Recruitment and Selection

INTRODUCTION
1.1 General introduction of the study
Where would the introduction of a human resource management system benefit your
organization the most?

The shift from traditional personnel management to human resource management has
mirrored a growing realization by organizations of the important contribution that
employees make within the organization and that by consolidating this contribution
the organization can maximize strategic objectives. In this context here I am
considering recruitment and selection as my topic for the study in Deepthi Solutions.
These are two important processes in human resources management which energizes
an organization to recruit and select the right people for gaining competitive
advantage.

Recruitment is the process of defining a job and attracting applicants for the vacant
post.
Selection is the process of choosing the most appropriate candidate to fill the post
from among all those who apply.

Deepthi Solutions. is a Full Service Software Development Company providing

Business and Technology Solutions to blue-chip companies ranging from Fortune 500
corporations to prominent regional players in the U.S.A., Far East, Middle East and
India. Deepthi Solutions usually engages with clients as a strategic partner, involving
it right from the conceptual and planning stages.

Deepthi Solutions combines onsite consulting and offshore development

methodologies to leverage the domain expertise of over 200 specialists and create
sustainable competitive advantage – offering superior ROI, seamless collaboration
and faster time-to-market to clients worldwide.

Deepthi Solutions has evolved over the years as a mature software solutions provider
with a long list of loyal clients including GE, ABB, HP, Philips, LG Polymers,

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Recruitment and Selection

Hoechst, ABN AMRO and more. Deepthi Solutions has also been responsible for
building a chemical industry vertical in MBS Axapta marketed worldwide by
Microsoft.

Being one of the earliest SAP and Siebel implementation companies with a track-
record dating back to 1997 when it became one of the two companies in India with a
valid SAP license for internal training, Deepthi Solutions is admired not only for its
technological prowess but also deep domain insights honed over hundreds of
successful client-engagements.

“Business = Customers”
“Customers are your greatest competitive advantage”.
Typically, 20% of customers bring you 80% of business. Your growth depends on the
growth of their numbers. A unified view of your customer-base can help you identify
high-value customer segments early on to map your customer touch-points to their
preferences and tailor your customer interactions to their expectations.

1.2 Theoretical background of the study:

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Recruitment and Selection

The Human Resources Management (HRM) function includes a variety of activities

and key among them is deciding what staffing needs you have and whether to use
independent contractors or hire employees to fill these needs, recruiting and training
the best employees, ensuring they are high performers, dealing with performance
issues, and ensuring your personnel and management practices conform to various
regulations. Activities also include managing your approach to employee benefits and
compensation, employee records and personnel policies. Usually small businesses
(for-profit or nonprofit) have to carry out these activities themselves because they
can't yet afford part- or full-time help. However, they should always ensure that
employees have -- and are aware of -- personnel policies which conform to current
regulations. These policies are often in the form of employee manuals, which all
employees have.

Note that some people distinguish a difference between HRM (a major management
activity) and HRD (Human Resource Development, a profession). Those people
might include HRM in HRD, explaining that HRD includes the broader range of
activities to develop personnel inside of organizations, including, eg, career
development, training, organization development, etc.

There is a long-standing argument about where HR-related functions should be

organized into large organizations, eg, "should HR be in the Organization
Development department or the other way around?"

The HRM function and HRD profession have undergone tremendous change over the
past 20-30 years. Many years ago, large organizations looked to the "Personnel
Department," mostly to manage the paperwork around hiring and paying people.
More recently, organizations consider the "HR Department" as playing a major role in
staffing, training and helping to manage people so that people and the organization are
performing at maximum capability in a highly fulfilling manner.

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. Either way it may

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Recruitment and Selection

involve advertising, commonly in the recruitment section of a newspaper or in a

newspaper dedicated to job adverts. Employment agencies will often advertise jobs in
their windows. Posts can also be advertised at a job centre if they are targeting the
unemployed.

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 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 numeric and literacy. A candidate may also be assessed on the basis of an
interview. Sometimes candidates will be requested to provide a résumé or to complete
an application form to provide this evidence.

Performance-based selection is a fair, accurate and highly-integrated method of

attracting and hiring top performing employees each and every time. Performance-
based selection leads to increased worker productivity (up to 50 per cent improvement
for some positions), which can save companies thousands of dollars in training and
performance management time. It can also reduce recruitment costs by up to 40 per
cent per vacancy and reduce turnover by up to 20 per cent.

Job applicants perform key components of the actual job and are assessed on their
technical skills, ability to solve day-to-day problems and on their overall ability to
perform other regular duties of the position. Applicants are rated fairly and accurately,
allowing hiring staff to quickly differentiate between those who can perform all
aspects of the job and those who only say they can. Performance-based selection
allows HR staff and hiring managers to quickly and accurately identify top performers
each and every time.
Performance-based selection can be applied to all types and levels of jobs. It has been
used to successfully hire clerical, trade, technical, medical, professional, sales,
managerial and executive positions. The reason it can be applied to such a large cross-

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Recruitment and Selection

section of jobs is because of the nature of work. Typically, there are three stages of
work common to all jobs.

The first stage involves gathering or being given information or raw materials. The
second stage involves processing or transforming this information or raw materials
into useful products or services. By processing, we also mean analyzing, modifying or
making appropriate decisions. The third stage involves delivery of an outcome, a
product or a service. And each worker’s ability and approach to delivery has a lot to
do with how well they perform on the job.

The recruiting and selection process can best be envisioned as a series of hurdles.
Recruiting and selection require:

Doing employment planning and forecasting to determine the duties of the positions
to be filled. Building a pool of candidates for these jobs by recruiting internal or
external candidates. Having the applicants fill out application forms and perhaps
undergo an initial screening interview.

Utilizing various selection techniques such as tests, background investigations, and

physical exams to identify viable job candidates.

Sending to the supervisor responsible for the job one or more viable job candidates.
Having the candidates go through one or more selection interviews with the
supervisor and other relevant parties for the purpose finally determining to which
candidates an offer should be made.

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 Recruitment and Selection

Employee Recruiting:
planning and Build a pool
forecasting of candidates
C Candidates

Use selection
Applicants
tools like tests Final interview
complete
to screen out
application
applicants
forms

The recruitment and selection process is a series of hurdles aimed at selecting the best
candidate for the job.

Sources of recruitment

Internal sources of candidates:

Although recruitment may bring to mind employment agencies and classified ads,
current employees are often being largest source of recruitment position filled
internally

Filling opened position with inside candidates has several advantages. Employees see
that competence is rewarded and morale and performance may thus the enhanced.
Promotion from within can boost employee commitment and provide managers a long
term prospective when making business decisions.

Employment agencies as a source of candidates:

There are 3 basic types of employment agencies:
Those operated by central, state or local governments.
Those associated with non profit organization.
Privately owned agencies.

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Recruitment and Selection

Advertising as a source of candidates:

To use help wanted ads successfully it needed to address 2 issues: the media to be
used and the ad’s constructions. The selection of the best medium-be it the local
paper, or a technical journal-depends on the type of position for which you are
recruiting.

Referrals and walk-Ins as a source of candidates:

Employee referral programs are popular of the firms responding to one survey,40%
said they used an employee referral system and hire about 15%b of there employees
through such referrals. A cash award for referring candidates who are hired is the most
common referral incentives.

Walk-ins are a major source of applicants. All walk-ins should be treated courteously
and diplomatically for the sake of both by employer’s community reputation and
applicants self esteems.

Recruiting on the internet:

Computers are playing a bigger and bigger role in helping employers recruit
employees today. Computer application range from recruiting on the internet to
automatically.

Steps in Performance-based Selection

Step 1: Performance-based job analysis to identify essential qualifications: An
activity-based job analysis of what the employee actually does is undertaken to
identify the position’s essential qualifications. The knowledge, skills and abilities the
employee must have to perform well on the job are obtained by interviewing work
experts and reviewing background documents. This essential step provides a road map
to guide you through the selection process.

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Recruitment and Selection

Step 2: Performance-based job descriptions: An up-to-date and accurate job

description will help applicants and new employees understand the duties of the job.
Performance-based job descriptions are a systematic, consistent and accurate
summary of the job and best of all; they can be developed and updated in minutes.
Step 3: Performance-based recruitment ads: Performance-based recruitment ads
highlight the essential qualifications of the vacancy and require applicants to submit a
customized application for that job, itemizing how they meet each of the required
essential qualifications. These ads can also reduce advertising expenses by up to 50
per cent while significantly improving applicant quality. Since these ads target top
performers and discourage unqualified and uncommitted applicants from applying,
significant time is saved during the resume screening phase of the selection process.
Staff can then devote more time to screening in the best applicants.
Step 4: Performance-based resume screening: Resumes are screened using a checklist
of essential qualifications to quickly and accurately identify how well each applicant
meets all of the job’s requirements. A written record of each screening decision will
then be available for review or applicant feedback. This highly organized, yet
straightforward, process significantly reduces screening time and makes resume
screening decisions accurate and easy.
Step 5: Realistic job previews: Short-listed applicants are given a realistic job
preview over the telephone to save time, eliminate uncommitted applicants from the
process and reduce turnover by up to 20 per cent. Both the good and the more
unsavory or highly challenging aspects of a job are revealed to applicants, allowing
them to back out of the selection process early, saving time and money for all
involved.
Step 6: Performance-based Micro Assessments: Micro Assessments are written
exercises given to the short-listed applicants. They are based on a sample of the key
duties and challenges of a position. Since more than one applicant can perform the
exercises simultaneously, the time commitment required to monitor these exercises is
minimal. Best of all, only truly qualified applicants will proceed to the interview,
saving significant time for both HR staff and hiring parties. Micro Assessments are
ideally suited for electronic and/or Internet-based recruitment and selection, as
applicants can complete these exercises and submit their responses electronically.

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Recruitment and Selection

Step 7: Performance-based rating scales: These unique, yet simple to use, rating
scales quickly and fairly assess the completeness and correctness of applicant
responses to Micro Assessment exercises and performance-based interview questions.
They also ensure the accuracy and reliability of managers’ ratings.
Step 8: Performance-based interviewer training: This type of training teaches
interviewers how to prepare for and conduct performance-based interviews. The
training eliminates mistakes, biases and outdated ineffective interview techniques
common to so-called "experienced" interviewers and focuses on appropriate interview
behaviors that will ensure a fair and valid interview process.
Step 9: Performance-based interviews: Interview questions (performance-based and
experiential), acceptable responses and appropriate rating scales are selected from the
list of questions developed during the Micro Assessment stage. Interview questions
are customized to the needs of the actual position and will identify applicants who
have all of the essential qualifications, can deal with the typical challenges of the job
and who will fit into the company culture.
Step 10: Performance-based reference checking: Performance-based questions for
reference checking are developed to confirm the accuracy and honesty of the
information gathered throughout the selection process. These questions replace
problematic subjective reference questions that rely on opinions.
Step 11: Performance-based orientation: A performance-based job-specific orientation
is provided to new employees in order to guide them through their first days, weeks
and months on the job. Performance-based orientation ensures the best possible start
to a job from both the supervisor’s and new employee’s perspective and the checks
and balances along the way will significantly improve productivity in both the short
term and long term.

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Recruitment and Selection

RESEARCH DESIGN

Title of the Project:

Study on Effectiveness of Recruitment and Selection process at Deepthi Solutions.

Objective:
To study the advantages of the process in several companies.
To find out the areas which are to be improved?
Continuous assessment of effectiveness of recruitment and incorporation of suitable
modification from time to time

Scope of the study:

Human Resource Management is the backbone of any organization and its success
mainly depends on the manpower. The ability and potentiality of personal must match
the requirement of the positions in the organization. This necessitates the significance
of effective and efficient recruitment process. The organization has to select that right
person has to get right job. The candidate’s attitude about the job and organization
goals should match.
Here this study about the recruitment and selection process at Deepthi Solutions is
examined and its effectiveness is analyzed.

Statement of the problem.

There are times when candidate is hired does not fit the exact role the company is
looking for.To ensure that the right person is hired for the right job.Check on the
Suitability of the candidate as per the organizational culture.

Review of the literature

For the purpose of this study information relating to the topic was collected from
various sources. This review of literature explains about the sources from which the
data has been collected.

Websites

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Recruitment and Selection

Research methodology
Purpose
The main theme of the chapter is to know the Source of the data the researcher has
collected the data or information. The data are raw facts of observation, typically
about physical phenomena. Thus, data are usually subjected to a value added process
where

It forms is aggregated, manipulated and organized.

Its contents are analyzed and evaluated.
It is placed in a proper context for a human user.

So information is processed data placed in a context that gives value for the reader. It
is basis for analysation and interpretation, which helps in making note of findings,
conclusions and also helps to give suggestions. So data should be accurate, correct
and clear. If it is inaccurate or not in proper orders the whole output gets affected and
it may lead to confusion.

Methodology
The researcher has a wide variety of methods to consider, either singly or in
combination. They can be grouped as

1. Primary sources of data

2. Secondary sources of data

For this dissertation the data was collected from both the sources. Primary sources of
data includes questionnaire and personnel interview. Secondary data includes text
book, internet and company past records.

Types of Research
The research design is the conceptual structure where research is conducted. It
constitutes the blue print for the collection, measurement and analysis of data.
Need for this Topic:

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Recruitment and Selection

As a part of the curriculum of PGDHRM course from SYMBIOSIS CENTRE FOR

DISTANCE LEARNING, I have undergone dissertation study during the months of
December 2009 to May2010 which have completed as per the requirements of the
organization and project rules.

I have conducted study on Effectiveness of Recruitment & Selection process at

Deepthi Solutions.

The effectiveness of Recruitment & Selection process study is not just based on the
recruitment and selection, but also based on the resources of recruitment and
selection.

The project was undertaken to study the effectiveness of recruitment and selection in
order to improve the whole recruitment and selection procedure.

This research activity was carried out by undertaking a survey in the IT companies.
The project was also done through direct personal interview with authorities
concerned and also through the structured questionnaire. Data gathered was analyzed
using a structured technique in order to draft recommendations, suggestions and
conclusion.

The analysis of data revealed that effort is needed to improve the recruitment and
selection procedure, whereby more efficient associates. The organizational power and
strength are the dedicated, qualified and able manpower. So the manpower should be
always perfect. The manpower will be perfect, if the recruitment procedure is
efficient. Hence, the recruiters should select right person for the right job while
recruiting candidates.

Further issues that revealed implied that due to time constraint the completion of the
project required it into a shorter duration.

Chapterisation:

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Recruitment and Selection

Overview of the Report:

This project work has been divided into many chapters. This is useful for the reader to
understand the topic, its findings and contributions in various areas of the report.

Chapter 1: Introduction
General Introduction: This part deals with the introduction to recruitment and
selection concepts and introduction about Deepthi Solutions and also about the study.
Theoretical Background: This part consists of material regarding the importance, its
concepts and also the importance of recruitment and selection.

Chapter 2 : Research Methodology

Objectives of the Study: This section deals with the main objectives of the project
and the reason for which the service is conducted.
Scope of the Study: Here, the explanation is related to the scope of the study .In other
words, whether the study had a wide scope or limited is explained here.
Problem of the Statement: This part contains the problem identified by the researcher,
which later has to be solved for better improvement.

Review of the literature: This portion of the project report deals with the source of
data in the form of books, websites, etc referred to which was helpful for the
completion of the project.
Research Methodology: Methodology refers to the details of the data collection in
Deepthi Solutions.
Sampling Method: This section had identified the various types of sampling plans and
the method followed by the researcher to arrive at a solution.
Data collection tool: The main tool for collection of data is the questionnaire method.
Limitation of the study: Here its shows the limitations of the study. This study shows
fixed boundaries and it has covered only certain areas.

Chapter 3: Organization profile

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Recruitment and Selection

Profile of the Organization: The profile of Deepthi Solutions has been thoroughly
shown under this heading.
Organization chart: This chart shows us as to how the organization has been
structured .It gives us an overview about the various designation heads in the
company.
Growth and the Performance of the company: This topic discusses about the growth
and the performance of the company.

Chapter 4: Analysis of Findings

Analysis and Interpretation: The feedback of the questionnaire, which was distributed
to the respondents is being analyzed and interpreted in this chapter, further, this
feedback is being represented in tabular and graphical form.

Chapter 5: Suggestions and Conclusions

Suggestions: Here the researcher makes certain suggestions to benefit the organization
on the whole from the study.

Conclusions: The conclusion part deals with the final report, concluding about the
study.

Sampling Technique
sampling technique is a technique in which instead of every unit of the universe, only
a part of the universe is steady and conclusion are drawn on that basis for the entire
universe.
The random sampling was used to collect the data for the study. Random sampling
refers to the sampling technique in which each and every item of the population given
an equal chance of being included in the sample. The selection is therefore free from
personal bias because the investigator does not exercise her/his discretion or
preference in the choice of items, since the selection of items in the sample depends
entirely on chance. This method is also known as method of chance selection. For this
study 20 employees were selected at random.
Sample size

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Recruitment and Selection

Sample size refers to number of elements to be included in the study. The important
decision that has to be taken while adopting a sampling technique as the sample
source. In this study the sample size of respondent was decided to be 50.
Sample description
No research work can be undertaken without the co-operation of the respondents who
were interviewed and from whom data was collected through questionnaire .there fore
respondents play a very vital role in this type of study the data regarding submissions
were also done through general talk o which the following details of the respondents
were collected.

Instrumentation Technique
To get the responds, the questionnaire method was used in this study the
questionnaires were disturbed to HR Manager and were asked to answer the
questions. The HR Manager was also contacted personally to get the necessary date
information required for the completion of the survey.
The questionnaire used in this study was a structured one. Here the questions were
arranged in a specific order and were logically interconnected for the research study.
The advantage of the structured questionnaire lies in the reduction of interviewers and
interpreters bias.

Actual collection of data

As this is an exploratory study, the mode of collecting the date mainly through
questionnaire. The questionnaire has been designed extensively for HR purpose. The
responses were noted down on the questionnaire and their comments were noted on
the back of the questionnaire. These response especially the comments helpful during
the analysis.
Other methods used for data collection work, company record and broachers issued
by the management. Internet was also a source of data collection.

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Recruitment and Selection

Data Collection Method:

At the beginning of the research the recharge has to decide about the method of data
collection to be used for the study. There are two types of data collection method viz.,
primary method and secondary method. The trencher should decide which sort of data
he would be using fore his study and accordingly will have to select one or the other
method for data collection. Each method has got its own pros and cons. Now, let us
look into each method to understand them in detail.
Primary Data : Primary data are obtained by a study specifically designed to fulfill
the data need of the problem at hand .Such data are original in character and are
generated in large number of survey conducted mostly government and also by some
individual institutions and research bodies. There are several methods of collecting
primary data, the most important ones are

Direct personal interviews

Indirect oral interviews
Mailed questionnaire method
Information from correspondents

Secondary Data: Data collected for some other purpose other than the problem at
hand. Data which are not originally collected rather obtained from published or
unpublished sources are known as secondary date .The secondary data constitute the
chief material on the basis of which statistical work is carried out in investigations.
Secondary data can be collected through channels like magazines, journals,
newspapers, books, internet etc.
For this research the researcher has used both the methods for the data collection. For
the data collection of primary data questionnaire method has been used and for the
secondary data company’s brochures, books and the information available on the
internet has been used

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Recruitment and Selection

Limitation of the Study:

The limitations of the study are as follows:
The study is confined to Deepthi Solutions and other IT companies.
Findings of the study are based on the assumptions that respondents have disclosed
the correct information.
Due to hectic work of associates the survey was limited to 50 associates.

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Recruitment and Selection

PROFILE OF THE COMPANY

Profile of the Organization

Deepthi Solutions is a Full Service Software Development Company providing
Business and Technology Solutions to blue-chip companies ranging from Fortune 500
corporations to prominent regional players in the U.S.A., Far East, Middle East and
India. Deepthi Solutions usually engages with clients as a strategic partner, involving
it right from the conceptual and planning stages.

Deepthi Solutions combines onsite consulting and offshore development

methodologies to leverage the domain expertise of over 200 specialists and create
sustainable competitive advantage – offering superior ROI, seamless collaboration
and faster time-to-market to clients worldwide.

Deepthi Solutions has evolved over the years as a mature software solutions provider
with a long list of loyal clients including GE, ABB, HP, Philips, LG Polymers,
Hoechst, ABN AMRO and more. Deepthi Solutions has also been responsible for
building a chemical industry vertical in MBS Axapta marketed worldwide by
Microsoft.

Being one of the earliest SAP and Siebel implementation companies with a track-
record dating back to 1997 when it became one of the two companies in India with a
valid SAP license for internal training, Deepthi Solutions is admired not only for its
technological prowess but also deep domain insights honed over hundreds of
successful client-engagements.

Deepthi Solutions Offerings

Business Solutions
• ERP Solutions • CRM Solutions • e-business Solutions • Custom Software
Development
• Offshore Development Services from India

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Recruitment and Selection

Web and Rich media Solutions

• Enterprise Products
• Hummingbird • UNIX Connectivity • NFS & FTP • Mainframe Connectivity
• Secure Connectivity • Secure Computing • Content Keeper • Related Products
• Hardware and Network Support • Installation and Administration • Implementation
Services
• Training Services • Post Implementation Support • Ongoing support for upgrades,
maintenance and planned migration

Deepthi Solutions Associates

Deepthi Solutions provides a wide-ranging portfolio of services, in association with
• Siebel • SAP • Microsoft • Siemens Nixdorf (Germany)
• Hummingbird Communications (Canada) • Content Keeper

KEY CLIENTS
And Anderson Direct to the World Bank
From Shell to Roche
And Samsung to Sony
AutoNation
Cobalt
Autobytel
Galpin Motors, Inc.
Phillong Group
The National Cement Company, Dubai
Al Batha, Sharjah
SAFRA Company, KSA
National Bank of Ras Al Khaimah, Dubai
Philips, Dubai
Singapore Power
Smart Modular Technologies
Tata Consultancy Services
ABB

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Recruitment and Selection

Honeywell India
GE Capital International
Citicorp
Verifone
Citi Bank
LG Software
Samsung
Sony
Reliance Infocomm Limited
Infosys Technologies Limited

Growth and Performance

Business Solutions
Deepthi Solutions is a Full Service Software Company, offering solutions that
encompass the entire software lifecycle – from conceptualization to user-modeling,
design, development, integration, testing, delivery, support and upgrades, usually
engaging with clients as a strategic partner.
About Logix
A mature software services company, with multiple lines of business and a long
history of satisfied clients
A company of over 100 professionals working from four countries and seven cities,
spanning the USA, Far East, Middle East and India
One of the earliest SAP and Siebel Implementation companies in India, having
implemented prestigious SAP and Siebel projects, in India and overseas, since 1997.
A leading CRM Solutions Provider right from 1995, with partnerships and alliances
with global companies such as Siebel Systems, SAP, Navision, Hummingbird
Communications and Secure Computing. Deepthi Solutions is today

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Recruitment and Selection

Deepthi Solutions offers

End-to-end services in CRM, ERP and e-Business
Turnkey ERP and CRM Solutions
Application Design and Development, Application Support,
Outsourcing and Maintenance, and Application Web Enabling
Offshore Development
Custom Software

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Recruitment and Selection

DATA ANALYSIS & INTERPRETATION

Question 1 {A}.
Table 1
Various recruitment drives of companies

Respondents
Options Percentage (%)
(Companies)
Advertisement 3 12
Job Portals 7 28
Consultants 4 16
Employee Referral 10 40
Head Hunters 1 4
Total 25 100

Interpretation
Source : Primary Data
Sample size: 25 (Companies)

This table shows about how organization goes about their recruitment drive. 40%
prefers recruitment through employment referral.20% prefer recruitment through job
portals.16% prefer recruitment through consultants.12% prefer recruitment through
advertisement. And 4% prefer recruitment through head hunters.

Analysis
The above data clearly shows that employee referral is the latest trend for recruiting
prospective candidates. Now it is an age of E-recruitment, leading software
companies are going for E-recruitment i.e. that is recruitment through internet. This
actually saves time from there busy schedule. Consultants are also given impotents

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Recruitment and Selection

by many organizations for hiring prospective candidates. Many global consultancies

are buildup and there growth is expanding like anything. Incase of advertisement it is
used as and when required by the organization. Head hunters don’t prove to be the
latest mode for selecting candidates.

Chart 1
Various recruitment drives of companies

Source: Table 1

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Recruitment and Selection

Question 2 {A}.
Table 2
Areas considered by the companies While Hiring Fresher

Respondents
Areas Percentage (%)
(Companies)
Education and Percentage
11 44
Obtained
Communication 10 40
Co curricular Activities 3 12
Family Background 1 4
Total 25 100

Interpretation
Source : Primary Data
Sample size: 25 (Companies)

This table shows the important areas look forward by the company while hiring
fresher. Education & percentage obtained goes unto 44%.Communication goes up to
40%.Cocurricular activities goes up to 12%.And family background goes up to 4%.

Analysis
The fresher should make it clear that education and there percentage makes a lot of
selections in any organizations. Along with there outstanding educational skills they
should also possess excellent communication skill. There extra curricular activities
will give them an extra advantage while selection. Family background doesn’t bother
much for there future growth and performance.

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Recruitment and Selection

Chart 2
Areas considered by the companies While Hiring Fresher

Source: Table 2

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 Recruitment and Selection

Question 2 {B}.
Table 3
Areas considered by the companies While Hiring Junior Level

Respondents
Areas Percentage (%)
(Companies)
Skill 9 36
Experience 7 28
Kind Of Work 4 16
Intelligence ,IQ &
3 12
Communication
Company Working In 2 8
Total 25 100
Interpretation
Source : Primary Data
Sample size: 25 (Companies)
This table shows the important areas look forward by the company while hiring junior
level. Skill goes Up to 36%. Experience goes up to 28%.kind pf work goes up to
16%.the intellect IQ & Communication goes up to 12% .And Company working in
goes up to 8%.

Analysis
For junior level they should be highly skilled with there immense experience too.
Organisation generally looks forward to the kind of work they are usually associated
with and hoe they are efficient and effective in that field of work. It is obvious that
they should have good IQ level good communication skills and should be intellectual
enough to handle any sort of work. Even organization gave much important on the
tenure of the company presently they are working in.

Chart 3
Areas considered by the companies While Hiring at Junior Level

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Recruitment and Selection

Source: Table 3

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Recruitment and Selection

Question 2 {C}.
Table: 4
Areas considered by the companies While Hiring at Middle Level

Respondents
Areas Percentage (%)
(Companies)
Leadership & Experience 9 36
Skill & Knowledge 6 24
Company Working In 5 20
Kind Of Work 3 12
Communications 2 8
Total 25 100

Interpretation
Source : Primary Data
Sample size: 25 (Companies)
This table shows the important areas look forward by the company while hiring junior
level. middle level. Leadership quality goes up to 36%. Skill and knowledge goes up
to 24%.company working goes up to20 %.kind of work goes up to
12%.communication goes up to 8 %.

Analysis
The data collected for the middle and senior levels is same only. For these two levels
the leadership quality is the first and foremost area looked forward by every
organization. In case of skill and knowledge they should be highly qualified and be
regard as a highly skilled and knowledgeable person. These two areas will prove for
how long they have been associated with the present organization they are working in
and to what extent organization are benefited by there working performance, after this
the organization focuses on the kind of work they are presently associated with. This
will help the organization to know about the knowledge they have expand by there
working experience. A person who posses an excellent leadership quality is a good
communicator by any chance.

Chart: 4

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Recruitment and Selection

Areas considered by the companies While Hiring Middle Level

Source: Table: 4

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 Recruitment and Selection

Question 2 {D}.
Table: 5
Areas considered by the companies while hiring at senior Level

Respondents
Areas Percentage (%)
(Companies)
Leadership & Experience 9 36
Skill & Knowledge 6 24
Company Working In 5 20
Kind Of Work 3 12
Communications 2 8
Total 25 100
Interpretation
Source : Primary Data
Sample size: 25 (Companies)
This table shows the important areas look forward by the company while hiring junior
level. Middle level. Leadership quality goes up to 36%. Skill and knowledge goes
up to 24%.company working goes up to20 %.kind of work goes up to
2%.communication goes up to 8 %.

Analysis
The data collected for the middle and senior levels is same only. For these two levels
the leadership quality is the first and foremost area looked forward by every
organization. In case of skill and knowledge they should be highly qualified and be
regard as a highly skilled and knowledgeable person. These two areas will prove for
how long they have been associated with the present organization they are working in
and to what extent organization are benefited by there working performance, after
this the organization focuses on the kind of work they are presently associated with.
This will help the organization to know about the knowledge they have expand by
there working experience. A person who posses an excellent leadership quality is a
good communicator by any chance.

Chart: 5

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Recruitment and Selection

Areas considered by the companies while hiring at senior Level

Source: Table: 5

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Recruitment and Selection

Question 3.
Table: 6

Recruitment adopted by organization to attract prospective candidates

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Recruitment and Selection

Respondents
Factors Percentage (%)
(Companies)
Pay& Perks 8 32
Exposure to Latest
7 28
technology
Organizational Image/Brand 5 20
Job & Educational
3 12
opportunities
Nature of Work 2 8
Total 25 100
Interpretation
Source : Primary Data
Sample size: 25 (Companies)
This table shows about the various factors adopted by organization to attract
prospective candidates. Pay and perks goes up to 32%. Exposure to Latest technology
goes up to 28%.Organisational image /Brand goes up to 20% .Job and educational
opportunities goes up to 12% nature of work goes up to 8%.

Analysis
The pay scale has been increased not a great extent by every leading organization inn
order to hire the best talent from the market .even if candidates found good exposure
to latest technology they are happily joined that organization in search of better
growth and development. This technique has become a latest trend in all
organizations. Organizational image always work at its best attract prospective
candidates in this present day all the leading companies provided excellent scope for
education and job opportunities through training program, undertaking \new projects
and so on. Nature work does not matter much in present day because it has been
found as every work has a wider scope to grow at maximum level

Chart: 6
Recruitment adopted by organization to attract prospective candidate

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Recruitment and Selection

Source: Table: 6

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Recruitment and Selection

Table: 7

Factors considered for campus recruitment-Education

Respondents
Education Percentage (%)
(Companies)
Outstanding 15 60

Above Average 10 40
Average 0 0

Total 25 100
Interpretation
Source : Primary Data
Sample size: 25 (Companies)
This table shows about he factors considered for the campus recruitment-education.
Outstanding goes up to 60%.Above average goes up to 40%.and average goes up to
20%

Analysis
For campus recruitment education should be outstanding education qualification of
the candidates should be high and they should know each and every detail of the
subject what they have studied through out there academic career.

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Recruitment and Selection

Chart: 7
Factors considered for campus recruitment-Education

Source: Table: 7

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Recruitment and Selection

Table: 8
Factors considered for campus recruitment-Appearance

Respondents
Appearance Percentage (%)
(Companies)
Outstanding 6 24

Above Average 8 32

Average 11 44

Total 25 100

Interpretation
Source : Primary Data
Sample size: 25 (Companies)

Table shows about the factors considered for the campus recruitment-appearance. The
outstanding goes up to 20%.above average goes up to 32%.and average goes up to
44%.

Analysis
Appearance is regarded as a secondary factor to be considered for recruiting
candidates. But sometimes attractive personality gives an extra benefit for getting
selected.

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Recruitment and Selection

Chart: 8
Factors considered for campus recruitment-Appearance

Source: Table: 8

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 Recruitment and Selection

Table: 9
Factors considered for campus recruitment-Communication

Respondents
Communication Percentage (%)
(Companies)
Outstanding 12 48

Above Average 10 40

Average 3 12

Total 25 100
Interpretation
Source : Primary Data
Sample size: 25 (Companies)

Table shows about the factors considered for the campus recruitment-Communication.
The outstanding goes up to 48%.above average goes up to 40%.and average goes up
to 12%.

Analysis
With excellent educational background one should possess excellent communication
too. Because communication and education are interlinked. Both have to be moved
simultaneously.

Chart: 9
Factors considered for campus recruitment-Communication

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Recruitment and Selection

Source: Table: 9

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Recruitment and Selection

Table: 10
Factors considered for campus recruitment-Attitude

Respondents
Attitude Percentage (%)
(Companies)
Outstanding 3 12

Above Average 7 18

Average 15 60

Total 25 100
Respondents
Attitude Percentage (%)
(Companies)
Outstanding 3 12

Above Average 7 18

Average 15 60

Total 25 100
Interpretation
Source : Primary Data
Sample size: 25 (Companies)
Table shows about the factors considered for the campus recruitment-Attitude. The
outstanding goes up to 12%.above average goes up to 28%.and average goes up to
60%.

Analysis
Attitude should not be calculated in a wrong sense. This actually reflects candidate’s
interest towards any kind of job. Actually candidate must possess positive attitude for
any kind of work offer to them. This is the latest strategy of present day scenario

Chart: 10
Factors considered for campus recruitment-Attitude

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Recruitment and Selection

Source: Table: 10

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Recruitment and Selection

Table: 11
Factors considered for campus recruitment-IQ

Respondents
IQ Percentage (%)
(Companies)
Outstanding 5 20

Above Average 12 48

Average 8 32

Total 25 100

Interpretation
Source : Primary Data
Sample size: 25 (Companies)
Table shows about the factors considered for the campus recruitment-IQ. The
outstanding goes up to 20%.above average goes up to 48%.and average goes up to
32%.

Analysis
For fresher it is essential to have a good IQ level. Actually IQ generally reflects sense
of humor. Intelligence is a person's capacity to acquire knowledge (i.e. learn and
understand), apply knowledge (solve problems), and engage in abstract reasoning.
Intelligence Quotient (IQ) is the score candidates get on an intelligence test.

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Recruitment and Selection

Chart: 11
Factors considered for campus recruitment-IQ

Source: Table: 11

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Recruitment and Selection

Table: 12
Method Adopted by the organizations for Recruiting Managerial positions

Newspaper Add 3 12
Private Employment
8 32
Agency
Employee Referrals 14 56

Total 25 100
Interpretation:
Source: Primary Data
This table shows about methods adopted by an organization for the various positions.
Newspaper goes up to 12%, private employment agency goes up to 32%, and
employee referral goes up to 56%.

Analysis:
It is clear that all the leading companies prefer employee referral for managerial post.
So that they can hire best quality person to join their organization.
Some organization goes for PEA in hope to get the talented person for their
organization and PEA proves to be effective and they are pretty in demand.
News papers ads are used as and when required.
Employee Referral is used maximum.
Reason:
Strength and weakness on actual job way be better known.

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Recruitment and Selection

Chart: 12
Method Adopted by the organizations for Recruiting Managerial positions

Source: Table 12

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Recruitment and Selection

Table: 13
Method Adopted by the organizations for Recruiting Professional& Technical jobs

Respondents
Methods Percentage (%)
(Companies)

Newspaper Add 15 60

Private Employment Agency 3 12

Employee Referrals 7 28

Total 25 100

Interpretation
Source : Primary Data
Sample size: 25 (Companies)

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Recruitment and Selection

Chart: 13

Method Adopted by the organizations for Recruiting Professional& Technical jobs

Source: Table: 13

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Recruitment and Selection

Table: 14
The important criteria’s during short listing of the candidates for selection

Respondents
Criteria’s Percentage (%)
(Companies)
Biographical Information
1 4
Quality And Print of paper
Educational Information 7 28
Relevant Experience 6 24
Salary 5 20
Extra curricular
4 16
&Reference
Format & Language 2 8
Total 25 100

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Recruitment and Selection

Chart: 14
The important criteria’s during short listing of the candidates for selection

Source: Table: 14

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 Recruitment and Selection

Table: 15
Areas preferred more for short listing candidates into middle and senior levels

Respondents
Areas Percentage (%)
(Companies)
Qualification 6 24

Leadership skills 8 32

Communication 7 28

Competency & Suitability 4 16

Total 25 100

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Recruitment and Selection

Chart: 15
Areas preferred more for short listing candidates into middle and senior levels

Source: Table: 15

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Recruitment and Selection

Table: 16
Assessment Method for selection

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Recruitment and Selection

Respondents
Method Percentage (%)
(Companies)
Employee Specifications 3 12

Interview 10 40
Application Form 5 20
Informal Discussion 7 28
Total 25 100

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Recruitment and Selection

Chart: 16
Assessment Method for selection

Source: Table: 16

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 Recruitment and Selection

Table: 17
Interviews Preferred for selecting suitable candidates

Respondents
Interviews Percentage (%)
(Companies)
Preliminary 0 0
Structured 13 52
Un Structured 3 12
Discussions 8 32
Stress 1 4
Total 25 100

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Recruitment and Selection

Chart: 17
Interviews Preferred for selecting suitable candidates

Source: Table: 17

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Recruitment and Selection

Table: 18
Recruitment Advertisement (before Advertisement)

Respondents
Factors Percentage (%)
(Companies)
Internal Recruiter 4 16

Job Analysis 8 32
Time Table & Dates for
7 28
Selection
Assessment Method 6 24
Total 25 100

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Recruitment and Selection

Chart: 18
Recruitment Advertisement (before Advertisement)

Source: Table: 18

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Recruitment and Selection

Table: 19
Recruitment Advertisement (Advertising)

Respondents
Factors Percentage (%)
(Companies)
Advertisement & Choice of
7 28
Media
Job Specification 6 24

Employees Specifications 4 16
Requisition Form To
8 32
Personnel Dept:
Total 25 100

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Recruitment and Selection

Chart: 19
Recruitment Advertisement (Advertising)

Source: Table: 19

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Recruitment and Selection

Table: 20
Recruitment & Selection Policies

Respondents
Policies Percentage (%)
(Companies)
Fair &Transparent 8 32

Efficient & Effective 10 40

Equitable Manner 7 28
Total 25 100

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Recruitment and Selection

Chart: 20
Recruitment & Selection Policies

Source: Table: 20

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Recruitment and Selection

Table: 21
Evaluating the skill on the following areas at executive level Judgment Relation Skill

Respondents
Criteria Percentage (%)
(Companies)
Case Study 6 24
Role play 10 40
Sensitivity 8 32
Simulation 1 4
Total 25 100

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Recruitment and Selection

Chart: 21
Evaluating the skill on the following areas at executive level Judgment Relation Skill

Source: Table: 21

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Recruitment and Selection

Table: 22
Evaluating the skill on the following areas at executive level Human Relation Skill

Respondents
Criteria Percentage (%)
(Companies)
Case Study 7 28
Role play 11 44
Sensitivity 5 20
Simulation 2 8
Total 25 100

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Recruitment and Selection

Chart: 22
Evaluating the skill on the following areas at executive level Human Relation Skill

Source: Table: 22

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Recruitment and Selection

Table: 23
Evaluating the skill on the following areas at executive level Encountering Skill

Respondents
Criteria Percentage (%)
(Companies)
Case Study 5 20
Role play 7 28
Sensitivity 4 16
Simulation 9 36
Total 25 100

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Recruitment and Selection

Chart: 23
Evaluating the skill on the following areas at executive level Encountering Skill

Source: Table: 23

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Recruitment and Selection

Table: 24
Facilities as Key factors for attracting candidates

Respondents
Facilities Percentage (%)
(Companies)
Service condition 8 32
Training & Education 7 28
Appraisal & Promotion 6 24
Domestic Arrangements 4 16
Total 25 100

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Recruitment and Selection

Chart: 24
Facilities as Key factors for attracting candidates

Source: Table: 24

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Recruitment and Selection

Table: 25
Responsibility of Selection Panel in Recruitment and selection Process

Respondents
Features Percentage (%)
(Companies)
Job Descriptions 5 20
Interview Situation 8 32
Expertise and competencies 9 36
Unimpeachable , objective
4 16
& accountable
Total 25 100

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Recruitment and Selection

Chart: 25
Responsibility of Selection Panel in Recruitment and selection Process

Source: Table: 25

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Recruitment and Selection

Table: 26
Follow Up Adopted By Organization

Respondents
Methods Percentage (%)
(Companies)
Offer of appointment 12 48
Feedback 10 40
Application Blank 1 4
Induction 2 8
Total 25 100

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Recruitment and Selection

Chart: 26
Follow Up Adopted By Organization

Source: Table: 26

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Recruitment and Selection

Table: 27
Important areas looked while selecting at Executive level

Respondents
Abilities Percentage (%)
(Companies)
Intellectual 9 36
Spatial & Mechanical 7 28
Perceptual 5 20
Personal Traits 4 16
Total 25 100

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Recruitment and Selection

Chart: 27
Important areas looked while selecting at Executive level

Source: Table: 27

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 Recruitment and Selection

Table: 28
Important areas looked while selecting at Supervisor level

Respondents
Abilities Percentage (%)
(Companies)
Intellectual 7 28
Spatial & Mechanical 9 36
Perceptual 5 20
Personal Traits 4 16
Total 25 100

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Recruitment and Selection

Chart: 28
Important areas looked while selecting at Supervisor level

Source: Table: 28

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Recruitment and Selection

Table: 29
Important areas looked while selecting at Clerical level

Respondents
Abilities Percentage (%)
(Companies)
Intellectual 8 32
Spatial & Mechanical 6 24
Perceptual 7 28
Personal Traits 4 16
Total 25 100

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Recruitment and Selection

Chart: 29
Important areas looked while selecting at Clerical level

Source: Table: 29

81
Recruitment and Selection

Table: 30
Important areas looked while selecting at Sales

Respondents
Abilities Percentage (%)
(Companies)
Intellectual 6 24
Spatial & Mechanical 4 16
Perceptual 7 28
Personal Traits 8 32
Total 25 100

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Recruitment and Selection

Chart: 30
Important areas looked while selecting at Sales

Source: Table: 30

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Recruitment and Selection

CONCLUSION & SUGGESTION

Policy is the guideline for action. Once the policy is laid down it is easy for
the managers to work out the plans and programs and implement it. This actually
saves time effort and money.

Some important recruitment policies

Provide formal statement of corporate thinking
Establish consistency in application of policies over a period.
Improve communication and secure co operation from employees.
Build employees enthusiasm and loyalty and increase there confidence.
Actually recruitment policy is concerned with quantity and quality of manpower.

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BIBLIOGRAPHY

BOOKS REFFERED:
Human resource management By Gary Dessler
Personnel management and Industrial Relation By N.G. Nair & Latha Nair
Personnel and human resource management By P.Subba Rao

Websites
www.hrmguide.com
www.managementhelp.com
www.google.com

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