TABLE 4.1.
RECRUITMENT CHANNELS IN THE ORGANISATION
[Link] PARTICULARS NO. OF PERCENTAGE
RESPONDENTS
1. Social media 25 50%
2. Job boards 15 30%
3. Employee referrals 10 20%
Total 50 100%
Source: Primary Data
CHART 4.1.6
RECRUITMENT CHANNELS IN THE ORGANISATION
60%
50%
40%
30%
20%
10%
0%
1
SOCIAL MEDIA JOB BOARDS EMPLOYEE REFERRALS
INFERENCE:
The most effective recruitment channel for respondents is social media, accounting
for 50% of the total. This suggests that social media platforms are a popular and successful
way to reach potential candidates. Job boards are the second most effective channel,
accounting for 30%, indicating that online job postings are also a valuable recruitment tool.
Employee referrals account for 20%.
TABLE 4.1.7
DURATION FOR RECRUITMENT PROCESS
[Link] PARTICULARS NO. OF PERCENTAGE
RESPONDENTS
1. Less than a week 5 10%
2. 1-2 weeks 15 30%
3. 2-4 weeks 20 40%
4. More than 4 weeks 10 20%
Total 50 100%
Source: Primary Data
CHART 4.1.7
DURATION FOR RECRUITMENT PROCESS
10%
20%
30%
40%
Less than a week 1-2 weeks 2-4 weeks More than 4 weeks
INFERENCE:
The majority of respondents (40%) indicate that the recruitment process takes 2-4
weeks, suggesting that this is the typical duration. Additionally, 30% of respondents
experience a recruitment process lasting 1-2 weeks, while 20% wait more than 4 weeks. Only
10% of respondents are recruited in less than a week.
TABLE 4.1.8
PEOPLES INVOLVED IN THE SELECTION PROCESS
[Link] PARTICULARS NO. OF PERCENTAGE
RESPONDENTS
1. Hiring manager only 10 20%
2. Hiring manager and 25 50%
HR representative
3. Hiring manager and 15 30%
HR representative,
and team members
Total 50 100%
Source: Primary Data
CHART 4.1.8
PEOPLES INVOLVED IN THE SELECTION PROCESS
INFERENCE:
The majority of respondents 50% of the time, both Hiring Manager and HR
Representative are involved in the selection process. 30% of the time, the selection process
involves Hiring Manager, HR Representative, and Team Members, suggesting a more
inclusive and diverse evaluation process. 20% of the respondents are hiring manager only.
TABLE 4.1.9
FACTORS THAT INFLUENCING THE RECRUITMENT AND
SELECTION PROCESS
[Link] PARTICULARS NO. OF PERCENTAGE
RESPONDENTS
1. Time to hire 10 20%
2. Cost per hire 10 20%
3. Quality of 30 60%
candidates
Total 50 100%
Source: Primary Data
CHART 4.1.9
FACTORS THAT INFLUENCING THE RECRUITMENT AND
SELECTION PROCESS
70%
60%
60%
50%
40%
30%
20% 20%
20%
10%
0%
Time to hire Cost per hire Quality of candidates
INFERENCE:
Quality of candidates is the most significant factor influencing the effectiveness of
recruitment and selection processes, with 60% of the emphasis. Time to hire and cost per hire
are equally important, each accounting for 20% of the emphasis.
TABLE 4.1.10
SUCCESS OF THE RECRUITMENT AND SELECTION PROCESS
[Link] PARTICULARS NO. OF PERCENTAGE
RESPONDENTS
1. Time to hire 10 40%
2. Cost per hire 10 20%
3. Quality of 30 40%
candidates
Total 50 100%
Source: Primary Data
CHART 4.1.10
SUCCESS OF THE RECRUITMENT AND SELECTION PROCESS
Quality of candidates 40%
Cost per hire 20%
Time to hire 40%
0% 5% 10% 15% 20% 25% 30% 35% 40% 45%
INFERENCE:
The organization's recruitment success is measured by a balanced approach,
prioritizing Time to hire (40%) and Quality of candidates (40%) equally, while also
considering Cost per hire (20%). This suggests a focus on both efficiency and effectiveness in
the hiring process.
TABLE 4.1.11
CHALLENGES IN THE RECRUITMENT AND SELECTION PROCESS
[Link] PARTICULARS NO. OF PERCENTAGE
RESPONDENTS
1. Attracting top talent 25 50%
2. Reducing time to 10 20%
hire
3. Improving candidate 15 30%
experience
Total 50 100%
Source: Primary Data
CHART 4.1.11
CHALLENGES IN THE RECRUITMENT AND SELECTION PROCESS
30%
50%
20%
Attracting top talent Reducing time to hire
Improving candidate experience
INFERENCE:
The recruitment and selection process faces challenges, primarily in attracting top
talent (50%). This suggests that finding and securing high-quality candidates is a significant
hurdle. Improving candidate experience (30%) is also a notable challenge, while reducing
time to hire (20%) is a concern, though relatively less prominent. Overall, attracting and
retaining top talent appears to be the most pressing issue.
TABLE 4.1.12
CRITERIA TO EVALUATE THE CANDIDATES
[Link] PARTICULARS NO. OF PERCENTAGE
RESPONDENTS
1. Skills and 25 50%
qualifications
2. Experience 20 40%
3. Cultural fit 5 10%
Total 50 100%
Source: Primary Data
CHART 4.1.12
CRITERIA TO EVALUATE THE CANDIDATES
60%
50%
50%
40%
40%
30%
20%
10%
10%
0%
Skills and qualifications Experience Cultural fit
INFERENCE:
The primary criteria for evaluating candidates are Skills and qualifications (50%),
followed closely by Experience (40%). Cultural fit (10%) is also considered, but it's relatively
less prominent.
TABLE 4.1.13
IMPORTANCE OF CULTURAL FIT IN HIRING DECISION
[Link] PARTICULARS NO. OF PERCENTAGE
RESPONDENTS
1. Very Important 30 60%
2. Somewhat important 15 30%
3. Not very important 5 10%
Total 50 100%
Source: Primary Data
CHART 4.1.13
IMPORTANCE OF CULTURAL FIT IN HIRING DECISION
70%
60%
60%
50%
40%
30%
30%
20%
10%
10%
0%
Very Important Somewhat important Not very important
INFERENCE:
The majority (60%) consider cultural fit "Very important" in hiring decisions,
indicating a strong emphasis on ensuring candidates align with the organization's values and
work environment. An additional 30% find it "Somewhat important," while only 10%
consider it "Not important." This suggests that cultural fit plays a significant role in the hiring
process for most of the organization.
TABLE 4.1.14
ROLE OF DIVERSITY AND INCLUSION
[Link] PARTICULARS NO. OF PERCENTAGE
RESPONDENTS
1. Very Important 25 50%
2. Somewhat important 15 30%
3. Not very important 7 14%
4. Not at all important 3 6%
Total 50 100%
Source: Primary Data
CHART 4.1.14
ROLE OF DIVERSITY AND INCLUSION
INFERENCE:
The majority (50%) consider diversity and inclusion "Very important" in hiring
decisions, and an additional 30% find it "Somewhat important". This suggests that most of
the organization values diversity and inclusion in the hiring process. However, 20% (14% +
6%) do not consider it important, indicating some room for increased emphasis on diversity
and inclusion initiatives.
TABLE 4.1.15
CHANGES IN THE RECRUITMENT AND SELECTION PROCESS
[Link] PARTICULARS NO. OF PERCENTAGE
RESPONDENTS
1. Improve candidate’s 20 40%
experience
2. Increase diversity 15 30%
and inclusion
3. Reduce time to hire 15 30%
Total 50 100%
Source: Primary Data
CHART 4.1.15
CHANGES IN THE RECRUITMENT AND SELECTION PROCESS
30%
40%
30%
Improve candidates experience Increase diversity and inclusion
Reduce time to hire
INFERENCE:
The organization would like to make changes to the recruitment and selection process,
primarily to Improve candidate experience (40%). Increasing diversity and inclusion (30%)
and Reducing time to hire (30%) are also significant priorities.
TABLE 4.1.16
UP-TO-DATE PRACTICES IN RECRUITMEMT AND SELECTION
[Link] PARTICULARS NO. OF PERCENTAGE
RESPONDENTS
1. Industry conference 10 20%
2. Online courses 20 40%
3. Networking 20 40%
Total 50 100%
Source: Primary Data
CHART 4.1.16
UP-TO-DATE PRACTICES IN RECRUITMEMT AND SELECTION
43%
38%
33%
28%
23%
18%
13%
8%
3%
Industry conference Online courses Networking
Series1 0.2 0.4 0.4
INFERENCE:
The organization stays up-to-date with recruitment and selection practices primarily
through Online courses (40%) and Networking (40%). Industry conferences (20%) are also
utilized, but to a lesser extent.
TABLE 4.1.17
RESOURCES NEED TO BE IMPROVE IN THE RECRUITMEMT AND
SELECTION PROCESS
[Link] PARTICULARS NO. OF PERCENTAGE
RESPONDENTS
1. More budget 15 30%
2. Additional staff 20 40%
3. New Technology 15 30%
Total 50 100%
Source: Primary Data
CHART 4.1.17
RESOURCES NEED TO BE IMPROVE IN THE RECRUITMEMT AND
SELECTION PROCESS
45%
40%
40%
35%
30% 30%
30%
25%
20%
15%
10%
5%
0%
1
More budget Additional staff New Technology
INFERENCE:
The organization believes that Additional staff (40%) is the most needed resource to
improve the recruitment and selection process. More budget (30%) and new technology
(30%) are also considered important.
TABLE 4.1.18
[Link] PARTICULARS NO. OF PERCENTAGE
RESPONDENTS
1. Employee referrals 20 40%
2. Social media 15 30%
recruitment
3. New Technology 15 30%
Structured
interviews
Total 50 100%
EFFECTIVE PRACTICES IN THE RECRUITMENT AND SELECTION
Source: Primary Data
CHART 4.1.18
EFFECTIVE PRACTICES IN THE RECRUITMENT AND SELECTION
30%
40%
30%
Employee referrals Social media recruitment Structured interviews
INFERENCE:
The organization finds Employee referrals (40%) to be the most effective recruitment
practice, followed by Social media recruitment (30%) and Structured interviews (30%).
TABLE 4.1.19
INDEPENDENT SAMPLE t TEST- AGE AND EQUITY IN THE
RECRUITMENT AND SELECTION PROCESS
H0: There is no significant difference between age and equity in the recruitment and selection
process
H1: There is a significant difference between age and equity in the recruitment and selection
process
PARTICULARS AGE t VALUE P VALUE
CATEGORY Mean Std. Deviation
LEVELS OF 38-47 1.33 0.482 -5.791 0.745
SATISFACTION
48&ABOVE 2.36 0.505 -5.689
Note: p-value < 0.05 is significant at the 0.05 level (2-tailed)
p-value > 0.05 is not significant at the 0.05 level (2-tailed)
INTERPRETATION:
The tabulated value is 0.745 for no significant difference between age and equity in the
recruitment and selection process (H1), which is greater than 0.05.
Therefore, there is no significant difference between age and equity in the recruitment and
selection process
Hence, the null hypothesis is failed to reject
TABLE 4.1.20
ROLE OF TECHNOLOGY IN THE RECRUITMENT AND SELECTION
PROCESS
[Link] PARTICULARS NO. OF PERCENTAGE
RESPONDENTS
1. Applicant tracking 25 50%
system
2. Video interviews 15 30%
3. AI powered 10 20%
screening tools
Total 50 100%
Source: Primary Data
CHART 4.1.20
ROLE OF TECHNOLOGY IN THE RECRUITMENT AND SELECTION
PROCESS
INFERENCE:
Technology plays a significant role, with Applicant Tracking Systems (50%) being
the most prominent, followed by Video interviews (30%), and AI-powered screening tools
(20%). This suggests that the organization relies heavily on ATS for managing applications,
and also utilizes video interviews and AI tools to streamline the recruitment process.
TABLE 4.1.21
ORGANIZATION’S APPROACH TO EMPLOYER BRANDING
[Link] PARTICULARS NO. OF PERCENTAGE
RESPONDENTS
1. Active promotion 20 40%
2. Passive promotion 15 30%
3. No formal approach 15 30%
Total 50 100%
Source: Primary Data
CHART 4.1.21
ORGANIZATION’S APPROACH TO EMPLOYER BRANDING
45%
40%
40%
35%
30% 30%
30%
25%
20%
15%
10%
5%
0%
Active promotion Passive promotion No formal approach
INFERENCE:
The organization primarily takes an Active promotion approach (40%) to employer
branding, indicating a deliberate effort to showcase its brand. Passive promotion (30%) is
also used, while 30% have No formal approach. This suggests that most of the organization
recognizes the importance of promoting its employer brand, with a significant portion
actively working on it.
TABLE 4.1.22
ENGAGE WITH POTENTIAL CANDIDATES ON SOCIAL MEDIA
[Link] PARTICULARS NO. OF PERCENTAGE
RESPONDENTS
1. Respond to all 10 20%
inquiries
2. Respond to some 30 60%
inquiries
3. Do not respond to 10 20%
inquiries
Total 50 100%
Source: Primary Data
CHART 4.1.22
ENGAGE WITH POTENTIAL CANDIDATES ON SOCIAL MEDIA
20%
1 60%
20%
0% 10% 20% 30% 40% 50% 60% 70%
Do not respond to inquiries Respond to some inquiries Respond to all inquiries
INFERENCE:
The organization mostly Responds to some inquiries (60%) from potential candidates
on social media, while 20% Respond to all inquiries, and 20% Do not respond to inquiries.
TABLE 4.1.23
ORGANIZATION’S POLICY ON DIVERSITY AND INCLUSION
[Link] PARTICULARS NO. OF PERCENTAGE
RESPONDENTS
1. Formal policy in 20 40%
place
2. Informal policy in 15 30%
place
3. No policy in place 15 30%
Total 50 100%
Source: Primary Data
CHART 4.1.23
ORGANIZATION’S POLICY ON DIVERSITY AND INCLUSION
30%
40%
30%
Formal policy in place Informal policy in place No policy in place
INFERENCE:
Most organizations (40%) have a formal policy in place for diversity and inclusion,
while 30% have an Informal policy, and 30% have No policy.
TABLE 4.1.24
RETURN ON INVESTMENT IN THE RECRUITMENT AND
SELECTION PROCESS
[Link] PARTICULARS NO. OF PERCENTAGE
RESPONDENTS
1. Time to hire 20 40%
2. Cost per hire 10 20%
3. Quality of 20 40%
candidates
Total 50 100%
Source: Primary Data
CHART 4.1.24
RETURN ON INVESTMENT IN THE RECRUITMENT AND
SELECTION PROCESS
INFERENCE:
The organization measures the return on investment (ROI) in recruitment and selection
primarily through Time to hire (40%) and Quality of candidates (40%), with Cost per hire
(20%) being less emphasized.
TABLE 4.1.25
ANOVA – EXPERIENCE AND GOALS FOR IMPROVING
RECRUITMENT AND SELECTION PROCESS
H0: There is no significant difference between experience and goals for improving
recruitment and selection process.
H1: There is a significant difference between experience and goals for improving recruitment
and selection process.
AGREED Sum of
STATEMENT Squares df Mean Square F VALUE P VALUE
Between Groups 19.818 3 6.606
Within Groups 9.462 46 0.206 32.118 0.001
Total 29.280 49
Note: p-value < 0.05 is significant at the 0.05 level (2-tailed)
p-value >0.05 is not significant at the 0.05 level (2-tailed)
INTERPRETATION:
The tabulated value is 0.001 for signifying difference between experience and goals
for improving recruitment and selection process(H1), which is lesser than 0.05.
Therefore, there is a significant difference between experience and goals for improving
recruitment and selection process.