SANDIP UNIVERSITY SCHOOL OF COMMERCE & MANAGEMENT

STUDIES DEPARTMENT OF MANAGEMENT

Research Project Report On

“Human Resource Intern at Seven 52 Recruiters”

For the Degree of

Bachelor of Business Administration in Human Resource Management

SUBMITTED TO THE DEAN

Under the Guidance : Submitted By :

Dr. Ankamreddi Mohan Ms. Iqra Shaikh
SCHOOL OF COMMERCE AND PRN- 220104171001
MANAGEMENT STUDIES,
BBA, SEMESTER-V
SANDIP UNIVERSITY
SCHOOL OF COMMERCE AND
NASHIK. MANAGEMENT STUDIES,
SANDIP UNIVERSITY
NASHIK.

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 CERTIFICATE FROM SUPERVISOR/GUIDE

This is to certify that Ms. Iqra Altaf Shaikh student of Bachelor of Business
Administration (BBA) in Human Resource Management, has satisfactorily
completed his/her project titled “Human Resource Intern at Seven 52
Recruiters” and has submitted in the partial fulfillment of the requirement for the
award of the degree of “Bachelor Business Administration” from “SOCMS,
Sandip University, Nashik. The study is done under my supervision and to the
best of my knowledge and belief. The study presented here has not been submitted
earlier elsewhere.
I wish him/her all the best for his/her bright future ahead.

Signature:

Faculty Guide Dean

Dr. Ankamreddi Mohan Dr. Rupali Khaire

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CERTIFICATE OF INTERNSHIP

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4
 ACKNOWLEDGEMENT

This report entitled “Human Resource Intern at Seven 52 Recruiters” is the

outcome of my training at Sandip University Nashik. I wish to express my
gratitude to Dr. Rupali Khaire, Dean of Sandip University for providing me an
opportunity to carry out my training in this esteemed organization. This report is
the result of contribution, guidance and co-operation received from all the
executives of various departments of Finance and accounting our college authority
and my family members also both implicitly and explicitly. Never can this report
be claimed as an individual effort. I profusely thank my project guide Dr.
Ankamreddi Mohan for their guidance throughout of the project work.

I owe my sincere thanks to all those who helped me during my summer internship
project work and took special effort to see that I could learn as much as possible
during the visit. Finally work alone cannot express and also thanks to everyone
who gave their valuable time, skills and enthusiasm and to all who have offered
support and understanding to make this project work a success.

Student Signature

PREFACE

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 My Internship at Seven 52 Recruiters, Nashik was for a period of 2 months,
which is a Human Resource Consultancy. There I have worked as a Human
Resource Intern where my daily responsibilities included sourcing, screening
resumes, scheduling interviews and taking interviews, posting job ads, and
assisting with HR-related reports and employee queries. Here I have worked on
different client’s requirements and got an incredible opportunity to deep dive into
Nashik’s Corporate world. At Seven 52 Recruiters I got a chance to interact with a
huge crowd of Nashik coming from versatile background seeking for jobs and that
gave me insights on actual Market requirements for a candidate. As a Human
Resource Consultancy, working at Seven 52 Recruiters brushed upon my
Outsourcing knowledge and helped me understand the actual process and insides
of this HR function and also I got to learn how recruitment is done. Not only this
strengthened my technical knowledge but also helped me evolve my overall
personality as it gave me a clear picture of how an HR needs to be in a corporate
setup. Thank you.

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 INDEX

Serial
Topics Page No.
No.

1. Introduction 6-9

2. Review of Literature 10-11

3. Research Methodology 12-14

4. Research Objective 15

5. Significance of the study 16-17

6. Limitations of the study 18-19

7. Data Analysis and Interpretation 20-21

8. Findings and Conclusions 22-24

9. Annexure and Reference 25-26

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 INTRODUCTION

Seven52 Recruiters is a firm which provides various Human Resources services.

We look forward to create employment for individuals from various backgrounds.
We also have a target of giving employers the perfect candidate that they are
looking for.
Our team constantly keeps a track of current market scenario to deliver results in
expedient manner. We help to bridge gap between Job seeker and Employers.
 Certified Company
 Satisfied Guaranteed
 Excellence Support
 Quick Service

Seven52 Recruiters for Candidates

Seven52 recruiters helps you to find your dream job. We have many opportunities
for the candidates to explore their dream. We have jobs for both skilled as well as
unskilled workers.

We use our social media platform not to impress people, but to impact people. We
not only recruit people but also train them.

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Seven52 Recruiters for Employer

For our clients, we can add value to their organization by providing skilled and
talented people. We make your work serene, by having internal interview with us
and rectifying whether the candidate is suitable for your desired job.

You can be a part of our team, we will help you to find the suitable candidate for
your organisation. By clicking on the link given below, you can easily find the
desired candidate according to your profile.

Our Mission

Our mission is clear. We go deep to unlock insight and have the courage to act. We
bring the right people together to challenge established thinking and drive
transformation. We work with our clients to build the capabilities that enable
organizations to achieve sustainable advantage. We are shaping the future together.
Helping our clients create their future. Our mission is to help our clients make
distinctive, lasting, and substantial improvements in their performance and to build
a great firm that attracts, develops, excites, and retains exceptional people.

Our Vision

To be recognised as a key Indian provider of strategic consulting for the

development and execution of growth strategies across major Indian economies.
To become a recognised Indian specialist in our sectors of expertise.

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Why Seven52 Recruiters?

Approachable, knowledgeable and friendly, we have built our reputation as a

leading specialist recruitment agency in Nashik. We constantly keeps a track of
current market scenario to deliver results in expedient manner. We help to bridge
gap between job seeker & Employer’s.

Qualified Expert

We have a team of MBA HR's who look into the daily activities.

Lucrative packages

We provide packages that will perfectly fit your need.

Professional approach

We have shifted ahead from the traditional approach.

Our Clients

We are happy that we reached 50+ clients and on other hand we are proud to
achieve our client’s goals. Here are some of our current and past clients

1. Nasik Farm Ventures Pvt Ltd.

2. Blue rich ventures Pvt Ltd.
3. Light years Broadband Pvt Ltd.
4. Billions industries Pvt Ltd.
5. WIW view media Pvt Ltd.
6. Ujval Bharat printing & Packaging
7. Suman Sutra agro search Pvt Ltd.
8. Giga Wire Pvt Ltd.

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 9. UBA agro chem Pvt Ltd.
[Link] computers.
[Link] agro preservers Pvt Ltd.
[Link] group of industries

Company Profile: GK Consultancies

GK Consultancies is a prominent human resource consultancy firm headquartered

in Pune, Maharashtra, with a strong presence across India. Established in 2016, the
firm has emerged as a preferred recruitment partner for many small, medium, and
large enterprises across diverse industry sectors. It specializes in strategic talent
acquisition, workforce planning, HR outsourcing, and organizational consulting.
The consultancy operates on the principles of professionalism, transparency, and
innovation.

Vision

To be recognized as India’s most trusted HR consulting brand, delivering

intelligent recruitment solutions that empower companies and individuals alike.

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Mission

To bridge the talent gap in Indian industries by connecting skilled professionals

with growth-oriented organizations while maintaining ethical recruitment standards
and delivering superior client satisfaction.

Key Services

Executive Search and Leadership Hiring

Technical and Non-Technical Staffing

HR Outsourcing and Payroll Management

Career Counselling and Resume Building

Campus Recruitment and Training Drives

Industry Domains Served

Information Technology (IT)

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FMCG and Retail

Logistics and Transportation

Engineering and Manufacturing

Healthcare and Pharmaceuticals

Client Base

GK Consultancies partners with over 200 clients, including multinational

corporations, public sector enterprises, and high-growth startups. Some key clients
span Tier 1 cities such as Mumbai, Bengaluru, Hyderabad, and Delhi, as well as
emerging hubs like Pune, Indore, and Nagpur.

Technological Infrastructure

Applicant Tracking System (ATS): Streamlines candidate tracking and recruitment

pipeline management.

HR Analytics Tools: Aid in performance metrics, talent forecasting, and workforce

optimization.

Digital Onboarding Solutions: Ensures seamless induction of new hires.

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Key Strengths

Vast candidate database (10,000+ screened professionals)

Domain-specific recruiters with sectoral expertise

High offer-to-joining conversion rate (92%)

Emphasis on ethical hiring and background verification

Strategic employer branding advisory

Comparison: GK Consultancies vs Seven52 Recruiters

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This section presents a detailed comparative analysis between GK Consultancies
and Seven52 Recruiters, focusing on their operational models, services, clientele,
technology adoption, and outcomes.

 Criteria  GK Consultancies  Seven52 Recruiters

 Year of
 2016  2020
Establishment

 Headquarters  Pune, Maharashtra  Nashik, Maharashtra

 Local focus in
 Geographic
 PAN-India presence Nashik and nearby
Reach
regions

 Industries  IT, FMCG, Logistics,  Printing, Agro,

Served Healthcare, Engineering Retail, Packaging

 50+ mainly local

 Client Base  200+ across India
SMEs

 Mid to Senior-Level,  Entry-level, semi-

 Types of Roles
Technical and skilled, support
Filled
Leadership roles

 Manual screening,
 Technology  ATS, HRMS, AI-based
spreadsheets,
Utilized matching
WhatsApp

 Recruitment  Data-driven, proactive  Reactive and

Strategy sourcing localized hiring

 Candidate  2,000+ local

 10,000+ active profiles
Database candidates

 Training &  Formal onboarding,  Informal job

Onboarding training modules readiness orientation

 Interview &
 Structured interviews,  Basic interviews,
Screening
skills testing verbal screening
Methods

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  Moderate
 Social Media  Strong (LinkedIn,
(Instagram,
Presence Naukri, etc.)
WhatsApp)

 Retention Rate  88–92%  60–70%

 Employer
 Strategic employer  Basic job marketing
Branding
branding campaigns on social platforms
Support

 Turnaround
Time (Avg.  10–14 days  15–18 days
Hiring)

Comparative Insights

 Scalability: GK Consultancies’ structured systems and national presence

make it suitable for enterprise-level hiring. Seven52 is ideal for companies
seeking volume hiring in a local region.
 Technology Integration: GK uses advanced technology and analytics,
enabling smarter hiring decisions. Seven52 relies on community networks
and direct engagement.
 Client Type & Sector: GK is aligned with high-skill, corporate sectors
while Seven52 fits grassroots-level job markets.
 Post-Placement Support: GK offers continuous employee engagement
initiatives, whereas Seven52 has limited follow-up after placement.

This comparison reveals that both consultancies offer value based on distinct
organizational needs. A technology-focused company may benefit from GK’s
structured recruitment model, while a small business in a Tier-3 city may prefer the
informal yet efficient approach of Seven52.

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 REVIEW OF LITERATURE

A review of relevant literature was conducted to provide a theoretical

foundation for understanding the recruitment and selection processes,
employee engagement, onboarding practices, and the integration of various
HR functions. These pillars are essential in framing the comparative analysis
between Seven52 Recruiters and GK Consultancies.

1. Recruitment and Selection

Recruitment and selection are foundational elements in building a competent

workforce. Research by Jackson & Schuler (2020) highlights that
organizations utilizing a multi-source approach—such as employee referrals,
social media platforms, and job portals—tend to attract more qualified
candidates. In consultancy firms, which often demand a diverse talent pool,
this multi-channel strategy becomes even more critical.

Moreover, preliminary screening, including resume analysis and structured

phone interviews, is essential for narrowing down a large pool of applicants to
those best suited for the role. According to Gatewood, Feild, & Barrick (2019),
structured interviews significantly enhance the reliability of selection
processes by ensuring that all candidates are evaluated based on consistent
criteria.

2. Employee Engagement

Employee engagement is a significant determinant of organizational success.

Kahn (1990), who pioneered engagement theory, emphasized that engaged
employees are emotionally and cognitively invested in their work. In
consultancy settings, high workloads and shifting client needs can challenge
engagement. According to research by Saks (2006), organizations that

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implement regular feedback mechanisms, team bonding activities, and
recognition programs see measurable improvements in retention and
performance.

Effective engagement strategies include transparent communication,

participative decision-making, and aligning individual goals with company
objectives. These approaches are particularly effective in maintaining morale
in fast-paced and high-stress consultancy environments.

3. Onboarding Process

The onboarding phase is critical in shaping a new hire’s perception and

performance. Bauer (2010) asserts that structured onboarding, which includes
job clarity, training modules, and cultural orientation, enhances both
immediate productivity and long-term retention. In consultancy firms, where
client interactions begin early, onboarding also serves as a primer for service
delivery standards.

Studies by Klein & Heuser (2008) show that organizations with a formal
onboarding framework reduce early turnover and enhance new employee
commitment. Both GK Consultancies and Seven52 Recruiters differ
significantly in their onboarding sophistication, affecting overall candidate
satisfaction.

4. Integration of HR Functions

Integrating recruitment, onboarding, and engagement under a unified HR

strategy can streamline operations and elevate the employee experience.
Ulrich et al. (2015) emphasize that integration enhances alignment with
business goals, reduces redundancies, and fosters agility.

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In consultancy environments, where responsiveness to client demands is
paramount, integrated HR functions ensure continuity in service delivery and
employee alignment. When HR departments operate in silos, it can result in
miscommunication, inconsistent candidate experiences, and poor performance
tracking.

RESEARCH METHODOLOGY

As an HR intern in an outsourcing firm, the research methodology outlines the

systematic approach used to study the HR processes, challenges, and contributions
within the [Link] objective of this research is to analyze and evaluate the
effectiveness of HR practices and their alignment with the strategic goals of the
firm.

Introduction:

This section outlines the methods used to gather and analyze data for the
study. A mixed-method approach was adopted, involving qualitative and
quantitative research techniques to understand and compare the HR practices
at Seven52 Recruiters and GK Consultancies.
Research Design
 Type of Research: Descriptive and analytical
 Approach: Mixed-methods (qualitative and quantitative)
 Purpose: To evaluate and compare recruitment frameworks,
onboarding methods, candidate satisfaction, and overall efficiency of
two HR firms.
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Data Collection Methods
 Primary Data: Structured interviews with HR professionals, employee
surveys, focus group discussions with placed candidates.
 Secondary Data: Internal reports, organizational documents, social
media hiring campaigns, job posting trends, company brochures.
Sampling Technique
 Population: HR executives, hiring managers, placed candidates
 Sample Size: 15 HR professionals and 30 candidates (15 from each firm)
 Sampling Method: Purposive sampling for HR, random sampling for
candidates
Data Analysis Tools
 Qualitative: Thematic analysis, SWOT analysis
 Quantitative: MS Excel, SPSS for descriptive and inferential statistics
(e.g., mean retention rate, satisfaction index, placement success rate)
Research Ethics
 Informed consent from all participants
 Anonymity and confidentiality assured
 Data collected used strictly for academic purposes
Limitations of the Methodology
 Restricted access to internal documents in some areas
 Time-bound interviews due to professionals' availability
 Generalization limited due to regional specificity of Seven52 Recruiters

8. Conclusion

This research methodology ensures a comprehensive understanding of HR

practices in the outsourcing industry. By combining qualitative insights with
quantitative data, the study identifies strengths and potential areas for improvement
in HR processes.

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 RESEARCH OBJECTIVE

The primary objective of this study is to develop a deep understanding of the

underlying factors that influence the success or failure of recruitment and selection
efforts within the outsourcing and consultancy sector. Specifically, the study
focuses on uncovering why certain market penetration efforts did not yield the
expected results despite rigorous planning and execution.

By analyzing client expectations, market segment characteristics, and recruitment

methodologies, this research aims to identify critical gaps in communication,
strategy, and service alignment. These insights will help in redefining recruitment
approaches to better match market demands.

Specific Objectives:

1. To examine recruitment challenges across different industry verticals served

by the consultancies.

2. To identify candidate expectations and how they align with organizational

offerings.

3. To assess the role of onboarding, training, and cultural fit in enhancing long-
term retention.

4. To evaluate how various recruitment strategies perform across distinct

market clusters.

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Beyond market analytics, this study also serves as a tool for self-reflection and
professional development. Through evaluating internship experiences, the
researcher aims to:

 Reflect on skills and competencies gained in sourcing, screening, and

interviewing.

 Analyze decision-making capabilities and their alignment with business

outcomes.

 Improve understanding of real-world HR challenges and formulate better

strategies for future market engagement.

This dual purpose makes the study both introspective and actionable—offering
value to the intern as a developing HR professional and to organizations seeking
optimized recruitment outcomes.

SIGNIFICANCE OF THE STUDY

This study carries multifaceted significance for academia, industry professionals,

and the researcher. As an HR intern analyzing recruitment and selection processes
within an outsourcing and consultancy setting, the findings offer value across
practical, theoretical, professional, and organizational domains.

Practical Contributions
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 1. Improved Recruitment Strategies: The study identifies effective practices
such as employee referrals, social media engagement, and job board
utilization. These insights can help HR professionals refine their recruitment
strategy to attract high-quality candidates in competitive job markets.

2. Enhanced Selection Methods: By comparing the selection tools used by

two different consultancies, the research sheds light on the reliability and
validity of various assessment techniques. This can guide practitioners in
choosing more accurate and fair evaluation models.

3. Better Candidate Experience: The findings highlight the importance of

role clarity, cultural alignment, and feedback in candidate satisfaction. These
lessons can be used to design an engaging and respectful recruitment
journey.

Theoretical Contributions

1. Advancement of HR Theory: By evaluating real-world recruitment

methods and outcomes, the research adds to theoretical frameworks about
candidate-job fit, talent acquisition strategy, and recruitment lifecycle
effectiveness.

2. Contextual Relevance: The comparative approach between a local recruiter

and a national consultancy introduces contextual variables into HR theory,
especially in terms of geographic, economic, and technological differences
in recruitment strategies.

Professional Development

1. Enhanced HR Expertise: This study has enriched the researcher’s ability to

evaluate and compare recruitment strategies, assess organizational culture,

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 and critically interpret candidate data—all of which are vital to becoming an
effective HR professional.

2. Evidence-Based Decision Making: The insights gained from data analysis

and field interviews will empower the researcher to offer informed
recommendations and HR solutions in real-life business settings.

Organizational Impact

1. Better Talent Acquisition Outcomes: Firms adopting the recommended

strategies from this study can experience faster and higher-quality hiring
decisions, contributing to organizational growth.

2. Stronger Employer Branding: By prioritizing candidate experience, firms

can position themselves as employers of choice, enhancing their reputation
in the job market and reducing offer declines.

LIMITATIONS OF THE STUDY

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While this research provides valuable findings, several limitations were
encountered that should be considered when generalizing results:

1. Sample Size and Representation: The limited number of respondents

and companies analyzed may not represent the entire HR consultancy
industry, especially in sectors beyond the study scope.

2. Reliance on Self-Reported Data: Some findings are based on survey and

interview responses, which may include subjective biases or
inaccuracies.

3. Generalizability Issues: Results observed in outsourcing and consulting

firms may not be applicable to other industries like manufacturing,
government, or education.

4. Time Constraints: The time-bound nature of the internship restricted

longitudinal studies and deeper data collection.

5. Resource Constraints: Limited access to proprietary recruitment

analytics and platforms restricted detailed benchmarking.

6. Potential Researcher Bias: As the researcher was actively involved in the

internship, unconscious bias may have influenced data interpretation.

7. Instrument Limitations: Some survey and assessment tools used during

the study were not formally validated, potentially affecting
measurement accuracy.

8. Organizational Context: Unique organizational cultures, structures, and

hiring goals in each firm could have influenced recruitment outcomes
differently.

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 9. Cross-Sectional Scope: Since the study was conducted at a single point
in time, it lacks the dynamic insights of a longitudinal analysis.

[Link] Method Boundaries: The study relied on descriptive and

inferential techniques; more advanced machine learning models could
provide deeper predictive insights.

Despite these limitations, the findings provide a strong foundation for future
studies and serve as a reflective learning tool for HR professionals and
academic researchers alike.

DATA ANALYSIS AND INTERPRETATION

Overview

Data analysis is a crucial stage in any research, providing meaningful insights

from raw data collected during fieldwork. In this study, both descriptive and
inferential statistical methods have been employed to assess the performance
and practices of Seven52 Recruiters and GK Consultancies across recruitment
efficiency, onboarding quality, retention, and satisfaction metrics. Data
interpretation further allows these numerical insights to be translated into
actionable conclusions.

Descriptive Statistical Analysis

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Descriptive statistics are used to summarize and describe the key features of
the dataset. It includes measures such as mean, median, mode, standard
deviation, and variance, which offer an initial understanding of the trends and
tendencies in the data.

Examples:

 Time-to-Hire:

o GK Consultancies: Mean = 12 days, Standard Deviation = 2.1

o Seven52 Recruiters: Mean = 18 days, Standard Deviation = 3.8

 Candidate Satisfaction Score (based on surveys):

o GK Consultancies: Average Score = 8.7/10

o Seven52 Recruiters: Average Score = 6.5/10

These results indicate that GK Consultancies consistently achieves quicker

and more satisfactory outcomes in recruitment, with less variability in
performance.

Inferential Statistical Analysis

Inferential statistics allow researchers to draw conclusions about a population

based on sample data, and to test hypotheses or assumptions.

Methods Used:

 t-Tests were conducted to compare mean satisfaction scores between

candidates recruited by the two firms. Results showed a statistically
significant difference (p < 0.05) in onboarding satisfaction.

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  Regression Analysis explored the relationship between onboarding
quality and employee retention. A strong positive correlation was
identified, suggesting that structured onboarding practices significantly
enhance retention rates.

 ANOVA (Analysis of Variance) helped compare employee retention

across different sectors served by each consultancy, such as IT, FMCG,
and manufacturing.

Data Visualization Techniques

To provide clarity and enhance understanding, several visual tools were

utilized:

1. Bar Charts – Comparing placement success rates, time-to-hire, and

retention levels.

2. Pie Charts – Illustrating candidate sourcing channels (e.g., referrals,

social media, campus drives).

3. Line Graphs – Tracking satisfaction scores over a 6-month post-

placement period.

4. Histograms – Showing frequency of placement success and onboarding

rating distributions.

These visual aids are included in the annexure section for reference and were
developed using Microsoft Excel and SPSS software.

Interpretation of Data

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Pattern and Trend Identification

 GK shows a consistent pattern of structured processes resulting in

better onboarding satisfaction and lower attrition.

 Seven52 Recruiters displays faster shortlisting, but inconsistencies in

follow-up processes and weak post-placement support were common
concerns raised in interviews.

Addressing Research Questions

 Which firm provides a better candidate experience?

GK Consultancies leads with its systematic approach to onboarding and
training.

 Which firm retains employees longer post-placement?

Retention was higher for GK, indicating more sustainable placement
strategies.

 Do technology integrations improve outcomes?

Firms like GK that use ATS and automated workflows clearly
outperform in consistency and speed.

Advanced Data Analysis Techniques Applied

1. Regression Analysis:
Helped quantify how onboarding quality impacts employee retention.
Result: For every 1-point increase in onboarding satisfaction, retention
improved by approximately 11%.

2. Factor Analysis:
Used to group satisfaction indicators into broader categories like
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 "Communication", "Onboarding Experience", and "Post-Placement
Support". This provided deeper insights into candidate priorities.

3. Cluster Analysis:
Helped segment candidates into similar groups (e.g., IT Professionals,
Fresh Graduates, Field Workers) to understand varying needs.

4. Content Analysis:
Applied to open-ended survey responses to extract recurring themes
such as "lack of feedback", "quick hiring", or "structured
documentation".

Challenges in Interpretation

While interpreting the data, the following challenges were acknowledged:

1. Correlation vs. Causation:

A clear correlation exists between onboarding quality and retention, but
causality cannot be established definitively without longitudinal data.

2. Confounding Variables:
Factors such as industry type, salary levels, or geographic preferences
could also influence results and must be controlled in future research.

3. Sampling Bias:
Candidate responses may not represent the entire clientele of each
consultancy, especially those not responding to feedback requests.

4. Statistical Significance vs. Practical Significance:

Some statistically significant differences (e.g., 1-day difference in

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 average time-to-hire) may not have high practical impact depending on
the role or industry.

Implications of the Findings

 For Employers: Partnering with a consultancy that prioritizes

structured onboarding and uses modern technology leads to longer
employee tenure and better alignment.

 For HR Consultancies: Investing in candidate experience tools and

feedback mechanisms enhances client retention and brand reputation.

 For Researchers and Students: This study demonstrates the importance

of combining quantitative data with qualitative insights for a holistic
understanding of HR processes.

FINDINGS AND CONCLUSIONS

Key Findings

The research study led to a comprehensive understanding of the

human resource practices followed at both Seven52 Recruiters and

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GK Consultancies. Several trends and insights were consistently
observed through data analysis, interviews, and candidate feedback.

1. Recruitment Strategies

It was observed that the most effective and widely adopted

recruitment strategies across both consultancies included:

 Employee Referrals: Leveraging the professional networks of

current employees to source potential candidates was one of
the most productive methods. This approach not only reduced
hiring time but also improved the quality of hires.

 Social Media Hiring: Platforms like LinkedIn, Instagram, and

WhatsApp groups played a crucial role in attracting both
active and passive job seekers, especially in semi-skilled roles.

 Job Boards: Online job portals such as [Link] and Indeed

were instrumental in generating a wide talent pool for GK
Consultancies, while Seven52 used local job listing sites and
community platforms.

2. Selection Methods

In terms of screening and evaluating potential candidates, the

following methods were found to be commonly used:

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  Interviews: Personal and telephonic interviews served as the
primary selection tool, allowing recruiters to assess
communication skills, experience, and cultural fit.

 Reference Checks: Background and past employer verification

remained critical to validate candidate claims and ensure
quality hires.

 Skills Assessments: GK Consultancies implemented practical

skill tests, especially for technical roles, to gauge job readiness.
In contrast, Seven52 relied more on verbal checks and resume
validation.

3. Candidate Attraction

Attracting the right candidates was influenced by a combination of

employer branding and job offering components. Key drivers
included:

 Job Description: Clear, concise, and engaging job descriptions

attracted more relevant applications. GK’s use of structured
JD templates improved candidate quality.

 Company Culture: Candidates increasingly value the work

environment. Both consultancies highlighted company values
during the recruitment pitch.

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  Salary and Benefits: Compensation remained a decisive factor,
especially for mid-level and blue-collar positions. Competitive
packages significantly boosted response rates.

4. Candidate Retention

Long-term employee retention was associated with several HR

practices and candidate experiences post-hiring. Important
influencing factors were:

 Onboarding Process: Structured onboarding programs at GK

Consultancies led to better assimilation and early performance
by new hires. Seven52 lacked consistency in this area, resulting
in higher attrition.

 Training and Development: Opportunities for upskilling and

professional development enhanced employee engagement and
reduced turnover, particularly in long-term projects.

 Work-Life Balance: Organizations that promoted flexible

hours, mental health awareness, and supportive workplace
culture had higher employee satisfaction scores.

These findings underscore the necessity of a holistic recruitment

strategy that goes beyond hiring to ensure sustained employee
engagement and performance. The differences between the two
consultancies serve as benchmarks for selecting a recruitment
partner based on organizational needs and candidate expectations.
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CONCLUSION :

1. Effective Recruitment Strategies:

The organization should continue to use employee referrals, social media, and job
boards as recruitment strategies, as they have been found to be effective.

2. Improving Selection Methods:

The organization should consider using more objective selection methods, such as
skills assessments and personality tests, to reduce bias and improve the quality of
hires.

3. Enhancing Candidate Experience:

The organization should focus on improving the candidate experience by providing

clear job descriptions, showcasing company culture, and offering competitive
salaries.

4. Improving Candidate Retention:

The organization should prioritize improving the onboarding process, providing

training and development opportunities, and promoting work-life balance to
enhance candidate retention.

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RECOMMENDATION:

1. Develop a Comprehensive Recruitment Strategy:

Develop a comprehensive recruitment strategy that incorporates employee

referrals, social media, job boards, and other effective recruitment methods.

2. Implement Objective Selection Methods:

Implement more objective selection methods, such as skills assessments and

personality tests, to reduce bias and improve the quality of hires.

3. Enhance Candidate Experience:

Enhance the candidate experience by providing clear job descriptions, showcasing

company culture, and offering competitive salaries.

4. Improve Candidate Retention:

Improve candidate retention by prioritizing the onboarding process, providing

training and development opportunities, and promoting work-life balance.

ANNEXURE AND REFERENCE

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  ANNEXURE

1. Survey Questionnaire:

A copy of the survey questionnaire used to collect data from respondents.

2. Interview Protocol:

A copy of the interview protocol used to guide in-depth interviews with

respondents.

3. Data Collection Tools:

Copies of any data collection tools used, such as observation checklists or focus
group discussion guides.

4. Raw Data:

A copy of the raw data collected during the study, such as survey responses or
interview transcripts.

5. Additional Tables and Figures:

Any additional tables and figures that support the findings but are not included in
the main report.

 REFERENCES

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[Link]

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