CHAPTER 1 INTRODUCTION

General introduction about the sector-

A consultancy firm is a firm providing placements or job to the individual in a specific or

varied industry. The primary purpose of a consultancy firm is to provide jobs to the

candidates according to their requirements.

Consultancy firms in essence are hired for a variety of purposes starting from something to be

as straight forward as researching a new market, technically challenging as designing and

coding a large manufacturing control system, as sensitive as providing outplacement services

for the HR department, or as a sophisticated as totally rethinking the client’s organisation and

strategy. Their expertise in the chosen field not only makes them suitable but also due to

exposure to other clients and similar problems in the same industry aware of best practices as

well as probable solutions.

The ultimate aim is to understand the root of the problem and provide solution that is both

cost and time effective and performance enhancing. The management consultancy industry

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has seen rapid growth and development since 1980’s with more than 20% growth rates.

And today this sector has expanded into multiple of branches like:

 Information technology consulting

 Medical consulting

 Human Resources consulting

 Financial consulting

 Operations consulting

 Sales and market research consulting

 Strategy consulting

 Hotel and hospitality consulting

On top of the above mentioned divisions, there are consultancy firms which serve niche

sectors like Advertising/Marketing/Public relations consulting, Environmental

consulting, Energy consulting, Consulting in Politics and the Public Sector, Real

Estate consulting etc.

Employment / Placement agencies operate in both the public and private sectors. The

commercial recruitment industry strives to provide a candidate to a client for a price.

Agencies at one end of the spectrum are paid only if they deliver a candidate that

successfully stays with the client beyond an agreed probationary period usually 1 or 3

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 months. Agencies at the other end charge a retainer to focus on a client's needs and

achieve milestones in the candidate search, and receive a percentage of the candidate's

salary when the candidate stays beyond a probationary period. The agency recruitment

industry is highly competitive, therefore agencies have sought out ways to differentiate

themselves and add value by focusing on a particular part of the recruitment life cycle.

Most agencies provide a broad range of services, and with the extremes being the

traditional providers and the niche operators.

 The Human Resources (HR) consultancy sector plays a crucial role in supporting

organizations in managing their workforce effectively and efficiently. HR consultants are

professionals or firms that provide expert advice and services related to various aspects

of human resource management. Their primary goal is to help organizations optimize

their HR practices, align them with business objectives, and address specific challenges

in the ever-evolving workplace landscape.

Here is a general introduction to the HR consultancy sector:

1. Scope of Services: HR consultants offer a wide range of services that cover the entire

employee lifecycle. This includes recruitment and talent acquisition, employee onboarding,

training and development, performance management, employee relations, compensation and

benefits, and workforce planning.

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2. Recruitment and Talent Acquisition: HR consultants assist companies in attracting,

selecting, and retaining top talent. They may help with job profiling, candidate sourcing, interview

processes, and the development of recruitment strategies.

3. Employee Development: This involves providing guidance on employee training and

development programs. HR consultants help organizations identify skill gaps, design training

modules, and implement strategies for ongoing learning.

4. Performance Management: Consultants help design and implement performance appraisal

systems, feedback mechanisms, and goal-setting processes to enhance employee performance and

align it with organizational goals.

5. Employee Relations: HR consultants advise on maintaining positive employee relations,

handling grievances, and ensuring compliance with labor laws. They may also assist in conflict

resolution and mediation.

6. Compliance and Legal Issues: Staying compliant with labor laws and regulations is crucial

for organizations. HR consultants keep abreast of changes in legislation and help companies

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 navigate legal complexities to avoid legal issues.

7. Organizational Change and Restructuring: During times of organizational change, such

as mergers, acquisitions, or downsizing, HR consultants provide guidance on managing

transitions, communication strategies, and maintaining employee morale.

8. Technology Integration: With the rapid advancement of HR technology, consultants help

organizations integrate and optimize HRIS (Human Resources Information Systems) and other

tools to streamline processes.

9. Strategic HR Planning: HR consultants work with organizations to align HR strategies with

overall business objectives. This involves workforce planning, succession planning, and

developing HR strategies that contribute to organizational success.

10. Small and Large Business Support: HR consultancy services cater to both small and large

businesses. Small businesses may seek assistance in establishing foundational HR practices, while

larger corporations may require specialized expertise for complex HR challenges.

11. Global HR Consulting: With the globalization of business, HR consultants may provide

services related to international HR practices, cross-cultural management, and global workforce

strategies.

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 Industry profile
HR Consulting

Human resource (HR) consulting, also referred to as human capital advisory or HRM consulting,

spans advisory and implementation activities related to the management of an organisation’s human

capital and the HR function. The scope of services range from overarching work on human capital

strategy, to the design and deployment of a compensation & benefits framework, down to the

transformation of the HR function.

HR consulting market

The market for human resource consulting services is estimated to be worth $31 billion, representing

approximately 10% of the total global consulting market, making it the smallest of the six main industry

segments. During the crisis years, HR consulting was one of the chief casualties within the recession of

the consulting industry – according to analysts, spending on human resource consulting contracted by

10% or more in mature geographies.

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Since 2011, growth levels in the market have been restored and the revenue of HR consulting services has

seen a rise of around $1 billion per year. Annual growth percentages vary between 3.6% and 4.5%, with

most recent years showing better performances.

In the coming years, spending on HR consultants is forecasted to continue to grow on the back of large

trends in the human capital domain such as an ageing workforce, continued mismatch on the labour

market, the rising impact of diversity /inclusion and the need to bring employee capacities in line with

21st century skill sets.

HR consulting services

The market for human resource consulting services consists of eight main disciplines: Human Capital

Strategy, Compensation & Benefits, Organisational Change, HR Function, Talent Management, HR

Analytics, Learning & Development and HR Technology.

Human capital strategy includes a variety of strategic work in the HR domain, such as defining a

corporate culture, organisational design, setting up a people strategy that supports key pillars in the

business, as well as the design of HR-related strategies in the area of diversity, recruitment and talent

management among others. Compensation & benefits, a segment also known as total rewards, looks at all

aspects of employee compensation and benefits from base and variable pay to bonus schemes and other

secondary benefits across the entire organisation – from board level to employees on the workfloor. The

discipline also includes pensions / retirement consulting, and advisory services tied to health and welfare.

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Organisational change encompasses the people side of change, aimed at successfully guiding and

embedding changes in organisational structure, ways of working, or cultural changes within an enterprise.

Change management stands at the heart of the service area, spanning advisory expertise to tools and

interventions, with leadership alignment, stakeholder management, change interventions and cultural

management being the main offerings. Organisational change services can be sold as standalone

offerings by consultancies. However, they are typically bundled into larger functional transformations to

safeguard the people side of change. The HR function area focuses on all activities related to improving

the functioning of the human resource department. Offerings vary from developing and implementing an

HR target or delivery model, to the implementation of HR systems and technologies, or other HR

transformations that boost processes and organisational efficiency.

Talent management encompasses all activities required to recruit, retain and develop talent, as well as

establishing the right structure and processes to ensure that professionals can perform optimally. Key

propositions include strategic workforce planning – the science to anticipate on present and future human

capital needs by matching business goals with HR data – recruitment & retention, workforce effectiveness

and performance management. Through the rise of data and new technologies, HR analytics has grown
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into a full-fledged service area within HR consulting. HR analytics focuses on applying analytic processes

to the human capital spectrum, with the key objective of adding insights and value to HR activities.

The learning & development service line, also referred to as training & development, is concerned with

activities aimed at improving the performance of individuals and groups. The scope ranges from

organisational and competency development across leadership, departments and functions to support the

training and education needs of individuals. Learning & development also includes the soft side of

development, such as coaching and mentoring, as well as the technological side of training, such as the

development and implementation of learning management systems. Lastly, HR technology is the field that

specialises in all systems and tools used in the HR department, including large ERP modules by SAP,

Oracle or Microsoft, and more niche solutions per functional domain.

What does an HR consultant do?

Human resource consultants are generally hired by three types of clients. Firstly, HR advisors support HR

directors and managers of client organisations with improving the performance of the HR function -

examples include implementing an HR business partner delivery model, redesigning HR processes or

implementing a HRIS system. Secondly, HR consultants are hired by clients – business, HR or works

councils – to support broader human capital issues. This can range from providing HR support on M&A

programmes to managing a cultural transformation or developing a new talent management strategy for

critical business functions. Lastly, HR consultants are typically staffed on large transformations to ensure

that the necessary people and human capital expertise is on board, complementing the traditional 'hard'

functional skills that are already part of the project. In this case, the client is often an internal consulting

department that leads the delivery of the engagement. For example: a Finance Transformation programme

at a client will be led by the Finance service line, which will subsequently call upon human capital

consultants to lead areas such as leadership alignment, change management, learning and communication.
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HR consulting firms

Analysts typically distinguish between three types of HR firms: the large global players that specialise in

human resources (e.g. Aon Hewitt, Hay Group, Mercer, Willis Towers Watson), generalist consulting

firms that have a separate HR consulting unit and niche players that focus on a specific discipline or

market.

HR Consultancy

is a form of Recruitment process outsourcing(RPO) where anemployer outsources or transfers all or part

of its recruitment activities to an externalservice provider. The Recruitment Process Outsourcing

Association defines RPO asfollows: "when a provider acts as a company's internal recruitment function

for a portion or all of its jobs. RPO providers manage the entire recruiting/hiring processfrom job profiling

through theon boardingof the new hire, including staff,technology, and method and reporting. A properly

managed RPO will improve acompany's time to hire, increase the quality of the candidate pool, provide

verifiablemetrics, reduce cost and improve governmental compliance.”Earlier fast-growing high tech

companies were hard-pressed to locate and hire thetechnical specialists they required, and so had little

choice but to pay large fees tohighly specialized recruiters in order to staff their projects. Over time,

companies began to examine how they might reduce the growing expenses of recruitment feeswhile still

hiring hard-to-find technical specialists. Toward this end, companies beganto examine the various steps in

the recruiting process with an eye toward givingcontract to consultancies for only those portions that they

had the greatest difficultywith and that added the greatest value to them. This "search/research" function,

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as itwas called, generated names of competitors' employees for a company and served toaugment the pool

of potential candidates from which that company could [Link] time, HR Consultancies gained favor

among Human Resource management: notonly did Consultancy reduce overhead costs from their budgets

but it also helpedimprove the company's competitive advantage in the labor market. As labor

markets became more and more competitive, Consultancy became more of an acceptableoption

.Benefits of HR Consultancy

 include reduced recruiter costs, no infrastructure costs

 improved productivity

 reduced recruiter costs

 reduced time to hire

IMPORTANCE OF HR COSULTANCY SERVICE

1. Overview:

 Definition: HR consultancy involves providing expert advice and services related to human

resources management to organizations.

 Scope: Services range from recruitment and talent management to organizational development,

employee relations, and compliance.

2. Key Services:

 Recruitment and Staffing: Identifying and placing suitable candidates for various job roles.

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  Training and Development: Providing programs to enhance the skills and knowledge of

employees.

 HR Outsourcing: Managing specific HR functions, such as payroll and benefits administration,

on behalf of clients.

 Organizational Development: Assisting in strategic planning, change management, and overall

improvement of organizational effectiveness.

 Employee Relations: Addressing and resolving workplace conflicts, ensuring a positive work

environment.

3. Market Trends:

 Technology Integration: Utilizing HR technology for recruitment, employee engagement, and

data analytics.

 Remote Work Solutions: Supporting organizations in adapting HR practices to accommodate

remote and hybrid work models.

 Diversity, Equity, and Inclusion (DEI): Growing emphasis on fostering diverse and inclusive

workplaces.

4. Industry Challenges:

 Compliance Complexity: Keeping up with changing labor laws and regulations.

 Talent Shortages: Addressing the increasing difficulty in finding qualified candidates for certain

roles.

 Technology Costs: Balancing the benefits of HR technology with the associated costs.

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5. Opportunities:

 Global Expansion: Assisting organizations in expanding their workforce internationally.

 HR Tech Innovation: Developing or integrating advanced HR technologies.

 Strategic Partnership: Collaborating with other consulting firms or businesses to offer

comprehensive solutions.

6. Target Clients:

 Small to Medium Enterprises (SMEs): Providing cost-effective HR solutions for smaller

businesses that may not have in-house HR expertise.

 Large Corporations: Offering specialized services to address the complex HR needs of larger

organizations.

 Startups: Assisting newly established companies in building robust HR frameworks.

7. Technological Integration:

 HR Analytics: Utilizing data analytics for informed decision-making in areas such as workforce

planning, performance management, and employee engagement.

 Artificial Intelligence (AI) in Recruitment: Implementing AI tools for more efficient and

unbiased candidate selection processes.

 Employee Self-Service Platforms: Providing employees with tools to manage their HR-related

tasks independently.

8. Impact of COVID-19:

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  Remote Work Transition: Assisting organizations in managing the shift to remote work and

developing virtual HR practices.

 Employee Well-being Focus: Increased emphasis on mental health support and well-being

programs.

 Adapting HR Policies: Helping organizations revise HR policies to accommodate pandemic-

related challenges.

9. Social Responsibility:

 Diversity Initiatives: Assisting clients in implementing diversity and inclusion programs within

their organizations.

 Corporate Social Responsibility (CSR): Integrating socially responsible practices into HR

strategies and policies.

10. Collaboration with Academia:

 Internship Programs: Offering internships to students pursuing HR degrees to bridge the gap

between academic knowledge and practical skills.

 Continuous Learning Initiatives: Collaborating with academic institutions to provide training

programs and workshops for HR professionals.

11. International Expansion:

 Cross-Border Talent Management: Helping organizations manage human resources across

international borders, considering cultural and legal differences.

 Global HR Compliance: Ensuring clients' adherence to diverse international labor laws and

regulations.
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12. Risk Management:

 Compliance Audits: Conducting regular audits to ensure organizations comply with employment

laws and regulations.

 Crisis Management: Assisting organizations in handling HR-related crises such as employee

misconduct or legal disputes.

HR consultancy is a dynamic and evolving industry that plays a pivotal role in shaping the human capital

strategies of organizations across various sectors. The ability to anticipate and adapt to emerging trends,

technology advancements, and changing workforce dynamics is crucial for the success and sustainability

of HR consulting firms.

Company profile
BESTFIT MANPOWER Management as an integrative management consultancy service provider to

Small & Medium Enterprise and other business enterprises. Our focus is on performance improvement

through enhancing capabilities and competencies of people in organizations.

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Study your Man Power requirement and give suggestions regarding finalization of Man Power

requirement.

Locate suitable candidates, take preliminary interview, short list them and present you for final selection.

We take care regarding candidates educational qualification, professional experience, their past back

ground and their suitability for the post to reduce your work in the process of selection

BESTFIT MANPOWER Management is committed to deliver the results within demanding times &

deadlines.

BESTFIT MANPOWER Management believes to work on ethics & standards in HR Industry by

adherence to time line & confidentiality. We strongly follow our core values like Quality, Team Work, and

Time Values & Relationships as are backbones of our Strength.

BESTFIT MANPOWER Management has been highly regarded for our expertise and innovation in the

staffing industry. In the future, BESTFIT MANPOWER Management is one of the most respected and

technologically advanced companies.

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Functional Department

 HR Architect

 HR Consulting

 Placement & Staffing

 Legal Consultant

 Payroll Management

 Campus Recruitment

Recruitment Services

At BESTFIT MANPOWER Management , we not only provide recruitment consultancy services to our

clients but help them to get human assets with all aspect. We help our clients to get the suitable

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candidates, cultivate them and retain them. Our comprehensive recruitment and staffing solutions as HR

consultants ensure the delivery of profitable propositions.

We have designed & implemented the procedures that help our clients to attract & hire the best suitable

talented aspirant from available pool of candidates in market.

We provide our client companies with not only bunch of suitable talent, but also discuss with them on

their best fit availability, comparative benchmarking and a comfort knowing of candidates.

At BESTFIT MANPOWER Management, we carefully follow best designed recruitment & selection

process. Which starts right from Client Mapping (Understanding the client‟s existing activities & future

plans, Organisation Structure, Expansion plans, Perpendicular Integrations & staff needs), Job Mapping

(Job Title, Principal Accountabilities, KRA, Working Terms), Candidate Search (Database, Executive /

Talent Search, Head Hunting, Online Talent Search), Profile Mapping (Evaluation, Offer Negotiation &

Finalisation, Joining Formalities)

HR Services

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BESTFIT MANPOWER Management tries to take care of all life cycle needs of the company for

manpower augmentation in various modes related to continuous or seasonal nature by providing

administrative, technical or project based professionals vide an outsourced model. We offer strategic

outsourcing solutions that give you intellectual capital which may not be available in-house.

Ethos helps organizations focus on their core HR activities by also handling all the backend processes in

an fficient and time-bound manner. We help companies with access to the same economies of scale,

efficiency and expertise that otherwise would be quite resource intensive.

Recruitment Process Outsourcing (RPO)

When a company entrusts the responsibility of the internal recruitment process of one or more

Departments or the entire company to an external agency, it is termed as Recruitment Process

Outsourcing.

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 All the activities related to employee recruitment and management like calling

potential employees for interviews, conducting interviews, screening the candidates for

suitability and eventually hiring are handled by the external parties.

Recruitment Process Outsourcing is a type of Business Process Outsourcing. It involves„Total

Outsourcing‟ i.e. all the processes related to recruitment are transferred for a long and undefined period.

The external agency assumes the ownership and responsibility of the entire process of hiring employees. It

is different from „Occasional Recruitment Support‟ where only an external agency is only hired for a

temporary or contingent period. There is no element of responsibility transfer and it is more in the nature

of buying services from a third party.

HR Architect

HR architects specializes in bringing a business approach to your organization‟s human resources

practices and in linking these practices to your strategic plan and desired results. Acting as a business
integrator, we understand your human resources needs, at both the planning and implementation level, and
identify creative ways to get you there. Applying a coaching style, we take a creative yet structured
approach when completing consulting projects in the areas of human resources planning and strategy,
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employee development strategies and design work, customized training solutions, meeting and planning
facilitation, and human resources practices and processes. By looking at the full picture in a holistic
manner, identifying the linkage between the separate parts, and applying the principles of process and
realistic execution we are able to recommend and implement practical and long-term solutions that can be
maintained by the company‟s internal resources.

Employee Information Management

Developing Employee Information Master- containing all details.

Indian Labour Law Management & Payroll Management

Complete PF Management Complete ESIC Management Bonus Report
Employee Master Management, Leave Rules, Other Retention policies, multiple pay structure & pay
heads, Different attendance type, Loans policy, Reimbursement procedure.

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HR Documents Management

Design and Map all required communications letters such as Increment letter, Promotion letter, Transfer

letter, Warning letter, an appointment letter, trainee letter, resignation letter etc.

Mission and Vision

To provide in time, proper & professional support for both temporary & permanent stuffing in all the

verticals of industrial sector.

We aim to establish a high degree of reputation being a business partner for manpower solution, HR

Architect with clear-cut & transparent communication by & between our clients & candidate sourced by

us.

Introduction about effective way to do recruitment & Selection process

Recruitment and Selection is an important operation in HRM, designed to maximize employee strength in

order to meet the employer's strategic goals and objectives. In short, Recruitment and Selection is the

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process of sourcing, screening, short listing and selecting the right candidates for the filling the required

vacant positions.

The scope of Recruitment and Selection is very wide and it consists of a variety of operations. Resources

are considered as most important asset to any organization. Hence, hiring right resources is the most

important aspect of Recruitment. Every company has its own pattern of recruitment as per their

recruitment policies and procedures.

The scope of Recruitment and Selection includes the following operations −

 Dealing with the excess or shortage of resources

 Preparing the Recruitment policy for different categories of employees

 Analyzing the recruitment policies, processes, and procedures of the organization

 Identifying the areas, where there could be a scope of improvement

 Streamlining the hiring process with suitable recommendations

 Choosing the best suitable process of recruitment for effective hiring of resources

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Any organization wants it future to be in good and safe hands. Hence, hiring the right resource is a very

important task for any organization.

(Process of Recruitment & Selection)

It is the whole process that begins with the identification of the needs of the company with respect to the

job & resources and ends with the employing a candidate in the company. When we think of the

recruitment process, what immediately comes to our minds are the activities like analysis of the

requirement for a particular job, to attract the candidates for the particular job, screening of the applicants

and selecting among them the best candidate for the required job. Before the organization recruit

candidates, they must properly implement the virtual staffing plans and forecast them to determine how

many people they actually require.

 Recruitment Planning

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Recruitment planning is the first step of the recruitment process, where the vacant positions are analyzed

and described. It includes job specifications and its nature, experience, qualifications and skills required

for the job, etc.

A structured recruitment plan is mandatory to attract potential candidates from a pool of candidates. The

potential candidates should be qualified, experienced with a capability to take the responsibilities required

to achieve the objectives of the organization.

 Identifying Vacancy

The first and foremost process of recruitment plan is identifying the vacancy. This process begins with

receiving the requisition for recruitments from different department of the organization to the HR

Department, which contains −

 Number of posts to be filled

 Number of positions

 Duties and responsibilities to be performed

 Qualification and experience required

When a vacancy is identified, it the responsibility of the sourcing manager to ascertain whether the

position is required or not, permanent or temporary, full-time or part-time, etc. These parameters should

be evaluated before commencing recruitment. Proper identifying, planning and evaluating leads to hiring

of the right resource for the team and the organization.

 Job Analysis

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Job analysis is a process of identifying, analyzing, and determining the duties, responsibilities, skills,

abilities, and work environment of a specific job. These factors help in identifying what a job demands

and what an employee must possess in performing a job productively.

Job analysis helps in understanding what tasks are important and how to perform them. Its purpose is to

establish and document the job relatedness of employment procedures such as selection, training,

compensation, and performance appraisal.

The following steps are important in analyzing a job −

 Recording and collecting job information

 Accuracy in checking the job information

 Generating job description based on the information

 Determining the skills, knowledge and skills, which are required for the job

 The immediate products of job analysis are job

descriptions and job specifications.

 Job Description

Job description is an important document, which is descriptive in nature and contains the final statement

of the job analysis. This description is very important for a successful recruitment process.

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Job description provides information about the scope of job roles, responsibilities and the positioning of

the job in the organization. And this data gives the employer and the organization a clear idea of what an

employee must do to meet the requirement of his job responsibilities.

Job description is generated for fulfilling the following processes −

 Classification and ranking of jobs

 Placing and orientation of new resources

 Promotions and transfers

 Describing the career path

 Future development of work standards

A job description provides information on the following elements −

 Job Title / Job Identification / Organization Position

 Job Location

 Summary of Job

 Job Duties

 Machines, Materials and Equipment

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  Process of Supervision

 Working Conditions

 Health Hazards

 Job Specification

Job specification focuses on the specifications of the candidate, whom the HR team is going to hire. The

first step in job specification is preparing the list of all jobs in the organization and its locations. The

second step is to generate the information of each job.

This information about each job in an organization is as follows −

 Physical specifications

 Mental specifications

 Physical features

 Emotional specifications

 Behavioral specifications

A job specification document provides information on the following elements −

 Qualification

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  Experiences

 Training and development

 Skills requirements

 Work responsibilities

 Emotional characteristics

 Planning of career

 Job Evaluation

Job evaluation is a comparative process of analyzing, assessing, and determining the relative value/worth

of a job in relation to the other jobs in an organization.

The main objective of job evaluation is to analyze and determine which job commands how much pay.

There are several methods such as job grading, job classifications, job ranking, etc., which are involved in

job evaluation. Job evaluation forms the basis for salary and wage negotiations.

 Recruitment Strategy

Recruitment strategy is the second step of the recruitment process, where a strategy is prepared for hiring

the resources. After completing the preparation of job descriptions and job specifications, the next step is

to decide which strategy to adopt for recruiting the potential candidates for the organization.

While preparing a recruitment strategy, the HR team considers the following points –
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  Make or buy employees

 Types of recruitment

 Geographical area

 Recruitment sources

The development of a recruitment strategy is a long process, but having a right strategy is mandatory to

attract the right candidates. The steps involved in developing a recruitment strategy include −

 Setting up a board team

 Analyzing HR strategy

 Collection of available data

 Analyzing the collected data

 Setting the recruitment strategy

 Searching the Right Candidates

Searching is the process of recruitment where the resources are sourced depending upon the requirement

of the job. After the recruitment strategy is done, the searching of candidates will be initialized. This

process consists of two steps −

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Source activation − Once the line manager verifies and permits the existence of the vacancy, the search

for candidates starts.

Selling − Here, the organization selects the media through which the communication of vacancies reaches

the prospective candidates.

Searching involves attracting the job seekers to the vacancies. The sources are broadly divided into two

categories: Internal Sources and External Sources.

Internal Sources

Internal sources of recruitment refer to hiring employees within the organization through

 Promotions

 Transfers

 Former Employees

 Internal Advertisements (Job Posting)

 Employee Referrals

 Previous Applicants

External Sources

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External sources of recruitment refer to hiring employees outside the organization through −

 Direct Recruitment

 Employment Exchanges

 Employment Agencies

 Advertisements

 Professional Associations

 Campus Recruitment

 Word of Mouth

 Screening / Short listing

Screening starts after completion of the process of sourcing the candidates. Screening is the process of

filtering the applications of the candidates for further selection process.

Screening is an integral part of recruitment process that helps in removing unqualified or irrelevant

candidates, which were received through sourcing. The screening process of recruitment consists of three

steps –

 Reviewing of Resumes and Cover Letters

Reviewing is the first step of screening candidates. In this process, the resumes of the candidates are

reviewed and checked for the candidates‟ education, work experience, and overall background matching

the requirement of the job

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While reviewing the resumes, an HR executive must keep the following points in mind, to ensure better

screening of the potential candidates −

 Reason for change of job

 Longevity with each organization

 Long gaps in employment

 Job-hopping

 Lack of career progression

 Conducting Telephonic or Video Interview

Conducting telephonic or video interviews is the second step of screening candidates. In this process, after

the resumes are screened, the candidates are contacted through phone or video by the hiring manager. This

screening process has two outcomes – xIt helps in verifying the candidates, whether they are active and

available.

It also helps in giving a quick insight about the candidate‟s attitude, ability to answer interview questions,

and communication skills.

 Identifying the top candidates

Identifying the top candidates is the final step of screening the resumes/candidates. In this process, the

cream/top layers of resumes are shortlisted, which makes it easy for the hiring manager to take a decision.

This process has the following three outcomes −

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  Short listing 5 to 10 resumes for review by the hiring managers

 Providing insights and recommendations to the hiring manager

 Helps the hiring managers to take a decision in hiring the right candidate.

 Evaluation and Control

Evaluation and control is the last stage in the process of recruitment. In this process, the effectiveness and

the validity of the process and methods are assessed. Recruitment is a costly process; hence it is important

that the performance of the recruitment process is thoroughly evaluated.

The costs incurred in the recruitment process are to be evaluated and controlled effectively. These include

the following −

 Salaries to the Recruiters

 Advertisements cost and other costs incurred in recruitment methods, i.e., agency fees.

 Administrative expenses and Recruitment overheads

 Overtime and Outstanding costs, while the vacancies remain unfilled

 Cost incurred in recruiting suitable candidates for the final selection process

 Time spent by the Management and the Professionals in preparing job description, job

specifications, and conducting interviews.

Finally, the question that is to be asked is, whether the recruitment methods used are valid or not? And

whether the recruitment process itself is effective or not? Statistical information on the costs incurred for

the process of recruitment should be effective

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 ABOUT THE TOPIC

The recruitment and selection process is a critical aspect of human resource management that involves

attracting, assessing, and hiring suitable candidates for a job position within an organization. It typically

consists of several stages, each with its own set of activities. Below is an overview of the typical

recruitment and selection process:

1. Identifying Job Vacancy:

 The process begins with the identification of a job vacancy or the creation of a new

position within the organization.

2. Job Analysis:

 Conducting a thorough job analysis to understand the requirements of the position,

including skills, qualifications, responsibilities, and experience needed.

3. Creating Job Description:

 Developing a comprehensive job description that outlines the key responsibilities,

qualifications, and other relevant details about the job.

35
4. Posting the Job:

 Advertising the job opening through various channels such as the company's website, job

portals, social media, newspapers, and professional networks.

5. Application Screening:

 Reviewing and screening the received applications to shortlist candidates who meet the

basic requirements outlined in the job description.

6. Initial Contact:

 Contacting shortlisted candidates for an initial discussion or interview to assess their

interest in the position and gather additional information.

7. Conducting Interviews:

 Conducting one or more rounds of interviews to evaluate candidates' skills, qualifications,

and cultural fit within the organization. Interviews may be conducted by HR professionals,

hiring managers, or a panel of interviewers.

8. Assessment Tests:

 Administering tests or assessments, such as aptitude tests, personality assessments, or

technical skills tests, depending on the nature of the job.

9. Reference Checks:

 Verifying the candidate's work history, qualifications, and suitability for the role by

contacting their professional references.

10. Final Interview:

36
  Conducting a final interview with the top candidates, involving key decision-makers or

executives to make the final hiring decision.

11. Job Offer:

 Extending a job offer to the selected candidate, including details about the role, salary,

benefits, and other terms of employment.

12. Background Checks:

 Conducting background checks to verify the candidate's criminal history, credit history, and

other relevant information.

13. Onboarding:

 Welcoming the new employee and providing them with the necessary orientation and

training to integrate them into the organization effectively.

It's important to note that the recruitment and selection process may vary across organizations, and some

steps may be adapted or combined based on the specific needs and practices of the company. Additionally,

organizations may use technology such as applicant tracking systems (ATS) to streamline and manage the

recruitment process more efficiently.

Rigorous sourcing was undertaken to understand the recruitment process. Candidates were interviewed

and then potential candidates were shortlisted. During the tenure of the project I learnt to put the

candidates under assessment tests and took the initial rounds of interview. Job Portals used by me for the

recruitment of candidates through MONSTER and [Link]

37
The whole process of recruitment from a recruitment firm like stunning seven is a very exhausting one. It

is detail oriented in nature. The reason why every employee gets motivated to do the job is because of the

knowledge that at that particular moment that particular recruiter was responsible for giving job to these

candidates. To generate employment is one thing but to recruit the right kind of workforce for a job is

another thing. It not only needs the basic understanding of the client company’s need to fill the position in

a period of time but it also requires the recruiter to be sensitive of the needs of the candidate to find the

right job for himself. All this needs a great profundity of intellect.

FACTORS AFFECTING RECRUITMENT

The following are the 2 important factors affecting Recruitment: -

1] INTERNAL FACTORS

 Recruiting policy

 citizens

 Engagement of the company in HRP

 Company
38
  Cost of recruitment

 Company’s growth and expansion

2) EXTERNAL FACTORS

 Supply and Demand factors

 Unemployment Rate

 Labour-market conditions

 Political and legal considerations

 Social factors

 Economic factors

 Technological factors

SOURCES OF RECRUITMENT

39
The sources of recruitment may be broadly divided into two categories: internal sources and external

sources. Both have their own merits and demerits.

Internal Sources:-

Persons who are already working in an organization constitute the ‘internal sources’. Retrenched

employees, retired employees, dependents of deceased employees may also constitute the internal sources.

Whenever any vacancy arises, someone from within the organization is upgraded, transferred, promoted

or even demoted.

External Sources

External sources lie outside an organization. Here the organization can have the services of: (a)

Employees working in other organizations; (b) Jobs aspirants registered with employment exchanges; (c)

40
Students from reputed educational institutions; (d) Candidates referred by unions, friends, relatives and

existing employees; (e) Candidates forwarded by search firms and contractors; (f) Candidates responding

to the advertisements, issued by the organization; and (g) Unsolicited applications/ walk-ins.

DIRECT EXTERNAL RECRUITMENT METHOD

Campus Recruitment

In Campus Recruitment, Companies / Corporate visit some of the most important Technical and

Professional Institutes in an attempt to hire young intelligent and smart students at source. It is common

practice for Institutes today to hire a Placement Officer who coordinates with small, medium and large

sized Companies and helps in streamlining the entire Campus Recruitment procedure.

Benefits of Campus Recruitment

 Companies get the opportunity to choose from and select the best talent in a short span of time.

1. Companies end up saving a lot of time and efforts that go in advertising vacancies,

2. screening and eventually selecting applicants for employment

3. College students who are just passing out get the opportunity to present themselves to some of

the best companies within their industry of interest. Landing a job offer while still in college

and joining just after graduating is definitely what all students dream of.

4. On the negative front, campus recruiting means hiring people with little or no work experience.

41
INDIRECT EXTERNAL RECRUITMENT METHOD

Advertisement

Advertisements are the most common form of external recruitment. They can be found in many places

(local and national newspapers, notice boards, recruitment fairs) and should include some important

information relating to the job (job title, pay package, location, job description, how to apply-either by CV

or application form, etc). Where a business chooses to advertise will depend on the cost of advertising and

the coverage needed i.e. how far away people will consider applying for the job.

Third Party Methods

 Walk-ins: Walk-ins is relatively inexpensive, and applicants may be filed and processed whenever

vacancies occur. Walk-ins provide an excellent public relations opportunity because well-treated

applicants are likely to Sinform others. On the other hand, walk-ins show up randomly, and there
42
 may be no match with available openings. This is particularly true for jobs requiring specialized

skills.

 Public and private employment agencies: Public and private employment agencies are

established to match job openings with listings of job applicants. These agencies also classify and

screen applicants. Most agencies administer work-sample tests, such as typing exams, to

applicants.

 E-Recruiting: There are many methods used for e-recruitment, some of the important methods are

as follows:

a. Job boards: These are the places where the employers post jobs and search for candidates. One of

the disadvantages is, it is generic in nature.

b. Employer websites: These sites can be of the company owned sites, or a site developed by various

employers.

c. Professional websites: These are for specific professions, skills and not general in nature.

 Gate Hiring and Contractors: The concept of gate hiring is to select people who approach on

their own for employment in the organization. This happens mostly in the case of unskilled and

semi-skilled workers. Gate hiring is quite useful and convenient method at the initial stage of the

organization when large number of such people may be required by the organization

DIFFICULTIES IN RECRUIT PROCOCESS

43
  Talent Acquisition

 Retention of Employees

 Expensive

 Time Constraint

 Budget

 Managing Low attrition rate

STEPS OF RECRUITMENT PROCESS CAN BE DONE BY TWO WAYS

 Recruitment for Fresher:

1. Written/aptitude

2. Group Discussion

3. Technical Interviews

 Recruitment process for higher post:

1. Psychometric Test

2. Business Game

44
 3. HR interviews

SELECTION:

Selection is the process of choosing the most suitable person out of all the applicants. It is the process of

matching qualifications of applicants with the job requirement.

The selection of a candidate with the right combination of education, work experience, attitude, and

creativity will not only increase the quality and stability of the workforce, it will also play a large role in

bringing management strategies and planning to fruition.

Features of selection

 Selection is choosing the best out of the recruited persons.

 It is a negative process

 It reduces absenteeism and labour turnover

 It helps in increasing the efficiency and productivity

 It helps in building up of a stable workforce

SELECTION PROCESS

45
 External Environment

Internal Environment

Preliminary Interview

Selection Tests

Reject Employment Interview

ed
Applic Reference and Background
ants Analysis

Selection Decision

Physical Examination

Job Offer

Employment Contract

Evaluation

46
CHAPTER 2:
LITERATURE REVIEW
Sr. No. 1
Year of research 2014
Author/s Sujeet Kumar & Ashish Kumar Gupta
Title of the paper A Study On Recruitment & Selection Process With Reference
Objective The main objective is
 to identify general practices that organizations use to recruit and select
employees

 To determine how the recruitment and selection practices affect

organizational outcomes at Electronics Industry, In Krishna Dt Ap,India.

 To determine how the recruitment and selection practices affect the

organizational outcomes and provide some suggestions that can help.

Variables Data analysis has been done with statistical tools like tables, graphs, pie
charts, bar diagrams.
Recruitment, Selection, Reference, Interview, qualification, reference.

47
Context (Research design, Electronics Industry Department of Information and technology
Samples Department of Information and technology
(respondent and their Dronacharya College of Engineering, Gurgaon-122001, India
number,
Area of Statistical techniques, interpretations and drawing conclusions 30
research(Country/university)
Respondents.
Findings  The company considered portals as the most important medium of hiring
employees and then employee references are also act as the important
source of recruiting people.

 The employees consider the employee references are one of the most
reliable source of hiring the new employees and also to some extent
portals, but before hiring from portals the references provided there
are need to be confirmed as I did during my training period.
Conclusion As per my study, out of the various methods of sourcing candidates, the
best one is – getting references via references and networking. In the
process, I came across various experiences where the role of an HR and the
relevant traits he finds in the candidates were displayed. Company
should focus on long term consistent performance rather than short term.

48
Sr. No. 2
Year of research 2014
Author/s POOJA KHANNA
Title of the paper “Recruitment & Selection”
A need of the hour for organizational success
Objective The organizations should keep an eye to preserve the image of the
company in the market as well as in the eyes of applicants,
employees
and law.
Variables The random data for this particular research is collected in 3 parts
using questionnaire, telephone survey and in-depth interview
techniques.
Recruitment, Selection, Competency Mapping,
Retention, Attrition, Morale, Compensation, Human Resources,
Context (Research design, Sources of recruitment & selection, Talent Acquisition,
Samples Procurement using SPSS software.
(respondent and their organizational success
number, HR PROFESSIONAL & STUDENT
Area of INDIAN SOCIETY FOR TRAINING & DEVLOPMENT
research(Country/university) NEW DELHI, INDIA
70 Respondent by using questionnaire, telephone survey and in-depth
interview techniques
Findings Whenever a company use false means of recruiting and selecting
personnel whether internally or externally, it does leaves a negative
impact on the minds of the applicants and employees and as such the
existing employees feel neglected and hop companies which ultimately
are a big hit on the attrition and retention rate of the company.
Conclusion The process of recruitment and selection requires a rigorous and
thoughtful planning. “Decisions of vigilant eyes, sharp witted minds
and well thought procedures in place can ensure efficient personnel
working effectively towards the company‟s progress.”

49
Sr. No. 3
Year of research 2018
Author/s Dr. V. Vijay Anand, Dr. M. Shanthanlakshmi, Dr. G. Uppili
Srinivasan, V. Arunkumar, G. Icewarya, S. Nandhu, S. Monisa
Kamatchi
Title of the paper A STUDY ON EFFECTIVENESS OF RECRUITMENT
ORGANIZATIONAL
Objective  To study the effectiveness of Recruitment and selection process
 To study the organizational support for the recruiter at the time
of recruitment
 To find the recruiters opinion about the Recruitment Process of
the organization
Variables The researchers have applied some of the statistical tools like
Percentage Analysis, Regression, and Correlation.
Effectiveness, Recruitment, Support, Knowledge
Context (Research design, "International Journal of Pure and Applied Mathematics School of
Samples Management, SASTRA Deemed University, Thanjavur, Tamil Nadu
(respondent and their number, – 613 401
Area of Head, Dept. of Commerce, (BPS&CM), Sri Krishna Arts &
research(Country/university) Science College, Coimbatore Tamil Nadu – 613 401"
The data were primary in nature with a sample of 100 collected from
ITeS by Chennai some of the tools used for the analysis is Percentage
analysis, Regression, and Correlation.
Findings To motivate the employees; the organization has to plan to offer
incentives for both monetary and non-monetary. It is suggested that
the organization are advised to follow the existing recruitment and
selection policies in future also. It is suggested that the organization
should give equal importance to external sources like agencies,
references etc. in order to get the desired & required employees.
Conclusion In every organization, recruitment processes play a vital role. The
study reveals that the recruitment process offered in TCS is very
much effective. The HR manager of the selected organization has to
focus on selecting the right persons through other sources like
campus, Placements, sourcing, walk-in, consultancy etc. The selection
is done by evaluating the candidate‟s skills, knowledge, and abilities
which are highly required for the vacancies in the organization. Even
the
Organization Support the Recruiters well at the time of recruitment
50
51
Sr. No. 4
Year of research 2017
Author/s Roma Tripathi, Ankita Srivastava
Title of the paper Recruitment and Selection Process in Healthcare Industry in
India
Objective  To study the different sources of recruitment process in
selected private hospitals.
 To study the recruitment and selection procedure in
private hospitals.
 To determine the feasible area of development to make
recruitment and selection procedures more effective and efficient
Variables The primary data collection for the study was conducted by personal
conversation with the employees of the selected hospitals. In this
paper, the recruitment and selection (staffing) process in the
healthcare industry is described in India.

Recruitment; Selection; Job design; Manpower planning; Healthcare

Context (Research design, The sample size was 75 from various levels in three hospitals and
Samples to different departments from the city of Mumbai, India. The data
(respondent and their number, was collected and conclusions were drawn.
Area of
research(Country/university) Amity Journal of Healthcare Management IMS Unison
University, Dehradun, Uttarakhand, India
Findings Nearly 70 percent of the employees BESTFIT MANPOWERd
that the job profile was explained to them before they had come
for the interview.
Here, it was observed that 30 percent induction process was to the
point which is followed by elaborate with same 30 percent.
Conclusion An industry to be successful, all it takes is suitable recruitment and
selection policies which also shape the complete manpower planning.
Human resource as a management tool is a very dynamic function.
Therefore, planning of human resource is the key to any healthcare
provision. A hospital needs to have HR standards that are high
enough, to act as a magnet to attract talent. The role of this
department is very vital for the initial screening which is based on the
job
description given by the head of the department.

52
Sr. No. 5
Year of research 2018
Author/s Isaac Christopher Otoo, Juliet Assuming, Paul Mensah Agyei
Title of the paper Effectiveness of Recruitment and Selection Practices in Public Sector
Higher Education Institutions: Evidence from Ghana
Objective  Examine the recruitment and selection practices of public
sector higher education institutions in Ghana
 Assess the challenges associated with the recruitment and selection
practices of public sector higher education institutions in Ghana.
Variables Data processing was done using SPSS version 22. Results of the analyses
showed, inter alia, the following;
(a) Public sector higher education institutions in Ghana
predominantly relies on recommendation as its main mode of
employment;
(b) Identification of available vacancies and delay in feedback after
interviews were the two main challenges with the public sector
higher
education institutions in Ghana recruitment and selection practices.
Context (Research design, The research employed quantitative research approach with a
Samples descriptive survey design. Questionnaire was used to collect data from
(respondent and their 128 respondents.
number, Area of Higher Education Institutions College of Distance Education,
research(Country/university) University of Cape Coast, Cape Coast, Ghana
Findings The Universities mostly rely on academic qualification criteria for
selecting potential employees. Using academic qualification as criteria
for selecting could also minimize the chances of favoritism, partiality or
bias in selecting candidates for the vacant position. These findings are
supported by the findings of previous studies. For instance, using one
hundred (100) respondents from staff of HFC Bank in the Greater Accra
region, Djabatey (2012) found that academic qualifications are the
prime
selection tools for new employees.
Conclusion That public sector higher education institution in Ghana recruitment
practices is not effective. This is because relying on recommendation to
publicize vacant positions or making use of recommendation as the
predominant mode of selection could lead to issues of favoritism,
partiality or bias in recruitment.

53
Sr. No. 6
Year of research 2018
Author/s Mr [Link] MANPOWERraj,
Ms [Link] Jenifer
Title of the paper A STUDY ON EMPLOYEE CHALLENGES TOWARDS
RECRUITMENT AND SELECTION PROCESS
Objective  To understand the different types of selection procedure followed
by Mri seed Syngenta.
 Analyze the performance of recruitment and selection
procedure adopted by Mri seed Syngenta.
 To measure challenges faced by Mri seed Syngenta related to
recruitment and selection.
Variables Selecting the wrong candidate or rejecting the right candidate could turn
out to be costly mistakes for the organization.
Recruitment, employees, selection.
Context (Research design, Simple Random sampling method will be used to collect the samples and
Samples collected data is going to be analyzed through descriptive research
(respondent and their design using charts, graphs, tables, manual calculation of percentage
number, Area of method.
research(Country/university) 50 Respondents.
DMI St Eugene University, Zambia.
Research Scholar, Periyar University,
Salem.
Findings It was shown that 48% of the respondents BESTFIT MANPOWERd
that there are more stages in recruitment. 56% of the respondents had
undergone the personal interview and the 44% of the respondents had
done the psychometric tests. It is shown that the recruitment and process
used at the company is as follows: 36% of the respondents were
recruited using recruitment agencies 20% of the respondents recruited
from the internet, 20% of the
respondents from the newspaper advert 24% were recruited internally.
Conclusion Better recruitment and selection strategies result in improved
organizational outcomes. The more effectively organizations recruit and
select candidates, the more likely they are to hire and retain satisfied
employees. In addition, the effectiveness of the organization‟s selection
system can influence bottom-line business outcomes, such as productivity
and financial performance. Hence, investing in the development of a
comprehensive and valid selection system is money well spent.

54
55
Sr. No. 7
Year of research 2013
Author/s Ghazala Ishrat
Title of the paper A comparative study of Recruitment & Selection, Training and
Development policies in Indian MNCs and Foreign MNCs
Objective To find out the satisfaction of the employees with the Recruitment &
Selection and Training & Development programme.
To identify areas of improvement in design of Recruitment & Selection
and Training & Development programme
Variables Good human resource strategies and practices are the backbone of all the
companies may be operating nationally or multinationally and good
human resource management is the life blood of those companies.
Recruitment, Selection, Training, Development, Indian MNCs and
Foreign MNCs
Context (Research design, My research basically depends upon primary and secondary data
Samples collected from company employees, internet and online journals,
(respondent and their research papers.
number, 150 Respondents.
Area of Indian MNCs and Foreign MNCs Research Analyst, Department of
research(Country/university) Engineering and Technology, Jamia Millia Islamia,New Delhi-110025
Findings In Indian MNC‟s most of the employees feel that the HR department is
good. About 75% of the managers say that they prefer both internal as
well as external source for recruitment and selection whereas in Foreign
MNC‟s, only 17% managers prefer both internal as well as external
source of recruitment and selection. In Indian MNC‟s about 65% of the
mangers go for direct recruitment and selection and less number for
mangers prefer indirect or third party. Whereas in Foreign MNC‟s 50%of
the managers go for direct recruitment and selection. Mostly the
manpower planning is done Quarterly and 30 % do not follow any
pattern they don‟t have any fixed time. Whereas in Foreign companies,
mostly the manpower planning is done annually and 27% do not follow
any
specific pattern
Conclusion The recruitment process to some extent is not done objectively and
therefore lot of bias hampers the future of the employees. That is why the
search or headhunt of people should be of those whose skill fits into the
company‟s values.

56
Sr. No. 8
Year of research 2014
Author/s Mavis Adu-Darkoh
Title of the paper Employee Recruitment And Selection Practices In The Construction
Industry In Ashanti Region
Objective  To identify existing recruitment practices adopted by
construction companies in engaging workers in the Ashanti
Region.
 To identify existing selection practices adopted by
construction companies in engaging workers in the Ashanti
Region.
 To determine which of the recruitment and selection practices
influence the performance of workers.
Variables The success of a business or an organization is directly linked to the
performance of those who work for that organization. Underachievement
can be a result of workplace failures. Every organization has its own
requirements in acquiring employees. The only means of achieving this
success is through proper recruitment and selection practices.
Context (Research design, The data obtained from the survey were then analyzed with the use of
Samples SPSS.
(respondent and their 62 respondents.
number, Includes newspaper advert, in-house (internal recruitment), labor office,
Area of employee referrals, radio advert and lastly internet recruitment.
research(Country/university) Construction Industry In Ashanti Region School of Business, KNUST
Findings From the study sixteen methods were identified as recruitment and
selection media adopted by contractors in recruiting workers. Out of
these sixteen mediums identified, the following six methods were
ranked as the most frequently used method of recruiting and selecting of
construction workers. Newspaper advert, in-house, labor office,
employee referrals, radio advert and lastly internet recruitment.

57
Conclusion Before any recruitment and selection method will be adopted, employers
should conduct job analysis to determine job description, job
specification, and job evaluation. Through proper job analysis, firms
will be able to fix up the specific duties and responsibilities of every
employee. Job analysis will help in determining skills and knowledge to
be possessed by the employees to hold various positions. It will also
facilitate in providing effective compensation packages to the employees.

58
Sr. No. 9
Year of research 2009
Author/s Christopher J. Collins,
Rebecca R. Kehoe
Title of the paper Recruitment and Selection
Objective Communication and collaboration are effective tools for achieving these
objectives of increasing creative efforts by allowing for the incorporation
of ideas from diverse perspectives and can enhance information
processing capacities by employing multiple skill sets in problem-solving
Tasks
Variables Drawing on existing empirical work on strategic human resource
management, we argue that unique systems of recruitment and selection
practices are necessary to provide the level of employee knowledge,
skills, and abilities to match the level of information equivocality faced
by the employees in these roles.
recruitment, selection, staffing, performance, human resource
management
Context (Research design, We look to address the second issue by developing a theoretical model
Samples of the link between different staffing systems and firm-level
(respondent and their performance. We first look to existing theory on organizational design
number, and structure to better understand the role of recruitment and selection.
Area of 75 Respondents.
research(Country/university) Cornell University ILR School DigitalCommons@ILR
Findings Recruitment and selection systems that match the prescriptions of the
mechanistic model will be the best fit to organizations and subunits that
face relatively stable environments or that are looking to exploit an
existing technology or process.
Conclusion We were looking to identify multiple systems of recruitment and
selection systems that would be the right fit for attracting and selecting
employees with the right KSAs that fit the strategy or business context
faced by particular organizations. To meet this challenge, we felt that it
was first necessary to identify groups of employees where there are
potentially meaningful differences necessitating different recruitment
and selection systems. We drew on research in the area of organizational
theory (e.g., Thompson, 1967; Weick, 1969) to make the argument that
companies should create distinct subunits of employees based on the
extent of information equivocality in their jobs.

59
Sr. No. 10
Year of research 2014
Author/s Sudhamsetti Naveen, Dr. D.N.M Raju
Title of the paper A Study On Recruitment & Selection Process With Reference To Three
Industries, Cement Industry, Electronics Industry, Sugar Industry In
Krishna Dt Ap,India.
Objective  To identify general practices that organizations use to recruit
and select employees.
 To determine how the recruitment and selection practices affect the
organizational outcomes and provide some suggestions that can
help
to different companies located in Krishna.
Variables Data analysis has been done with statistical tools like tables, graphs, pie
charts, bar diagrams etc
Experience, qualification, external recruitment, internal recruitment,
written test, group discussion, interview, reference, identification,
growth, relocation, ,formal interview, structured interview, job security,
decent salary etc..
Context (Research design, The data was collected through well structured questionnaire. The
Samples (respondent and source of data was both primary and secondary and the Sample size was
their number, Area of 150.
research(Country/university) Cornell University ILR School staffing systems and firm-level
performance
Findings It is observed that, the selected industries have satisfied all the procedures
of recruitment.
To motivate the employees; the selected industries have planned to offer
incentives of both monetary and non monetary.
It is suggested that the selected industries are advised to follow
the existing recruitment and selection policies in future.
It is suggested that the selected industries should give equal
importance to external sources like agencies, references and data banks
in order to
get the desired & required employees.
Conclusion The study reveals that the recruitment and selection process offered in
three selected industries is effective. The HR managers of the selected
industries have to focus on selecting the right persons through other
sources like campus placements, [Link], data banks etc. The selection
is done by evaluating the candidate‟s skills, knowledge and abilities
which
are highly required to the vacancies in selected industries
60
61
 CHAPTER 3 RESEARCH METHODOLOGY

Research problem

To study and analyze the Recruitment and Selection process followed at BESTFIT
MANPOWER Management Consultancy.
To analyze the satisfactory level of the employees about Recruitment and Selection procedure
of an organization.
To study recruitment and selection methods at BESTFIT MANPOWER Management
Consultancy.

OBJECTIVES

1. To make a study on the most preferably used recruitment source in the companies.
(internal/external) whether is it in case of junior, middle or senior level.
2. To understand the recruitment strategies followed by the companies.
3. To identify the types of interviews conducted by the companies.
4. To take into consideration the different types of competency based practices
conducted by the companies.
5. To understand the steps of recruitment procedure followed by the companies.
6. To study the importance of the factors that influences the recruitment policy.
7. To analyze the challenges the countered by the HR of the companies.
8. To make a study on the crucial factors responsible for the selection process.
9. To assess the conditions responsible for making the selection procedure successful.
10. To know the steps of the selection process followed by the companies.
11. To know whether induction is carried on by the companies.
To assess the importance of both recruitment & selection in HRM
RESEARCH DESIGN –

Research design specifies the methods and procedures for conducting a particular study. A
research design is the arrangement of conditions for collection and analysis of data in a
manner that aims to combine relevance to their search purpose with economy in procedure.
Research design is broadly of 3 types:

 Exploratatory Research Design

 Descriptive Research Design
 Explanatory Research Design

Exploratory Research Design:

It has the following characteristics:
62
 Gather preliminary information.
 Define problem with more clarity.
 Use of secondary data and qualitative research

63
 SAMPLING TECHNIQUE

SIMPLE SAMPLING

Simple sampling is a sampling process that utilizes some form of random selection. In
probability sampling, each unit is drawn with known probability, or has a nonzero chance of
being selected in the sample. Such samples are usually selected with the help of random
numbers. With probability sampling, a measure of sampling variation can be obtained
objectively from the sample itself. Simple Random sampling has been adopted for this
research. Under which we have considered the sampling which has been done for a specific
designated population, because here a small cluster of professionals has been considered out of
the total universe which has been divided in small group like recruitment team & employee.

SAMPLE SIZE
Sample size refers to the number of items to be selected from universe to constitute a sample.
The sample size should be optimum as it should fulfill the objective of the research.
40 Nos.- Total manpower strength is 450 and I have focused upon 10% of total employees of
DENAVE. (Covering each and every department).

SAMPLE AREA
The sample area refers to the universe to be studied under our research project. The area
denotes the place or the region to be studied and taken into research consideration. Thus, the
sample area chosen for this research project is Denave India pvt ltd, Noida .
DATA COLLECTION

The task of data collection begins after a research problem has been identified and the research
design has been chalked out. While deciding the method of data collection to be used for the
study, the researcher should keep in mind two types of data:
a. Primary data
b. Secondary data
In this research project the data being collected is as follows:
Primary Data: The survey method is used to collect the primary data in this research as it is
the Analytical research to find out the shortcomings and area of improvements according to
the skill required for recruitment team. The data that is collected first hand by someone
64
specifically for the purpose of facilitating the study is known as primary data. So in this
research the data is collected from respondents through QUESTIONNAIRE.
 . Primary source of data :
(i). Personal interview
(ii). Questionnaire technique.
QUESTIONNAIRE - Survey among the officials and employees of MONARCH
PERSONAL INTERVIEWS with the company representatives regarding recruitment and
selection practices in organization.

Secondary Data:

The secondary data is also used in a lesser proportion to find out the name and designation of
the employer who are working with this organization and the company profile. Secondary data
refer to information gathered by someone other than the researcher conducting the current
study. Such data can be internal or external to the organization and accessed through the
Internet or perusal of recorded or published information.
Secondary sources of data provide a lot of information for research and problem solving. Such
data are as we have seen mostly qualitative in nature.

 Secondary source of data :

(i). Company brochure.
(ii). Internet.
(iii). Websites
(iv). Organizational Reports & Records.
(v). Business magazines
(vi). Journals etc

Scope of the Research

The present research is confined to study the recruitment and selection process followed at
BESTFIT MANPOWER Management Consultancy. The study reveals the recruitment and
selection process followed in the organization. Whether candidate is satisfied with the
recruitment process? Is the organization is providing ethical process for recruiting candidates?
The organizational study of BESTFIT MANPOWER Management Consultancy was done
with the study of recruitment and selection.
Limitation of study-
1) Sample constraint.
2) Time constraint
3) Respondents were very much reluctant in answer the question
4) Respondents did not take the questionnaire method seriously.

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 DATA ANALYSIS AND INTREPRETATION

[Link]

Sr. No. Age Percentage

1 18-25 36.7%

2 26-35 43.3%

3 36-45 6.7%

4 Above 45 13.3%

Interpretation: It is observed that respondents have different-different designation and respondent as per their
experience and knowledge.

1. Designation

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1. Interpretation: There are four options in age group. 18-25 age respondents belong to 36.7%,
26-35 are belonging to 43.3%, and 36-45 are belonging to 6.7% and above 45 are belonging
to 13.3%.Educational Qualification

Education
Sr. No. Percentage
Qualification

1 B.E /Btech 23.3%

2 BCA 16.7%

3 [Link] 10%

4 MBA 33.3%

5 BA 13.3%

6 Other 3.3%

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Interpretation: There are six options in education qualification. i.e. 1 .B.E/[Link] respondent
belongs to 23.3%, [Link] respondent belongs to 16.7%, 3. [Link] respondent belongs to 10%,
[Link] respondent belongs to 33.3%, [Link] respondent belongs to 13.3% and [Link] respondent
belongs to 3.3%.

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 2. Years of Experience:

Sr. No. Experience Percentage

1 0 - 1 Years 30%

2 1 - 3 Years 10%

3 3 - 5 Years 26.7%

4 Above 5 Years 33.3%

Interpretation: The year of experience have four options i.e. 0-1 year‟s respondent belongs to
30%, 1-3 years respondent belongs to 10%, 3-5 years respondent belongs to 26.7% and above 5
years belongs to 33.3%. Its result into there is maximum respondents are having above 5 years of
experience.

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 3. Gender

Sr. No. Gender Percentage

1 Male 36.7%

2 Female 63.3%

Interpretation: There are two options in gender. i.e. 1 .Male respondent belongs to 36.7% and
[Link] respondent belongs to 63.3%. Its result into there is maximum respondents female than
compared to male.

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Perception
4. Written Test is good for identification of candidate?

Sr. No. Perception Percentage

1 Strongly Disagree 26.67%

2 Disagree 10%

3 Neutral 30%

4 Agree 20%

5 Strongly Agree 13.33%

Interpretation Written Test for identification of candidates have five option i.e. Strongly Disagree
respondent belongs to 26.67%, Disagree respondent belongs to 10%, Neutral respondent belongs
to 30%, Agree respondent belongs to 20% and Strongly Agree have 13.3% respondent. This
shows that most respondents are Neutral with Written test and Strongly Disagree is more than
Strongly Agree.

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 5. Telephonic interview is good for identification of candidate?

Sr. No. Perception Percentage

1 Strongly Disagree 16.66%

2 Disagree 16.66%

3 Neutral 43.34%

4 Agree 6.67%

5 Strongly Agree 16.67%

Interpretation: Telephonic Interview for identification of candidates have five options.

I.e. Strongly Disagree respondent belongs to 16.66%, Disagree respondent belongs to 16.66%,
Neutral respondent belongs to 43.34%, Agree respondent belongs to 6.67% and Strongly Agree
have 16.67% respondent. This shows that most respondents are Neutral with Telephonic Interview
and Strongly Disagree is Comparatively Similar with Strongly Agree.

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 6. Preliminary Test is good for identification of candidate?

Sr. No. Perception Percentage

1 Strongly Disagree 23.33%

2 Disagree 16.66%

3 Neutral 23.34%

4 Agree 20%

5 Strongly Agree 16.67%

Interpretation: Preliminary Test for identification of candidates have five options. i.e. Strongly
Disagree respondent belongs to 23.33%, Disagree respondent belongs to 16.66%, Neutral
respondent belongs to 23.34%, Agree respondent belongs to 20% and Strongly Agree have
16.67% respondent. This shows that most respondents are similar thoughts in between Neutral
and Strongly Disagree for Preliminary Test. 20% Agree for this test.

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 7. Informal Interview is good for identification of candidate?

Sr. No. Perception Percentage

1 Strongly Disagree 20%

2 Disagree 16.66%
3 Neutral 33.34%
4 Agree 13.33%
5 Strongly Agree 16.67%

Interpretation: Informal Interview for identification of candidates have five options. I.e. Strongly
Disagree respondent belongs to 20%, Disagree respondent belongs to 16.66%, Neutral respondent
belongs to 33.34%, Agree respondent belongs to 13.33% and Strongly Agree have 16.67%
respondent. This shows that most respondents are Neutral with Informal Interview and Strongly
Disagree is comparatively high with 3.33% than Strongly Agree.

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 8. Formal Interview is good for identification of candidate?

Sr. No. Perception Percentage

1 Strongly Disagree 20%

2 Disagree 23.34%

3 Neutral 13.33%

4 Agree 30%

5 Strongly Agree 13.33%

Interpretation: Formal Interview for identification of candidates have five options. I.e. Strongly
Disagree respondent belongs to 20%, Disagree respondent belongs to 23.34%, Neutral respondent
belongs to 13.33%, Agree respondent belongs to 30% and Strongly Agree have 13.33%
respondent. This shows that most respondents are Agree with Formal Interview.

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 9. Non-Directive Interview is good for identification of candidate?

Sr. No. Perception Percentage

1 Strongly Disagree 16.66%

2 Disagree 33.34%
3 Neutral 26.66%
4 Agree 13.34%
5 Strongly Agree 10%

Interpretation: Non-Directive Interview for identification of candidates have five options.

I.e. Strongly Disagree respondent belongs to 16.66%, Disagree respondent belongs to 33.34%,
Neutral respondent belongs to 26.66%, Agree respondent belongs to 13.34% and Strongly Agree
have 10% respondent. This shows that most respondents are Disagree with Non-Directive
Interview.

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 10. Group Interview is good for identification of candidate?

Sr. No. Perception Percentage

1 Strongly Disagree 16.67%

2 Disagree 16.67%
3 Neutral 30%
4 Agree 10%
5 Strongly Agree 26.66%

Interpretation: Group Interview for identification of candidates have five options. I.e. Strongly
Disagree respondent belongs to 16.67%, Disagree respondent belongs to 16.67%, Neutral
respondent belongs to 30%, Agree respondent belongs to 10% and Strongly Agree have 26.66%
respondent. This shows that most respondents are Neutral and Strongly Agree with Group
Interview.

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 11. Ability Test is good for identification of candidate?

Sr. No. Perception Percentage

1 Strongly Disagree 20%

2 Disagree 13.34%
3 Neutral 26.66%
4 Agree 20%
5 Strongly Agree 20%

Interpretation: Ability Test for identification of candidates have five options. I.e. Strongly
Disagree respondent belongs to 20%, Disagree respondent belongs to 13.34%, Neutral respondent
belongs to 26.66%, Agree respondent belongs to 20% and Strongly Agree have 20% respondent.
This shows that most respondents are Neutral with Ability Test and Strongly Disagree, Agree and
Strongly Agree have similar thoughts for this type of test.

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 12. General Knowledge Test is good for identification of candidate?

Sr. No. Perception Percentage

1 Strongly Disagree 13.34%

2 Disagree 20%
3 Neutral 23.33%
4 Agree 23.33%
5 Strongly Agree 20%

Interpretation: General Knowledge Test for identification of candidates have five options. I.e.
Strongly Disagree respondent belongs to 13.34%, Disagree respondent belongs to 20%, Neutral
respondent belongs to 23.33%, Agree respondent belongs to 23.33% and Strongly Agree have
20% respondent. This shows that most respondents are Neutral and Agree with General
knowledge test.

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 13. Face to Face Interview is good for identification of candidate?

Sr. No. Perception Percentage

1 Strongly Disagree 23.34%

2 Disagree 6.66%
3 Neutral 30%
4 Agree 13.34%
5 Strongly Agree 26.66%

Interpretation: Face to Face Interview for identification of candidates have five options.
I.e. Strongly Disagree respondent belongs to 23.34%, Disagree respondent belongs to 6.66%,
Neutral respondent belongs to 30%, Agree respondent belongs to 13.34% and Strongly Agree
have 26.66% respondent. This shows that most respondents are Neutral and Strongly Agree with
Face to Face Interview.

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20. If you have any other suggestions then please tell us.

Interpretation: 36.4% respondents are happy with the existing process for indentify candidates.
Some have suggestion for the different type of identification process to find the best candidates
for right work as per their ability and knowledge. Some also suggests to use new technologies to
find out best candidate.

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FINDINGS

Internal Promotions, Walk-in interview and Job Portals are mostly used recruitment sources

 Present employees of Bestfit solutionGlobal Services pvt ltd are satisfied with recruitment strategy of

company.

 Written test is not given weight age during selection process.

 To some extent company has preset-criteria for sorting the candidate’s applications.

 Concerned departmental head is given special attention while selecting a candidate of the department.

 Employees are in the favour of reference check after selection of candidate.

 Job Analysis prior to recruitment is not done so properly.

 Succession Planning has mostly done in company.

 Orientation/Induction is given to new joiners; still employees are in favour of its improvement.

 Present selection process in Bestfit solution and its procedure, tests and interview type is good.

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CHAPTER 5 CONCLUSION AND RECOMMODATION
ANNEXURE

QUESTIONNAIRE

Candidate satisfaction of the Recruitment and Selection Process in BESTFIT MANPOWER Management

Consultancy

1. Age

18-25
26-35
36-45
Above 45

2. Designation

3. Educational Qualification

B.E /Btech
BCA
[Link]
MBA
BA
Other

4. Years of Experience

0 – 1 Year
1 – 3 Years
3 – 5 Years

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Above 5 Years

5. Gender

Male
Female

 Perception
Strongly Strongly
Disagree Neutral Agree
Disagree Agree
 Written Test is good for identification of candidate?

 Telephonic interview is good for identification of

candidate?
 Preliminary Test is good for identification of
candidate?
 Informal Interview is good for identification of
candidate?
 Formal Interview is good for identification of
candidate?
 Non-Directive Interview is good for identification of
candidate?
 Group Interview is good for identification of
candidate?
 Ability Test is good for identification of candidate?

 General Knowledge Test is good for identification

of candidate?
 Face to Face Interview is good for identification of
candidate?

6. If you have any other suggestions then please tell us.

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 REFERENCES
Books:

 Human Resource management by V.S.P Rao

 Organisational Behaviour by Robbins, Judge and Vohra

Websites:

 [Link]

 [Link]

 [Link]

 [Link]

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