A STUDY ON RECRUITMENT AND SELECTION

TRENDS IN IT AND ITES AT ALLWIN

TECHNOLOGIES & SERVICES

TABLE OF CONTENTS
CHAPTER PARTICULARS PAGE NO

NO
1 Introduction

2 Objectives and Scope of the study

3 Limitations of the study

4 Review of literature

5 Research Methodology

6 Data Analysis and Interpretation

7 Findings, Inferences and suggestions

8 Conclusion

Annexure

References

Questionnaire
 CHAPTER - 1
INTRODUCTION
1.1. CONCEPT INTRODUCTION
For many years, personnel management was viewed as a maintenance function of
the organization, a repository of records and information, but not as a function that had any
notable impact on the productivity and profitability of the organization as a whole. This
project deals with the study on the recruitment process of the company. The human beings
gain skill and knowledge. Competitive advantage is therefore is depended on the
knowledge and skill possessed by the employees more than the financial muscle or the
market share possessed by the organization.

Technology & competition is fast advancing. It becomes a necessity for the human
resources to update their knowledge and skill. Thus the employees training not only serve
the purpose of developing their employees, but also safeguard organizational objectives of
survival and success through competitive advantage. Recruitment is an important part of a
business' human resource planning. In all businesses, people are a vital resource - and they
need to be managed as such. The overall aim of the recruitment and selection process is to
obtain the number and quality of employees that are required in order for the business to
achieve its objectives. Recruitment and selection is the process of identifying the need for a
job, defining the requirements of the position and the job holder, advertising the position
and choosing the most appropriate person for the job. Retention means ensuring that once
the best person has been recruited, they stay with the business and is not “poached” by
rival companies.

Undertaking this process is one of the main objectives of management. Indeed, the
success of any business depends to a large extent on the quality of its staff. Recruiting
employees with the correct skills can add value to a business and recruiting workers at a
wage or salary that the business can afford, will reduce costs.

Recruitment is becoming more and more important in business. In particular, this

reflects the increasing need for a well-motivated and flexible workforce that requires less
management supervision. Recent researches have developed a new perspective of strategic
human resource management. This perspective essentially takes a broader, more integrated
view of personnel function. It seeks to link the personnel function to the long-term
strategies of an organization and asks how it can facilitate the accomplishment of those
strategies and goals.

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

Scope of Recruitment and Selection

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

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.

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.
Recruitment refers to the process of finding possible candidates for a job or
function, undertaken by recruiters. It may be undertaken by an employment agency or a
member of staff at the business or organization looking for recruits. Advertising is
commonly part of the recruiting process, and can occur through several means: through
newspapers, using newspaper dedicated to job advertisement, through professional
publication, using advertisements placed in windows, through a job center, through campus
interviews, etc.

Suitability for a job is typically assessed by looking for skills, e.g. communication
skills, typing skills, computer skills. Evidence for skills required for a job may be provided
in the form of qualifications (educational or professional), experience in a job requiring the
relevant skills or the testimony of references. Employment agencies may also give
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computerized tests to assess an individual's "off-hand" knowledge of software packages or
typing skills. At a more basic level written tests may be given to assess numeracy and
literacy. A candidate may also be assessed on the basis of an interview. Sometimes
candidates will be requested to provide a résumé (also known as a CV) or to complete an
application form to provide this evidence.

RECRUITMENT PROCEDURE:
Before going to recruitment, careful study is needed about jobs which are to be kept
under recruitment. Careful study is nothing but doing Job analysis which is otherwise
called as collection of every information about the job so as to figure out exact candidate
needed to perform said job.

HR manager needs careful attention and should be diligent while going for
recruitment of human resource, since it grabs attention of prospective employees at large.
However it is not so easy to find out skilled people. Hence various tests in selection
process helps to identify potential candidate needed for an organisation. Coming to
procedure for recruitment, it depends on nature and size of organisation. But concept of
recruitment is one and same. Recruitment does in various modes which are basically
categorized into two out of that first one is internal recruitment and external recruitment,
which are elaborately explained in detailed below. Whatever the mode of recruitment
preferred by an organization, it should be clear in what an organisation needs and easily
understandable by prospective employees at large so as to avoid frivolous and unsolicited
applications which will consume lot of time for an organisation to identify them. Hence
organisation should be clear and thoroughly check before posting recruitment.

Basic contents of Recruitment notification;

 It contains brief about an organisation which is recruiting.
 Contains number of posts/jobs lying vacant in an organisation.
 Contains number of jobs in reserved category. (especially in government
organisation jobs are allotted to reserved category).
 Contains information about gender needed for the jobs. (For example: Male or
female)
 Contains information about educational qualification needed to qualify for applying
to job.

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  Contains information about work experience needed. (points from 2 to 6 are
nothing but called as Job specifications, it is a statement that describes about
specifications needed by a candidate to have qualified for a applying said job)
 It contains most important information that is, Job description, which is the
statement of information about duties and responsibilities of the job.
 Contains information about salary particulars, employee benefits and other
allowances to be provided.
 Selection tests which must be passed by candidates so as to have job.
 Terms and conditions if any.
Selection
Selection is the process used to identify and hire individuals or groups of
individuals to fill vacancies within an organization. Often based on an initial job analysis,
the ultimate goal of personnel selection is to ensure an adequate return on investment--in
other words, to make sure the productivity of the new hire warrants the costs spent on
recruiting and training that hire.

Several screening methods exist that may be used in personnel selection. Examples
include the use of minimum or desired qualifications, resume/application review, oral
interviews, work performance measures (e.g., writing samples), and traditional tests (e.g.,
of job knowledge). The field of personnel selection has a long history and is associated
with several fields of research and application, including human resources and industrial
psychology.

Definition of the Recruitment & Selection Process

The recruitment and selection process is one of the most important aspects of
running new and established businesses alike. The right employees can take your business
to new heights. The wrong ones can hurt business by missing sales, turning customers off
and creating a toxic workplace environment. Follow experts' advice on each step of the
recruitment and selection process to put together a team that fits with and enhances your
business culture, goals and objectives.
Sourcing Candidates
This is the first step in the recruitment and selection process. Sourcing candidates
means using a variety of methods to find suitable candidates for job vacancies. Sourcing
can be done via online advertising on job and career sites or professional networking and
participation in trade associations. Another creative sourcing technique employment

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specialists utilize is monitoring employment changes at industry competitors to recruit
applicants familiar with the same type of business you are operating.

Tracking Applicants
The next steps in the recruitment and selection process are tracking applicants and
applications and reviewing resumes. Applicant tracking systems (ATS) are becoming
extremely helpful to employers, and this technology aids in the management of job
vacancies and applications for every open position. Employment specialists use ATSs to
review applications and resumes. You or your employment specialist or assistant can then
decide which applicants to interview. An ATS can be developed for organizations of any
size, including small businesses. With some ATSs, applicants can track their application
status, too.

Preliminary Phone Interview

Conducting a preliminary phone interview is essential for obtaining information
about the applicant's background, work history and experience. The objective of this phone
call is to determine whether or not the applicant has the requisite skills and qualifications
for the job vacancy. Initial discussions will reveal those applicants who obviously do not
meet the minimum requirements for the job. After the phone interview, you'll be able to
narrow the field of applicants to send for consideration by the hiring manager. Or, if you
will be doing the hiring, you may ask your assistant to arrange in-person interviews with
the applicants you have selected. The advantage of having one person arrange all the
interviews is that all candidates will receive the same information.

Face-to-Face Interview and Selection

The interview is the most important step in the recruitment process. Therefore, it's
important to prepare for the interview in advance. For each skill required for the job,
prepare one or two questions that will tell you if the applicant has this skill. By asking the
same questions of all applicants, you can compare them more easily later. Make notes on
their resumes in advance of any issues you want to clarify. During the interview, make
notes as well so you will remember the candidates. After all interviews have been
conducted, narrow the field of candidates by removing the resumes of those who don't
have the needed qualifications. You may want to conduct an additional interview of the
finalists, or perhaps send them on to colleagues to interview for a second opinion.

Extending an Employment Offer

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 Once you have decided which candidate is most suitable for the job vacancy, it's
time to make the job offer. You'll also inform the candidate of pre-employment matters,
such as background inquiries, drug tests, licensing information or any other tests or
information you require. When recruiting for positions where you negotiate the terms of
employment, compensation and benefits, and other issues, a draft employment offer may
change hands back and forth from you to the candidate until both are in agreement. An
employment offer should always be in writing to document the terms of your agreement
with your prospective employee.

1.2. INDUSTRY PROFILE

INTRODUCTION

India is the world's largest sourcing destination for the information technology (IT)
industry, accounting for approximately 67 per cent of the US$ 124-130 billion market. The
industry employs about 10 million workforces. More importantly, the industry has led the
economic transformation of the country and altered the perception of India in the global
economy. India's cost competitiveness in providing IT services, which is approximately 3-4
times cheaper than the US, continues to be the mainstay of its Unique Selling Proposition
(USP) in the global sourcing market. However, India is also gaining prominence in terms
of intellectual capital with several global IT firms setting up their innovation centres in
India.

The IT industry has also created significant demand in the Indian education sector,
especially for engineering and computer science. The Indian IT and ITeS industry is
divided into four major segments – IT services, Business Process Management (BPM),
software products and engineering services, and hardware. The IT-BPM sector which is
currently valued at US$ 143 billion is expected to grow at a Compound Annual Growth
Rate (CAGR) of 8.3 per cent year-on-year to US$ 143 billion for 2015-16. The sector is
expected to contribute 9.5 per cent of India’s Gross Domestic Product (GDP) and more
than 45 per cent in total services export in 2015-16.

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Market Size
The Indian IT sector is expected to grow at a rate of 12-14 per cent for FY2016 in
constant currency terms. The sector is also expected triple its current annual revenue to
reach US$ 350 billion by FY 2025, as per National Association of Software and Services
Companies (NASSCOM). India, the fourth largest base for new businesses in the world
and home to over 3,100 tech start-ups, is set to increase its base to 11,500 tech start-ups by
2020, as per a report by NASSCOM and Zinnov Management Consulting Pvt. Ltd. India’s
internet economy is expected to touch Rs 10 trillion (US$ 146.72 billion) by 2018,
accounting for 5 per cent of the country’s GDP, according to a report by the Boston
Consulting Group (BCG) and Internet and Mobile Association of India (IAMAI). India’s
internet user base reached over 350 million by June 2015, the third largest in the world,
while the number of social media users grew to 143 million by April 2015 and
smartphones grew to 160 million.

Public cloud services revenue in India is expected to reach US$ 838 million in
2015, growing by 33 per cent year-on-year (y-o-y), as per a report by Gartner Inc. In yet
another Gartner report, the public cloud market alone in the country was estimated to treble
to US$ 1.9 billion by 2018 from US$ 638 million in 2014. Increased penetration of internet
(including in rural areas) and rapid emergence of e-commerce are the main drivers for
continued growth of data centre co-location and hosting market in India.

Investments
Indian IT's core competencies and strengths have attracted significant investments
from major countries. The computer software and hardware sector in India attracted
cumulative Foreign Direct Investment (FDI) inflows worth US$ 20.42 billion between
April 2000 and December 2015, according to data released by the Department of Industrial
Policy and Promotion (DIPP).

Indian start-ups are expected to receive funding worth US$ 5 billion by the end of
2015, a 125 per cent increase in a year, according to a report by IT Industry association
NASSCOM. The Private Equity (PE) deals increased the number of Mergers and
Acquisitions (M&A) especially in the e-commerce space in 2014. The IT space, including
e-commerce, witnessed 240 deals worth US$ 3.8 billion in 2014, as per data from
Dealogic. India also saw a ten-fold increase in the venture funding that went into internet
companies in 2014 as compared to 2013. More than 800 internet start-ups got funding in
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2014 as compared to 200 in 2012, said Rajan Anandan, Managing Director, Google India
Pvt Ltd and Chairman, IAMA.
About 554 start-ups received funding this year compared to 342 during last year.
Seed and venture capital funds made investments worth US$ 3.4 billion this year, three
times the investment made last year. VC funding to the IT & ITes sector amounted to 55
per cent of total VC funding made this year. Most large technology companies looking to
expand have so far focused primarily on bigger enterprises, but a report from market
research firm Zinnov highlighted that the small and medium businesses will present a
lucrative opportunity worth US$ 11.6 billion in 2015, which is expected to grow to US$
25.8 billion in 2020. Moreover, India has nearly 51 million such businesses of which 12
million have a high degree of technology influence and are looking to adopt newer IT
products, as per the report.

Some of the major developments in the Indian IT and ITeS sector are as follows:
 Purple Talk Inc, a US based mobile solutions company, has invested US$ 1 million
in Nukkad Shops, a Hyderabad based uber-local commerce platform that helps
neighborhood retail stores take their businesses online through a mobile app.
 Kart Rocket, a Delhi based e-commerce enabler has completed its US$ 8 million
funding round by raising US$ 2 million from a Japanese investor, which will be
used to enhance Kraftly, a mobile-first online-to-offline marketplace targeting small
sellers, individuals and home-based entrepreneurs in India in product categories
such as apparel and accessories.
 Just Ride, a self-drive car rental aggregator, has raised US$ 400,000 in pre-series a
round of funding from a group of angel investors, including Redcliffe Capital’s Mr.
Dheeraj Jain, which will be used to enhance its technology.
 Mumbai-based baby care and kids products e-tailer, Hopscotch.in, has raised US$
13 million in a Series C round of funding from Facebook co-founder Mr. Eduardo
Saverin, which will help the firm in growth and expansion of its technology
platform.
 MoMark Services, a mobile based customer engagement platform for small and
medium businesses, has raised US$ 600,000 from Your Nest Angel Fund and LNB
Group, to scale up its product offerings and talent acquisition.
 Shouut, a social discovery app by Giant Tech Labs Pvt Ltd, which helps consumers
discover deals, buy event tickets or redeem coupons, has raised US$ 500,000 in
angel funding from a high net-worth individual angel investor based in India.

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 Apple Inc. plans to set up its first technology development centre outside the US in
Hyderabad with an investment of US$ 25 million, which is expected to create 4,500
jobs, as per Mr. Jayesh Ranjan, Secretary, IT for the state of Telangana.
 Xpressbees, an e-commerce logistics firm operated by Busy bees Logistics
Solutions Private Limited, has raised US$ 12.5 million in a Series A funding, led by
its existing investors SAIF Partners, IDG Ventures, Vertex Ventures and Valiant
Capital, which will be used to strengthen technology initiatives and processes of the
firm.
 Housejoy, an online home services provider, has raised Rs 150 crore (US$ 22
million) in a Series B round of funding led by Amazon, and which also includes
new investors such as Vertex Ventures, Qualcomm and Ru-Net Technology
Partners.
 Global PE firm Blackstone Group has acquired a minority stake in an Indian travel,
transportation and logistics software firm, IBS Software, for US$ 170 million, by
buying the stake from General Atlantic and few other shareholders.
 India’s top-tier IT company, Infosys Ltd, has bought a minority stake worth US$ 3
million in Whoop, which is a US-based start-up that makes activity trackers worn
by athletes.
 Microsoft Ventures is planning to incubate 500 start-ups in India in the next five
years with a vision to create a viable and profitable business out of the booming
start-up sector in India.
 National Association of Software and Services Companies (NASSCOM) plans to
open four more tech start-up incubation centres in different parts of India, in
addition to existing three, in support of Government of India’s ‘Start-up India’
initiative.
 Nasscom Foundation, a non-profit organization which is a part of Nasscom, has
partnered with SAP India to establish 25 National Digital Literacy Mission
(NDLM) centres in 12 cities across India, as a part of Government of India's Digital
India initiative.
 Infosys, India’s second largest Information Technology services company has
acquired US-based Noah Consulting, a provider of advanced information
management consulting services for the oil and gas industry.
 US-based Callidus Software Inc, cloud-based sales, marketing, learning and
customer experience solutions provider, has opened its centre in Hyderabad and
also launched its ‘The Lead to Money’ suite in Indian markets.

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  Wipro Ventures, Wipro’s US$ 100 million corporate venture arm, plans to invest in
early-stage Venture Capital (VC) funds based in the US to pursue a strategy of
investing/partnering country-focused VCs.
 A recent study by research firm International Data Corporation (IDC) suggests that
India may soon be able to catch up with the global technology trends that have
disrupted enterprises, industry and the way consumers behave and transact.
 Reliance is building a 650,000 square feet (sq ft) data centre in India—its 10th data
centre in the country—with a combined capacity of about 1 million sq ft and an
overall investment of US$ 200 million.
 Intel Corp plans to invest about US$ 62 million in 16 technology companies,
working on wearable, data analytics and the Internet of Things (IoT), in 2015
through its investment arm Intel Capital. The Indian IoT industry is expected be
worth US$ 15 billion and to connect 28 billion devices to the internet by 2020.
 Indian e-commerce industry is expected to grow at a CAGR of 35 per cent to reach
US$ 100 billion size in the next five years, as per a study by Assocham-
PricewaterhouseCoopers.

Government Initiatives
Some of the major initiatives taken by the government to promote IT and ITeS sector in
India are as follows:
 Mr. Ravi Shakar Prasad, Minister of Communication and Information Technology,
announced plan to increase the number of common service centres or e-Seva
centres to 250,000 from 150,000 currently to enable village level entrepreneurs to
interact with national experts for guidance, besides serving as a e-services
distribution point.
 The Railway Ministry plans to give a digital push to the India Railways by
introducing bar-coded tickets, Global Positioning System (GPS) based information
systems inside coaches, integration of all facilities dealing with ticketing issues,
Wi-Fi facilities at the stations, super-fast long-route train service for unreserved
passengers among other developments, which will help to increase the passenger
traffic.
 The e-Tourist Visa (e-TV) scheme has been extended to 37 more countries thereby
taking the total count of countries under the scheme to 150 countries.
 Department of Electronics & Information Technology and M/s Canbank Venture
Capital Fund Ltd plan to launch an Electronics Development Fund (EDF), which
will be a 'Fund of Funds' to invest in 'Daughter Funds' which would provide risk
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 capital to companies developing new technologies in the area of electronics, nano-
electronics and Information Technology (IT).
 The Human Resource Development (HRD) Ministry has entered into a partnership
with private companies, including Tata Motors Ltd, Tata Consultancy Services Ltd
and real-estate firm Hubtown Ltd, to open three Indian Institutes of Information
Technology (IIITs), through public-private partnership (PPP), at Nagpur, Ranchi
and Pune.
 Government of India is planning to develop five incubation centres for 'Internet of
Things' (IoT) start-ups, as a part of Prime Minister Mr. Narendra Modi's Digital
India and Startup India campaign, with at least two centres to be set up in rural
areas to develop solutions for smart agriculture.
 According to research firm Gartner Inc, the Indian government is expected to
increase its spending on information technology (IT) products and services by 5.2
per cent to US$ 6.88 billion in FY 2015-16.
 The Government of India has launched the Digital India program to provide several
government services to the people using IT and to integrate the government
departments and the people of India. The adoption of key technologies across
sectors spurred by the 'Digital India Initiative' could help boost India's Gross
Domestic Product (GDP) by US$ 550 billion to US$ 1 trillion by 2025, as per
research firm McKinsey.
Road Ahead
India is the topmost offshoring destination for IT companies across the world.
Having proven its capabilities in delivering both on-shore and off-shore services to global
clients, emerging technologies now offer an entire new gamut of opportunities for top IT
firms in India. Social, Mobility, Analytics and Cloud (SMAC) are collectively expected to
offer a US$ 1 trillion opportunity. Cloud represents the largest opportunity under SMAC,
increasing at a CAGR of approximately 30 per cent to around US$ 650-700 billion by
2020. The social media is the second most lucrative segment for IT firms, offering a US$
250 billion market opportunity by 2020. The Indian e-commerce segment is US$ 12 billion
in size and is witnessing strong growth and thereby offers another attractive avenue for IT
companies to develop products and services to cater to the high growth consumer segment.

1.3 COMPANY PROFILE

ALLWIN TECHNOLOGIES & SERVICES (ATS) At a Glance!

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 Since its inception some two decades ago, ATS has combined new media
technology with creativity and technical excellence to ensure optimum results for its
clientele.

By creating a seamless harmony of new media with content and design, the team at
ATS comes up with engaging and interactive experiences and solutions that are business-
centric, integrate into our clients’ workflow and help build their businesses.

The ATS advantage

Client Focus:
ATS understands the unique and individual needs of each of its clients. We listen,
understand, blend with your business and work with you as a partner. In the process, we
develop solutions that will fit your business to a tee.

Reliability:
Over the years, the ATS has built strong and valuable relationship with its clients by
delivering innovative solutions at the right time.

End-to-End Solution:
As a service provider, we take the responsibility of delivering products as a
complete package, in terms of hardware, software and technical support.

Adaptability:

In course of our work, we take efforts to understand the futuristic technologies and
prepare ourselves to adapt to new changes in the industry in terms of workforce and
product delivery.

VISION, MISSION

Vision

"To be the e-learning technology partner of choice for forward looking customers by
collaboratively transforming technology into business advantage.

Mission
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 "We will be the employer of choice and the partner of choice by focusing on our
stated values of Employees First, Trust, Transparency, Flexibility and Value Centricity."

OUR SERVICES
 Search engine optimization
 Promotional services through social media
 Maintenance on periodical basis

SEO (SEARCH ENGINE OPTIMIZATION)

SEO stands for “search engine optimization.” It is the process of getting traffic from
the “free,” “organic,” “editorial” or “natural” search results on search engines.
All major search engines such as Google, Bing and Yahoo have primary search
results, where web pages and other content such as videos or local listings are shown and
ranked based on what the search engine considers most relevant to users. Payment isn’t
involved, as it is with paid search ads.
Search engine optimization (SEO) is the process of affecting the online visibility of a
website or a web page in a web search engine's unpaid results—often referred to as
"natural", "organic", or "earned" results. In general, the earlier (or higher ranked on the
search results page), and more frequently a website appears in the search results list, the
more visitors it will receive from the search engine's users; these visitors can then be
converted into customers.SEO may target different kinds of search, including image
search, video search, academic search, news search, and industry-specific vertical search
engines. SEO differs from local search engine optimization in that the latter is focused on
optimizing a business' online presence so that its web pages will be displayed by search
engines when a user enters a local search for its products or services. The former instead is
more focused on national or international searches.
As an Internet marketing strategy, SEO considers how search engines work, the
computer programmed algorithms which dictate search engine behavior, what people
search for, the actual search terms or keywords typed into search engines, and which search
engines are preferred by their targeted audience. Optimizing a website may involve editing
its content, adding content, doing HTML, and associated coding to both increase its
relevance to specific keywords and to remove barriers to the indexing activities of search
engines. Promoting a site to increase the number of backlinks, or inbound links, is another
SEO tactic. By May 2015, mobile search had surpassed desktop search. In 2015, it was
reported that Google is developing and promoting mobile search as a key feature within
future products. In response, many brands are beginning to take a different approach to
their Internet marketing strategies.
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PROMOTIONAL SERVICES THROUGH SOCIAL MEDIA
Social media marketing (SMM) refers to techniques that target social networks and
applications to spread brand awareness or promote particular products. Social media
marketing campaigns usually center on:
 Establishing a social media presence on major platforms
 Creating shareable content and advertorials
 Cultivating customer feedback throughout the campaign through surveys and
contests

Social media marketing is perceived as a more targeted type of advertising and is

therefore believed to be very effective in creating brand awareness.

Social media marketing (SMM) is the use of social media websites and social
networks to market a company’s products and services. Social media marketing provides
companies with a way to reach new customers engage with existing customers and
promote its desired culture, mission or tone. Also known as "digital marketing" and "e-
marketing," social media marketing has purpose-built data analytics tools that allow
marketers to track how successful their efforts are.

CHAPTER – II
OBJECTIVES AND SCOPE OF THE STUDY

2.1 NEED FOR THE STUDY

In present scenario it is of great importance to effectively recruit people as they are the
greatest assets of the organization.
 Determine the present and future requirements of the organization personnel- planning
and job analysis activities.
 Understanding the recruitment and selection process in organization
 Analysis of manpower budget Analysis of the time management in the recruitment
process.

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2.2 SCOPE OF THE STUDY

 This study covers the study of recruitment and selection procedures followed by the
company.
 The study also covers the opinion of the Human Resource Department employees
towards the recruitment and selection procedures followed by the company.
 This study suggests various measures to improve recruitment strategy.

2.3 OBJECTIVES OF THE STUDY

PRIMARY OBJECTIVE
The main objective of the study is
 TO evaluate the opinion of the HR people with respect to recruitment and selection
procedure adopted by IT & ITES.

SECONDARY OBJECTIVES
1. To identify the parameters considered with respect to recruitment and selection
procedures like Age, educational qualification, skill set etc.,
2. To identify the questions asked if he interview was job related
3. To know whether company’s selection procedure is lengthy
4. To find out whether they are satisfied with the closure time and recruitment &
selection process
5. To know whether aware of the company’s selection procedure.

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 CHAPTER - III
LIMITATIONS OF THE STUDY

Though the research was done in a systematic and planned manner, there were a few
hurdles that could not be overcome. These constituted the limitations of the research. Care
was taken that the below limitations did not affect the research results as much.

Time constraint was the biggest limitation. The project had to be completed within
2 months and hence the sample size had to be lesser.
Area selection had to be done on a random basis. Convenience was also
considered. Hence, there were a few areas in the outskirts of the city that could not
be visited.
Once the problem was defined, the objectives of the study were formulated and the
sampling framework is decided, there was a problem in deciding the percentage of
people in general population that fit the qualifications of those people who were
desired to be interviewed. This is known as incidence rate.

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 One problem that every interviewer faces is the willingness of the customers in
filling up the questionnaire.

Validity of information obtained from the customer was a major drawback.

CHAPTER – IV
REVIEW OF LITERATURE

According to Costello (2006) recruitment is described as the set of activities and processes
used to legally obtain a sufficient number of qualified people at the right place and time so
that the people and the organization can select each other in their own best short and long
term interests.

According to Montgomery (1996) is on matching the capabilities and inclinations of

prospective candidates against the demands and rewards inherent in a given job.

Jovanovic (2004) said recruitment is a process of attracting a pool of high quality

applicants so as to select the best among them. For this reason, top performing companies
devoted considerable resources and energy to creating high quality selection systems. Due
to the fact that organizations are always fortified by information technology to be more
competitive, it is natural to also consider utilizing this technology to re-organize the
traditional recruitment and selection process through proper decision techniques, with that
both the effectiveness and the efficiency of the processes can be increased and the quality
of the recruitment and selection decision improved.

17
Dessler, (2000) found in his study that the Recruitment and selection forms a core part of
the central activities underlying human resource management: namely, the acquisition,
development and reward of the workers. It frequently forms an important part of the work
of human resource managers – or designated specialists within work organizations.
However, and importantly, recruitment and selection decisions are often for good reason
taken by non-specialists, by the line managers. Recruitment and selection also have an
important role to play in ensuring worker performance and positive organizational
outcomes. Recruitment and selection had the capacity to form a key part of the process of
managing and leading people as a routine part of organizational life, it is suggested here
that recruitment and selection has become ever more important as organizations
increasingly regard their workforce as a source of competitive advantage. Of course, not
all employers engage with this proposition even at the rhetorical level. However, there is
evidence of increased interest in the utilization of employee selection methods which are
valid, reliable and fair. Dessler listing the essence of these in the following; build a pool of
candidates for the job, have the applicants fill out application forms, utilize various
selection techniques to identify viable job candidates, send one or more viable job
candidates to their supervisor, have the candidate(s) go through selection interviews, and
determine to which candidate(s) an offer should be made.

Mullins (1999) indicated that to be a high performing organization, human resource

management must be able to assist the organization to place the right person in the right
job. The human resource management practices include recruitment, selection, placement,
evaluation, training and development, compensation and benefits, and retention of the
employees of an organization. Businesses have developed human resource information
systems that support: (i) recruitment, selection, and hiring, (ii) job placement, (iii)
performance appraisals, (iv) employee benefits analysis, (v) training and development, and
(vi) health, safety, and security.

Odiorne (1984) indicated that the quality of new recruits depends upon an organization's
recruitment practice, and that the relative effectiveness of the selection phase is inherently
dependent upon the caliber of candidates attracted.

Smith et al. (1989) argue that the more effectively the recruitment stage is carried out, the
less important the actual selection process becomes. When an organization makes the
decision to fill an existing vacancy through recruitment, the first stage in the process
involves conducting a comprehensive job analysis. This may already have been conducted
18
through the human resource planning process, particularly where recruitment is a
relatively frequent occurrence. Once a job analysis has been conducted, the organization
has a clear indication of the particular requirements of the job, where that job fits into the
overall organization structure, and can then begin the process of recruitment to attract
suitable candidates for the particular vacancy.

According to Odiorne, (1984) one result of effective recruitment and selection is reduced
labour turnover and good employee morale. Recruiting ineffectively is costly, since poor
recruits may perform badly and/or leave their employment, thus requiring reality,
recruitment practices involve little or no attempt to validate practices. Personnel managers
tend to rely on feedback from line managers and probationary periods and disciplinary
procedures to weed out mistakes. Firms with high quit rates live with them and tend to
build them into their recruitment practices and they do not analyze the constitution of their
labor turnover. A number of recent studies have suggested that some recruitment methods
are more effective than others in terms of the value of the employees recruited. further
recruitment. In a cross national study of recruitment practices, suggests that, in

RECRUITMENT
The nature of the job to be performed is the first step in the process of placing the
‘right man on right job at the right time’. It is necessary for the personnel manager, in
consultation with the concerned line manager, to find the specific nature of the job before
going for selection. After the nature of the job is determined, the characteristics of the
manpower required to fill the job assumes prominence. These may include the physical
standards, mental compatibility, emotional and social specifications, and behavioral
aspects. Once the characteristics required to fill in the jobs are known, we need to decide
the source from which we can procure the right people. It could be from within the
organization or from outside. A framework of recruitment is depicted.

Advertisement Job description

Selected candidates Jon specification

Tests
Interview
Reference checks

19
 Workload analysis
Manpower requisition

Recruitment is the process of searching for prospective employees and stimulating

them to apply for the job in the organization.

A planned recruitment Programme has the following basic components

Organizational goals and objective- why does the organization exist, what are the
goals and objective to be pursued?
Job design -the specific duties and responsibilities of each employees
Job success criteria - the distinguishes from successful performance from
unsuccessful performance and how it is measured? For a salesman, these criteria
could be volume of sales exceeding Rs.10 lakh, repeat sales more than 60 per cent,
report submission accurately and in time, etc.,
Job specification - the traits and qualities in the individual are related to successful
performance of jobs.
Sources of recruitment – the sources of recruitment are relevant and economical for
the organization.

JOB ANALYSIS

The first step in successful is accurate analysis of the job. In many cases, no job
specification will exist even if where one is available it may be out of date or written for
the purposes other than selection. Usually interviews with the manager or head of
department, the present job holder (if available), and other people in similar jobs can aid in
job analysis. Additional information can be obtained from performance records, appraisal
and exit interviews. An initial interview between the person responsible for selection and
the head of the relevant department will help in deciding the following:

The key characteristics of the job and that of the persons to fill it.
A time scheduled for selection, based on the urgency with which the vacancy has to
be filled up.
How the exercise has to be handled: internal / external.
The terms and conditions on which the job will be filled.
20
 For routine vacancies, many of these issues may not arise. However, they are very
relevant in the case of senior positions, newly created jobs, ‘problem’ jobs subject to high
labour turnover, etc. having interacted with the manager and if possible, past or present job
holders, sufficient information will be available from which to draw inferences as to the
skills and personal qualities are required of a successful job holder.

PERSON SPECIFICATION

Person specification means attributes of the person to perform the job adequately. It
specifies the type of person required to fill the vacancy. The person characteristics
specified should be:
Relevant: only those characteristics which are demonstrably connected with
success (or failure) in the job should be specified.
Independent: overlapping elements should be avoided.
Assessable: only those attributes that can be assessed with the selection tools
available (usually application form and interviews) should be included. The only practical
way of consolidating the mass of data gathered during the job analysis is to incorporate it
into a simple specification or plan which can be referred to at any time during the
subsequent selection procedure.

EIGHT-POINT PLAN

There are three plans in common in that seven-point plan and five-point plan will
work satisfactorily. However, as the meaning of some of the headings is not immediately
apparent to busy managers, these may not be readily useful. In practice, a plan which is
readily understood and accepted by most managers comprises eight headings drawn from
the both seven- and five-point plans.
1) First impression
2) Education and qualification
3) General intelligence and special aptitude
4) Personal background
5) Experiences
6) Interests
7) Personality
8) Motivation
21
Sources of recruitment

The sources of employment can be classified into two types internal and external.
Filling a job opening from within the organization has the following advantages:
Stimulating preparation for possible transfer or promotion
Increasing the general level of morale, and
Having more information about candidates through past performance appraisals.

Internal recruitment
A comprehensive Programme of talent inventory and analysis, central coordination
of recruitment and lay-offs in the personnel department and systematic positing of job
openings will contribute much to the success of an internal recruitment Programme.

External recruitment
The companies must go to external sources for lower-entry jobs, for expansion
and for positions whose specifications cannot be met by the existing manpower.

ADVERTISEMENT
It is a very important and popular source of generating manpower. Companies
advertise in widely circulated newspapers. Information about the company, the job and job
specifications (age, education, past experience, etc.) is included in the advertisement to
attract suitable candidates to apply for the job. This also enables some kind of self-
screening by the candidates. Employment news is a leading government
publication, which serves as a source of recruitment. Sometimes, advertisements are placed
in the magazines read only by particular groups. For example, Dataquest for computer
professionals, Business Today for management, etc. The advertisement is the most fragile
between prospective candidates and the potential employer. Marketing people have a
simple but effective guide-AIDA- for creating good advertisement.
A: Attract the readers Attention
I: Generate Interest in the vacancy
D: Create Desire for the job
A: Stimulate the reader to take Action

EMPLOYMENT EXCHANGE

22
 Employment exchange established in various cities as per public policy, offer yet
another important source of recruitment. They maintain separate database for non-
graduates, graduates and postgraduates. In our country, it is obligatory for the government
department to notify the vacancies to the local Employment Exchange who directs the
candidates meeting the basic qualification requirements.

PLACEMENT AGENCIES

Some agencies and associations are established to supply candidates in terms

of the requirements. The companies intimate their requirements to them who forward a
panel of suitable candidates for recruitment. This is a good source for recruitment
especially for professional and managerial positions. Some agencies like Directorate
General of Resettlement are government-established agencies for rehabilitation of ex-
service personnel.
Recruitment is the process of discovering potential applicants for actual or
anticipated organizational vacancies. Recruitment forms the first page in process, which
continues with the selection and ceases with the placement of the candidate. It is the next
step in the procurement function, the first being the manpower planning.

MANPOWER PLANNING

Human resource or manpower planning is the process by which a management

determines how an organization should move from its current manpower position to its
desired manpower position. Through planning, a management strives to have the right
number and the right kinds of people at the right places, at the right time. Manpower
planning consists of, projecting future manpower requirements and developing manpower
plans for the implementation of the projections. This planning cannot be rigid or static; it is
amenable to modifications, review and adjustments in accordance to the needs of the
organization or changing circumstances.

Manpower planning is an edged weapon. If used properly, it leads to the maximum

utilization of human resources, reduces excessive labour turnover and high absenteeism,
improves productivity and aids in achieving the objectives of an organization. The main
purpose of manpower planning is matching or fitting employee abilities to enterprise
requirements, with an emphasis on future enterprise for present arrangements. For this
forecasting knowledge on manpower on manpower requirements is essential, once the

23
human resource needs are estimated; the present supply of manpower resource is
determined.

Analysis of the requirement of persons and job analysis is done. The step then
follows with the development and implementation of the human resource plan, which
consist in finding out the sources of labour supply with a view to making an effective use
of these resources. The best policy, which is followed by most of the organization, is to fill
up higher vacancies by promotion and lower level positions by recruitment from the labour
market.

RESPONSIBILITY FOR HUMAN RESOURCE PLANNING

Human resource planning is the responsibility of the personnel department. In this
task the industrial engineering department, the top management and a team of directors of
different departments aid it. It is mostly a staffing or personnel function. The personnel
departments’ responsibility is to recommend relevant personnel policies in respect to
manpower planning, devise methods of recruitment, and determine the quantitative aspects
of manpower planning.

RECRUITMENT AND SELECTION PROCESS

The overall aim of the recruitment and selection process should be to obtain
qualified employees required for satisfying the human resource needs of the company, the
three stages of recruitment and selection are:

Defining requirements Preparing job descriptions and specifications; deciding terms and
conditions of employment.

1) Attracting candidates – reviewing and evaluating alternative sources of applicants,

inside and outside the company, advertising, using agencies and consultants.
2) Selecting candidates – Sifting applications, interviewing, testing and assessing
candidates, providing assessment centers, offering employment, obtaining references;
preparing contracts of employment.

RECRUITMENT POLICY
A policy may involve a commitment, to broad principles such as filling vacancies
with the best of qualified individuals. It may enterprise in recruiting its old employees,
24
handicaps, minority groups, women employees, part-time employees, friends and relatives
of present employees. It may involve the organization system to be developed, for
implementing recruitment programme and procedures.

SOURCES OF RECRUITMENT
Before an organization actively begins recruiting applicants, it should consider the
most likely source and the type of employee it needs. Some companies try to develop new
sources, while most only try to tackle the existing sources they have. These sources,
accordingly, may be termed as internal and external.

INTERNAL SOURCES
Internal sources are the most obvious sources of recruitment. These include
personnel already on the pay roll of the organization, i.e., its present working force.
Whenever any vacancy occurs, somebody from within the organization is upgraded,
transferred, promoted or sometimes demoted.
This source also includes personnel who were once on the pay roll of the company
but who plan to return or whom the company would like to re-hire, such as those on leave
or absence, those who quit voluntarily, or those on production lay-offs.
The use of an internal source has some merits:
1) It improves the morale of employees, for they are assured of the fact that they would be
preferred over outsiders when vacancies occur.
2) The employer is in a better position to evaluate those presently employed than outside
candidates. This is because the company maintains a record of the progress, experience
and service of its employees.
3) It promotes loyalty among the employees for it gives them a sense of job security and
opportunities for advancement.
4) As the internal staff of the company are fully aware of, and well acquainted with, its
policies and know its operating procedures, they require little training, and the chances
are that they would stay longer in the employment of the organization than an outsider
would.
5) They are tried people and can, therefore be relied upon.
6) The financial cost effective, than going outside to recruit.

EXTERNAL SOURCES
These sources lie outside the organization. They usually include:

25
 1) New entrants to the labour force, i.e., young, mostly inexperienced potential
employees.
2) The unemployed- with a wide range of skills and abilities
3) Experienced persons such as mechanics, machinists, welders, accountants
4) The Merits of using external sources are:
5) External sources provide the requisite type of personnel for an organization, having
skill, training and education up to the required standard.
6) Since persons are recruited from large market, the best selection can be made.
7) In the long run, this source proves economical because potential employees do not
need extra training for the job.

ANALYZING THE RESULT

The analysis of the result of the interview should concentrate on establishing the
extent to which the candidate has met the specification.
Candidates who fail to demonstrate the essential qualities required, can be
eliminated. The final choice will be made on the basis of the candidate who rates highest
on the essential and desirable characteristics.

IMPROVING THE EFFECTIVENESS OF RECRUITMENT AND SELECTION

An HRM approach can be adapted to recruitment, which involves taking much
more care in matching people to the requirements of the organization as a whole as well as
to the particular needs of the job. These requirements will include commitment and ability
to work effectively as a member of a team.
The need for a more sophisticated approach to recruitment along these lines is
characteristic of HRM. The first requirements, as discussed below, are to take great care in
specifying the competences, attitudes and behavioral characteristics required of employees.
The second is to use a wider range of methods to identify candidates who match the
specifications.
As a device for predicting success in a job, the traditional instructed interview is
inadequate. Other methods such a ability tests and bio data have greater validity. It is
generally accepted that higher levels of validity can be attained if the selection process uses
a wider range of methods than just an interview. These may be brought together in an
assessment center.

EVALUATING THE RECRUITMENT PROCESS

26
 The efficiency and effectiveness of the recruitment process should be monitored
and evaluated in the following areas:
Ability to identify human resource requirements in terms of numbers and skills
from well developed business plans.
Speed up response, to requests for help from line mangers
Quality of sources of recruitment adopted and on people specifications
Section of appropriate media for recruitment
The effectiveness of advertising in such terms as cost per reply
The length of time taken to recruit people from the initial request to joining the firm
The quality of recruits
The retention rate of recruits.

CHAPTER - V
RESEARCH METHODOLOGY

5.1 METHODOLOGY

A research cannot be conducted abruptly. Researcher has to proceed systematically

in the already planned direction with the help of a number of step in sequence. To make the
research systemized the researcher has to adopt certain methods. The methods adopted by
the researcher for completing the project is called Research Methodology

In other words, Research Methodology is simply the plan of action for a research
which explains in detail how data is to be collected, analyzed and interpreted. Data’s
becomes information only when a proper methodology is adopted. Thus we can say
Methodology is a tool which process the date to a reliable information. The present chapter
attempt to highlight the research methodology adopted in this project.

27
5.1.1 RESEARCH DESIGN
A research design is a arrangement of conditions for collection and analysis of data
in a manner that aims to combine relevance to the research purpose with economy in
procedure. Fundamental to the success of nay research project is the sound research design
A research design is purely and simply the framework and plan for the study that
guides the collection and analysis of data. It is a blue print that is followed in completing a
study

5.2 TYPES OF RESEARCH DESIGN

Out of the research design available, the research design took for the study was Descriptive
Research Design

5.2.1 DESCRIPTIVE RESEARCH DESIGN

Descriptive study is adapted as the research design. Descriptive study is designed to
describe the characteristics of users of a given product, the degree to which product use,
varies with age, sex, income level, family size or other characteristics. It helps in
formulating a problem in terms of problem definition or Hypothesis
5.3 DATA COLLECTION METHODS
Selection of Appropriate Method, the researcher should keep in view of the following
factors.
Nature, scope and object of enquiry
Availability of funds
Time factors
Precision Required

There are two different methods for collection of data to conduct this exploratory study.
1) Primary Data Collection Method
2) Secondary Data Collection Method
In this study the primary data collection method have been used to collect data.
Now let us see about the primary data collection method

5.3.1 Primary Data Collection

Primary data are those which are collected a fresh and for the first time, and thus
happen to be original in character In this study Primary Data collection method has
helped the researcher to a great extent in arriving at the results
28
5.3.2 METHODS OF PRIMARY DATA COLLECTION
There are three methods of collecting Primary data
1. Survey
2. Observation
3. Experiments

Among these, the method adopted for the study was Survey Method

5.4 SURVEY METHOD

Survey method is the systematic gathering of data from the respondents survey is
the most commonly used method of primary data this is widely used because of its
1. Extreme Flexibility
2. Reliability
3. Easy Understandability
The main purpose of survey is facilitate by using Questionnaire

5.4.1 SURVEY TECHNIQUE

The technique which has been in this survey is the Personal Interview.

5.4.2 DATA COLLECTION METHOD

The instrument used to collect data for the study was the structured questionnaire.

5.4.3 METHODS OF SAMPLING

In this study non probability sampling has been adopted. Under the non probability
sampling convenience sampling has been taken for the purpose of study

5.5 STATISTICAL TECHNIQUES TO BE USED

 Percentage analysis
 Chi – square test
 One sample run test

29
 CHAPTER - VI
DATA ANALYSIS AND INTERPRETATION

6.1 CONFIDENCE LEVEL & SIGNIFICANCE LEVEL

WHETHER THE COMPANY’S SELECTION PROCEDURE IS LENGTHY

NO OF
S.NO CHOICE PERCENTAGE (%)
RESPONDENTS

1. YES 49 49

2. NO 51 51

TOTAL 100 100

It is necessary that the above data should be applied to universe that purpose
CONDIFENCE INTERVAL TEST is required. For confidence interval, the associated
standard error should be calculated.
S.E = SQRT [(PQ) / N]
Where, P = Percentage showing whether the company’s selection procedure is lengthy =
49
Q = Percentage showing the company’s selection procedure is not lengthy = 51
SE = SQRT [(2499) / 100]
= 4.99

30
 Confidence Interval = P ± (S.E * Z @ 95 %)
= 49 ± (4.99 * 1.64)
= 40.82 to 57.18
Which means that percentage showing whether the company’s selection procedure
is lengthy ranges between 40.82 to 57.18?

31
 6.2. KALMOGROV SMIRNOV TEST

The Kalmogrov Smirnov Test (KS – Test) tries to determine if two data sets
significantly. The KS – test has the advantage of making no assumption about the
distribution of data. (Technically speaking it is non-parametric and distribution free).

It is a goodness of fit used to examine the distribution function of the random

variable (X).

Test statistics T = Sup | F (x) – S (x) |

= Supremum of the absolute value of the difference between F
(x) and S (X)

H0 is rejected if T exceeds the 1 – α quantile (W1 - α) of the Kalmogrov Smirnov’s

Statistic.

TO FIND OUT THE DISTRIBUTION OF RESPONDENT’S RATING PATTERN

ABOUT “OVERALL RECRUITMENT PROCEDURE”
H0: Response Pattern obtained is uniformly distributed
H1: Response Pattern is not uniformly distributed

32
 Test of Uniform Distribution

Null
Cumulative Cumulative Difference F
Opinion F (x) Hypothesis
Percentage Percentage (x) – S (x)
S (x)

VERY GOOD 0.12 0.12 1/5 0.20 -0.08

GOOD 0.28 0.40 2/5 0.40 -

AVERAGE 0.32 0.72 3/5 0.60 0.12

BAD 0.15 0.87 4/5 0.80 0.07

VERY BAD 0.13 1 5/5 1 -

Calculated Value is

T (F (x) – S (x)) = 0.12

Tabulated Value is

T (tab) = 1.22 / n for 5 % significance level.

When n = 5,
T (tab) = 0.5456
Calculated value is less than tabulated value. H0 is accepted.
INFERENCE:
Response pattern obtained is uniformly distributed.

6.3. ONE SAMPLE RUN TEST

TO DETERMINE THE RANDOMNESS OF THE SELECTED SAMPLES
H0: Samples are randomly chosen
H1: Samples are not randomly chosen
WHETHER FULLY SATISFIED WITH THE RECRUITMENT AND SELECTION
PROCESS
S.NO OPTION NO OF RESPONDENTS PERCENTAGE (%)
1. YES 73 73
33
 2. NO 27 27

TOTAL 100 100

SOURCE: PRIMARY DATA

No of runs r = 37
n1 = 73
n2 = 27
μr = (2n1n2 / n1 + n2 ) + 1
= 40.42
σ2 = 2n1n2 (2n1n2 – n1 – n2) / (n1 + n2) 2 (n1 + n2 – 1)
= 15.29
σ = √15.29
= 3.91

Upper Limit = μ + 2.58 σ

= 50.51
Lower Limit = μ - 2.58 σ
= 30.33
Inference:
Since the no of runs (= 37) is inside the curve, H 0 is accepted. i.e. samples are
chosen randomly

6.4. CHI – SQUARE TEST

Chi – Square is an importance non – parametric test and as such no test is necessary
in respect of the type of population. We require only the degree of freedom (implicity of
course the size of the sample) for using this test. As a non – parametric test, Chi – square
can be used (i) as a test of goodness of fit and (ii) as a test of independence.
Since the researcher used test of independence only the details about test of
independence is given below.

TEST OF INDEPENDENCE
ψ2 test enables us to explain whether or not two attributes are associated. In order
that we may apply the chi – square test either as a test to judge the significance of
association between attributes, it is necessary that the observed as well as theoretical or

34
expected frequencies must be grouped in the same way and theoretical distribution must be
adjusted to give the same total frequency as we find in case of observed distribution.
Karl Pearson developed a test for testing the significance of discrepancy between
experimental values and the theoretical values obtained under some theory or hypothesis.
This test is known as ψ2 test of goodness of fit. Karl Pearson proved that the statistic
ψ2 = ∑(O – E) 2 / E
O – Observed Frequency
E – Expected Frequency
ψ2 is used to test whether difference between observed & expected frequencies are
frequent.
To find ψ2 table value degree of freedom should be calculated. Degree of freedom
is calculated using the formula (r – 1)(c – 1). The table value for this degree of freedom is
seen using 5% or 1% of significant level. If ψ 2 table value is greater than ψ2 calculated
value, Null Hypothesis is accepted or Null Hypothesis is rejected.

To determine whether there is significant difference between educational qualification

& whether aware of the company’s selection procedure

Ho: There is no significant difference between educational qualification & whether aware
of the company’s selection procedure

H1: There is significant difference between educational qualification & whether aware of
the company’s selection procedure

QUALIFICATION NO OF RESPONDENTS
TOTAL
OPINION FULLY PARTIALLY NOT AWARE

UG 10 27 11 48

PG 12 13 7 32

OTHERS 7 8 5 20

TOTAL 29 48 23 100

Expected Frequencies are:

35
 (29 * 48) / 100 = 13.92 (48 * 48) / 100 = 23.04 (23 * 48) / 100 = 11.04

(29 * 32) / 100 = 9.28 (48 * 32) / 100 = 15.36 (23 * 32) / 100 = 7.36

(29 * 20) / 100 = 5.8 (48 * 20) / 100 = 9.6 (23 * 20) / 100 = 4.6

CALCULATION OF Ψ2:

Observed Expected
(O – E) 2 (O – E) 2 / E
Frequency (O) Frequency (E)

10 13.92 15.37 1.10

27 23.04 15.68 0.68

11 11.04 0.02 0.01

12 9.28 7.39 0.79

13 15.36 5.57 0.36

7 7.36 0.13 0.02

7 5.8 1.44 0.25

8 9.6 2.56 0.27

5 4.6 0.16 0.03

3.51

Calculated ψ2 = ∑(O – E)2 / E O – Observed Frequency

E – Expected Frequency = 3.51
Calculated ψ2 = 3.51
36
 Degree of Freedom = (3 - 1)(3 - 1) = 4 d.f at 5 % level of significance
Therefore, Tabulated ψ2 = 5.991 Since Calculated ψ2 < Tabulated ψ2
Therefore, we accept the hypothesis.
i.e., There is no significant difference between educational qualification & whether aware
of the company’s selection procedure.

6.5. WEIGHTED AVERAGE METHOD

RANKING THE PROCESS CONDUCTED THAT NEED A LOT OF
IMPROVEMENT

NO OF RESPONDENTS
PROCESS AVERAGE RANK
1 2 3 4 5

APTITUDE TEST 40 22 19 10 9 24.93 I

INTERVIEW 13 10 18 32 27 16.67 IV

GD 19 38 19 11 13 22.6 II

EXTEMPORE 15 19 29 23 14 19.87 III

NONE 13 11 15 24 37 15.93 V

SOURCE: PRIMARY DATA

INFERENCE:
From the weighted average method it is seen that the ranking the process conducted that
need a lot of improvement is given below:

PROCESS RANK
APTITUDE TEST I
INTERVIEW IV
GD II
EXTEMPORE III
NONE V

37
 TABLE 6.6.1
CLASSIFICATION OF AGE

PERCENTAGE
S.NO AGE NO OF RESPONDENTS
(%)

1 < 30 YEARS 15 15

2 31 – 40 YEARS 39 39

3 41 – 50 YEARS 26 26
4 > 50 20 20

INFERENCE:
Majority of the respondents are in the age group 41-50. Some of them are in the
age group 31-40 and whereas few of them are in the age group <30 years.

CHART 6.6.1
CLASSIFICATION OF AGE

38
 TABLE 6.6.2
SATISFACTION ON THE BASIS OF QUALIFICATION:

NO OF
RESPONDENT PERCENTAGE
S.NO QUALIFICATION S (%)
1 UG 48 48
2 PG 32 32

3 OTHERS 20 20
TOTAL 100 100

CHART 6.6.2
CLASSIFICATON ON THE BASIS OF QUALIFICATION

20%

UG
48% PG
OTHERS

32%

INFERENCE:
Majority of the respondents have done their UG, some of them have done PG and
whereas 20% have done other courses.

TABLE 6.6.3 CLASSIFICATION OF EXPERIENCE

NO OF PERCENTAGE
S.NO EXPERIENCE
RESPONDENTS (%)

39
 1 < 3 YEARS 29 29

2 3 – 5 YEARS 28 28

3 5 – 7 YEARS 25 25

4 > 7 YEARS 18 18
TOTAL 100 100

INFERENCE:
Majority of the respondents have 7-14Yrs experience, 30% have 3-7 yrs experience
and whereas 23% have 0-3yrs experience.

CHART 6.6.3 CLASSIFICATION OF EXPERIENCE

TABLE 6.6.4 THE AWARENESS OF THE COMPANY’S SELECTION

PROCEDURE

NO OF PERCENTAGE
S.NO CHOICE
RESPONDENTS (%)

1 FULLY 29 29

2 PARTIALLY 48 48

40
 3 NOT AWARE 23 23

TOTAL 100 100

INFERENCE:
Majority of the respondents are partially aware of companies selection procedure,
some of them are fully aware and whereas few of them are not aware
CHART 6.6.4 THE AWARENESS OF THE COMPANY’S SELECTION
PROCEDURE

TABLE 6.6.5
WHETHER AWARE OF THE BUSINESS UNIT / GROUP FOR WHICH THE
RESPONDENT BEING INTERVIEWED

NO OF PERCENTAGE
S.NO OPTIONS
RESPONDENTS (%)
1 FULLY 30 30
2 PARTIALLY 45 45

3 NOT AWARE 25 25

TOTAL 100 100

CHART 6.6.5

41
 WHETHER AWARE OF THE BUSINESS UNIT / GROUP FOR WHICH THE
RESPONDENT BEING INTERVIEWED

INFERENCE:
Majority of the respondents are partially aware of the business unit/group for which
the respondent being interviewed, some of them are fully aware and whereas few of them
are not aware.

TABLE 6.6.6 TABLE SHOWING WHETHER THE SELECTION PROCEDURE IS

FOLLWED PROPERLY
NO OF PERCENTAGE
S.NO CHOICE RESPONDENTS (%)
1 AGREE 43 43
PARTIALLY
2 AGREE 29 29
3 DISAGREE 28 28
TOTAL 100 100

CHART 6.6.6 SHOWING WHETHER THE SELECTION PROCEDURE IS

FOLLWED PROPERLY

42
INFERENCE:
Majority of the respondent agree regarding the selection procedure done properly, some of
them partially agree and whereas few of them disagree

TABLE 6.6.7
TABLE SHOWING SOURCES OF RECRUITMENT ADOPTED

S. NO PARTICULARS PERCENTAGE
1 Campus visits 24
2 Job fairs 6
3 Advertisements 30
4 Career web sites 35
5 Walk ins 5
TOTAL 100

CHART 6.6.7 SHOWING SOURCES OF RECRUITMENT ADOPTED

43
 40

No. of BPO s
30

20 30 35
24
10
6 5
0
campus job fairs advt career walk ins
web

sources

INFERENCE:
24% of the IT & ITES source through campus, 6% through campus 30% through
advertisements, 35% through career web sites, 5 % through walk ins.

TABLE 6.6.8
TABLE SHOWING WHETHER THE COMPANY’S SELECTION PROCEDURE IS
LENGTHY

NO OF
S.N CHOIC RESPONDEN PERCENTA
O E TS GE (%)
1 YES 49 49
2 NO 51 51
TOTAL 100 100

CHART 6.6.8 SHOWING WHETHER THE COMPANY’S SELECTION

PROCEDURE IS LENGTHY

44
 51% 49%

NO
YES
INFERENCE:
Majority of the respondents feel that the companies selection procedure is lengthy and
whereas some of them feel it was not lengthy

TABLE 6.6.9
TABLE SHOWING RATING OF OVERALL RECRUITMENT PROCEDURE

PERCENTAGE
S.NO CHOICE NO OF RESPONDENTS (%)
1 VERY GOOD 12 12
2 GOOD 28 28
3 AVERAGE 32 32
4 POOR 15 15
5 VERY POOR 13 13
TOTAL 100 100

CHART 6.6.9 SHOWING RATING OF OVERALL RECRUITMENT

PROCEDURE

45
INFERENCE:
Majority of the respondents have rated average for the overall recruitment procedure, some
of them have rated good and whereas few of them have rated poor

TABLE 6.6.10
TABLE SHOWING THE RATING OF APTITUDE TEST

NO OF PERCENTAGE
S.NO OPTIONS RESPONDENTS (%)
1 VERY DIFFICULT 18 18
2 DIFFICULT 32 32
3 AVERAGE 27 27
4 EASY 13 13
5 VERY EASY 10 10
TOTAL 100 100

CHART 6.6.10
CHART SHOWING THE RATING OF APTITUDE TEST

46
INFERENCE:
Majority of the respondents have rated difficult for the aptitude test, some of them have
rated average and whereas few of them have rated very difficult

TABLE 6.6.11
TABLE SHOWING THE RATING OF GROUP DISCUSSION TOPIC

NO OF PERCENTAGE
S.NO RATING RESPONDENTS (%)
1 SIMPLE 12 12
2 COMPLEX 32 32
3 USUAL TOPIC 21 21
4 INTERESTING TOPIC 35 35
TOTAL 100 100

CHART 6.6.11 SHOWING THE RATING OF GROUP DISCUSSION TOPIC

47
INFERENCE:
Majority of the respondent have rated group discussion topic interesting, some of them
have rated complex and whereas few of them have rated usual topic.

TABLE 6.6.12
TABLE SHOWING THE RATINGS OF INTERVIEW

NO OF
S.N RESPOND PERCENT
O RATINGS ENTS AGE (%)
1 BORING 10 10
INTEREST
2 ING 34 34
INFORMA
3 TIVE 37 37
4 USELESS 19 19
TOTAL 100 100

CHART 6.6.12 SHOWING THE RATINGS OF INTERVIEW

48
 19%
10%
BORING
USELESS

34%

INTERESTING
37%
INFORMATIVE
INFERENCE:
Majority of the respondents have rated interview informative, some of them have rated
interesting and whereas few of them have rated useless.

TABLE 6.6.13
TABLE SHOWING WHETHER THE RESPONDENTS ARE GIVEN A FAIR
CHANCE THROUGHOUT THE RECRUITMENT PROCESS

NO OF PERCENTAGE
S.NO CHOICE RESPONDENTS (%)
1 ALWAYS 23 23
2 PARTIALLY / SOMETIMES 30 30
3 NEVER 47 47
TOTAL 100 100

CHART 6.6.13 SHOWING WHETHER THE RESPONDENTS ARE GIVEN A FAIR

CHANCE THROUGHOUT THE RECRUITMENT PROCESS

49
 ALWAYS
NEVER
23%

47%

30%
SOMETIMES
INFERENCE:

Majority of the respondents were never given a fair chance throughout the
recruitment process, some of them feel they were partially/sometimes given a chance and
whereas few of them felt they were given a chance always.

TABLE 6.6.14
TABLE SHOWING RATINGS OF THE INTERVIEWER

NO OF
S.N RESPONDE PERCENT
O CHOICE NTS AGE (%)
1 POLITE 19 19
SOFT –
2 SPOKEN 18 18
3 HARSH 20 20
KNOWLEGDE
4 ABLE 25 25
5 PROBING 9 9
6 DOMINATIVE 9 9
TOTAL 100 100

CHART 6.6.14 SHOWING RATINGS OF THE INTERVIEWER

50
INFERENCE:
Majority of the respondents have rated the interviewer knowledgeable, some of them have
rated harsh and whereas few of them have rated polite.

TABLE 6.6.15
RANKING THE PROCESS CONDUCTED THAT NEED A LOT OF
IMPROVEMENT

NO OF RESPONDENTS
PROCESS 1 2 3 4 5
APTITUDE TEST 40 22 19 10 9
INTERVIEW 13 10 18 32 27
GD 19 38 19 11 13
EXTEMPORE 15 19 29 23 14
NONE 13 11 15 24 37

CHART 6.6.15 RANKING THE PROCESS CONDUCTED THAT NEED A LOT OF

IMPROVEMENT

51
INFERENCE:
From the table it is seen that the ranking the process conducted that need a lot of
improvement is given below:

PROCESS RANK
Aptitude I
Interview IV
GD II
Extempore III
None V

52
 TABLE 6.6.16
TABLE SHOWING THE SATISFACTION LEVEL OF THE CLOSURE TIME

NO OF PERCENTAGE
S.NO CHOICE
RESPONDENTS (%)
1 AGREE 38 38
2 PARTIALLY AGREE 45 45
3 DISAGREE 17 17
TOTAL 100 100

CHART 6.6.16
SHOWING THE SATISFACTION LEVEL OF THE CLOSURE TIME

53
 45

45

38
40

35

30

25

17
20

15

10

AGREE PARTIALLY AGREE DISAGREE

INFERENCE:

Majority of the respondents partially agree with the closure time, some of them agree and
whereas few of them disagree.
TABLE 6.6.17
TABLE SHOWING WHETHER FULLY SATISFIED WITH THE RECRUITMENT
AND SELECTION PROCESS

NO OF
S.N OPTI PERCENT
RESPONDE
O ON AGE (%)
NTS
1 YES 73 73
2 NO 27 27
TOTAL 100 100

CHART 6.6.17 SHOWING WHETHER FULLY SATISFIED WITH THE

RECRUITMENT AND SELECTION PROCESS

54
 NO

27%

73%
YES

INFERENCE:
Majority of the respondents were fully satisfied with the recruitment and selection process
and whereas few of them are not fully satisfied with the recruitment and selection process

TABLE 6.6.18
TABLE SHOWING WHETHER THE ERP FULFILLS THE RECRUITMENT
PROCESS

NO OF PERCENTAGE
S.NO OPTION RESPONDENTS (%)
1 YES 87 87
2 NO 13 13
TOTAL 100 100

CHART 6.6.18 CHART SHOWING WHETHER THE ERP FULFILLS THE

RECRUITMENT PROCESS

55
INFERANCE:
Majority of the respondent feels that ERP fulfills the recruitment process and whereas few
of them don’t feel that ERP fulfills the recruitment process.

CHAPTER - VII
FINDINGS, INFERENCES AND SUGGESTIONS

7.1 FINDINGS

 Majority of the respondents are in the age group 41-50. Some of them are in the age
group 31-40 and whereas few of them are in the age group <30 years.
 Majority of the respondents have done their UG, some of them have done PG and
whereas 20% have done other courses.
 Majority of the respondents have 7-14Yrs experience, 30% have 3-7 yrs experience
and whereas 23% have 0-3yrs experience.
 Majority of the respondents are partially aware of companies selection procedure,
some of them are fully aware and whereas few of them are not aware.

56
 Majority of the respondents are partially aware of the business unit/group for which
the respondent being interviewed, some of them are fully aware and whereas few of
them are not aware.
 Majority of the respondent agree regarding the selection procedure done properly,
some of them partially agree and whereas few of them disagree.
 Majority of the respondents feel that the all sources of recruitment are being
adopted..
 Majority of the respondents have rated average for the overall recruitment
procedure, some of them have rated good and whereas few of them have rated poor.
 Majority of the respondents have rated difficult for the aptitude test, some of them
have rated average and whereas few of them have rated very difficult.
 Majority of the respondent have rated group discussion topic interesting, some of
them have rated complex and whereas few of them have rated usual topic.
 Majority of the respondents have rated interview informative, some of them have
rated interesting and whereas few of them have rated useless.
 Majority of the respondents were never given a fair chance throughout the
recruitment process, some of them feel they were partially/sometimes given a
chance and whereas few of them felt they were given a chance always.
 Majority of the respondents have rated the interviewer knowledgeable, some of
them have rated harsh and whereas few of them have rated polite.
 From the table it is seen that the ranking the process conducted that need a lot of
improvement is given below:
 PROCESS RANK
 APTITUDE TEST I
 INTERVIEW IV
 GD II
 EXTEMPORE III
 NONE V
 Majority of the respondents partially agree with the closure time, some of them
agree and whereas few of them disagree.
 Majority of the respondents were fully satisfied with the recruitment and selection
process and whereas few of them are not fully satisfied with the recruitment and
selection process.
 Majority of the respondent feels that ERP fulfills the recruitment process and
whereas few of them don’t feel that ERP fulfills the recruitment process.
57
58
 7.2 SUGGESTIONS & RECOMMENDATIONS

 More transparency should be introduced into the selection process. Transparency is

desirable in the following areas:
 Weighted assigned to the various selection tests and interviews.
 Justification for selection of the candidate for their non selection.
 Candidates with work experience of more than five years could be directly called for
interviews. The reason being those could have already faced similar tests.
 It would be useful to the candidates if they could be provided immediate feedback on their
performances in the selection tests and probability of selection.
 The company can give a idea about the selection tools, career and professional
opportunities within the organization. structure of the organization.

BETTER CUSTOMER SERVICE Employers who understand the needs and

expectations of people with disabilities provide better service to their clients.

BENEFITS TO E-COMMERCE KNOWLEDGE acquired during the

implementation of barrier-free e-recruitment can be applied throughout the organization
(e.g. development of e-commerce sites and intranets).

BENEFITS TO RETENTION Employers who are good at recruiting people with

disabilities are better equipped to meet the needs of employees who become disabled
during their careers (Less than 17% of disabled people are born with a disability).
The project study was highly enlightened and gave abundant knowledge and
practical exposure to the recruitment activities carried out at the regional level in Chennai –
Limited
From this project, it is eminent that theoretical content (textual) do have practical
application in an organization. The theory learnt in the MBA course could be directly
related to the practical functioning of the organization
This project gave enriching and expounding information on when and how rosters
are profoundly used by the personnel department in the organization

CHAPTER – VIII
CONCLUSION

59
 Recruitment is an important part of a business' human resource planning. In all
businesses, people are a vital resource - and they need to be managed as such. The overall
aim of the recruitment and selection process is to obtain the number and quality of
employees that are required in order for the business to achieve its objectives.

Recruitment and selection is the process of identifying the need for a job, defining
the requirements of the position and the job holder, advertising the position and choosing
the most appropriate person for the job. Retention means ensuring that once the best person
has been recruited, they stay with the business and is not “poached” by rival companies.

Undertaking this process is one of the main objectives of management. Indeed, the
success of any business depends to a large extent on the quality of its staff. Recruiting
employees with the correct skills can add value to a business and recruiting workers at a
wage or salary that the business can afford, will reduce costs.

Recruitment is becoming more and more important in business. In particular, this

reflects the increasing need for a well-motivated and flexible workforce that requires less
management supervision.

The IT sector will be defined in a narrower sense as those businesses that are
directly related to the manufacture of computer hardware and software, the training of
personnel for the manufacture and operation of computer equipment, use of computers in
education and the utilization of computer technology for IT-enabled services such as call
centers, medical transcription services, etc.

This paper concludes that there is lot of employment potential in the IT & ITES
industry and NASSCOM projection can be achieved or even exceeded, provided
appropriate policies are implemented. In addition, there is potential to create another two to
three million jobs or more in education and the informal sector.

60
 REFERENCES

BIBLIOGRAPHY

Human Resource Management by David A. Decenzo, Stephen P. Robbins, Sixth

Edition, John Wiley & Sons Inc.
Introduction to Human Resources Management-ICFAI Publications 2004
Statistics for Management by P.N.Arora and S.Arora, 2003 Edition, S Chand &
Company

Websites:
www.citehr.com
www.hrpower.com
www.allwintechnologiesandservices.com

QUESTIONNAIRE

1) Name:
2) Designation:

64
3) Group:
4) Age:
< 30 years  31-40 years  41 – 50 years  > 51 years 
5) Qualification: UG  PG  Others 
6) Experience: 0 – 3 years  3 – 5 years  5 – 7 years  > 7 years 

7) What are the various sources of recruitment adopted ?

Campus visits, Job fairs Advertisement  Career Websites  Walkins 
8) How much you are aware of the business unit / group for which you are being
interviewed?
Fully aware  Partially  Not aware 
9. Whether the selection procedure is followed properly
Fully aware  Partially  Not aware 
10. Is the questions asked in the interview were job related?
Yes  No 
11. Do you feel that the company’s selection procedure is lengthy?
Yes  No 
12. How do you find the overall recruitment procedure?
Very Good  Good  Average  Bad  Very Bad 
13. How would you rate the aptitude test?
Very Difficult  Difficult  Average  Easy  Very Easy 
14. How did you find the group discussion topic?
Simple  Complex  Usual Topic  Interesting topic 
15. How did you find the interview?
Boring  Interesting  Informative  Useless 
16. Were you given a fair chance throughout the recruitment process?
Always  Partially  Never 
17. How did you find the interviewer?
Polite  Soft – spok
en  Harsh  Knowledgeable  Probing 
18. Rank the process conducted that need a lot of improvement?
Aptitude Test  Interview  GD  Extempore  None 
19. Are you satisfied with the closure time?
Yes  No 
20. Are you fully satisfied with the recruitment and selection process?
Yes  No 
65
21. Whether ERP fulfills the recruitment process?
Yes  No 
22. Kindly provide your valuable suggestions if any, for improving the recruitment and
selection procedure.

66