increase organizational and individual effectiveness in the short term and long
term.
8. Evaluate the effectiveness of various recruiting techniques and sources for all
types of job applicants.
9. Recruitment is a positive function in which publicity is given to the jobs
available in the organization and interested candidates are encouraged to
submit applications for the purpose of selection.

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 Recruitment Process:

Recruitment refers to the process of identifying and attracting job seekers so as

to build pool of qualified job applicants. The process comprises five interrelated
stages, viz.

1. Planning
2. Strategy Development
3. Searching
4. Screening
5. Evaluation and Controlling

STAGE 1: RECRUITMENT PLANNING:

The first stage in the recruitment process is planning. Planning involves the
translation of likely job vacancies and information about the nature of these jobs into
set of objectives or targets that specify the

1. Numbers and
2. Types of applicants to be contacted

Numbers of Contact: Organization, nearly always, plan to attract more applicants

than they will hire. Some of those contacted will be uninterested, unqualified or both.
Each time recruitment programme is contemplated, one task is to estimate the
number of applicants necessary to fill all vacancies with the qualified people.

Types of Contact: It is basically concerned with the types of people to be informed

about job openings. The type of people depends on the tasks and responsibilities

22
involved and the qualifications and experience expected. These details are available
through job description and job specification.

STAGE 2: STRATEGY DEVELOPMENT:

When it is estimated that what types of recruitment and how many are required then
one has concentrated in

1. Make or buy employees.

2. Technological sophistication of recruitment and selection devices.
3. Geographical distribution of labour markets comprising job seekers.
4. Sources of recruitment.
5. Sequencing the activities in the recruitment process.

Make or Buy:

Organization must decide whether to hire skilled employees and invest on training
and deduction programmes, or they can hire skilled labour and professional.
Essentially, this is the “make or buy” decision. Organizations, which hire skilled and
professionals shall have to pay more for these employees.

Technological Sophistication:

The second decision in strategy development relates to the methods used in

recruitment and selection. This decision is mainly influenced by the available
technology. The advent of computers has made it possible for employers to scan
national and international applicant qualification. Although impersonal, computers
have given employers and job seekers a wider scope of options in the initial
screening stage.

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STAGE 3: SCREENING:

Screening of applicants can be regarded as an integral part of the recruiting process,

though many view it as the first step in the selection process. Even the definition on
recruitment, we quoted in the beginning of this chapter, excludes screening from its
scope. However, we have included screening in recruitment for valid reasons. The
selection process will begin after the applications have been scrutinised and
shortlisted. Hiring of professors in a university is a typical situation. Application
received in response to advertisement is screened and only eligible applicants are
called for an interview. A selection committee comprising the vice chancellor,
registrar and subject experts conducts interview. Here, the recruitment process
extends upto screening the applications. The selection process commences only
later.

Purpose of screening:

The purpose of screening is to remove from the recruitment process, at an early

stage, those applicants who are visibly unqualified for the job. Effective screening
can save a great deal of time and money.

In screening, clear job specification is invaluable. It is both good practice and a legal
necessity that applicant’s qualification is judged on the basis of their knowledge,
skills, abilities, and interest required to do the job.

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STAGE 5: EVALUATION AND CONTROL:

Evaluation and control is necessary as considerable costs are incurred in the

recruitment process. The costs generally incurred are:

1. Salaries and recruiters.

2. Management and professional time spent on preparing job description, job
specifications, advertisements, agency liaison and so forth.
3. The cost of advertisements or other recruitment methods, i.e., agency fees.
4. Recruitment overheads and administrative expenses.
5. Costs of overtime and outsourcing while the vacancies remain unfilled.
6. Cost of recruiting unsuitable candidates for the selection process.

Sources of Recruitment:

SOURCES OF MANAGERIAL RECRUITMENT:

INTERNAL SOURCES EXTERNAL SOURCES

1. Promotion 1. Campus Recruitment

2. Transfers 2. Press Advertisement

3. Internal Notification 3. Management Consultancy Service

4. Retirement 4. Deputation of personnel or transfer

from one enterprise to another
5. Former employees 5. Walk-ins, write-ins, talk-ins

25
The sources of recruitment can be broadly categorised into internal and external
sources.

1. INTERNAL RECRUITMENT:

Internal recruitment seeks applicants for position from within the company. The
various internal sources include:

Promotion and Transfers:

Promotion is an effective means using job posting and personnel records. Job
posting requires notifying vacant positions by posting notices, circulating publications
or announcing at staff meetings and inviting employees to apply. Personnel records
help discover employees who are doing jobs below their educational qualifications or
skill levels. Promotions has many advantages like it is good for public relations,
builds morale, encourages competent individuals who are ambitious, improves the
probability of good selection since information on the individual’s performance is
readily available, is cheaper than going outside to recruit, those chosen internally are
familiar with the organization thus reducing the orientation time and energy and also
acts as a training device for developing middle-level and top-level managers.

Employee Referrals:

Employees can develop good prospects for their families and friends by acquainting
them with the advantages of a job with the company, furnishing them with
introduction and encouraging them to apply. This is a very effective means as many
qualified people can be reached at a very low cost to the company. The other
advantages are that the employees would bring only those referrals that they feel
would be able to fit in the organization can also fulfil social obligations and create
goodwill.

26
Former Employees:

These include retired employees who are willing to work on a part-time basis,
individuals who left work and are willing to come back for higher compensations.
Even retrenched employees are taken up once again. The advantage here is that the
people are already known to the organization and there is no need to find out the
past performance and character.

Dependents of deceased employees:

Usually, banks follow this policy, if an employee dies, his/her spouse or son or
daughter is recruited at their place. This is usually an effective way to fulfil social
obligation and create goodwill.

Recalls:

When management faces a problem, which can be solved only by a manager who
has proceeded on long leave, it may be decided to recall that persons after the
problem is solved, his leave maybe extended.

Retirement:

At times, management may not find suitable candidates in place of the one who had
retired, after meritorious service. Under the circumstances, management may decide
to call retired managers with new extension.

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EVALUATION OF INTERNAL SOURCES:

Let us evaluate the internal sources of recruitment. Obviously, it can be done in

terms of its advantages and disadvantages. The same are spelled out as follows:

ADVANTAGES:

The advantages of internal source of recruitment include the following:

1. Familiarity with own employees:

The organisation has more knowledge and familiarity with the strengths and
weaknesses of its own employees than of strange or unknown outsiders

2. Better use of the talent:

The policy of internal recruitment also provides an opportunity to the
organization to make a better use of talents internally available and to develop
them further and further.

3. Economical recruitment:
In case of internal recruitment, the organisation doesn’t need to spend much
money, time and effort to locate and attract the potential candidates. Thus,
internal recruitment proves to be economical or say inexpensive.

4. Improves Morale:
This method makes employees sure that they would be preferred over the
outsiders as and when they fill up the organizational vacancies.

5. A motivator:
The promotion through internal recruitment serves as a source of motivation
for the employees to improve their career and income. The employees feel
that organization is a place where they can build up their life long career.
Besides, internal recruitment also serves as a means of attracting and
retaining employees in the organization.

28
DISADANTAGES:
The main drawback associated with the internal recruitment is as follows:

1. Limited choice:
Internal recruitment limits its choice to the talents available with the
organization. Thus, it denies the tapping of talents available in the vast
labour market outside the organization. Moreover, internal recruitment
serves as a means for “inbreeding”, which is never healthy for the future
organizations.

2. Discourage competition:
In this system the internal candidates are protected from competition by
not giving opportunity to other wise competent candidates from outside the
organisation. This in turn, develops a tendency among the employees to
take the promotion without showing extra performance.

3. Stagnation of skills:
With the feeling that internal candidates will surely get promoted their skill
in the long run may become stagnant or obsolete. If so, productivity and
sufficiency of the organisation, in turn, decreases

4. Creates conflicts:
Conflicts and controversies surface among the internal candidates,
whether or not they deserve promotion.

29
 2. EXTERNAL RECRUITMENT:

External recruitment seeks applicants for positions from sources outside the
company. They have outnumbered the internal methods. The various external
sources include:

Professional or Trade association:

Many associations provide placement service to its members. It consists of compiling

job seeker’s lists and providing access to members during regional or national
conventions. Also, the publications of these associations carry classified
advertisements from employers interested in recruiting their members. There are
particularly useful for attracting highly educated, experienced or skilled personnel.

Advertisements:

It is a popular method of seeking recruits, as many recruiters prefer advertisements

because or their wide reach. Want ads describe the job benefits, identify the
employer and tell those interested how to apply. Newspaper is the most common
medium but for highly specialised recruits, advertisements may be placed in
professional or business journals.

Advertisements must contain paper information all like the job contents, working
conditions, location of job, compensation, including fringe benefits, job specifications,
growth aspects, etc.

Campus Recruitment:

Colleges, universities, research laboratories, sports fields and institutes are fertile
ground for recruiters, particularly the institutes. Campus Recruitment is going global
with companies like HLL, Citibank, HCL-HP, ANZ Grind Lays, L&T, Motorola,
Reliance looking for global markets. Some companies recruit a given number of
candidates from these institutes every year. Campus recruitment is so much sought
after that each college: university department institute will have a placement officer
to handle recruitment functions.
30
However, it is often an expensive process, even if recruiting process produces job
offers and acceptances eventually.

Walk-ins. Write-ins and Talk-ins:

The most common and least expensive approach for candidate is direct applications.
In which job seekers submit unsolicited application letters or resumes. Direct
applications can also provide a pool of potential employees to meet future needs.
From employees’ viewpoint, walk-ins are preferable as they are free from the hassles
associated with the methods of recruitment. While direct applications are particularly
effective in filling entry level and skilled vacancies, some organizations compile pools
of potential employees from direct applications of skilled positions. Write-ins are
those who send written enquiries. These job seekers are asked to complete
application forms for further processing. Talk-in involves the job aspirants meeting
the recruiter (on an appropriate date) for detailed talks. No application is required to
be submitted to the recruiter.

Consultants:

They are in this profession for recruiting and selecting managerial and executive
personnel. They are useful as they have nationwide contacts and lend
professionalism to the hiring process. They also keep prospective employer and
employee anonymous. However, the cost can be a deterrent factor.

Head Hunters:

They are useful in specialized and skilled candidates working in a particular

company. As agent is sent to represent the recruiting company and offer is made to
the candidate. This is a useful source when both the companies involved are in the
same field, and the employee is reluctant to take the offer since he fears, that his
company is testing his loyalty.

31
Radio, Television and Internet:

Radio and Television are used to reach certain types of job applicants such as skilled
workers. Radio and television are used but sparingly, and that too, by government
departments only. However, there is nothing inherently desperate about using radio
and television. It depends upon what is said and how it is delivered. Internet is
becoming a popular option for recruitment today. There are special sites like
[Link], etc.

32
EVALUATION OF EXTERNAL SOURCES:

Like the internal sources of recruitment, external sources are mixed of advantages
and disadvantages.

ADVANTAGES:

1. Open process:
Being a more open process, it is likely to attract a large number of applicant’s
applications. Thus, in turn, widens it options of selection.

2. Availability of talented candidates:

With a large pole of applicants, it becomes possible for organisation to have
talented candidates from the outside. Thus, it introduces new blood in the
organisation.

3. Opportunity to select the best candidate:

With the large pole of applicants, selection process becomes competitive.
This increases prospects for selection of the best candidates.

4. Provides healthy competition:

As the external members are supposed to be more trained and efficient, with
such a background they work with a positive attitude and greater vigour. This
helps to create healthy competition and conductive work environment in the
organization.

DISADVANTAGES:

However, the external sources of recruitment suffer from certain disadvantages too,
these are:

1. Expensive and time consuming:

33
 This method of recruitment is both expensive and time consuming. There is
no guarantee that organization will get good and suitable candidates.

2. Unfamiliarity with the organisation:

As some candidates are from outside the organisation, they are not familiar
with the nature and the internal scenario of the organization.

3. Discourage the existing employee:

Existing employees are not sure to get promotions. This discourages them to
do the hard work. This, in turn, boils down to decreasing productivity of the
organisation.

34
 SELECTION:

Selection process is a decision making process. This step consists of a number of

activities. A candidate who fails to qualify for a particular step is not eligible for
appearing for the subsequent step. Employee selection is the process of putting
right men on the right job. It is a procedure of matching organizational requirements
with the skills and qualifications of people. Effective selection can be done only
where there is effective matching. By selecting right candidate for the right job, the
organization will get quality performance of employee. Moreover, organization will
face less absenteeism and employee turnover problems. By selecting the right
candidate for the required job, organisation will also save time and money. Proper
screening of the candidates takes place during selection procedure. All the potential
candidates who apply for the given job are tested.

35
 SELECTION PROCESS:

Selection is a long process, commencing from the preliminary interview of the

applicants amending with the contract of employment.

1. Preliminary test
2. Selection test
3. Employment interview
4. Reference and background
5. Analysis
6. Selection decision
7. Physical examination
8. Job offer
9. Employment contract

Step-1
PRELIMINARY TEST:
The applicants received from the job seekers would be subject to scrutiny so
as to eliminate unqualified applicants. This is usually followed by a preliminary
interview, the purpose of which is more or less the same as scrutiny of
application, that is, eliminate unqualified applicants. Scrutiny enables the HR
specialists to eliminate unqualified job seekers based on the information
supplied in their application forms. Preliminary interview, on the other hand,
helps reject misfits for reason, which did not appear in the application form.

Step-2
SELECETION
TEST:
Job seekers who pass the screening and the preliminary interview are called
for tests. Different types of tests may be administered, depending on the job

36
and the company.

37
 Generally, tests are used to determine the applicant’s ability, aptitude and
personality.

The following are the types of tests taken:

1. Ability test
2. Aptitude test
3. Intelligence test
4. Interest test
5. Personality test
6. Projective test
7. General knowledge test
8. Perception test
9. Graphology test
10. Polygraph test
11. Medical test

Step-3

INTERVIEW:

The nest step in the selection process is an interview. Interview in formal, in-depth
conversation conducted to evaluate the applicant’s acceptability. It is considered to
be excellent selection device. It is face-to-face exchange of view, ideas, and opinions
between the candidates and the interviewers. Basically, interview is nothing but an
oral examination of candidates. Interview can be adapted to unskilled, managerial,
and professional employees.

Types of Interviews:

Interviews can be of different types. Following are some mentioned types of interview:

1. Informal interview
2. Formal interview
3. Non directive interview

38
 4. Depth interview
5. Stress interview
6. Group interview
7. Panel interview
8. Sequential interview
9. Structured interview
10. Unstructured interview
11. Mixed interview
12. Telephonic interview

Step-4

REFERENCE CHECK:

Many employers request names, addresses, and telephone numbers of references

for the purpose of verifying information and perhaps, gaining additional background
information of an applicant. Although listen on the application form, references are
not usually checked until an applicant has successfully reached the fourth stage of a
sequential selection process. When the labour market is very tight, organizations hire
applicants before checking references.

Step-5

SELECTION DECISION:

After obtaining the information through the preceding steps. Selection decision- the
most critical of all steps- must be made. The other stages in the selection process
have been used to narrow the number of the candidates. The final decision has to be
made out of the pool of the individuals who have passed the tests, interviews and
reference checks.

The view of the line manager will be generally considered in the final selection
because it is he/she who is responsible for the performance of the new employee.
The HR manager plays a crucial role in the final selection.

39
Step-6

PHYSICAL EXAMINATION:

After the selection decision and before the job offer is made, the candidate is
required to undergo a physical fitness test. A job offer is, often, contingent upon the
candidate being declared fir after the physical examination. The results of the
medical fitness test are recorded in a statement and are preserved in the personnel
records. There are several objectives behind a physical test.

Obviously, one reason for a physical test is to detect if the individual carries any
infectious disease. Secondly, the test assists in determining whether an applicant is
physically fit to perform the work. Thirdly, the physical examination information can
be used to determine if there are certain physical capabilities, which differentiate
successful and less successful employees. Finally, such an examination will protect
the employer from workers’ compensation claims that are not valid because the
injuries or illness were present when the employee was hired.

Step-7

JOB OFFER:

The next step in the selection process is job offer to those applicants who have
crossed all the previous hurdles. Job offer is made through a letter of appointment.
Such a letter generally contains a date by which the appointee must report on duty.
The appointee must be given reasonable time for reporting. Those is particularly
necessary when he or she is already in employment, in which case the appointee is
required to obtain a relieving certificate from the previous employer.

The company may also want to individual to delay the date of reporting on duty. If
the new employee’s first job upon joining the company is to go on company until
perhaps a week before such training begins.

40
Step-8

CONTRACT OF EMPLOYEMENT:

There is also a need for preparing a contract of employment. The basic information
that should be included in a written contract of employment will vary according to the
level of the job, but the following checklist sets out the typical headings:

1. Job title.
2. Duties, including a parse such as “The employee will perform such duties and
will be responsible to such a person, as the company may from time to time
direct”.
3. Date when continuous employment starts and the basis for calculating service.
4. Rate of pay, allowance, overtime and shift rates, method od payments.
5. Hours of work including lunch break and overtime and shift arrangements.
6. Holiday arrangements
7. Paid holidays per year
8. Public holidays
9. Special terms relating to rights to patents and designs, confidential
information, and restraints on trade after termination of employment.

The drawback with the contracts is that it is almost to enforce them. A

determined employee is bound to leave the organization, contract or no
contract.

Step-9
CONCLUDING THE SELECTION PROCESS:
Contrary to popular perception, the selection process will not end with
executing the employment contract. There is another step- a more sensitive
one- reassuring those candidates who have not been selected, not because of
any serious deficiencies in their personalities, but because their profile did not
match the requirement of the organisation.
They must be told that those who were selected were done purely no relative
merit.

41
Step-10
EVALUATION OF SELECTION PROGRAMME:
The broad test of the effectiveness of the selection process is the quality of
the personnel hired. An organisation must have competent and committed
personnel.

42
 ORGANISATION FOR SELECTION

Until recently, the basic hiring process was performed in a rather unplanned
manner in many organizations. In some companies, each department
screened and hired its own employees. Many managers insisted upon
selecting their own people because they were sure no one else could choose
employee for them as efficiently as they themselves could. Not anymore,
selection is now centralised and is handled by the Human Resources
Department.
Ideally, a selection process involves mutual decision making. The organization
decides whether or not to make a job offer and how attractive the offer should
be. The candidate decides whether or not organization and the offer fit his or
her needs and goals. In reality, the selection process is highly one sided.
When the job market is extremely right, several candidates will be applying for
a position and the organisations will use a series of screening devices to hire
the candidates if feels is more suitable. When there is a shortage of qualified
workers, or when the candidate is a highly qualified executive or professional
who is being sought after by several organizations. The organizations will
have to sweeten its offer and come to a quicker decision.

43
 New Method of Selection

In recent years, HR specialists have found out new methods of selection. These
approaches are deemed, to the alternatives to the traditional methods of selection.

Two intersecting alternatives are participative selection and employee leasing.

Participative selection is that subordinates participates in the selection of their co-
workers and supervisors. The idea is that such participation will improve quality,
increase support for the selected supervisors and co-workers, and improve
employee morale.

In employee leasing, the client company leases employees from a third party, not on
a temporary basis, but rather are leased as full-time, long term help. An interesting
feature of this method is that the client company need not perform such personnel
activities as hiring, compensation or record keeping. The advantages of employee
leasing are significant. The client is relived from many administrative burdens as well
as the need to employ specialised personnel employees. Further, employees not
recruited by one client are sent to another client company for employment.

44
 SELECTION IN INDIA

Conditions of labour market largely determine the selection process. As is well

known, we have a strange paradox in our country. There is a large scale
unemployment juxtaposed with shortage of skilled labour. “No Vacancy” boards are
seen along with “Wanted….” hung on factory gates everywhere.

Unemployment prevails among people who are unemployable individuals who have
acquired university degrees but do not possess any specific skills. Matriculates, BAs,
BCOMs, and BSCs fall into this category. All the evils associated with selection,
corruption, favouritism and influence – are found in hiring these people. Selection is
obviously, not systematic and times bizarre too.

Selection practices in hiring skilled and managerial personnel are fairly well defining
and systematically practiced. Particularly in hiring managerial personnel and
executives, a lot of professionalism has come in, thanks to the realisation that these
individuals are difficult to come by and no effort is too excess to attract them.
Specialist agencies are available whose services are retained for hiring technical and
managerial personnel. Merit and not favourite, objectivity and subjectivity will be the
criteria for such selections.

45
 The difference between recruitment and selection:

1. Recruitment is the process of searching for prospective candidates and

motivating them to apply for jobs in the organization. Whereas, selection is a
process of choosing most suitable candidates out of those, who are interested
and also qualified for jobs.
2. In the recruitment process, vacancies available are finalised, publicity is given
to them and applications are collected from interested candidates. In the
selection process, available applications are scrutinized. Tests, interviews and
medical examinations are conducted in order to select most suitable
candidates.
3. In recruitment the process in to attract maximum numbers of suitable and
interested candidates to applications. In selection process the purpose is that
the best candidate out of those qualified and interested in the appointment.
4. Recruitment is prior to selection. It creates proper base for actual selection.
Selection is next to recruitment. It is out of candidates available/ interested.
5. Recruitment is the positive function in which interested candidates are
encouraged to submit application. Selection is the negative function in which
unsuitable candidates are eliminated and the best ones is selected.
6. Recruitment is the short process. In recruitment, publicity is given to
vacancies and applications are collected from different sources. Selection is a
lengthy process. It involves scrutiny of applications, giving tests, arranging
interviews and medical examinations.
7. In recruitment services of expert is not required whereas in selection, service
of expert in required.
8. Recruitment is not costly. Expenditure is required mainly for advertising the
posts. Selection is a costly activity, as expenditure is needed for testing
candidates and conduct of interviews.

46
 RESEARCH DESIGN:

“A research design is the arrangement of conditions for collection and analysis of

data in a manner that aims to combine relevance to the research purpose with
economy in procedure”.

An impactful research design usually creates a minimum bias in data and increases
trust in the accuracy of collected data. A design that produces the least margin of
error in experimental research is generally considered the desired outcome. The
essential elements of the research design are:

2. Accurate purpose statement

3. Techniques to be implemented for collecting and analysing research
4. The method applied for analysing collected details
5. Type of research methodology
6. Probable objections for research
7. Settings for the research study
8. Timeline
9. Measurement of analysis

Proper research design sets your study up for success. Successful research studies
provide insights that are accurate and unbiased. You’ll need to create a survey that
meets all of the main characteristics of a design.
47
There are four key characteristics of research design:

Neutrality: When you set up your study, you may have to make assumptions about
the data you expect to collect. The results projected in the research design should be
free from bias and neutral. Understand opinions about the final evaluated scores and
conclusions from multiple individuals and consider those who agree with the derived
results.

Reliability: With regularly conducted research, the researcher involved expects

similar results every time. Your design should indicate how to form
research questions to ensure the standard of results. You’ll only be able to reach the
expected results if your design is reliable.

Validity: There are multiple measuring tools available. However, the only correct
measuring tools are those which help a researcher in gauging results according to
the objective of the research. The questionnaire developed from this design will then
be valid.

Generalization: The outcome of your design should apply to a population and not
just a restricted sample. A generalized design implies that your survey can be
conducted on any part of a population with similar accuracy.

The above factors affect the way respondents answer the research questions and so
all the above characteristics should be balanced in a good design.

You can further break down the types of research design into five categories:

1. Descriptive research design: In a descriptive design, a researcher is solely

interested in describing the situation or case under their research study. It is a
theory- based design method which is created by gathering, analysing, and
presenting collected data. This allows a researcher to provide insights into the why
and how of research. Descriptive design helps others better understand the need for
the research. If the problem statement is not clear, you can conduct exploratory
research.

48
2. Experimental research design: Experimental research design establishes a
relationship between the cause and effect of a situation. It is a causal design where
one observes the impact caused by the independent variable on the dependent
variable. For example, one monitors the influence of an independent variable such
as a price on a dependent variable such as customer satisfaction or brand loyalty. It
is a highly practical research design method as it contributes to solving a problem at
hand. The independent variables are manipulated to monitor the change it has on
the dependent variable. It is often used in social sciences to observe human
behavior by analysing two groups. Researchers can have participants change their
actions and study how the people around them react to gain a better understanding
of social psychology.

3. Correlational research design: Correlational research is a non-experimental

research design technique that helps researchers establish a relationship between
two closely connected variables. This type of research requires two different groups.
There is no assumption while evaluating a relationship between two different
variables, and statistical analysis techniques calculate the relationship between
them.

A correlation coefficient determines the correlation between two variables, whose

value ranges between -1 and +1. If the correlation coefficient is towards +1, it
indicates a positive relationship between the variables and -1 means a negative
relationship between the two variables.

4. Diagnostic research design: In diagnostic design, the researcher is looking to

evaluate the underlying cause of a specific topic or phenomenon. This method helps
one learn more about the factors that create troublesome situations.

This design has three parts of the research:

· Inception of the issue

· Diagnosis of the issue

· Solution for the issue

49
5. Explanatory research design: Explanatory design uses a researcher’s ideas and
thoughts on a subject to further explore their theories. The research explains
unexplored aspects of a subject and details about what, how, and why of research
questions

50
CHAPTER 06
ANALYSIS AND INTERPRETATION OF PRIMARY DATA

A research was conducted on ― “Recruitment and Selection Process in IT

Industry”. This study was conducted in association with four consultancies. The
study was restricted to four consultancies. Certain observations were made while the
recruitment process was carried on in consultancies and certain analyses were
made.

The information collected was through questionnaire and some while discussions.
Primary data gathered from this questionnaire have been classified, tabulated,
analysed and interpreted by using graphs like pie chart, bar graphs etc.

TABLE- 1

SOURCING OF RESUMES FOR REQUIREMENTS

Sources No. of recruiters % of sources used

Job portals 5 20

Advertisements 5 20

Database 3 12

Employee referral 9 36

Consultancy 3 12

Total 25 100
Source: Secondary survey data

Analysis: It is observed that 36% of the resumes are sourced through employee
referral, 20% of the resumes are sourced through job portals, 20% of them trough

51
advertisements, 12% of the resumes are sourced through database and 12% of
them are sourced through consultancies.

CHART-1

SOURCING OF RESUMES FOR REQUIREMENTS

Sources
40

35

30

25

20

15

10

0
Job portals Advertisements Database Employee referral Consultancies

Sources

Inference: From the chart we can infer that most of the resumes are sourced
through employee referral and other resumes through job portals, advertisements
and some through database and consultancy.

TABLE-2

FACTORS CONSIDERED AT THE TIME OF RECRUITMENT

Factors No. of recruiters % of factor

Technical knowledge 8 32
Qualification 4 16
Work experience 4 16
Communication skill 2 8
All the above 7 28

52
 Total 25 100
Source: Secondary Survey data

Analysis: It is observed from the table that, 32% of them prefer technical
knowledge at the time of recruitment, 28% of them prefer all the above-mentioned
factors, 16% of them prefer for qualification, 16% of them work experience and 8% of
them prefer for communication skill at the time of recruitment.

CHART-2

FACTORS CONSIDERED AT THE TIME OF RECRUITMENT

Factors

Technical knowledge Qualification Work experience Communication skill All the above

Inference: From the chart we can infer that all the factors like technical knowledge,
qualification, work experience, communication skill is considered at the time of
recruitment. Most preferred is technical knowledge at the time of recruitment.

53
 TABLE-3

LEVEL OF ACCEPTANCE FOR RECRUITMENT PROCESS BEING

OUTSOURCED FOR NEW ORGANIZATION

Acceptance No. of recruiters % of acceptance by

recruiters
Yes 20 80
No 5 20
Total 25 100
Source: Secondary Survey data

Analysis: It is observed that, 80% of the recruiters feel that recruitment process
should be outsourced for new organization and 20% of the recruiters feel that
recruitment process should not be outsourced for new organization.

CHART-3

LEVEL OF ACCEPTANCE FOR RECRUITMENT PROCESS BEING

OUTSOURCED FOR NEW ORGANIZATION

54
 ACCEPTANCE FOR RECRUITMENT PROCESS
BEING OUTSOURCED FOR NEW
ORGANIZATION

Yes No

Inference: From the chart we can infer that most of the recruiters feel that
recruitment should be outsourced for new organization.

TABLE-4

IMPLEMENTATION OF MODERN TECHNOLOGY IN RECRUITMENT

MAKES RECRUITMENT PROCESS EASY

Acceptance No. of recruiters % of acceptance

Yes 18 72
No 7 28
Total 25 100
Source: Survey data

Analysis: It is observed that 72% of the recruiters feel that implantation of modern
technology in recruitment makes the process easy and 28% of them feel that it‘s
implantation is not easy.

55
 CHART-4

IMPLEMENTATION OF MODERN TECHNOLOGY IN RECRUITMENT

MAKES RECRUITMENT PROCESS EASY

Percentage of acceptance

No

Yes

0 10 20 30 40 50 60 70 80

Percentage of acceptance

Inference: From the chart it is observed that most of the recruiter feels that
implementation of modern technology in recruitment makes the recruitment process
easy.

TABLE-5

FACTORS INFLUENCING CANDIDATES TO JOIN AN

ORGANIZATION

Influential factors No. of recruiters % of influential factors

Pay package 6 24
Corporate image 3 12
Abroad opportunities 1 4
All the above 5 60
Total 25 100
Source: secondary survey data

56
Analysis: It is observed that 60% of recruiters feel that all the above factors like
attractive pay package, corporate image and abroad opportunities influences a
candidate to join an organization, 24% of them feel that they join for attractive pay
package, 12% of them feel that they join for corporate image of the organization and
4% of them feel that they join for abroad opportunities.

CHART-5

FACTORS INFLUENCING CANDIDATES TO JOIN AN

ORGANIZATION

factors influencing candidates to join an

organisation

Pay package Corporate image Abroad opportunity All the above

Inference: From the chart it is observed that all the factors like attractive pay
package, corporate image, and abroad opportunities etc. influences a candidate for
joining an organization.

57
 TABLE-6

OPINION FOR RECRUITMENT PROCESS BEING

OUTSOURCED FOR NEW ORGANIZATION

Opinion No. of recruiters % of opinions

Good 14 56
Average 7 28
Poor 4 16
Total 25 100
Source: Survey data

Analysis: It is observed that, 56% of the recruiters opines that it is good to

outsource their recruitment, 28% of them feel recruiting is average when outsourced
and 16% of them feel that recruitment process when outsourced it will be poor.

CHART-6

OPINION FOR RECRUITMENT PROCESS BEING OUTSOURCED FOR NEW

ORGANIZATION

opinion
60
50
40
30
20
10
0
Good Average Poor

opinion

Inference: From the chart we can infer that most of the recruiters opines that
outsourcing recruitment process is good.

58
 CHAPTER 07

SUMMARY OF FINDINGS

The findings are based on information gathered through discussions with recruiter
and analysis. In the present study primary data plays a major role:

1) More the work experience, a candidate undergoes less number of rounds in the
selection process.

2) Sourcing of resumes for requirements are job portals, advertisements, databases,

employee referral and consultancies.

3) Different factors / criteria at the time of recruitment are technical knowledge,

qualification, work experience and communication skill.

4) The channel or the medium used to attract new employees from outside by-

 New firm- newspaper and Recruitment process outsource.

 Established firm- word of mouth, specialized magazines, and online recruitment.

5) The most preferred type of recruitment in various level of management-

 New firm:

Top-level management- either internal recruitment or external recruitment

Middle level management-both internal and external recruitment

Lower level management- most preferred is external recruitment and to some extent
internal recruitment.

 Established firm:

Top-level management- internal recruitment

Middle level management- most preferred is external recruitment and to some extent
internal recruitment.

Lower level management- both internal and external recruitment

6) Most of the recruiters opine that recruitment process being outsourced is Good for
new firms. It is an added advantage for the firm.

59
7) Most of the recruiters feel that Implementation of modern technology in
recruitment makes the recruitment process easy.

8) The factors which influences a candidate for joining an organization are attractive
pay package, corporate image and abroad opportunity. 9

) Attrition rate in the IT industry are because of the following reasons:

 High stress levels at the job.

 Monotonous nature of the job.

 Demand-supply disparity.

 Loss of identity.

 Wrong hiring policies.

 Mismatched measures and rewards.

 Overwork and burnout.

10) Some organizations do not have proper hiring policies, which matches the
Organizational requirements.

11) Some organizations completely/partially outsource their recruitment to the

agencies / consultancies that are not recognized/reputed and which lacks the
experience of recruiting the top performers in the field.

12) Organizations like IBM. WIPRO etc., have a separate recruitment wing
exclusively for recruitment purpose, which acts a competitive edge over their
competitors.

13) Established firms like Infosys and Wipro etc., started releasing Advertisements in
business / IT magazines, such as Business World, Business India, Dataquest etc.,
for attracting and acquiring the right talent.

14) A number of companies like Wipro, Infosys have associated with leading job
portals in India and Abroad.

15) Informal sources of information such as ‘word of mouth ‘and ‘referrals ‘are being
used by top IT companies like Wipro, IBM, Cognizant Technology.

60
16) The Employee Referral Incentive Scheme (ERIS), has been initiated by the top
management of the companies like Wipro, IBM, Infosys etc., aimed at providing
handsome monetary reward to the employee for qualified referrals.

17) Wipro InfoTech has adopted just-in-time approach to optimize to resourcing

costs and at the same time make resources available on demand.

18) Business Intelligence software makes the hiring process effective. It is also used
for fraud detection in the resume.

61
 CHAPTER 08

CONCLUSION & SUGGESTIONS

CONCLUSION

It is an established fact that human resources are assets and strategic business
tools ins an organization to derive corporate performance that provides a distinct
competitive advantage.

There is a virtual war to poach and retain talent amongst companies, as the quality
workforce is the best insurance against cutthroat competition. Hence effective
recruitment plays the key role and retaining talented employees can take the
company to greater heights.

Recruitment- a selection process for people to an organization is a critical process.

If not done systematically and properly, the possibility of getting the right people is
uncertain.

It is essential that a structured selection process ensuring right kind of people are
selected and placed at right positions. The organization strength lies in using all
possible techniques to ascertain the right choice and bringing in a total clarity to the
entire process.

Organizations paying attention to this regard are certain to maintain their leading
status amongst their counterparts in the market.

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 SUGGESTIONS

1. Organizations can try to introduce modern recruitment process like audio, video
technique instead of using traditional technique.

2. Organizations can have a comprehensive sourcing strategy in place which are

designed to find and recruit top performers.

3. Organization can use detailed web analytics to track their career website and
advertising effectiveness.

4. Organization can adopt or be an early adopter of every new sourcing idea and
technique that becomes available by which probably they get a few extra
candidates.

5. Some organizations that want to have a better edge over its competitors can try to
have a separate recruitment wing like Wipro, IBM etc.

6. If the hiring policies are flexible enough and revised often, then recruitment
process becomes easier for recruiter and it avoids confusion.

7. Some organizations can encourage the concept of employee referral as it is cost

effective and saves the time for recruitment.

8. Organizations can outsource their recruiting activities partially/ completely with top
consultancies that are authorized and have certification of ISO9001: 2000/…

9. Organizations can encourage its employees to give suggestions for developing

better recruitment process.

[Link] organization can use job fair. Through this the organization may get some
good candidates.

11. The organization can try to improve their job sites, because most of the job
seekers do approach from internet only

12. The organization must try to retain their existing employees. Hence employee
retention strategy helps to save and reduce recruitment cost and portrays a culture
of loyalty among the employees towards the organization.

Some suggestions which companies can adopt are as follows:

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 Communicate the company vision to the employees showing every one the role
they have and the contribution required by them.

 Treat employees as the most valuable client.

 Recognition in various forms is a powerful retention tool.

 Provide opportunity to learn, develop and contribute.

 Build mentoring relationships with people to strengthen their emotional ties with the
organization.

 HR philosophy should be designed in such a way as not to do different things, but

to do things differently.

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 CHAPTER09
BIBLIOGRAPHY
REFERENCE BOOKS:

▪ C.R. KOTHARI “Research Methodology – Methods & Techniques”, Repro India

Limited, Delhi, Publishers- New Age International (P) Ltd., New Delhi

▪ GARETH ROBERTS “Recruitment and Selection” Publisher Chartered Institute of

Personnel & Development; 2nd edition (June 1, 2005)

▪ ISLAM MD SHAJEDUL, AHSAN MD ALI “Recruitment and Selection Process of

Prime Bank Limited”

▪ GARERH ROBERTS “Recruitment and Selection” Publisher Jaico Publishing

House (2007)

▪ ADRIANA RIBEIRO “Recruiting and Selecting in a Diverse Workplace” Publisher

Lap Lambert Academic Publishing, Germany, 26 June 2010

▪ PRAMILA RAO “Executive Recruitment and Selection Practices” Publisher VDM

Verlag, July 16, 2009

WEBSITES:

1. Web site [Link].

2. Web site [Link]

3. Web site [Link]

4. [Link]

5. [Link]/papers/[Link]

6. [Link]/papers/[Link]

7. [Link]/[Link]?&p_id=IJCRT1813018

8. [Link]

9. [Link]

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 CHAPTER10
QUESTIONNAIRE

TOPIC: RECRUITMENT AND SELECTION PROCEDURES

EMPLOYEE PERSONAL DETAILS:

1. Designation:

2. Gender:

a) Male b) Female

3. Marital status:

a) Married b) unmarried

4. Age:

a) 18 -25 b) 26 – 35 c) 36 -45 d) above 45

5. Experience:

a) 0 – 2 years b) 3 – 5 years c) 6 – 8 years d) Above 8 years

6. Qualification:

a) SSLC b) HSC c) ITI/Diploma d) UG/PG

7. When does company recruit the candidate?

a) Based on need b) Based on vacancy c) Based on transfer

8. Through what means does company most of the time recruit the candidates?

a) By advertisement in local newspaper b) Through consultancy

c) Through colleges d) Through reference e) Through online

9. According to you does company use all the recruitment strategies effectively?

a) Always b) Often c) Sometimes d) Rarely e) Never

10. Whenever company does internal recruitment, are the vacancies declared
publically?
66
a) Always b) Often c) Sometimes d) Rarely e) Never

11. How do you feel about the recruitment strategies use by the company?

a) Excellent b) Very good c) Good d) Fare e) Poor

12. How satisfied are you with the selection process?

a) Highly satisfied b) Satisfied c) Neutral/Undecided

e) Dissatisfied f) Highly dissatisfied

13. In your interview how many rounds did you face?

a) 2 rounds b) 3 rounds c) 4 rounds

14. Were you been able to cope up with the rounds that you face to?

a) Yes b) No

15. What you feel about the selection rounds conducted by the company?

a) Easy b) Average c) Critical

16. Among the below given tests in which are you comfortable with?

a) Aptitude test b) Personal interview c) Practical test.

17. Rate the below given factors based on your opinion from the recruiter point of view.

Factors Excellent Very good Good Fair Poor

Recruiter knowledge
Recruiter skill
Recruiter communication
Response to the candidates
Recruiter motivation to the
candidate

18. What you feel about the duration of selection process?

a) Very lengthy b) Neither lengthy c) Short

19. Which of the following rounds to you think that must be improved?

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a) Aptitude test b) Technical round c) Personal interview

20. During the recruitment and selection process does company describe in detail
about the job?

a) Always b) Often c) Sometimes d) Rarely e) Never

21. What you feel about the duration taken by the company for short listing the
candidates?

a) Very lengthy b) Neither lengthy c) Short

22. During the HR interview are all your needs and wants were taken into
consideration?

a) Fully considered b) Partially considered c) Not at all

23. How comfortable are you with the terms and condition of offer or appointment
letter?

a) Highly comfortable b) Uncomfortable c) Highly uncomfortable

24. Does offer or appointment letter fulfil your individual and personal goal?

a) Yes b) No

25. Does company make any reference check of candidate’s record?

a) Always b) Often c) Sometimes d) Rarely e) Never

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