anusha project report

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A Study on Recruitment and Selection Process in IT Industry

Chapter-1

INTRODUCTION TO THE STUDY

We are in the age of LPG!!! Yes, its the era of liberalization, privatization and

globalization. Ever since 1991, when the then finance minister Dr. Manmohan

Singh announced the new economic policy (termed as LPG), the industrial

scenario is seeing revolutionary changes.

The giants of the Indian industry who are practically monopolies with no

competitions at all are now facing stiff competitions at all are now facing stiff

competition due to the entry of the MNCs into the Indian market. This is one of

the biggest things that have happened to the Indian customers who otherwise

were compelled to be satisfied with the substandard products in spite of playing

heavy prices.

Today the scenario has completely changed where the Indian customer has so

much of choice, both in quality and price as well. This has certainly awakened

the so-called Indian industries, which were having a pretty long sleep. Now they

must have released that, if they must have released that, if they dont perform

they cant survive.

All this led to stiff competition and the industries, which have kept the pace, are

now growing at a rapid pace. Shape in or ship out-seems to be the slogan of

the time. So, this vast competition has led the very fast growth of most of the

industries. The scenario is changing very fast and no company of any industry

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would like to fall behind in this race to be the leader. The Information

Technology (IT) is no exception.

India, is one of the countries blessed with abundant labor and which is also

comparatively cheaper-has been the ground for sudden increase in the number

of industries and more so in the Information Technology field. If lots of MNCs

have thought it profitable to enter the Indian market, the young Indian

entrepreneurs have not fallen behind. All this has led to the increase in the

number of companies in all industries.

Human resource invariably forms an indispensable input at one end of the IT

industry. Human beings are a resource to an organization. Like any other

material of economic resources they represent an investment whose

development and utilization require managing. There is a fundamental truth in the

clich that people are an organizations more important asset. In every

organization human resource is pivotal variable without which the inanimate

assets are worthless. Like cash put into savings account, human resource

appreciate in value.

HUMAN RESOURCE

The term human resource can be thought of as the quality knowledge, skills,

creative abilities, talents and aptitudes of an organizations workforce, as well as

the value, attitudes and beliefs of the individual involved.

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HUMAN RESOURCE MANAGEMENT

DEFINITION:

Human Resource Management is that part of management concerned with

people at work and with their relationship into an effective organization; the men

and women who makes up an enterprise and having regard for the well-being of

the individual and of working groups, to enable them to make their best

contribution to its success.

Edwa

rd Flippo

OBJECTIVES OF HUMAN RESOURCE MANAGEMENT

Objectives are predefined goals to which individual or group activity in an

organization is directed. Organizational objectives and individual and social goals

influence objectives of HRM. Some of them are as follows:

1. To create and utilize an able and motivated workforce, to accomplish the

basic organizational goals.

2. To create facilities and opportunities for individual or group developments

so as to match the growth of the organization.

3. To identify and satisfy individual and group needs by providing adequate

and equitable wages, incentives, employees benefits and social security

and challenging work, prestige, recognition, security and status.

4. To strengthen and appreciate the human assets continuously by providing

training and developmental programmes.

5. To maintain high employee morale and sound human relations by

sustaining and improving various conditions and facilities. Also provide

fair, acceptable and efficient leadership.

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SPECIFIC INTRODUCTION

INTRODUCTION TO RECRUITMENT

RECRUITMENT DEFINITION:

Edwin B Flippo defines recruitment as the process of searching for prospective

employees and stimulating them to apply for jobs in the organization

Yoder defines recruitment as a process to discover the sources of manpower to

meet the requirements of the staffing schedule and to employ effective measures

for attracting that manpower in adequate numbers to facilitate effective selection

of efficient workforce

RECRUITMENT IS DISTINCT FROM EMPLOYMENT AND

SELECTION

Once the required number and kind of human resources are determined, the

management has to find the places where required human resources are or will

be available and also find the means of attracting them towards the organization

before selecting suitable candidates for jobs. All this process is generally known

as recruitment.

Some people use the term recruitment for employment. These two are not one

and the same. Recruitment is only one of the steps in the entire employment

process. Some others use the term recruitment for selection. These two terms

are not one and the same either.

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Technically speaking the function of recruitment precedes the selection function

and it includes only finding, developing the sources of prospective employees

and attracting them to apply for jobs in an organization, whereas the selection is

the process of finding out the most suitable candidate to the job out of the

candidates attracted. Formal definition of recruitment would give clear cut idea

about the function of recruitment.

OBJECTIVES OF RECRUITMENT

Attract peopleof multi-dimensional skills and experiences that suit thepersent and

Future organisational strategies.

Induct outsiders with a new perspective to lead the company.

Infuse fresh blood at all levels of the organization.

To develop an organizational culture that attracts competent people to the

Company.

To search or head hunt people whose skills fit the companys values.

To devise methodologies for assessing psychological traits,

To seek out non-conventional development grounds of talent,

Search for talent globally and not just within the company.

To design entry pay that competes on quality but not on quantum,

To anticipate and find people for positions that does not exist yet.

FACTORS AFFECTING RECRUITMENT

Internal factors

External factors

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INTERNAL FACTORS:

The internal factors include the companys pay package including salary, fringe

benefits and incentives, quality of work life, organizational culture, careerplanning and growth opportunities, size of the company, companys

product/services, geographical spread of the companys operations viz., local,

national or global, companys growth rate, Role of Trade Unions and cost of

recruitment.

The other activity of recruitment is consequently affected by the internal factors

such as:

1. Working conditions ; and

2. Promotional opportunities ;

3. Salary levels, type and extent of benefits;

4. Other personnel policies and practices;

5. Image of the organization;

6. Ability and skill of the management to stimulate the candidates.

EXTERNAL FACTORS:

The external factors include supply of and demand for human resources,

employment opportunities and/or unemployment rate, labor market conditions,

political, legal requirement and government policies, social factors, information

systems etc.

The other activity of recruitment is consequently affected by external factors suchas:

1.Personnel policies and practices of various organizations regarding working

conditions, salary, benefits, promotional opportunities, employee relations etc.,

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2.Career opportunities in other organizations;

3.Government regulations.

SOURCES OF RECRUITMENT

Recruitment can be made from internal sources and external sources. They are

described as follows:

INTERNAL SOURCES OF CANDIDATES:

Current employees are often best sources of candidates. When a candidate isrecriuted from the internal sources the strengths and weakness of its employees

are already known. It is often safer to promote employees from within since the

employees skills are already known. Inside employees may require less

orientation and training than the outsiders. There are different ways in which

candidates can be traced for recruitment from this source.

They are are as follows:

1. FINDING INTERNAL CANDIDATES:

To be effective promotions from within requires using job posting,

personal records and skill banks. Job Postingis publicizing and open job

to employees (often by literally posting it on bulletin board) and listing its

attributes, like qualifications,supervisor, working schedule and pay rate.

An examination of personal recordds may reveal employees who areworking in jobs below their educational or skill levels. It may also reveal

persons who have potential for further training or who already have the right

background for the open job. Skill Banks lists current employees with

specific skills.

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EXTERNAL SOURCES OF CANDIDATES

The various external sources from where the company recruits its employees are

discussed as follows:

1. ADVERTISING:

Media plays a major role in selecting new candidates. To use help wanted

ads

Successfully, employers have to address two issues: the advertising and

the ads construction.

The Media-it includes newspapers, TV, internet-all these sources

depends upon the positions for which one is recruiting. For e.g.- for

specialised employees, one can advertise in trade and professional

journals.

Constructing the Ad- experienced advertisres usea four-point guide

called AIDA (ATTENTION, INTEREST, DESIRE AND ACTION) to

construct ads. One must attract attention to the ad, or readers may justmiss or ignore it. It has to also develop interest in the job. One can create

desire by spotlighting the jobs interest factors with words such as travel or

challenge, for instance.

Finally the ad should prompt action with a statement like call today or

write today for information

2. EMPLOYMENT AGENCIES:

Employment are of several types. They are as follows:

Public and non-profit Agencies: these agencies are an important

source of blue-collar and white-collar workers. Beyond just filling jobs,

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for instance,counselors will visit an employers work site, review the

employers jor reqiurements, and even assist the employer in writing

job descriptions.

Other employment agencies are tied to non-profit organisations.Most

professonal and techinical societies have units that help members find

jobs. Many public welfare agencies try to place people who are in

special categories, such as those who are physically disabled or are

war veterans.

Private Agencies- these are important sources of clerical,

White-collar and managerial personnel.

Temp Agencies and Alternative Staffing- employers often

Supplement their permanent workforce by hiring contingent or

Temporary worker often through temporary agencies. It is also

Known as part-time or just-in- time workers.

Alternative staffing- it is the use of non-traditional recruitment

Sources. Other alternative staff arrangements includein house

Temporary employees(people employed directly by the company,

but on an explicit short-term basis), and contract technical

Employees (highly skilled workers like engineers, who are

supplied for long-term projects under contract from an outside

technical services firm.

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3. EXECUTIVE RECRUITERS:

Executive recruiters, also called headhunters, are special employment

agencies retained by employers to seek out top-management talent for

their clients. They have many contacts are especially adept at contacting

aualified, current employed candidates who arent actively looking to

change jobs.

4. RECRUITING ON THE INTERNET:

A large and fast growing proportion of employers use the internet as a

recruiting tool. Using a corporate website to attract surfers requires

making it easy to use the site. This method is highly cost effective. It can

be timelier. Responses here can be very fast. Employers can use internet

support tools such as recruiter toolbox to develop online ads that include

prescreening tests, which further automate the recruting process

5. CAMPUS PLACEMENT:

Sending an employers representatives to college campuses to prescreen

applicants and create an applicant pool from the graduating class is an

important source of management trainees, promotable candidates, and

professional and technical employees. Time consuming and the axpensive

are the two major drawbacks of this type of recruitment.

College Recruiting Goals- the campus recrutiter has two main goals-

determining whether a candidate is worthy of further considerations and

the most important one is to attract good students.

On-site visits- Employers generally invite good cadidates to the

employers office or plant for an on-site visit, and there are several ways to

make this visit fruitful. The invitation letter should be warm and friendly but

businesslike, and should give the person a choice of dates to visit the

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company.the interviews should should be carefully planned and one

should stick on the schedule. Interruption should be avoided.

Internships- many colleges students get their jobs through college

internships, a recriting approach that has grown bramatically in recent

years. Interships can be win-win situations for both students and

employers.

6. REFFERALS AND WALK-INS:

Employee Refferals- the firms posta announcements of openings and

requests for referance in its bulletin and on its wallboards and intranet;

prizes or cash rewards are offered fir referrals that culminate in hiring.

Current employees can and usually will provide accrate information about

the job applicants they are referring, especially since they are putting their

own reputation on the line.

Walk-ins- particularly for hourly workers, walk-ins direct applications

made at the office are a major source of applicants.

EXTERNAL FACTORS GOVERNING RECRIUTMENTS

LABOUR MARKETS

Labour market conditions are of prime importance in recruiting non-

managerial, supervisory and middle management positions

UNEMPLOYMENT RATE

When the unemployment rate is high, the companys recruitment policy

may be simpler. On the otherhand as the unemployment rate drops,

recruiting efforts must be increased and new sources explored.

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SUPPLY AND DEMAND

If the demand for specific skills is high reletive to the supply, an

extraordinary recruiting effort may be needed.

POLITICAL AND SOCIAL CONSIDERATIONS

A reservation for underprivilaged classes of society and backward classes

is political decision.

IMAGE OF THE COMPANY

It is the perception of the candidate about the company that matters in

attracting qualified employees.

INTERNAL FACTORS

MANPOWER PLANNING

The company takes time to examine the alternatives regarding the

appropriate sources, numbers and most productive methods of attracting

them.

SIZE OF THE FIRM

An organisation with large nunber of employees will not find any difficulty

in recruting than an organisation with less number of employees.

RECRUITMENT POLICY

Most organisations have a policy of recruiting internally. Generally its

internal sourcing as employees known the company better.

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RECRUTING BUDGET

Budget is calculated as per hire and figure is considerably low these days.

Careful manpower planning and forethought by recruiter can reduce the

recruitment costs.

GROWTH AND EXPANSION

An organisation registering growth and expansion will have more

recruting.

RECRUITMENT POLICY

Every organisation derives a recruitment policy from the personnel policy of the

organisation. A recruitment policy helps in taking speedy decisions as regards to

requirement and makes recruitment a no-fuss deal. The recruitment policy

should commit itself to organisations personnel policy like enriching the

organisations human resources, serving the community, absorbing the weaker

sections and dis-advantaged people of the society, motivating the employeesthrough internal promotions, improvingthe employee loyalty to the organisation

by absorbing retrenched or laid-off employees. The recruitment policy when

formulated takes into consideration a few factors. They are:

Government policies

Personnel policies of other cometing organisation.

Organisations personnel policies.

Recruiting sources

Recruting needs.

Recruitment costs.

Selection criteria and preference etc.

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INTRODUCTION TO SELECTION

DEFINITION:

It is the process of differentiating between applicants in order to identify and hire

those with a greater likelihood of success in the job

Selection is a long process commencing from preliminary interview of the

applicant and ending with the contract of employment. Selection is influenced by

several factors, the attitude of selector or pannel of interview, overall viability of

candidate.

SELECTION PROCESS:

After identifying the sources of human resources, seraching for prospective

employees and stimulating them to apply for jobs in an organisation, the

management has to perform the function of function of selecting the right

employees at the right time.

The obivious guiding policy in selection is the intention to choose the best

qualified and suitable job candidate for each unifilled job. The objective of

selection decision is to choose the individual who can most successfully perform

the job from the pool of qualified candidates.

The selection procedure is the system of functions and devices adopted in a

given company to ascertain whether the candidates specifications are matched

with the job specifications and requirements. The selection procedure cannot be

effective until and unless,

Requirement of the job to be filled, have been clearly specified

Employee specifications (physical, mental, social, and behavioral, etc)

have been clearly formulated.

Candidates for screening have been attracted.

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Thus, the development of job analysis, human resources planning and

recruitment are necessary prerequisites to the selection process. A breakdown in

any of these processes can make even the best selection system ineffective.

ESSENTIALS OF SELECTION PROCEDURE

The selection process can be successful if the following requirements aresatisfied:

Some one should have the authority to select. This authority comes from

the employment requisition, as developed by an analysis of the work-load

and work-force.

There must be some standard of personnel with which a prospective

employee may be compared, i.e. a comprehensive job description and job

specification should be available beforehand.

There must be a sufficient number of applicants from whom the required

number of employees may be selected.

SIGNIFICANCE OF SELECTION PROCESS

Selection of personnel for an organization is a crucial, complex and continuing

function. The ability of an organization to attain its goals effectively and to

develop in a dynamic environment largely depends upon the effectiveness of its

selection programs.

In a situation where the right person is not selected, the remaining functions of

personnel management, employee-employer relations will not be effective. If the

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right person is selected, he/she is a valuable asset to the organization and if

faulty selection is made, the employee will become a liability to the organization.

FACTORS AFFECTING SELECTION DECISIONS

The goal of selection is to sort out or eliminate those judged unqualified to meet

the job and organizational requirements, whereas the goal of recruitment is to

create a large pool of persons available and willing to work. Thus, it is said that

recruitment tends to be positive while selection tends to be some what negative.

A number of factors affect the selection decision of candidates. The important

among them are:

(a) Profile matching.

(b) Organizational and social environment.

(c) Successive hurdles.

(d) Multiple correlation

PROFILE MATCHING:

Tentative decision regarding the selection of candidates (who are known) is

taken in advance. The scores secured by these known candidates in various

tests are taken as a standard to decide the success or failure of other candidates

at each stage. Normally, the decision about the known candidates is taken at

interview stage. Possible care is also taken to match the candidates bio-data

with the job specifications.

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ORGANIZATIONAL AND SOCIAL ENVIRONMENT:

Some candidates, who are eminently suitable for the job, may fail as successful

employees due to varying organizational and social environment. Hence,

candidates specifications must match with not only job specifications but also

with organizational and social environmental requirements.

SUCCESSIVE HURDLES:

In this method hurdles are created at every stage of selection process.

Therefore, applicants must successfully pass each and every screening device in

case of successive hurdles.

Hurdles in the process:

a) Application form

b) Written exams.

c) Preliminary interview.

d) Group discussions

e) Test-aptitude, technical etc.

f) Final interview.

g) Medical examination.

h) Reference checks.

i) Line/hiring managers decision.

MULTIPLE CORRELATIONS:

Multiple correlations is based on the assumption that a deficiency in one factor

can be counter-balanced by an excess amount of another. The composite test

score index is taken into accounting the selection tests. Hence, for broader line

cases multiple correlation method is useful and for other successive hurdles

method is useful.

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NEED FOR SELECTION SYSTEM

Every organisation has to follow a scientific selection procedure since problems

with the employee start after the selection and employment. In other words, if an

organisation selects a wrong person, it has to face a number of problems with the

particular employee. In addition to the cost of selection, training and other areas

will become recurring expenditure the company owing to the employee turnover

caused due to improper selection technique.

Every organisation is influenced by the social factors, as it is part and parcel of

the society. Hence, it has to do justice to all sections of the people in providing

employment opportunities. Hence, it should have an objective system of

selection thats should be impartial and provide equal opportunity. Above all, the

organisation should also follow the government rules and regulations regarding

filling up of certain number of the candidates belonging to certain communities

and certain regions.

SELECTION PROCEDURE:

Selection procedure employs seversl methods of collecting information about thecandidates qualifications, experience, physical and mental ability, nature and

behaviour, knowledge, aptitude and the liking for judging whether a given

applicant is or is not suitable for the job. Therfore, the selection procedure is not

a single act but is essentially a series of methods or steps by which different

types of information can be secured through various selection techniques. At

each step, facts may come to light, which are useful for comparision with the job

requirement and employee specifications.

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Chapter-2

RESEARCH METHODOLOGY

DESCRIPTION OF THE RESEARCH

The encyclopedia of social science defines research as the manipulation of

generalizing to extend, correct or verifying knowledge.

This definition highlights the primary purpose of research, via, arriving at

generalizing and the method of manipulations that is an aspect of

experimentation adapted for this purpose.

TITLE OF THE STUDY


RATIONALE BEHIND THE STUDY

Much so is the IT industry where human resource is the main input or ingredient

for its survival. The innovative brain behind every new technology forms the key

factor of the survival of the IT industry. The quality aspect is such an important

element in picking up the right kind of human inputs to make IT industry success.

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So it is very much evident that finding out quality human resource and

streamlining it towards the improvement of IT industry is a Herculean task. The

activity of recruitment and selection takes care of the responsibility of the much

needs quality IT professionals.

The research hence felt the need for a study of the recruitment and selection

process in the IT industry, to understand and analyze the process. Hence an

effort was made to find out the effectiveness of the recruitment and selection

process by actively studying the whole process with the help of four

consultancies. The study has been focused on recruitment and selection

process, the researcher was curious to learn as to how the fulfillment of the

quality IT professionals are made possible and how critical is the process on the

whole. Also deviations from the theoretical aspects were to be learnt and areas

for any possible improvement were to be found out.

STATEMENT OF PROBLEM

For an industry to survive and prosper in the economy, quality resources have to

be utilized. The quality aspect is such an important element in picking up the right

kind of human inputs to make IT industry success. The activity of recruitment and

selection takes care of the responsibility of the much needs quality IT

professionals.

With this background, it is very much felt the need for study and analysis of the

recruitment and selection process in the IT industry, as a vital function of HRM to

feed with a quality workforce.

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OBJECTIVES OF THE STUDY

To analyze the study on recruitment and selection process in IT industry

certain objectives are needed. They are as follows-

To understand the recruitment and selection process with respect

to IT industry.

To compare the practiced process with the theoretical process.

To find out the quality of the professional hired.

To gain a practical exposure and hands-on experience of the

recruitment and selection process.

To study the recruitment models of the IT industry.

To assess the effectiveness of the process practiced by IT

companies.

To recommend suitable recommendations, if any, based on the

findings.

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SCOPE OF THE STUDY

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

requirements of staffing schedule and to employ effective measures for attracting

manpower in adequate numbers to facilitate effective selection of an efficient

working force.

Selection is the process of differentiating between applicants in order to identify

and hire those with a greater likelihood of success in job.

Process scope:

Process scope indicates recruitment and selection procedure, factors considered

at the time of recruitment in an organization and other sources through which

resumes are accessed for fulfilling the requirements.

Content scope:

Specifies the depth and breadth of content provided to support the recruitment

and selection activities in an organization. Contents include procedure followed in

selection process, resumes, database, job portals, internal company websites,

employee referrals and other data from external sources.

Functional scope:

Defines the breadth of recruitment and selection process in an organization. As

this is the part of human resource management- which deals with the selecting a

right candidate for right job. As this HR function supports the process and content

in an organization.

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Organization scope:

Defines the recruitment and selection process in detail of an enterprise. The

scope for this in an organization is narrow or may depends on the size and the

nature of the organization.

RESEARCH DESIGN

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

data in a manner that aims to combine relevance to the research purpose with

economy in procedure.

The study was carried on with the association of four consultancies. The

information gathered was through discussions with recruiters. The study is based

on an Explorative Method.

SOURCES OF DATA COLLECTION

Primary data:

Are original source from which the researcher directly collects data that have not

been previously collected. It includes:

Personal observations.

Discussions with recruiters of consultancies.

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Secondary data:

These are sources containing data, which have collected and complied for

another purpose. The secondary data consists of already compiled statistical

statements and reports whose data may be used by the researchers for the

studies. The data is collected through the following:

HRM textbooks.

HR magazines- HRM review.

HR websites

Other articles from web sites and newspapers.

RESEARCH INSTRUMENT

The data collection was through interview with recruiters of consultancies. Some

personal observations were also made while the interview was conducted for

applicants. A structured questionnaire was used to collect the data.

SAMPLE SCHEME

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

restricted to four consultancies. A structured questionnaire was used to collect

data from 25 recruiters of the consultancies. A convenience sampling

technique was used. So the sample size for the study is 25 recruiters. The

study is restricted to four consultants.

s

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METHOD OF DATA ANALYSIS

The data collected from various sources are analyzed and understood. Some

software was used for analyzing the data. They are MS WORD and MS EXCEL.

MS WORD is used for typing all the information and MS EXCEL was used for

presenting tables and graphs.

LIMITATIONS OF THE STUDY

1. Time constraint.2. The study was limited to only four consultancies.

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Chapter-3

REVIEW OF LITERATURE

CORPORATE RECRUITMENT- AN ART OR A TASK

A recruiter must unlearn and relearn recruiting

Many HR department/HR manager/ corporate recruiters/job consultants etc are

commonly called recruiter, view recruitment as a building block of the

organization and pay the price. The high supply of unemployed population

provides the employer an ample choice to make, but at the same time they

should not ignore employees values.

Each company tries to train and promote people in their functional areas but

tremendous effort has to be made to network these people. The emphasis should

be laid on recruiting diverse manpower in terms of the skill they possess.

The success of any organization depends largely on its workforce. The

organization has to guide the employers to work with full commitment in order to

realize the organizations goals. Changes in the corporate values will have a

lasting impact on the values of the employees. This calls for creative and flexible

recruitment policies in order to retain the talented workers.

In the milieu, people have been caught in these constant corporate shifts inworking out their priorities and react accordingly. Some of major changes

highlighted are:

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1. Employees directing major level of energy away from career and

corporate, climbing toward family and children.

2. Todays fast moving generation is getting to move towards self- reliance.

3. Candidates prefer to choose smaller companies because candidates

prefer fear about being lost to future rightsizing (growth)- small is

appealing.

4. Keep pace by upgrading oneself on the career front.

5. New opportunity with exit plan in place.

6. Candidates are looking for organizations, which are in tune with their own

value system.

THE GOAL OF RECRUITERS

Recruiters should not be just made to advertise vacancies, short-list applicants,

conduct interviews and send appointment letters. They should be made

conscious that they are laying the foundation of the organization. They should notbe asked to choose the best of the available, but should be expected to choose

the most appropriate of the best.

Recruiters should not make false commitments to the applicants about their

perks, future promotions, transfers etc

WHAT SHOULD RECRUITERS DO?

Gone are the days when just a small advertisements in the newspaper fetched

companies a large pool of applications. Recruitment through reference and

newspaper advertisements have given way to online recruitment. Today

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employees choose the best companies to work for. Every recruiter tries to attract

the minimum number of applications from genuine candidates.

It is very essential for a recruiter to make sure that their organization gets noticed

in the clutter and for that they need to build the brand identity of their organization

in the job market. They need to advocate a strong reason to convince a potential

candidate to apply for the job.

On the other hand, the online facility also brings in large number of junk

applications. Here comes the skill of the recruiter in picture, to identify the

competency and suitability of the persons.

WHAT SHOULD RECRUITERS IMPROVE UPON?

The continuous improvement doesnt get restricted only to the technology

adaptation, production quality, financial status, etc., even the recruitment process

has to be continuously improved and ensured that every recruitment cycle

fetches a better employee then the previously recruited.

Just identifying the faults wont solve the purpose. Every recruiter has to evaluate

his performance on the basis of the employees performance. Even if the

employee performs well, the recruiter should not feel satisfied, but constantly try

to improve upon the activities. It should be ensured that minimum activities reap

maximum benefits.

So, it is the key responsibility of the top management that chooses the best

recruiters/team and ensures, the team further recruits the genuine and motivated

people. The paradigm shifts in the environment, future prospects, economic and

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social networking, supply-demand ratio of employees, is an indicator that

corporate recruitment is no more a daily task, but an art to be mastered upon.

THE INDIAN IT A SCENARIO

Modern organizations are facing unprecedented challenges of change.

Globalization technological innovation, the transition to a service economy, rising

expectations of the employees and the customers as well as the need to become

ethical and socially responsible are changing the architecture of the

organizations and also the way people are managed.

In the new millennium, the key to achieve organizational excellence through

HRM involves recruiting, utilizing, and retaining talent. Recruitment as a strategic

lever is intimately linked to all other subsequent HR activities.

The recruitment practices have changes over years. Earlier little systematic

recruitment research existed and it has advanced in a fragmented fashion. Lack

of methodical and professional practices along with inordinate delays were a

cause of frustration for the job applicants. The emergence of strategic human

resource management and the recognition of recruitment as a key strategic lever

led to increased research attention to recruitment issues both at the individual

and organizational level. Many organizations started exploring innovative

recruitment practices for sourcing the executives.

INDIAN IT SCENARIO

The Indian IT industry registered a double-digit growth in employment numbers

during the year 2005. This industry employs more than a million people

according to the latest survey by National Association of Software and Service

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Companies (NASSCOM). The landmark figure was crossed in the financial year

2004-2005.

According to a NASSCOM- McKinsey report, annual revenue projections for

Indias IT industry in 2008 are US$87 bn and market opening are emerging

across the four-broad sectors-IT services software products, IT enabled services,

and e-business.

Human resources are critical to the development of the Indian IT industry. In

keeping with the rapidly changing business scenario, the It companies are

recruiting not only the basis of technical knowledge, but more importantly on the

behavioral aspects (i.e. is cultural skills to fit in within the organization). The

Indian education and training content are not mapped to specific IT career

profiles. Moreover, inadequate soft skills, lack of cross-cultural exposure and

grooming and absence of a multi-disciplinary holistic outlook are some of the

problem area.

To create professionals with international level certificates and accreditation,

NASSCOM and UGS (University Grants commission) are setting up Techno-

Business Skills Development (TSD) centers within the premises of academic

institutions.

RECRUITMENT PRACTICES IN INDIAN IT INDUSTRY

The recruitment practices have undergone a metamorphism during the past two

decades. Traditional sources like advertisement in newspaper, campus interview,

and use of recruitment consultants involved considerable time and cost. At the

same time the problem of high attrition rate continued unabated. To counter

these, organizations started experimenting with more innovative methods of

talent sourcing.

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In todays fast changing scenario, organizations face stiff competition for

attracting and acquiring the right talent. Firms started releasing advertisements in

business/IT magazines, such as Business India, Business World and Dataquest

and also on television (e.g., Top-Jobs ) aspects of their corporate communication

policy. Career fairs and events with video-shows, direct contacts with HR

managers and visiting the companies for actual demonstration have also become

popular for junior management positions.

All the major IT companies have their own websites/job sites. A number of top IT

companies are tied up with leading job-portals in India and abroad. Recently IBM

started using billboards for recruitment advertisement mainly for junior and

middle-level executive positions.

Informal sources of information such as word-of-mouth and referrals are being

used by top IT companies, such as Wipro, IBM, Cognizant Technologies, and

Sky Tech etc. The Employee Referral Incentive Scheme (ERIS) has been

initiated by the top management of these companies aimed at providing

handsome monetary reward to the employees for qualified referrals.

RECRUITMENT TRENDS AND DEVELOPING APPROPRIATE

RECRUITMENT STRATEGIES

Multi-skills, flexible specialization, and self-directed work teams have made the

traditional notions of a job rather outdated. These factors are compelling

organizations to fundamentally rethink and rebuild new recruitment trends and

take new initiatives. This is because Indias Development of Information

Technology (DIT) is trying to position India as a location for innovative

engineering rather than continuing to be known merely as a source of low-cost

software development.

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In order to remain competitive, companies like Cognizant Technologies hire

fresher from other streams also and invest in their training. To improve

teamwork, preference is given to those who can add value and possesses

complementary skills.

Companies have to sell themselves aggressively and at the same time create

better image to attract the talent. Many companies resort to re-hire arrangements

wherein giving preference to ax-employees. Expatriates engineers are also a

source of recruitment to many.

Realizing the complex and varying needs, Wipro and a number of other

companies created a recruitment wing separate from HR department. This brings

focus to the resource function. To develop employees for future challenges IBM,

Motorola, and other organizations established corporate universities, which link

employees learning to organizational strategy. To reduce attrition rate many IT

companies are hiring fresher or trainees from ordinary institutes.

Some trends that are completely redefining the field of executive search and

selection include just-in-time hiring (hiring on a continual basis). Wipro InfoTech

has adopted Just-in-time approach to optimize resource costs and at time make

resources available. On-demand. The methodology used determining recruitment

numbers in Indian Companies are fast changing. Companies such as Infosys are

using quantitative methodologies based on current and projected business plan.

The use of Business Intelligence (BI), software is challenging the recruitment

scenario. Traditionally used in the areas of distribution, sales, marketing and

logistics, it is now being to make the hiring process effective. Data analysis plays

a crucial role here. BI can help recruiters

To identify zone/cities/companies/media from where they can recruit

talent.

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360 selection program.

SELECTION BY INVITATION:

Management observes the performance of key executives of competitors. If the

performance of key executives is excellent or the key executives are change

agents, the management invites such executives to join the organization by

offering attractive salary and benefits. Thus, the significant performance of the

executives forms basis for selecting them by invitation.

LEASING PRESENTLY:

The organizations need to employ specialists to take-up the highly skilled jobs.

In fact, the changes in technology demand highly skilled employees. It would be

very difficult to small organizations to employ the skilled employees as they

demand high pay. Added to this employees may not have enough work. These

factors enabled the consultancy organizations to employ experts and depute

these employees to the needy companies on lease. These consultancy

organizations are principal employers and the needy organizations draw therequired employees from the pool on lease and pay the agreed fee to the

consultancy firms. The consultancy firms pay the salary to the employees.

This type of arrangement is beneficial to the consultants, employees on lease

and the industrial organizations. The business organizations can utilize the

services of the experts with less cost. The employees get high pay and benefits.

The leasing company derives surplus from its charges and fees.

36 0 SELECTION PROGRAM:

Normally superiors administer the selection tests and interviews. They judge the

fit between the job and the candidate. But the employee skills, knowledge and

performance affect not only superiors but also subordinates and the employees

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of the same level. Hence, the organizations started involving the subordinates

and the employees of the same level in administering the employment tests and

interviews. This type of selection program is called 360 selection program.

RECRUITMENT PROCESS OUTSOURCING

MEANING:

Recruitment Process Outsourcing (RPO) is a form of business process

outsourcing where an employer outsources or transfers all or part of its

recruitment activities to an external service provider.

RPO may involve the outsourcing of all or just part ofrecruitment functions and

process. The external service provider may serve as s virtual recruitingdepartment by providing a complete package of skills, tools, technologies and

activities. Or, RPO may involve occasional recruitment support, for example

temporary, contingency and executive search services.

HISTORY:

While temporary, contingency and executive search firms have provided RPO

services for many decades, the concept of an employer outsourcing the entire

recruiting process wasn't first realized in the mid-to-late 1990S.

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It is claimed that the impetus for RPO was s shortage of skilled labour created by

the dot-com boom and RPO was created to fill the gap. However, cutting costs is

often cited as the main reason for other forms of business process outsourcing

and this may also be the case for RPO.

The use of RPO is also said be influenced by labour force trends. Workers

change employers more often than previous generations, which were often

employed by the same organization for their entire working life. De-regulated

labour markets have also created a shift towards contract and part-time labour

and shorter work tenures. These trends increase recruitment activity and may

encourage the use of RPO.

BENEFITS:

1. RPO's promoters claim that the solution offers improvement in quality,

cost, service and speed.

2. RPO providers claim that an economy of scale enables them to offer

recruitment processes at lower cost while economies of scope allows

them to operate as high-quality, specialists. Economies of scale and

scope are said to arise from a larger staff of recruiters, databases of

candidate resumes, and investment in recruitment tools and networks.

3. RPO solutions are also claimed to change fixed investment costs into

variable costs that vary with fluctuation in recruitment activity. Companies

may pay by transaction rather than by staff member, thus avoiding under-

utilization or sacking recruitment staff when activity is low.

PROBLEMS:

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1. Outsourcing of company processes may fail or prove a poor organizational

fit. Improperly implemented RPO could reduce the effectiveness of

recruitment.

2. The costs charged for recruitment transactions may total more than the

cost of the internal recruitment department.

3. RPO service providers may fail to provide the quality or volume of staff

required by their customers.

4. Placing all recruitment in the hands of a single outside provider may

discourage the competition that would arise if multiple recruitment

agencies were used.

5. An RPO solution may not work if the company's existing recruitment

processes are performing poorly. An RPO solution may not work if theservice provider has inadequate recruitment processes or procedures to

work with the client.

6. RPO may not resolves difficulties that organizations have hiring staff when

potential employees perceive them negatively. This will instead require

improved branding and an adjustment of image.

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7. Organizations with efficient hiring process that are viewed as employers-

of-choice by potential staff may stand to gain negligible benefits from

RPO.

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WHAT ARE PSYCHOMETRIC TESTS?

Psychometrics is a part of psychology concerned with determining a persons

aptitude towards different kinds of jobs. Psychometric tests are designed to

produce a quantitative assessment of one or more psychological attributes like

reasoning ability, interests, propensity, and disposition, etc.

A psychometric test is a structure technique used to generate a careful sample of

behaviour. This behavior sample is used to make inferences about the

psychological attributes of people, who have been tested on attributes like

intelligence, self esteem etc. By definition, psychometric tests may vary from

organization to organization. Myers Briggs Type Indicator (MBTI) and PF 16

are two common types of tests. However, the objective remains the same: to

screen candidates at the initial stage of recruitment. In a majority the

psychometric tests, there are statements or situations to which a person

responds. There are also tests which have pictures and abstracts. The experts in

the field advise Psychometric tests are highly reliable and the success rate is

high, provided a standardized test is being used and depending on the objective

it is developed for. However, psychometric testing should not be used as a stand

alone technique.

Tests essentially fall into two main groups, ability and personality. Personality

testing helps to build a profile of characteristic, behavioral style and personality.

Ability and aptitude testing measure natural talent, and current and future

potential. Psychometric tests are usually given in the form of paper and pencil

questionnaires, but can also be computer-administered. In its simplest form, a

test will have a set of questions or tasks for the subject to complete, known as

test items. However, simulations like intray exercises which may consist of

memos, letters, etc that give feedback on the abilities like organizing, decision,

decision making and written communication are becoming increasingly popular in

testing used by employers, says a Manager- Recruitments, of a large company.

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ADOPTING PSYCHOMETRIC TESTS:

The prime objective of the test is to penetrate deeper and deeper into the

candidates psyche. The multistage test strives to find out the most from a

candidate. Some of the most important thing about the people cannot be easilydone by observation and interviews. His/Her attitude, personality characteristics,

abilities and aptitude cannot be viewed directly. Psychometric assessment is

assessing a person and also measuring the psychological differences between

people asserts a HR Professional. Also the results have shown that the accuracy

level through psychometric tests is nearly 85% whereas through traditional

modes, it is around 65%.

The business scenario in India is getting more complex. Companies are also

realizing that domain knowledge is not tha only trait a candidate needs to have;

key attributes like EQ also play significant role in creating a win-win situation for

all concerned. Psychometric testing is a useful tool while planning development

programs for employees. It can also be used as an additional source of

information as an behavioral aspects of a candidates personality as an aid for

making hiring decisions post the interviews.

Psychometric Testing in India (like all over the world) is bound to grow rapidly-

but there is a need to train qualified psychometric assessors.

However psychometric tests are not a panacea to all the recruitment maladies.

They should not be used as a standalone technique and should be used as one

of the special options of recruiters. At the same time, professionals also need to

be specially trained to carry out tests. If this is done, candidate selection and

hiring will become a whole lot less tedious.

Testing is also growing more sophisticated; apart from detailed questionnaires,

data mining like finding out more about the music someone likes, the books they

prefer to read and even the e mail IDs they choose can say a lot about an

individual and his personality if used prudently. If used inappropriately, these

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tests can be quite useless and possibly harmful said a psycho-analysis expert in

the field.

DIFFERENT TYPES OF PSYCHOMETRICS TESTS USED IN

SELECTION PROCESS

Tests are classified into five types. They are:

(i) Aptitude tests

(ii) Achievement tests

(iii) Situational tests

(iv) Interest tests

(v) Personality test

1. APTITUDE TESTS:

These tests measure whether an individual has the capacity or latent ability to

learn a given job if given adequate training. Aptitudes can be divided into general

and mental ability or intelligence and specific aptitude such as mechanical,

clerical, manipulative capacity etc.

Intelligence Tests:

These tests in general measure intelligence quotient of a candidates. In detail

these tests measure capacity for comprehension, reasoning, word fluency, verbal

comprehension, numbers, memory and space .Other factors such as digit spans

both forward and backward, information known, comprehension, vocabulary,

picture arrangement and object assembly.

Though these tests are accepted as useful ones, they are criticized against

deprived sections of the community. Further, it is also criticized that these tests

may prove to be too dull as a selection device.

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2. ACHIEVEMENT TESTS:

These tests are conducted when applicant claims to know something as these

tests are concerned with what one has accomplished These tests are more

useful to measure the value of specific achievement when an organizationwishes to employ experienced candidates.

These tests are classified into:

(a) Job Knowledge test; (b) Work sample test.

Job Knowledge Test:

Under this test a candidate is tested in the knowledge of a particular job. For

example, if a junior lecturer applies for the job of a senior lecturer in commerce,

he may be tested in job knowledge where he is asked questions about

Accountancy principle, Banking, Law, Business Management etc.

Work Sample Test:

Under this test a portion of the actual work is given to the candidates as a test

and the candidate is asked to do it. If a candidate applies for a post of lecturer inManagement he may be asked to deliver a lecture on Management Information

System as work sample test.

Thus, the candidates achievement in his career is tested regarding his

knowledge about the job and actual work experience.

3. SITUATIONAL TEST:

This test evaluates a candidate in a similar real life situation. In this test the

candidates is asked either to cope with the situation or solve critical situations of

the job.

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(a) Group Discussion:

This test administered through group discussion approach to solve a problem

under which candidates are observed in the areas of initiating, leading, proposing

valuable ideas, conciliating skills, oral communicating skills, coordinating andconcluding skills.

(b) In Basket:

Situational test is administered through in basket The candidate, in this test, is

supplied with actual letters, telephone and telegraphic message, reports and

requirements by various officers of the organization, adequate information about

the job and organization. The candidates is asked to take decisions on various

items based on the in basket information regarding requirements in the

memoranda.

4. INTEREST TEST:

These tests are inventories of the likes and dislikes of candidates in relation

to work, job, occupations, hobbies and recreational activities. The purposes of

this test is to find out whether a candidate is interested or disinterested in the job for which he is a candidate and to find out in which area of the job

range/occupation the candidate is interested. The assumption of this test is

that there is a high correlation between the interest of a candidate in a job and

job success. Interest inventories are less faked and they may not fluctuate

after the age of 30.

5. PERSONALITY TESTS:

These tests prove deeply to discover clues to an individuals value system,

his emotional reactions and maturity and characteristic mood. They are

expressed in such traits like self-confidence, tact, emotional control, optimism,

decisiveness, sociability, conformity, objectivity, patience, fear, distrust,

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initiative, judgment dominance or submission, impulsiveness, sympathy,

integrity, stability and self-confidence.

(a) Objective Tests:

Most personality tests are objective tests as they are suitable for group testing

and can be scored objectively.

(b) Projective Tests:

Candidates are asked to project their own interpretation of certain standard

stimulus situations basing on ambiguous pictures, figures etc, under these

tests.

Personality tests have disadvantage in the sense that they can be faked by

sophisticated candidates and most candidates give socially acceptable answers.

Further, personality inventories may not successfully predict job success.

EMPLOYEE REFERRALS IN RECRUITING

Employee referral -is a system where an existing employee refers the resume of

his or her contact for an opening in the same organisation.

Indian companies started looking at employee referrals from the end 2001.

However, no one was really active till recently. On an average employee referrals

account for over 40% of Indias IT hiring and its likely to cross 60% in the next

couple of years.

With the cost of hiring starting to burn deep holes in their pockets, Indian tech

corporates are betting high on the Bring your Buddy policy.

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When recruitment is outsourced a single, entry level hire costs a minimum of Rs.

20,000, while this can go over Rs. 50,000 in those with 1-3 years experience and

even a couple lakhs of rupees in case of senior-level recruits. When the same

hiring is routed through employee referrals, the cost comes down by 80%. Thats

where referrals getting employees to recommend their friends, family members

and relatives etc.,make great financial sense to enterprises.

Many IT companies have already put a 40% bar on outsourced hiring, and are

busy dishing out attractive bonuses and cash incentives for employees to

encourage referrals. Bringing buddies to work fetch employees between Rs.

10,000 to Rs. 50,000 depending on the position, profile and package, of the

recruit.

Advantages:

It saves time in sourcing the resumes from different job portals and

database etc.

It ensures right kind of candidate for right job.

It is cost effective.

If a candidate is referred and is selected, the person who referred will berewarded, if the candidate servers continiously for more than 3 months.

For multiple referrals, there are quarterly sshemes of rewards, the awards

of which are over and above the monetary rewards. For 1-15 referrals and

the highest prize is a bike.

Employee referrals acts as an employee morale for an individual in the

organisation. In turn that employee works for the prouductivity of the

organisation.

Employee referrals account for around 40% of lateral hiring in Infosys. Its quality

and cost-effective way of hiring said the VP & Head of HR Infosys Technologies.

Referrals reduce costs by over 60% and brought in around 2,000 of Patnis

recruits, of the total recruitment of 4,400.

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Wipro Technologies, said employee referrals are also an effective tool to stem

the tide of attrition. When friends work together, they are seen to be less likely to

leave a company soon. Referrals help culture adaptation and tech familiarity.

HR-global head of TCS says the number of those hired through the employee

referral channel has increased in the last two years by almost 175% in the

company and expect this to increase further by 50% this year despite a higher

recruitment base.

SAP Labs India hired 60% of its 3,000 fresh recruits through referrals as against

30% the previous year. Cisco hires 55% to 60% of employees through referrals

in India. Employees are the best means to attract new talent because they

understand the culture and psyche of the organization.

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Chapter-4

IT INDUSTRY STUDY

RECRUITMENT AND SELECTION PROCESS IN IT

INDUSTRY

In the new millennium, the key to achieve organizational excellence through

HRM involves recruiting, utilizing and retaining talent. Recruitment as a strategiclever is a intimately linked to all other subsequent HR activities.

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

requirements of the staffing schedule and to employ effective measured for

attracting manpower in adequate number to facilitate effective selection of an

working force.

Recruitment is the discovering of potential applicants for archial or anticipated

organizational vacancies.

Selection procedure employs several methods of collecting information about the

candidates qualifications, experience, physical and mental ability, nature and

behaviour, knowledge, aptitude and the liking for judging whether a given

applicant is or is not suitable for the job. Therfore, the selection procedure is not

a single act but is essentially a series of methods or steps by which different

types of information can be secured through various selection techniques. At

each step, facts may come to light, which are useful for comparision with the job

requirement and employee specifications

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STEPS OF HIRING IN IT INDUSTRY

MANPOWER REQUISITION FORM

A detailed job analysis is conducted to identify the skills required to do a job, the

sources, which can be tapped and hence making the sourcing focused. Hence

the primary objective of the generation of the manpower requisition form is to

identify what the job entails and what an incumbent employee must posses to

perform successfully on the job.

Contents of manpower requisition form

Job description Job specification

Job title Education

Location Experience

Job summary Behavioral skills

Duties Specific functional skills

Job role Industry required experienced

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STRATEGY DEVELOPMENT

Once it is known the number and type of recruits are required consideration is

given to

1. Sources or recruitment to be considered

This step would enable analyzing cost benefit of recruitment-

Job Portals

Internal Candidates

Advertisement on company websites

Campus placements

Walk-ins

2. Companies where the required hires may be employed- keeping the

information about the companies where in the desired applicant would be

employed helps in sourcing the candidates on a job portal.

3. Time constraint- time frame is laid down for each step in recruitment. It

also helps in control and evaluation of the process.

This gives the staffing members involved a clear idea of any requirement or

hurdles in the process.

C. SOURCING RESUMES FOR REQUIREMENT

1. JOB PORTALS

The most preferred job portals by the industry are Naukri.com,

Monster.com and Times of India.com.

Following are the services provided by it:

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Search resumes

a) Advanced search: go through the entire CV and search for

the specific details like current employer, designation, key

skills, experience etc. the search should be comprehensive

and powerful. It should be focused depending on the

requirement of the recruiter.

b) Full resume search: search the entire CV. The search should

be broad nothing important about the applicant should be

missed.

c) Role search: head hunt using the role and designation of the

applicant to get the targeted results.

d) Basic search: it is useful for the initial search. Yields targeted

results for instance sales manager.

Review/manage/modify job postings

Keywords that describe the job, fields to be searched and dates

can search postings.

Repost inactive jobsKeywords that describe the job, fields to be searched and dates,

job types Can search posting.

D. EMPLOYEE REFERRALS

This position is made open to existing employees for referring friends and family.The documents containing the details of manpower requisition from are pasted

on various notice boards through out the premises of the organization and also

mailed to all the employees of the company. They also mention the name, e-mail

address and contact number of the staffing partner concerned.

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The response is captured on a excel sheet containing the details of the employee

referred, name of the candidate who is being referred, his or her experience,

qualification, skills, location. The employee who refer suitable candidate are

awarded the referral amount is given only after the candidate completes its three

months of services in the organization.

E. COMPANY WEBSITE

The open position is also published at the company website. This is done

through the help of corporate communication department. The details regarding

the position, contact details and minimum qualifications and skills required for the

job are given and response is received. The response is received and is sorted

out in the same manner as employee referral. The details of the candidates are

maintained in an excel sheet and used as source of database. This is revised

regularly.

F. DATABASE

The database is maintained in an excel sheet format and consists of resumes

sent to the business manager with details of candidates profile, comments of the

manager, interview date etc. if the requirement is such that a candidate is found

not suitable for a position in one business unit, is found suitable for another unit,

the candidate is then found reconsidered for an opening in the organization. By

applying various filters of qualification, experience, position or employer the data

is made accessible in recruitment database. The database should be updated

regularly in terms of qualification of the candidate and resumes should be sent to

business manager.

An updated database is one of the important efforts to be made to streamline the

hiring process.

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SELECTION PROCESS IN IT INDUSTRY

1. SELECTION TESTS:

The tests that are conducted are purely technical and aim at knowing the

technical know-how of the candidate. The test is conducted only for those

candidates with less than three years of experience. Following are the

tests conducted:

Technical paper-one hour.

Aptitude test-30 minutes.

English paper-10 minutes.

Staffing team changes the paper every three months changes test paper.

The cut- off mark is hence different for different papers.

2. TECHNICAL ROUND OF INTERVIEW:

The most favored is selection technique used by most of the

organizations. Interview is an in-depth formal conversation conducted toevaluate the applicants acceptability. It is considered to be an excellent

selection device. Its popularity is because of its flexibility; it can be

adapted easily to managerial skilled, unskilled and profession employees.

It allows a two-way exchange of information, the technical team about the

applicant also learns about the organization.

The selection interview consists of an extensive technical discussion;

where in the technical team asks various technical questions to the

applicant.

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The applicant is also asked to make presentations, draw technical

diagrams etc. it is necessary that a panel of at lest three people take the

interview so that subjectivity is not included.

Initially the colleagues of vacant profile take the interview and then only

there is a final interview by project manager or senior manager.

3. HR ROUND OF INTERVIEW:

The HR round of interview is not just a formality, apart from salary

discussions and negotiations and various non-technical abilities such as

ability to work under stress, decision-making skills and time management

are assessed in the HR round of interview.

The HR round is to ensure that the candidate and the organization is not a

mismatch in terms of work culture, aspirations etc.

After discussing about the candidate with the technical team HR gives its

final decision.

4. SELECTION DECISION:

After obtaining the information through preceding steps, selection

decision-the most crucial part of all steps must be made. The views of

managers will be generally considered in the final selection because it is

he who will be for the performance of new employee. The HR teams also

play a crucial role in the selection process.

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5. REFERENCE CHECKS:

The organization requests the names, address and occupations for the

purpose of verifying information perhaps gaining additional background

information of an applicant.

Although listed on the application form, references are not usually

checked until an applicant has successfully reached fourth stage of

sequential process.

Previous employers, colleague can act as good references. Previous co-

workers are preferable because they are aware of the applicants

performance.

Reference checks serve two papooses-

To gain about the potential employee from people who have

previous experience with him or her.

To assess the potential success of a prospect.

6. MEDICAL TEST:

After selection decision and before the job offer made the candidate has to

undergo a physical fitness test. A job offer is contingent upon the

candidate being fit after physical examination.

Following are the objectives of physical fitness test-

To detect if the individual carries any infectious disease.

The test assists in determining whether the applicant is physically fit

to perform the work.

Medical check-up protects with health detects from undertaking

work that could be detrimental to them or otherwise endanger the

employers property.

Finally, medical examination will protect employer from workers

compensation claims that are not valid because the injuries or

illness were present when the employee was hired.

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7. JOB OFFER:

The final step in the selection process is the job offer. This offer is made

through an offer letter. The offer letter is final confirmation from the

organization as to the person has cleared all selection criteria except the

medical test.

Following are the contents of the offer letter:

Designation.

Date of joining.

Location.

Business unit.

Salary break up.

Timing of office.

Documents to be brought while joining medical to be conducted.

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TABLE- 1

SOURCING OF RESUMES FOR REQUIREMENTS

Sources No of recruiters % Of sources used

Job portals 5 20

Advertisements 5 20

Database 3 12

Employee referral 9 36

Consultancy 3 12

Total 25 100

Source: survey data

Analysis: It is observed that 36% of the resumes are sourced through employee

referral, 20% of the resumes are sourced through job portals, 20% of them

trough advertisements, 12% of the resumes are sourced through database and

12% of them are sourced through consultancies.

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CHART-1

SOURCING OF RESUMES FOR REQUIREMENTS

sourcing of resumes for requirements

20 20

12

36

12

0

5

10

1520

25

30

35

40

job portals advertisements database employee

referral

consultancies

Sources

P

ercentage

ofsources

Inference: From the chart we can infer that most of the resumes are sourced

through employee referral and other resumes through job portals, advertisementsand some through database and consultancy.

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TABLE-2

FACTORS CONSIDERED AT THE TIME OF RECRUITMENT

Factors No of recruiters % of factors

Technical knowledge 8 32

Qualification 4 16

Work experience 4 16

Communication skill 2 8

All the above 7 28

Total 25 100

Source: Survey data

Analysis: It is observed from the table that, 32% of them prefer technical

knowledge at the time of recruitment, 28% of them prefer all the above-

mentioned factors, 16% of them prefer for qualification, 16% of them work

experience and 8% of them prefer for communication skill at the time of

recruitment.

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CHART-2

FACTORS CONSIDERED AT THE TIME OF RECRUITMENT

Factors considered at the time of recruitment

32

16 16

8

28

0

5

1015

20

25

30

35

technical

knowledge

qualification work

experience

communication

skill

all the above

Factors

Percentag

e

offactors

Inference: From the chart we can infer that all the factors like technical

knowledge, qualification, work experience, communication skill is considered at

the time of recruitment. Most preferred is technical knowledge at the time of

recruitment.

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TABLE-3

LEVEL OF ACCEPTANCE FOR RECRUITMENT PROCESS BEING

OUTSOURCED FOR NEW ORGANIZATION

Acceptance No of recruiters % of acceptance by

recruiters

Yes 20 80

No 5 20

Total 25 100

Source:Survey data

Analysis: It is observed that, 80% of the recruiters feel that recruitment process

should be outsourced for new organization and 20% of the recruiters feel that

recruitment process should not be outsourced for new organization.

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CHART-3

LEVEL OF ACCEPTANCE FOR RECRUITMENT PROCESS BEINGOUTSOURCED FOR NEW ORGANIZATION

Acceptance for recruitment process outsourced for new

organisation

yes

80%

no

20%

yes no

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

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TABLE-4

IMPLEMENTATION OF MODERN TECHNOLOGY IN

RECRUITMENT MAKES RECRUITMENT PROCESS EASY

Acceptance No of recruiters % of acceptance

Yes 18 72

No 7 28

Total 25 100

Source: Survey data

Analysis: It is observed that 72% of the recruiters feel that implantation of

modern technology in recruitment makes the process easy and 28% of them feel

that its implantation is not easy.

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TABLE-4:

IMPLEMENTATION OF MODERN TECHNOLOGY IN

RECRUITMENT MAKES RECRUITMENT PROCESS EASY

7228

0

20

40

60

80

Percentage of

acceptance

yes no

Acceptance

Implementation of modern technology in recruitment makes

recruitment process easy

Inference: From the chart it is observed that most of the recruiter feels that

implementation of modern technology in recruitment makes the recruitment

process easy.

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TABLE-5

FACTORS INFLUENCING CANDIDATES TO JOIN AN

ORGANIZATION

Influential factors No of recruiters % of influential factors

Pay package 6 24

Corporate image 3 12

Abroad opportunities 1 4

All the above 5 60

Total 25 100

Source: survey data

Analysis: It is observed that 60% of recruiters feel that all the above factors like

attractive pay package, corporate image and abroad opportunities influences a

candidate to join an organization, 24% of them feel that they join for attractive

pay package, 12% of them feel that they join for corporate image of the

organization and 4% of them feel that they join for abroad opportunities.

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CHART-5

FACTORS INFLUENCING CANDIDATES TO JOIN AN

ORGANIZATION

Factors influencing candidates to join an organisation

24

12

4

60

0

10

20

3040

50

60

70

pay package corporate image abroad opportunity all the above

Factors

Percentage

offactor

Inference: From the chart it is observed that all the factors like attractive pay

package, corporate image, and abroad opportunities etc influences a candidate

for joining an organization.

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TABLE-6

OPINION FOR RECRUITMENT PROCESS BEING OUTSOURCED

FOR NEW ORGANIZATION

Opinion No of recruiters % of opinions

Good 14 56

Average 7 28

Poor 4 16

Total 25 100

Source: Survey data

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

to outsource their recruitment, 28% of them feel recruiting is average when

outsourced and 16% of them feel that recruitment process when

outsourced it will be poor.

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CHART-6

OPINION FOR RECRUITMENT PROCESS BEING OUTSOURCED

FOR NEW ORGANIZATION

opinion for recruitment process being outsourced

good

61%

average

25%

poor