Base Report

PROJECT ABSTRACT
This report is the outcome of the study undertaken in KG Information Systems Private Limited., (KGISL) Coimbatore. The major objective of the study is to know the best recruitment method for KGISL; to suggest the recruitment method which is cost effective to KGISL; to study the cost effective method through seven different dimensions of recruitment. Simple Random Sampling was used for selecting the recruiters from the collected database. A sample size of 50 recruiters, which includes Human Resource Executives, Vice President Human Resource, Senior Executives Human Resource, Manager Human Resource, Assistant manager Human Resource. Primary data was collected through unstructured questionnaire. The data collected were analyzed by using Conventional Analysis (Simple percentage), Weighted Average and Correlation Degree of relationship between two variables Suitable Suggestions and Recommendations were given for corrective actions.
CHAPTER I INTRODUCTION 1.1 PROJECT

1.1.1 Objective of the study To Study the best source of recruitment for KGISL. To suggest the best source of recruitment which is cost effective to KGISL? To study the cost effective source through seven different dimensions of recruitment.
1.1.2 Limitations of the Study The area is restricted to Coimbatore city. The recruiters were shortlisted according to the convenience from the database collected. The findings of the study are based on the information provided by the respondents. It is assumed that the responses of respondents are true. In view of shortage of Time and Constraints Sample size is confirmed to 50.
1.1.3 Need for the Study To know the cost effective source of recruitment To know the best recruitment source for KGISL To know the effective source of recruitment from the seven different dimensions
1.1.4 Scope of the Study The project concentrates on the cost effective source of recruitment for KGISL. It also suggests about adopting a method which is suitable for KGISL.
1.1.5 PLAN OF THE PROJECT WORK

Geographical Area The project is conducted in KGISL, Coimbatore. The respondents are from Coimbatore city Period of the Study The Project was started on March 2010 and completed by May 2010. Approximately two and half months. Plan for the Research Work Step: 1 Defining the Project title Step: 2 Selecting the mode of Data Collection Primary Data Collection Step: 3 Way of getting the Data Questionnaire format Step: 4 Framing the Questionnaire Step: 5 Data Collection Step: 6 The Analysis and Interpretation work Step: 7 Findings and Suggestions for the Research work Step: 8 Project submission Rough draft Step: 9 Project Review and Correction Step:10 Final Project Submission
1.2 INDUSTRY PROFILE

1.2.1 OVERVIEW OF IT INDUSTRY The Information Technology (IT) sector in India holds the distinction of advancing the country into the new-age economy. The growth momentum attained by the overall economy since the late 1990s to a great extent can be owed to the IT sector, well supported by a liberalized policy regime with reduction in telecommunication cost and import duties on hardware and software. Perceptible is the transformation since liberalization India today is the world leader in information technology and business outsourcing. Correspondingly, the industrys contribution to Indias GDP has grown significantly from 1.2% in 1999-2000 to around 4.8% in FY06, and has been estimated to cross 5% in FY07. The sector has been growing at an annual rate of 28% per annum since FY01. Indian IT companies have globally established their superiority in terms of cost advantage, availability of skilled manpower and the quality of services. They have been enhancing their global service delivery capabilities through a combination of organic and inorganic growth initiatives. Global giants like Microsoft, SAP, Oracle, Lenovo have already established their captive centres in India. These companies recognise the advantage India offers and the fact that it is among the fastest growing IT markets in the Asia-Pacific region.
Industry Structure The size of the Indian IT industry, according to NASSCOM, has been estimated to be around US$ 47.8 bn. The Indian IT industry can be broadly divided into two markets: domestic market and exports market. The exports market constitutes the largest segment accounting for 75% of the total revenue generated by the Indian software industry. The domestic IT market is broadly divided into the following four segments: IT Services, software segment which includes engineering and Research & Development (R&D) services, IT-enabled Services and Business Process Outsourcing (ITeS-BPO), and Hardware. While IT Services accounted for 34% of the total revenue generated by the domestic market in FY06, the Engineering Services, R&D and Software Products segments together accounted for 10% of the revenue. The ITeS-BPO segment, on the other hand, contributed 7%. Hardware is the dominant segment with a share of about 49%. The domestic IT market grew at a CAGR of 21.9% during FY02-06 to touch US$ 13.2 bn, and is projected to grow to US$ 15.9 bn in FY07, registering a growth of 24% y-o-y. The exports market is dominated by the IT services market holding a share of 56.4% in the software and services exports in FY06, followed by the ITeS-BPO segment with 26.7% share and the software products and engineering services segment with 16.9% share. The Indian hardware industry is at present estimated to be in the proportion of 30% domestic, 1.25% exports and the remaining being imports. The domestic market itself offers tremendous potential for hardware companies, thus having very few companies venturing into hardware exports. Imports of IT hardware which form a large component of the industry are mainly from Taiwan, China and Korea. Lately, however, MNCs in the hardware segment have been viewing India as a hub for setting up hardware manufacturing facilities, for instance Dell.
Indias IT Industry (US$ bn)
Table showing Indias IT industry Table No.1 IT Services Exports Indian IT Services exports grew from US$ 10 bn in FY05 to US$ 13.3 bn in FY06, registering a growth of 33.4%, and is further expected to reach US$ 18.1 bn in FY07, posting a growth of 36%. Revenue from projects dominated the IT Services exports with a share of 58%, with outsourcing and support & training activities accounting for 33% and 9% respectively.
Chart Showing Indias IT export Chart No.1
Within the ITeS-BPO segment, Customer Interaction Services (CIS) account for nearly Indias IT Exports XIV 45-50% of the total ITeS-BPO services exports while finance & accounting contributes for the remaining 40-45%. Human resource and other high-end knowledge-based processes account for 2% and 8-10% respectively. The Software product, Engineering services and R&D segment contributes around 17% of the software and services exports. India is well positioned in the engineering and R&D services segment. Apart from Indian companies offering these services, several foreign companies (both captive and third party) are also setting up base in India to provide these services. Overseas companies operating in sectors like hightech, telecommunications, automobile, aerospace, heavy machinery, construction and industrial products are looking at off-shoring their engineering and R&D related work to India.
Few important characteristics of the Indian IT sector include:
Export intensive: Ever since the industrys evolution, exports has been the major contributor to the industry.
Concentration on Low-end services: Low-end services such as customized software services and maintenance have been the key strength of the Indian IT companies. These companies are now however moving up the value chain offering end-to-end solutions to clients.
Labour intensive industry: The very nature of the services offered by the industry makes human resources a significant driver for the industry. Fragmented industry: D&Bs in-house database has identified over 8,000 companies which operate in the IT space in India, offering a wide range of software products and services. A large number of these companies are unorganized players
Skewed concentration: The revenues of the top four companies, TCS, Infosys, Wipro and Satyam, including income of their subsidiaries, account for around 22% of the overall industry. This skewness is all the more pronounced in the case of software services.
Emerging Trends in the Indian IT Services Industry While the global IT players are aggressively scaling up their operations in India, due to the advantages that the Indian industry offers, the Indian IT companies are also preparing to tap the global market. The companies are witnessing significant change with regard to their service offerings and geographical concentration. Today, companies are expanding their service offerings from application development and maintenance to high end services like testing, consulting and engineering designing.
The global delivery model has not only facilitated the companies in delivering quality of work but also helped them to control costs. Over the years, the Indian companies have positioned themselves well to reap benefits of the emerging scenario in the IT sector.
New Service Offerings The Indian IT companies are expanding their service offerings to provide a complete basket of services to their clients. These new services include IT consulting, testing, business process management and IT infrastructure services, which in a way allows the IT companies to de-risk their business from pricing pressures and enter into newer areas which provide them higher growth and profitability.
SWOT Analysis of IT Industry
Strengths Highly skilled human resource Low wage structure Quality of work
Weaknesses Absence of practical knowledge Dearth of suitable candidates Less Research and Development
Initiatives taken by the Government Contribution of IT sector to India 's (setting up Hi-Tech of Parks and GDP is still rather small. e-governance Employee salaries in IT sector are increasing tremendously. Low wages benefit will soon come to an end.
implementation projects)
Many global players have set-up operations in India like Microsoft, Oracle, Adobe, etc. Following Quality Standards such as ISO 9000, SEI CMM etc. English-speaking professionals Cost competitiveness Quality infrastructure Indian time zone (24 x 7 services to the global customers). Time difference between India and America is telecommunications
approximately 12 hours, which is beneficial for outsourcing of work.
Opportunities High quality IT education market
Threats Lack of data security systems
Increasing number of working age Countries like China and Philippines people India 's well developed soft with efforts qualified to workforce the making English
overcome
infrastructure
language barrier
Upcoming International Players in the IT development concentrated in a few market. cities only
Table showing SWOT analysis of IT industry Table No.2
1.2.2 BUSINESS PROCESS OUTSOURCING

Business process outsourcing (BPO) is a form of outsourcing that involves
the contracting of the operations and responsibilities of specific business functions (or processes) to a third-party service provider. Originally, this was associated with manufacturing firms, such as Coca Cola that outsourced large segments of its supply chain. In the contemporary context, it is primarily used to refer to the outsourcing of services. BPO is typically categorized into back office outsourcing - which includes internal business functions such as human resources or finance and accounting, and front office outsourcing - which includes customer-related services such as contact center services. BPO that is contracted outside a company's country is called offshore outsourcing. BPO that is contracted to a company's neighboring (or nearby) country is called near shore outsourcing. Given the proximity of BPO to the information technology industry, it is also categorized as an information technology enabled service or ITES. Knowledge process
outsourcing (KPO) and legal process outsourcing (LPO) are some of the sub-segments of business process outsourcing industry.
Industry size India has revenues of 10.9 billion USD[2] from offshore BPO and 30 billion USD from IT and total BPO (expected in FY 2008). India thus has some 5-6% share of the total BPO Industry, but a commanding 63% share of the offshore component. This 63% is a drop from the 70% offshore share that India enjoyed last year, despite the industry growing 38% in India last year, other locations like Philippines, Morocco, Egypt and South Africa have emerged to take a share of the market. China is also trying to grow from a very small base in this industry.
However, while the BPO industry is expected to continue to grow in India, its market share of the offshore piece is expected to decline. Important centers
in India areBangalore, Hyderabad, Kolkata, Mumbai, Pune, Chennai and New Delhi. The top five Indian BPO exporters for 2006-2007 according to NASSCOM are Genpact, WNS Global Services, Transworks Information Services, IBM Daksh, and TCS BPO. According to McKinsey, the global "addressable" BPO market is worth $122 $154 billion, of which: 35-40 retail banking, 25-35 insurance, 10-12 travel/hospitality, 10-12 auto, 8-10 telecoms, 8 pharma, 10-15 others and 20-25 is finance, accounting and HR. Moreover, they estimate that 8% of that capacity was utilized as of 2006
BPO Benefits and Limitations An advantage of BPO is the way in which it helps to increase a companys flexibility. However, several sources have different ways in which they perceive
organizational flexibility. Therefore business process outsourcing enhances the flexibility of an organization in different ways. Most services provided by BPO vendors are offered on a fee-for-service basis. This can help a company becoming more flexible by transforming fixed into variable costs. A variable cost structure helps a company responding to changes in required capacity and does not require a company to invest in assets, thereby making the company more flexible.Outsourcing may provide a firm with increased flexibility in its resource management and may reduce response times to major environmental changes Another way in which BPO contributes to a companys flexibility is that a company is able to focus on its core competencies, without being burdened by the demands of bureaucratic restraints. Key employees are herewith released from performing non-core or administrative processes and can invest more time and energy in building the firms core businesses.
The key lies in knowing which of the main value drivers to focus on customer intimacy, product leadership, or operational excellence. Focusing more on one of these drivers may help a company create a competitive edge. A third way in which BPO increases organizational flexibility is by increasing the speed of business processes. Using techniques such as linear programming can reduce cycle time and inventory levels, which can increase efficiency and cut costs. Supply chain management with the effective use of supply chain partners and business process outsourcing increases the speed of several business processes, such as the throughput in the case of a manufacturing company. Finally, flexibility is seen as a stage in the organizational life cycle. BPO helped to transform Nortel from a bureaucratic organization into a very agile competitor. A company can maintain growth goals while avoiding standard business
bottlenecks. BPO therefore allows firms to retain their entrepreneurial speed and agility, which they would otherwise sacrifice in order to become efficient as they expanded. It avoids a premature internal transition from its informal entrepreneurial phase to a more bureaucratic mode of operation. A company may be able to grow at a faster pace as it will be less constrained by large capital expenditures for people or equipment that may take years to amortize, may become outdated or turn out to be a poor match for the company over time. Although the above-mentioned arguments favor the view that BPO increases the flexibility of organizations, management needs to be careful with the implementation of it as there are a issues, which work against these advantages. Among problems, which arise in practice are: A failure to meet service levels, unclear contractual issues, changing requirements and unforeseen charges, and a dependence on the BPO which reduces flexibility. Consequently, these challenges need to be considered before a company decides to engage in business process outsourcing.
A further issue is that in many cases there is little that differentiates the BPO providers other than size. They often provide similar services, have similar geographic footprints, leverage similar technology stacks, and have similar Quality Improvement approaches.
Opportunities According to projections, the market size of the industry is expected to grow to $21billion-$24 billion by 2008-2010 and approximately 1 million jobs are expected to be created during the same period. Growing at a rate of 35%-40%, the domestic BPO segment employs around 1,50,000-2,00,000 people. Some global BPOs such as Aegis Communications Group, Firstsource Solutions, and IBM-Daksh are looking at the local market for potential BPO business. Speaking about emerging opportunities in the industry, Manish Mehta, Senior Manager, HR, at one of the leading financial services BPO, since this is a very young industry with multiple position openings and recruitment happening in large numbers. The biggest USP of this sector is the availability of growth opportunities. Typically young graduates who joined the industry in 2000-2001 will have risen to position of General Manager today. The industry is growing at an exponential rate of more than 70% in India, and people associated with the industry are also progressing along with it, says Mehta. Progress is driven by performance, aptitude and an ability and willingness to learn while being both lateral and vertical, he adds. Mehta says that the basic qualification required for this sector is graduation though some companies also prefer to hire from B-schools also. Initially when ITES sector came into being there was a huge influx from the services sectors such as travel and tourism, hotels and airlines. Even today if senior positions are concerned one prefers experience over everything else, he says. Jobs in the ITES sector are spread across categories such as business development, operations, migrations, administrative, human resources, and quality initiatives.
However, since the revenue generation in the ITES sector is via processes, it is the Operations jobs that are the revenue generators therefore the core function of the sector. In Operations jobs usually fall in three categories: voice-related jobs like customer help lines, and interacting with international customers; data-related jobs that involve communicating with customers on e-mail among other things; and consulting work like arranging balance-sheet data to facilitate analysis by clients like merchant bankers. Additionally, since the Financial Services segment is the fastest growing arm of ITES a lot of CAs and MCAs are being hired as well. Even a while ago professionals may have been a little apprehensive about joining this sector as it was perceived only for graduates and those with lesser qualification. However, things are fast changing. There is a growing awareness about growth opportunities in the sector and the competitive salaries offered. In fact, today the ITES sector attracts and retains some of the best talent. Currently the IT/ITeSindustry is among the largest employers in the organised sector creating jobs for over 7.5 million people both directly and indirectly, and this figure is expected to be well over 10 million by 2010 (Source: NASSCOM). From being perceived as an industry that merely specialises in answering calls and entering data, the ITES sector has moved on and is today recognised for the talent and potential to prove the talent and potential it contains. says Mehta. Today, even radiologists and doctors are being hired for remote analysis and diagnosis based on medical records, while lawyers are hired as research associates and for legal transcription. Currently the IT/ITeS industry is among the largest employers in the organised sector creating jobs for over 7.5 million people both directly and indirectly, and this figure is expected to be well over 10 million by 2010 (Source: NASSCOM). From being perceived as an industry that merely specialises in answering calls and entering data, the ITES sector has moved on and is today recognised for the talent and potential to prove the talent and potential it contains.
1.3 COMPANY PROFILE
1.3.1 About KGISL Dating back to 1932, the group was founded by Mr.K.Govindasamy Naidu, a leading industrialist and philanthropist from Coimbatore, thus earning its acronym 'KG' and the Trademark. With its deep rooted base in Coimbatore, 'The Manchester of South India' the KG Group made its mark as a cotton-trading venture and today stands as an USD 150 million company with diversified interests. Pre-eminent among the K.G. Group units is the K.G. Hospital, a 300-bed specialty facility offering a multitude of services through different departments equipped with the newest technology with the most dedicated, caring, and excellent team of physicians and surgeons. The K.G. Heart Center is committed to Total Heart Care aided by its most modern facilities. Additionally the K.G. Eye Hospital with its latest additions in eye care equipments reaches out far and wide to the poorest and the tribal areas with its free vision camps and programs. The K.G. Group has also created educational institutions with a vision solely for the growth of young professionals of the country in specialized studies like nursing, physiotherapy, engineering and information management. With a finesse touch on society, the K.G. Group's contribution to the fashion world comes from K. G. Denim. In the leisure arena, the group serves the public with its travel agency and the K. G. Arts Center. The K.G. Group's entry into the IT market has been a success story throughout. The new chapter KGISL, the name to reckon with, is riding the high waves of growth initiatives both in the national and international IT markets.
KGISL's software, engineering, web, and IT enabled services are branded with the mark of quality guaranteeing the highest degree of customer satisfaction globally. KGISL provides consulting and IT services to clients globally and has always focused on leveraging new technologies in a proven, cost-effective fashion. Our approach focuses on new ways of business combining IT innovation and adoption while also leveraging an organization's current IT assets. KGISL offers solutions that are robust, scalable and easily integrated with a diverse range of products and technologies. At KGISL, the focus is on continually defining, optimizing and aligning client's business strategy with IT initiatives. We provide solutions for a dynamic environment where business and technology strategies converge. 1.3.2 MISSION

Will to win in the competitive world by exceeding expectations. Achieving the hallmark of success, a platform to attract customers. Treating every goal/target as a challenge. Creating value at every angle/turn in each of the business units. Motivation through team work.
1.3.3 VISION
Innovation: Striving to be the best through being the first in all services and solutions.
Quality Service:Always setting a target to exceed expectations. Diversity:Stamping the quality mark on a diversified community. Global View:Focus on the world market for constant improvement. Customer Satisfaction:Setting a chain reaction of satisfaction in each customer and creating reliability.
1.3.4 FOCUS
Serving the community for an improved and better life through its multi commitments in healthcare and other services.
Providing means to the society for quality-oriented services. Opening new opportunities in the diversified business units. Keeping ahead with competitors in the market with services exceeding expectations.
Conscientious contribution to the society through free healthcare services.
1.3.5 BUSINESS SECTORS KG Group's current operations include: Health Care KG Hospital And Post Graduate Medical Institute K.G. Heart Center K.G. Eye Hospital Education K.G. Institute of Health Sciences K.G. Nursing College KGISL Institute Of Information Management
Information Technology K.G. Information Systems Private Limited Heartland KG Information Services
Textiles K.G. Denim Ltd. Yarn : Sri Kannapiran Mills Ltd. Yarn : The Kadri Mills Ltd. Yarn : Dhandapani Spinning Mills Ltd. Yarn : Sridevi Textiles (P) Ltd. Cotton : Shanmuga Ginning Factory Cotton : Jayalaxmi Ginning Factory Cotton : Sri Shanmuga Mills Finance Southern Technologies Ltd. Entertainment K.G. Arts Center Travels K.G. Travel Services Private Limited
KGISL operates in the following domains
Manufacturing Health Care Finance & Banking E-Commerce Entertainment Logistics
Communication Utility Retail Service Technology
1.3.6 Quality Initiatives

Quality is the cornerstone of cutting edge IT solutions and as an SEI CMM Level 4 company, KGISL fully appreciates the importance of the quality paradigm. KGISL constantly benchmarks itself against international quality standards and is also today a certified ISO 9001 service provider. Its Quality Initiatives mean its development processes are sharply focused on enhancing the quality standards by aligning the people, the business objectives with the processes and technology. Constantly following up on this firm belief, KGISL has stringent quality assurance and control measures to ensure its clients have nothing but the best of services. Establishing a mature process and improving it continuously to make it effective and contemporary requires specialized process knowledge, quality management skills, and exposure to the latest trends in industry, technology and best practices. At KGISL it is equally important to innovate on project management and engagement processes that enable it to deliver robust solutions for its clients within time and budget. At KGISL, dedicated groups responsible for thought leadership drive the organizational impetus to innovate. Process frameworks, methodologies, and reusable knowledge objects combine with topical thought leadership to demonstrate innovation in solution definition and engagement delivery for the client. KGISL's varied experience with multiple vertical domains has enabled the company to evolve a robust development process/methodology which ensures that client projects measure up to expectations. Extensive usage of process measurements helps KGISL constantly improve its quality, productivity and on-time delivery capabilities, thus enabling it to provide innovative software services
1.3.7 Software Solution

Introduction As multiple skills and competencies combine to realize technology-driven business transformations, software development continues to be the largest software engineering activity across enterprises. Drivers for custom-built solutions for clients are based on innovative use of technology to achieve competitive advantage and differentiation. As organizations drive towards iteration of their business and IT strategies, outsourcing IT application development allows focus on core businesses with benefits across the business spectrum. KGISL's well-honed capabilities and service methodologies address specific needs of enterprise IT programs, and Internet technology product development. KGISL IT services complement to define, optimize and align enterprise business strategy with technology initiatives in a comprehensive IT outsourcing framework that ensures costeffective and efficient management of customer IT operations. An enterprise will benefit from seamless coordination across strategy, implementation, and management of their technology programs; and from KGISL's expertise in focused industries, strong quality orientation, cross-technology expertise, and distributed project management capabilities. A proper understanding of this synthesis motivates every engagement, enabling KGISL to deliver technology solutions that give its clients the decisive competitive advantage.
KGISL has a strong record of success in custom-built solutions and through this process has perfected its processes which continue to be the key success drivers for these engagements. KGISL provides both end-to-end solutions (analysis to maintenance) and specific design/development services. Methodology KGISL's solutions are robust, scalable and will easily integrate with a diverse range of products and technologies. KGISL's expertise spans the entire gamut of application and custom development. At KGISL, its wide range of technological expertise, application knowledge and consulting experience, enable it to develop and integrate robust and scalable e-business solutions that keep end customer's requirement in mind. The software development process, supported by a proven onsite-offshore development methodology and quality management system, shortens application development timeframes, providing significant business benefits to customers. The Software Solutions provided by KGISL comprise:

Client Server Technology ERP Web Solutions Turnkey Projects Microsoft.NET Practice Linux/Open Source Practice Content Management Solutions - Zope, Vignette Workflow Management Solutions Migration Re-engineering services
1.3.8 Bpo services:

"I have always believed that to ensure sustained growth, it is important to constantly look beyond our horizons to seek and break newer grounds" - Ashok Bakthavathsalam, (CEO - KGISL) KGISL is a pioneer in the field of Business Process Outsourcing services to India.Based in India, KGISL possesses strong infrastructural and intellectual strengths; judiciously used to evolve the technology and process that makes KGISL the success it is today. KGISL BPO Services division is a leading overseas service provider created with the objective of providing affordable quality services to various vertical industry segments in the US like Healthcare, Legal, Insurance, Business and Finance. KGISL offers the following BPO Services E-Content Processing Engineering Design Services Back office Email Support Transcription Remote Data Processing CRM Services HR Recruiting
1.3.9 CAD/CAM Solutions KGISL's services cover all the well-known CAD applications including Pro/Engineer, Unigraphics, CATIA, IDEAS, and Solid Works. The services cover a range of engineering domains such as Automotive, Automotive Tooling, Aerospace, and Manufacturing. With concurrent engineering solutions, wellestablished quality processes and superlative design methodology, KGISL ensures shorter and more efficient design cycles. 1.Design The Design team helps with the entire product design and development process, from design, product layout/assembly planning, and component design, to assembly design, assembly analysis and product packaging design. This is done in close interaction with the client to ensure the required result. Services include Legacy Conversion of old drawings (paper/CAD package) to the latest CAD packages with ensured cost effectiveness, consistent quality and quick turnaround. 2.Modeling Complex 3D geometrical models are used to express built-in design intent while behavioral modeling is used to optimize the design. The models created can be completely parametric with interdependent dimensions driven by relations. The most efficient possible techniques are used to obtain the optimal CAD model. 3. Drafting KGISL design team generates engineering production drawings or assembly layout drawings matching customer specifications using international drafting standards.
4. Assembly KGISL Design team also creates initial layouts and top-down assemblies with modular methodology for requiring clients. 5. Tool/Die design Design and development of press tools, jigs and fixtures, dies and punches, die design for cast, forged and sheet metal components is also carried out at the Design Division using latest tools and technology. Product Data Management KGISL also offers Product Data Management solutions and services to manufacturers. These integrated solutions provide collaboration among the internal product development team, partners, suppliers, and customers dispersed across different locations and organizations. The customized PDM solutions connect, control and manage the Data and Processes of the Product through its lifecycle, across the supply chain on a project-by-project basis. The accurate and synchronized product information is made available based on levels and rights of access in a scalable environment.
The implementation of PDM solutions derives advantages to KGISL's clients like Access to a pool of highly trained and resourceful manpower in industrystandard PDM packages. Prior Experience in implementation of solutions to provide Data Integration and Security Connectivity to Legacy Applications and Databases Office Workflow Process Automation Change Management Re-engineering and Optimization of Business Processes
Vast industry expertise in different CAD/CAM applications / tools and their customization. PDM solutions integrate existing CAD/CAM applications and customized "point solutions" in the ever-changing environment. A deep understanding of the industry requirements. Product Data Management implementation and support coupled with KGISL's domain expertise in providing Engineering Design Services by leveraging the latest technology and state-of-the-art tools provides the ideal way to create a collaborative product development environment between itself and its clients.
1.3.10 Transcription KGISL initiated its Overseas Documentation Services in 1998 as an Overseas Transcription Provider for the US based Transcription major Heartland Information Services, a part of the S&P 500 HCR ManorCare Group. By the year 2000, this operation had grown to be the largest of its kind in ASIA employing more than 1300 quality transcriptionists providing valuable support, on 24x7 day schedule, to the Healthcare industry in the US. In the year 2001, this support division was spun into an independent entity called the HeartlandKG Information Services with independent service capability dedicated to Heartland needs. Outsourced Documentation Services offered offshore at KGISL provide numerous advantages to its clients abroad. Abundant English proficient manpower and significant cost advantages are just some of them. KGISL is one of the few overseas transcription service providers that have been able to dispel the notion that "Cheap Manpower Yields Cheap Quality". KGISL is committed to providing complete and comprehensive documentation solutions by offering a wide range of dictation options and transcription services. To fulfill this commitment, KGISL has developed a fully integrated dictation and transcription system that provides unparalleled efficiency, flexibility, reliability, and management capabilities. At KGISL, we clearly understand the fact that processing of documents, as in case of healthcare, business, and legal, usually requires a high degree of confidentiality. The fact that our clients repose their faith in our services time and again stands testimony to KGISL's quality of service.
Data Processing "As a business manager, you need to take a hard look at your core competencies. Revisit the areas of your company that aren't directly involved in those competencies, and consider whether Web technologies can enable you to spin off those tasks. Let another company take over the management responsibilities for that work, and use modern communication technology to work closely with the people now partners instead of employees are doing the work. In the Web work style, employees can push the freedom the Web provides to its limits." - Bill Gates (Times - Apr'99) Almost every business can become overwhelmed and backlogged by the tremendous volume of paper that generates tons of data which requires sorting and analysis to be processed. Banks, Financial Institutions, Airlines, Healthcare, insurance companies, government agencies, hospitals, advertising, and retailers are businesses that typically handle forms that have been filled out by individuals or are machine-generated. Business entities are dependent upon speed and accuracy as this has a direct impact on their efficiency, resources and profits. For small one-time keyboarding requirements to complex Order processing & entry, KGISL caters to a huge magnitude of clients. Data Processing essentially involves collecting data, creating a master data, tabulating available data, validate the data as per given rules, create a database and transfer the output back in acceptable media. KGISL offers a wide range of data capture and document management solutions for litigation support, publishing, scientific and engineering applications, insurance and medical forms.
Captured data is delivered to KGISL's Data Center where various edit checks, data validation, and database management functions are performed. The Data Center provides application design and development as well as statistical and analytical reports for a wide variety of corporate customers. The programming staff at KGISL boasts of expertise in COBOL, Oracle, Visual Basic among others and address clients' most complex database management, on-line access, and data reporting needs on a continual basis. The powerful complement of systems at KGISL involves use of state of art latest generation technology supported by an array of IBM Netfinity servers providing the very vital technological backbone to its Data Processing operations. The Data Center is networked to client sites via dedicated IPLC communication links through the earth station based at KGISL's facility with a redundant Optic Fiber Cable link. Regular scheduled nightly or weekly data backups ensure full support in the event of a disaster.
The various Data processing offerings at KGISL cover a host of industrial segments like..
The service offerings include:
The data processing operations at KGISL follow a robust and time-tested methodology to ensure the veracity of data processed or analyzed or entered before delivery to the client. The Data Delivery Methodology at KGISL follows a multi-level, multi-stage process illustrated as
Custom-built programs are utilized for efficient processing and effective quality control.
Advantages The distinct advantages that KGISL offers to its international clients are superior quality, low cost & timely solutions. Being ideally positioned with an extensive experience in this field, KGISL continues to give advantages through a range of data conversion & processing solutions to multiple industries the world over.
Major benefits can be calculated in terms of organizational responsiveness and not just cost savings. In other words, redefinition of jobs, plus better use of people and corporate resources are very likely to play a greater role in the decision to outsource the data, forms and document processing. At KGISL, the benefit of outsourcing has thus been field tested and proven
1.3.11 UNIQUE FEATURES 1.Dynamic grouping Unlike many others, KGISL offers dynamic grouping or customizing of subscriber lists and the message they receive by demographic information. 2. Template Design Clients who request KGISL template design get full attention from its creative staff. The right look and feel for the message is intensely scrutinized, and is always subject to the final approval by the client. 3. Low-cost Managed Services At KGISL , our main goal is to increase client's sales or improve communications. But at the same time, KGISL saves time and money. The more services KGISL handles, the better deal it is for the client's business. The team at KGISL designs client template, tests it, manages subscriber list, plans campaign strategy, and analyzes its resultsall at a highly economical cost to the client. 4. All Services Include

Quality assurance across multiple email client Complete subscription management and hosting Advanced bounce handling Unlimited segmentation Message sizes up to 250k Online reporting updated eight times a day HTML Production and Email Formatting Email newsletter trafficking (sends)
5.Advanced Features & Services

Integrated customer surveys ROI conversion tracking Personalization Data synchronization with client data bases Multi-campaign subscription management E-business integration Custom reporting Strategic planning and integration services Track views, click-stream data, and friendly forwards Complete online ROI reporting
1.4 TOPIC INTRODUCTION Recruitment refers to the process of attracting, screening, and selecting qualified people for a job at an organization or firm. For some components of the recruitment process, mid- and large-size organizations often retain professional recruiters or outsource some of the process to recruitment agencies. The recruitment industry has five main types of agencies: employment agencies, recruitment websites and job search engines, "headhunters" for executive and professional recruitment, niche agencies which specialize in a particular area of staffing and in-house recruitment. The stages in recruitment include sourcing candidates by advertising or other methods, and screening and selecting potential candidates using tests or interviews. Recruitment can conduct by 9 methods as follows: 1. Recruitment by Campus method Campus is the location of a university, college, or schools main buildings. This method is based on recruitment at university, colleges 2. Recruitment by Job centers Job centers often specialize in recruitment for specific sectors. They usually provide a shortlist of candidates based on the people registered with the agency. They also supply temporary or interim employees. 3. Head hunting. Head hunting are recruitment agents who provide a more specialized approach to the recruitment of key employees and/or senior management.
4. Recruitment by Advertisements They can be found in many places such as: Job posting on job Ads on websites related to positions recruited. 5. Database search on job sites. Company can buy data from job websites for a week or a month to search candidates. 6. Employee referral This method often refer to as word of mouth and can be a recommendation from a colleague at work. 7. Contract staffing. Company can buy staffing contract from HR outsourcing. 8. Word-of-mouth recruitment 9. Internal recruitment Internal recruitment can conduct by types of: Present permanent employees (based on programs of career development). Present temporary Retired / casual employees. employees. Newspaper sites
Dependents of deceased disabled, retired and present employees
1.4.1 RECRUITMENT PROCESS FOR THE SOURCES ADVERTISEMENT
Getting the quotation from vendors
Internal discussions for approval
Designing of Advertisement
Modifications if any in the design
Final settlement after confirmation
Publishing of advertisement
Cheque payment
Time Taken
: A weeks time
Cost incurred : Rs.20000 approximately
CONSULTANCIES AND AGENCIES
Approach by the agencies
Background verification by us
Memorandum of understanding (MoU)
Details of Job Description being sent to consultancies
Profiles being sent to the company for initial review
Shortlists by the company will be informed to them after interview
Time taken
: More than one and half months
Cost incurred : 10 to 12 percent from the salary of the selected candidates
CAMPUS RECRUITMENT
Proposal from the college
Acceptance from the company
Schedule of the interview dates
Visiting of campus
Conducting of tests Grammar test Audio test
Face to Face interview
Final HR round If selected Offer letter Time taken : A weeks time
Cost incurred : Nil it is bared by the college
HEAD HUNTING
Head Hunting
Through Networking
Job portals
Gate crashing
Searching of candidates through employees
Searching of candidates as per the need
Finding the experienced candidates
Interviewing the Candidates
Calling them for the interview
Bye passing them thro reception
Offer letter
Interviewing the candidates
Finding their view for working with us
Offer letter
Offer letter
Time taken
: Less than 2 months
Cost incurred : Certain percentage depending on the candidate
JOB FAIRS
Invitation to the company from the conductors
Acceptance from the company
Requisite for installation of stalls
Finding the candidates
Selection of candidates
Offer letter
Time taken
: One month
Cost incurred : Travel expenses
REFFERALS
Receiving profiles from the employees and top management
Matching the profiles with the requirements
Calling the candidates for the interview
Selection of candidates
Offer letter
Time taken
: More than 2 months
Cost incurred : Incentives to the employee
INTERNAL PROMOTION
Finding the vacancies in the company
Analysing the performance of the employees who are eligible for promotion
Finding the right employee for promotion
Promoting the employee internally
Time taken
: 3 months
Cost incurred : Nil
1.5 REVIEW OF LITERATURE

Cost-effectiveness of Recruitment Methods in an Obesity Prevention Trial for Young Children Research Done By Jodie L. Robinson, M.A., M.B.A, Janene H. Fuerch, B.S, Dana D. Winiewicz, B.S, Sarah J. Salvy, Ph.D, James N. Roemmich, Ph.D, and Leonard H. Epstein, Ph.D Background Recruitment of participants for clinical trials requires considerable effort and cost. There is no research on the cost-effectiveness of recruitment methods for an obesity prevention trial of young children. Methods This study determined the cost-effectiveness of recruiting 70 families with a child aged 4 to 7 (5.9 1.3) years in Western New York from February, 2003 to November, 2004, for a two year randomized obesity prevention trial to reduce television watching in the home. Results Of the 70 randomized families, 65.7% (n = 46) were obtained through direct mailings, 24.3% (n = 17) were acquired through newspaper advertisements, 7.1 % (n = 5) from other sources (e.g. word of mouth), and 2.9% (n = 2) through posters and brochures. Costs of each recruitment method were computed by adding the cost of materials, staff time, and media expenses. Cost-effectiveness (money spent per randomized participant) was US $0 for other sources, US $227.76 for direct mailing, US $546.95 for newspaper ads, and US $3,020.84 for posters and brochures. Conclusion Of the methods with associated costs, direct mailing was the most cost effective in recruiting families with young children, which supports the growing literature of the effectiveness of direct mailing
A Practical, Cost-effective Method for Recruiting People Into Healthy Eating Behavior Programs Research Done By Paul W McDonald, PhD, Assistant Professor Paul W McDonald, Department of Health Studies and Gerontology, University of Waterloo; Waterloo, ON, N2L 3G1, Canada, Introduction The population impact of programs designed to develop healthy eating behaviors is limited by the number of people who use them. Most public health providers and researchers rely on purchased mass media, which can be expensive, on public service announcements, or clinic-based recruitment, which can have limited reach. Few studies offer assistance for selecting high-outreach and low-cost strategies to promote healthy eating programs. The purpose of this study was 1) to determine whether classified newspaper advertising is an effective and efficient method of recruiting participants into a healthy eating program and 2) to determine whether segmenting messages by transtheoretical stage of change would help engage individuals at all levels of motivation to change their eating behavior. Methods For 5 days in 1997, three advertisements corresponding to different stages of change were placed in a Canadian newspaper with a daily circulation of 75,000. Results There were 282 eligible people who responded to newspaper advertisements, and the cost was Can $1.11 (U.S. $0.72) per recruit. This cost compares favorably with the cost efficiency of mass media, direct mail, and other common promotional methods. Message type was correlated with respondent's stage of change, and this correlation suggested that attempts to send different messages to different audience segments were successful.
Effectiveness and cost of recruitment strategies for a community-based randomised controlled trial among rainwater drinkers
Research done by Shelly Rodrigo Department of Epidemiology and Preventive Medicine, School of Public Health and Preventive Medicine, Monash University, Melbourne, Australia Background Community-based recruitment is challenging particularly if the sampling frame is not easily defined as in the case of people who drink rainwater. Strategies for contacting participants must be carefully considered to maximise generalisability and minimise bias of the results. This paper assesses the recruitment strategies for a 1-year double-blinded randomised trial on drinking untreated rainwater. The effectiveness of the recruitment strategies and associated costs are described. Methods Community recruitment of households from Adelaide, Australia occurred from February to July 2007 using four methods: electoral roll mail-out, approaches to schools and community groups, newspaper advertising, and other media involvement. Word of mouth communication was also assessed. Conclusion The use of electoral roll mail-out and advertising via schools were effective in reaching households using untreated rainwater for drinking. Employing multiple strategies enabled success in achieving the recruitment target. In countries where electoral roll extracts are available to researchers, this method is likely to have a high yield for recruitment into community-based epidemiological studies.
CHAPTER II
2.RESEARCH METHODOLOGY Research Methodology is used to systematically solve the problem. Considering the Objective of the study, the methods are logically chosen and adopted, so that the results are capable of being evaluated either by the researcher or by others.
2.1 RESEARCH DESIGN The type of research conducted for this study is Descriptive Research Studies which are concerned with describing the characteristics of a particular variables.
2.2 SAMPLE DESIGN Sample size The Sample Size consists of 50 Respondents from Coimbatore City Sample design It is a technique or procedure the researcher would adopt in selecting the items for the sample. Respondents were chosen at Probability Simple Random Sampling.
2.3 DATA COLLECTION METHOD The study is based on the Primary and Secondary Data. Primary data collection method is adopted for this study. In primary data collection Questionnaire was designed comprising statements on all the major data and perception towards the Parameters used to analyze the study. The secondary data regarding the Company profile and Industry profile is collected through Internet, Company intranet and database, Journals, Books, etc.,
2.4 DATA ANALYSIS Questionnaire collected from the sample is taken for the study. The statistical tools used to do the study are Conventional Analysis (Simple Percentage), Correlation. The collected data was consolidated by using computer programs such as SPSS, MS Word.
2.5 QUESTIONNAIRE DESIGN The Questionnaire used for the study is the Unstructured questionnaire designed based on the objective.
CHAPTER III ANALYSIS AND INTERPRETATION

3.1 CONVENTIONAL ANALYSIS
3.1.1Table showing the age of respondents
Category Valid 20 - 30 31 - 40 41 - 50 51 - 60 Total Frequency 16 10 11 13 50 Percent 32.0 20.0 22.0 26.0 100.0
Table No. 3
3.1.1 Chart showing the age of respondents
Age
20
10
Frequency
0 20 - 30 31 - 40 41 - 50 51 - 60
Age
Chart No.
Interpretation Majority of the respondents are aged between 20 30 that is 32% of the population. The 26%, that is second largest population comes under 51 60 years of age. 22% of the population belongs to 41 50 years of age. 20% of the population comes under 31 40 years
3.1.2 Table showing the Gender of the respondents
Valid
Category Male Female Total
Frequency 24 26 50
Percent 48.0 52.0 100.0
Table No .4
3.1.2 Chart showing the Gender of the respondents

Gender
30
20
10
Frequency
0 Male Female
Gender
Chart No .
Interpretation Majority of the respondents are Female, that is 52% of the population The Male respondents are 48% of the population
3.1.3 Table showing the Work experience of the respondents
Valid
Category 1 - 10 11 - 20 21 - 30 31 - 40 Total
Frequency 16 16 10 8 50
Percent 32.0 32.0 20.0 16.0 100.0
Table No.5
Work experience 3.1.3 Chart showing the Work experience of the respondents
20
10
Frequency
0 1 - 10 11 - 20 21 - 30 31 - 40
Work experience
Interpretation Majority of the respondents have work experience of 1 10 years and 11 20 years that is both the category has 32% from the population. 20% of the population has the work experience of 21 30 years and 16% of the population has the work experience of 31 40 years.
3.1.4 Table showing the advertisements expected Response

Valid Category Strongly agree Agree Neither agree nor disagree Total Frequency 9 31 10 50 Percent 18.0 62.0 20.0 100.0
Table No.6
Advertisements expected Response 3.1.4 Chart showing the advertisements expected Response
40
30
20
Frequency
10
0 Strongly agree Agree Neither agree nor di
Chart No. Advertisements expected Response Interpretation From the above table it is interpret that the response for the advertisement is as follows 62% of the respondents agree that the advertisement gives the expected response 20% of the respondents neither agree nor disagree to the statement 18% of the respondents strongly agree that advertisement gives the expected result
3.1.5 Table showing that advertisement Reaches the targeted candidates

Category Agree Neither agree nor disagree Total Frequency 15 35 50 Percent 30.0 70.0 100.0
Valid
Table No.7 3.1.5 Chart showing that advertisement reaches thecandidates targeted candidates Advertisement Reachs the targeted
40
30
20
Frequency
10
0 Agree Neither agree nor di
Advertisement Reachs the targeted candidates
Chart No. Interpretation The majority of 70% of the respondents neither agree nor disagree that advertisement reaches the targeted candidates Only 30% of the respondents agree that advertisement reaches the targeted candidates
3.1.6 Table showing advertisement Cost incurred
Valid
Category Strongly agree Neither agree nor disagree Total
Frequency 16 34 50
Percent 32.0 68.0 100.0
Table No.8 3.1.6 Chart showingCost advertisement Advertisement incurred Cost incurred
40
30
20
Frequency
10
0 Strongly agree Neither agree nor di
Advertisement Cost incurred
Interpretation The majority of 68% of the respondents neither agree nor disagree that cost is incurred on advertisement. 32% of the respondents strongly agree that cost is incurred on advertisement.
3.1.7 Table showing that advertisement is responded by the candidate

Category Strongly agree Agree Neither agree nor disagree Disagree Total Frequency 11 24 10 5 50 Percent 22.0 48.0 20.0 10.0 100.0
Valid
Table No.9
3.1.7 Chart showing that advertisement is responded by the candidate Advertisement is responded by the candidate
30
20
10
Frequency
0 Strongly agree Agree Neither agree nor di Disagree
Advertisement is responded by the candidate
Interpretation The majority of 48% of respondents agree that candidate responds to the advertisement 22% of respondents strongly agree that candidate responds to the advertisement 20% of respondents neither agree nor disagree that candidate responds to the advertisement The rest 10% of respondents disagree that candidate responds to the advertisement
3.1.8 Table showing that advertisement is not useful than other source
Category Strongly agree Agree Neither agree nor disagree Disagree Total Frequency 1 15 21 13 50 Percent 2.0 30.0 42.0 26.0 100.0
Valid
Table No.10 3.1.8 Chart showing that advertisement is not useful than other source Advertisement is not useful than other source
30
20
10
Frequency
Advertisement is not useful than other source
Chart No. Interpretation The 42% of the respondents neither agree nor disagree that advertisement is not useful than other sources 30% of the respondents agree that advertisement is not useful than other sources 26% of the respondents disagree that advertisement is not useful than other sources Only 2% of the respondents disagree that advertisement is not useful than other sources
3.1.9 Table showing that consultancies gets better candidates
Valid
Category Agree Neither agree nor disagree Total
Frequency 21 29 50
Percent 42.0 58.0 100.0
Table No.11 3.1.9 Chart showing that consultancies gets better candidates
Consultancies gets better candidates
30
20
10
Frequency
Interpretation
Consultancies gets better candidates
The 58% of the respondents neither agree nor disagree that consultancies gets better candidates 42% of the respondents agree that consultancies gets better candidates
3.1.10 Table showing that Consultancies acquire right candidates only
Valid
Category Neither agree nor disagree Disagree Total
Frequency 35 15 50
Percent 70.0 30.0 100.0
Table No.12
3.1.10 Chart showing that Consultancies acquire right candidates only Consultancies acquire right candidates oly
40
30
20
Frequency
10
0 Neither agree nor di Disagree
Consultancies acquire right candidates oly
Chart No.
Interpretation The majority of the respondents, that is 70% neither agree nor disagree that consultancies acquire right candidate only 30% of the respondent disagree that consultancies acquire right candidate only
3.1.11 Table showing that consultancies are effective for the cost incurred
Category Strongly agree Neither agree nor disagree Disagree Total Frequency 1 21 28 50 Percent 2.0 42.0 56.0 100.0
Valid
Table No.13
3.1.11 Chart showing that consultancies are effective the cost incurred Consultancies are effective for the for cost
30
20
10
Frequency
0 Strongly agree Neither agree nor di Disagree
Chartfor No. Consultancies are effective the cost Interpretation 56% of the respondent disagree that consultancies are effective for the cost incurred 42% of the respondent neither agree nor disagree that consultancies are effective for the cost incurred The rest 2% of the respondents alone strongly agree that consultancies are effective for the cost incurred
3.1.12 Table showing that consultancies provides skilled candidates

Category Agree Neither agree nor disagree Disagree Total Frequency 10 9 31 50 Percent 20.0 18.0 62.0 100.0
Valid
Table No.14 3.1.12 Chart showing that consultancies provides skilled candidates Consultancies provides skilled candidates
40
30
20
Frequency
10
0 Agree Neither agree nor di Disagree
Consultancies provides skilled candidates
Chart No.
Interpretation The 62% of the respondents disagree that consultancies provides skilled candidates 20% of the respondents agree that consultancies provides skilled candidates 18% of the respondents neither agree nor disagree that consultancies provides skilled candidates
3.1.13 Table showing that consultancies make investment worthy

Valid
Table No.15 3.1.14 Chart showing that consultancies make investment Consultancies make investment worthy worthy
30
20
10
Frequency
Consultancies make investment worthy
Chart No.
Interpretation Majority 50% of the respondents neither agree nor disagree that investment made on consultancies are worthy 30% of the respondents disagree that investment made on consultancies are worthy 20% of the respondents agree that investment made on consultancies are worthy
3.1.15 Table showing that through campus recruitment expectation met

Valid
Table No.16
3.1.15 Chart showing that through campus recruitment expectation met

Campus recruitment expectation met
50
40
30
20
Frequency
10
Campus recruitment expectation met
Chart No.
Interpretation Majority of the respondents has agreed that expectation is met through campus recruitment, that is 78% 12% of the respondents has disagreed that expectation is met through campus recruitment The rest 10% of the respondents has neither agree nor disagreed that expectation is met through campus recruitment.
3.1.16 Table showing that campus recruitment provides opportunity to find the right candidate
Valid
Category Agree Neither agree nor disagree Total
Frequency 45 5 50
Percent 90.0 10.0 100.0
Table No.17
3.1.16 Chart showing that campus recruitment provides opportunity to find the right candidate Campus recruitment provides opportunity to find the right candidate
50
40
30
20
Frequency
10
Campus recruitmentChart providesNo. opportunity to find the right candidate
Interpretation The 90% of the respondents have agreed that campus recruitment provides opportunity to find the right candidate The rest 10% of the respondents have neither agreed nor disagreed that campus recruitment provides opportunity to find the right candidate
3.1.17 Table showing the campus recruitment cost incurred

Category Strongly agree Agree Neither agree nor disagree Total Frequency 9 36 5 50 Percent 18.0 72.0 10.0 100.0
Valid
Table No.18 3.1.17 Chart showing the campus recruitment Campus recruitment cost incurred cost incurred
40
30
20
Frequency
10
Campus recruitment Chart cost incurred No.
Interpretation 72% of the respondents agree that cost incurred is worth on campus recruitment 18% of the respondents strongly agree that cost incurred is low on campus recruitment The rest 10% of the respondents strongly agree that cost incurred is low on campus recruitment
3.1.18 Table showing that campus recruitment investment is worthy

Valid
Table No.19
Campus recruitment investment isinvestment worthy 3.1.18 Chart showing that campus recruitment is worthy
40
30
20
Frequency
10
Campus recruitment investment is worthy
Chart No.
Interpretation Majority 60% of the respondents strongly agree that investing on campus recruitment is worthy 30% of the respondents agree that investing on campus recruitment is worthy Only 10% of the respondents agree that investing on campus recruitment is worthy
3.1.19 Table showing that campus recruitment gives the expected response
Valid
Table No.20 3.1.19 Chart showing that campus recruitment gives the response expected response Campus recruitment gives the expected
40
30
20
Frequency
10
Campus recruitment gives the expected response
Chart No.
Interpretation The 68% of the respondents has agreed that campus recruitment gives the expected response 22% of the respondents has neither agreed nor disagreed that campus recruitment gives the expected response 10% of the respondents has strongly agreed that campus recruitment gives the expected response
3.1.20 Table showing head hunting is better than other source

Valid
Table No.21 3.1.20 Chart showing head is hunting is other better than other source Head Hunting better than source
30
20
10
Frequency
Head Hunting is better than other source
Chart No.
Interpretation The 50% of the respondents have strongly agreed that head hunting is better than other source 32% of the respondents have neither agreed nor disagreed that head hunting is better than other source 18% of the respondents have agreed that head hunting is better than other source
3.1.21 Table showing that head hunting gives cent percent result
Valid
Table No.22
3.1.21 Chart showing that head hunting gives cent percent result
Head Hunting gives cent percent result
30
20
10
Frequency
Head Hunting gives cent percent result
Chart No.
Interpretation The 50% of the respondents have strongly agreed that head hunting gives cent percent result 28% of the respondents have agreed that head hunting gives cent percent result 22% of the respondents have neither agreed nor disagreed that head hunting gives cent percent result
3.1.22 Table showing that head hunting provides competitive advantage

Category
Valid Strongly agree Agree Neither agree nor disagree Total Frequency 10 34 6 50 Percent 20.0 68.0 12.0 100.0
Table No.23 3.1.22 Chart showing that headprovides hunting provides competitive Head Hunting competitive advantage advantage
40
30
20
Frequency
10
Head Hunting provides competitive advantage
Chart No.
Interpretation Majority 68% of the respondents has agreed that head hunting provides competitive advantage 20% of the respondents has strongly agreed that head hunting provides competitive advantage 12% of the respondents has neither agreed nor disagreed that head hunting provides competitive advantage
3.1.23 Table showing head hunting cost incurred

Category
Valid Agree Neither agree nor disagree Total Frequency 34 16 50 Percent 68.0 32.0 100.0
Table No.24 3.1.23 Chart showing head hunting cost incurred

Head Hunting cost incurred
40
30
20
Frequency
10
Head Hunting cost incurred
Chart No.
Interpretation The 68% of the respondents agree that cost incurred is low on head hunting The rest 32% of the respondents neither agree nor disagree that cost incurred is low on head hunting
3.1.24 Table showing that head hunting is done for top mgt
Category
Valid Agree Neither agree nor disagree Disagree Total Frequency 29 6 15 50 Percent 58.0 12.0 30.0 100.0
Table No.25 3.1.24 Chart HH showing that done for tophead mgt hunting is done for top mgt
40
30
20
Frequency
10
HH done for top mgt
Chart No.
Interpretation The 58% of the respondents agree that head hunting is done for the top management 30% of the respondents disagree that head hunting is done for the top management The rest 12% of the respondents neither agree nor disagree that head hunting is done for the top management
3.1.25 Table showing that job fair is the best way to get large candidates
Category
Valid Strongly agree Agree Total Frequency 18 32 50 Percent 36.0 64.0 100.0
Table No.26 3.1.25 Chart showing that job fair is the best way to get large candidates
Job Fair is the best way to get large candidates
40
30
20
Frequency
10
0 Strongly agree Agree
Job Fair is the best way to get large candidates
Chart No.
Interpretation The 64% of the respondents agree that job fair is the best way to get large candidates The rest 36% of the respondents strongly agree that job fair is the best way to get large candidates
Table showing that job fair investments are more useful

Category
Valid Strongly agree Agree Disagree Total Frequency 10 35 5 50 Percent 20.0 70.0 10.0 100.0
Table No.27 Chart showing that job fair investments are more useful Job Fair investments are more useful
40
30
20
Frequency
10
0 Strongly agree Agree Disagree
Job Fair investments are more useful
ChartNo.
Interpretation The majority 70% of the respondents agree that investing on job fair is more useful 20% of the respondents strongly agree that investing on job fair is more useful Only 10% of the respondents disagree that investing on job fair is more useful
Table showing that job fair helps to find brand image
Category
Valid Strongly agree Agree Total
Frequency 19 31 50
Percent 38.0 62.0 100.0
Table No.28 Chart showing that job fair helps to find brand image
Job Fair helps to find brand image
40
30
20
Frequency
10
Job Fair helps to find brand image
Chart No.
Interpretation Majority 62% of the respondents agree that job fairs helps to find the brand image of the organization The rest 38% of the respondents strongly agree that job fairs helps to find the brand image of the organization
Table showing job fair brings competition in hiring candidate

Category
Valid Agree Neither agree nor disagree 14 Total 50 28.0 100.0
Frequency 36
Percent 72.0
Table No.29 Chart showing job fair brings competition in hiring candidate Job Fair brings competition in hiring candidate
40
30
20
Frequency
10
Job Fair brings competition inNo. hiring candidate Chart
Interpretation The 72% of the respondents agree that job fair brings competition in hiring candidates The rest 28 % of the respondents neither agree nor disagree that job fair brings competition in hiring candidates
Table showing that job fair cost incurred

Category
Valid Agree Neither agree nor disagree Disagree Total
Frequency 36 11 3 50
Percent 72.0 22.0 6.0 100.0
Table No.30 Chart job fair cost incurred Job showing Fair cost that incurred
40
30
20
Frequency
10
Job Fair cost incurred
Chart No.
Interpretation The 72% of the respondents agree that cost is incurred on job fair The 22% of the respondents neither agree nor disagree that cost is incurred on job fair
Table showing that referrals are relayed on getting right candidate

Frequency Valid Agree Neither agree nor disagree Disagree Strongly disagree Total 24 17 4 5 50 Percent 48.0 34.0 8.0 10.0 100.0
Table No.31
is relayed on getting candidate Chart showingRefferls that referrals is relayed on right getting right candidate
30
20
10
Frequency
0 Agree Neither agree nor di Disagree Strongly disagree
Refferls is relayed on getting No. right candidate Chart
Interpretation The 48% of the respondents agree that employer relay on referrals to get right candidates 34% of the respondents neither agree nor disagree that employer relay on referrals to get right candidates 10% of the respondents strongly disagree that employer relay on referrals to get right candidates The rest 8% of the respondents disagree that employer relay on referrals to get right candidates
Table showing referrals stay longer in the organization

Category
Table No.32
Refferals stay longer in the organization Chart showing referrals stay longer in the organization
40
30
20
Frequency
10
Refferals stay longer in the organization
Chart No. Interpretation The majority 72% of the respondents neither agrees nor disagree that referrals stay longer in the organization The 20% of the respondents disagree that referrals stay longer in the organization The rest 8% of the respondents agree that referrals stay longer in the organization
Table showing that referrals mostly have experience in the job
Category
Valid Agree Neither agree nor disagree
Frequency 39 5
Percent 78.0 10.0 12.0 100.0
Disagree Total
6 50
Table No.33 Chart showing that referrals mostly have experience in the job
Refferals mostly have experience in the job
50
40
30
20
Frequency
10
Refferals mostly have experience in the job
Chart No.
Interpretation The 78% of the respondents agree that referrals mostly have experience in the job 12% of the respondents disagree that referrals mostly have experience in the job 10% of the respondents neither agree nor disagree that referrals mostly have experience in the job
Table showing the referrals cost incurred

Category
Table No.34 Chart showing the referrals cost incurred Refferals cost incurred
40
30
20
Frequency
10
Refferals cost incurred
Chart No.
Interpretation The 72% of the respondents neither agree nor disagree that cost is involved in referrals 18% of the respondents disagree that cost is involved in referrals 10% of the respondents agree that cost is involved in referrals
Table showing that in referrals employees are involved in recruitment

Category
Valid Agree Disagree Strongly disagree Total Frequency 16 28 6 50 Percent 32.0 56.0 12.0 100.0
Table No.35 Chart showing that in referrals employees are involved in recruitment Refferals employees are involved in recruitment
30
20
10
Frequency
0 Agree Disagree Strongly disagree
Refferals employees are involved in recruitment
Chart No.
Interpretation The 56% of the respondents disagree that in referrals employees are involved in recruitment 32% of the respondents agree that in referrals employees are involved in recruitment 12% of the respondents strongly disagree that in referrals employees are involved in recruitment
Table showing that internal promotion gives satisfaction on the employee

Category Strongly agree Agree Disagree Total Frequency 35 11 4 50 Percent 70.0 22.0 8.0 100.0
Valid
Table No.36
Internal promotion gives satisfaction on the employee Chart showing that internal promotion gives satisfaction on the employee
40
30
20
Frequency
10
Internal promotion gives satisfaction on the employee
Chart No.
Interpretation The majority 70% of the respondents strongly agrees that internal promotion gives satisfaction on the employee 22% of the respondents agrees that internal promotion gives satisfaction on the employee Only 8% of the respondents disagrees that internal promotion gives satisfaction on the employee
Table showing that Internal promotion reduces the cost since employee is not new
Valid Strongly agree Agree Neither agree nor disagree Disagree Total Frequency 35 5 6 4 50 Percent 70.0 10.0 12.0 8.0 100.0
Table No.37 Chart showing that Internal promotion reduces the cost since employee isis not new Internal promotion reduces the cost since employee not new
40
30
20
Frequency
10
Internal promotion reduces the cost since employee is not new
Chart No.
Interpretation The majority 70% of the respondents strongly agree that internal promotion reduces the cost since employee is not new The 12% of the respondents neither agree nor disagree that internal promotion reduces the cost since employee is not new The10% of the respondents agrees that internal promotion reduces the cost since employee is not new Only 8% of the respondents disagrees that internal promotion reduces the cost since employee is not new
Table showing that internal promotion shows the efficiency of the employee
Category
Valid Strongly agree Agree Disagree Total
Frequency 31 15 4 50
Percent 62.0 30.0 8.0 100.0
Table No.38 Chart showing that internal promotion shows the efficiency of the employee
Internal promotion shows the efficiency of the employee
40
30
20
Frequency
10
Internal promotion shows the efficiency of the employee
Chart No.
Interpretation The majority 62% of the respondents strongly agrees that internal promotion shows the efficiency of the employee The 30% of the respondents agrees that internal promotion shows the efficiency of the employee Only 8% disagrees that internal promotion shows the efficiency of the employee
Table showing that internal promotion motivates the employee by providing exposure
Category
Valid Strongly agree Agree Total Frequency 36 14 50 Percent 72.0 28.0 100.0
Table No.39 Chart showing that internal promotion motivates the employee by providing exposure Internal promotion motivates the employee by providing exposure
40
30
20
Frequency
10
Internal promotion motivates the employee by providing exposure
Chart No.
Interpretation Majority 72% of the respondents strongly agree that internal promotion motivates the employee by providing exposure The 28% of the respondents agree that internal promotion motivates the employee by providing exposure
Table showing that internal promotion makes people to work with dedication
Category
Valid Strongly agree Agree Neither agree nor disagree 5 Total 50 10.0 100.0
Frequency 41 4
Percent 82.0 8.0
Table No.40 Chart showing that internal promotion makes people toto work Internal promotion makes people workwith with dedication dedication
50
40
30
20
Frequency
10
Internal promotion makes people to work with dedication
Chart No.
Interpretation Majority 82% of the respondents strongly agree that internal promotion makes people to work with dedication 10% of the respondents neither agree nor disagree that internal promotion makes people to work with dedication 8% of the respondents agree that internal promotion makes people to work with dedication
3.2 WEIGHTED AVERAGE FOR THE SOURCES OF RECRUITMENT

Table showing weighted average for the sources of recruitment S.No 1 2 3 4 5 6 7 Sources of Recruitment Advertisement Consultancies Campus Recruitment Head Hunting Job Fairs Referrals Internal Promotion Table No. 41 Weighted score Weighted Average = No. of Factors * No. of Respondents Weighted Average 3.56 2.82 4.00 3.90 4.02 3.04 4.57 Rank 5 7 3 4 2 6 1
Interpretation The data gives information about weighted average score for the various sources of recruitment Among the seven sources of recruitment, Internal Promotion holds the first rank The second best source of recruitment is Job Fair The third best source is ranked for the Campus Recruitment The rest four sources are ranked as Head Hunting, Advertisement, Referrals and Consultancies
3.3 CORRELATION BETWEEN THE SOURCES OF RECRUITMENT Table showing the correlation between the sources of recruitment S.no Relationship between Pearson correlation (r) 1 Advertisement cost and Advertisement factors 2 Consultancies cost and Consultancies factors 3 Campus recruitment cost and Campus recruitment factors 4 Head Hunting cost and Head Hunting factors 5 Job fairs cost and Job fairs factor 6 Referrals cost and referrals 0.668 factor 7 Internal promotion cost and Internal promotion factor Table No.42 Interpretation From the above table it is evident that sources of recruitment have positive correlation between the factor and cost. 0.711 Positive 0.05 Positive 0.05 0.733 Positive 0.05 0.549 Positive 0.05 0.599 Positive 0.05 0.348 Positive 0.05 0.241 Positive 0.05 Relation Level of significance
CHAPTER - IV FINDINGS
The overall findings on this study are mentioned below. Majority of the respondents are aged between 20 30 that is 32% of the population. The 26%, that is second largest population comes under 51 60 years of age. 22% of the population belongs to 41 50 years of age. 20% of the population comes under 31 40 years Majority of the respondents are Female, which is 52% of the population. The Male respondents are 48% of the population Majority of the respondents have work experience of 1 10 years and 11 20 years that is both the category has 32% from the population. 20% of the population has the work experience of 21 30 years and 16% of the population has the work experience of 31 40 years. From the above table it is interpret that the response for the advertisement is as follows 62% of the respondents agree that the advertisement gives the expected response 20% of the respondents neither agree nor disagree to the statement 18% of the respondents strongly agree that advertisement gives the expected result
The majority of 70% of the respondents neither agree nor disagree that advertisement reaches the targeted candidates Only 30% of the respondents agree that advertisement reaches the targeted candidates The majority of 68% of the respondents neither agrees nor disagree that cost is incurred on advertisement. 32% of the respondents strongly agree that cost is incurred on advertisement. The majority of 48% of respondents agree that candidate responds to the advertisement 22% of respondents strongly agree that candidate responds to the advertisement 20% of respondents neither agree nor disagree that candidate responds to the advertisement The rest 10% of respondents disagree that candidate responds to the advertisement The 42% of the respondents neither agree nor disagree that advertisement is not useful than other sources 30% of the respondents agree that advertisement is not useful than other sources 26% of the respondents disagree that advertisement is not useful than other sources Only 2% of the respondents disagree that advertisement is not useful than other sources The 58% of the respondents neither agree nor disagree that consultancies gets better candidates 42% of the respondents agree that consultancies get better candidates
The majority of the respondents, that is 70% neither agree nor disagree that consultancies acquire right candidate only 30% of the respondent disagree that consultancies acquire right candidate only
56% of the respondent disagree that consultancies are effective for the cost incurred 42% of the respondent neither agree nor disagree that consultancies are effective for the cost incurred The rest 2% of the respondents alone strongly agree that consultancies are effective for the cost incurred The 62% of the respondents disagree that consultancies provides skilled candidates 20% of the respondents agree that consultancies provides skilled candidates 18% of the respondents neither agree nor disagree that consultancies provides skilled candidates Majority 50% of the respondents neither agree nor disagree that investment made on consultancies are worthy 30% of the respondents disagree that investment made on consultancies are worthy 20% of the respondents agree that investment made on consultancies is worthy
Majority of the respondents has agreed that expectation is met through campus recruitment, that is 78% 12% of the respondents has disagreed that expectation is met through campus recruitment The rest 10% of the respondents has neither agreed nor disagreed that expectation is met through campus recruitment. The 90% of the respondents have agreed that campus recruitment provides opportunity to find the right candidate The rest 10% of the respondents have neither agreed nor disagreed that campus recruitment provides opportunity to find the right candidate 72% of the respondents agree that cost incurred is worth on campus recruitment 18% of the respondents strongly agree that cost incurred is low on campus recruitment The rest 10% of the respondents strongly agree that cost incurred is low on campus recruitment Majority 60% of the respondents strongly agree that investing on campus recruitment is worthy 30% of the respondents agree that investing on campus recruitment is worthy Only 10% of the respondents agree that investing on campus recruitment is worthy The 68% of the respondents has agreed that campus recruitment gives the expected response 22% of the respondents has neither agreed nor disagreed that campus recruitment gives the expected response 10% of the respondents has strongly agreed that campus recruitment gives the expected response
The 50% of the respondents have strongly agreed that head hunting is better than other source 32% of the respondents have neither agreed nor disagreed that head hunting is better than other source 18% of the respondents have agreed that head hunting is better than other source
The 50% of the respondents have strongly agreed that head hunting gives cent percent result 28% of the respondents have agreed that head hunting gives cent percent result 22% of the respondents have neither agreed nor disagreed that head hunting gives cent percent result Majority 68% of the respondents has agreed that head hunting provides competitive advantage 20% of the respondents has strongly agreed that head hunting provides competitive advantage 12% of the respondents has neither agreed nor disagreed that head hunting provides competitive advantage The 68% of the respondents agree that cost incurred is low on head hunting The rest 32% of the respondents neither agree nor disagree that cost incurred is low on head hunting The 58% of the respondents agree that head hunting is done for the top management 30% of the respondents disagree that head hunting is done for the top management The rest 12% of the respondents neither agree nor disagree that head hunting is done for the top management
The 64% of the respondents agree that job fair is the best way to get large candidates The rest 36% of the respondents strongly agree that job fair is the best way to get large candidates
The majority 70% of the respondents agree that investing on job fair is more useful 20% of the respondents strongly agree that investing on job fair is more useful Only 10% of the respondents disagree that investing on job fair is more useful Majority 62% of the respondents agree that job fairs helps to find the brand image of the organization The rest 38% of the respondents strongly agree that job fairs helps to find the brand image of the organization The 72% of the respondents agree that job fair brings competition in hiring candidates The rest 28 % of the respondents neither agree nor disagree that job fair brings competition in hiring candidates The 72% of the respondents agree that cost is incurred on job fair The 22% of the respondents neither agree nor disagree that cost is incurred on job fair
The 48% of the respondents agree that employer relay on referrals to get right candidates 34% of the respondents neither agree nor disagree that employer relay on referrals to get right candidates 10% of the respondents strongly disagree that employer relay on referrals to get right candidates The rest 8% of the respondents disagree that employer relay on referrals to get right candidates The majority 72% of the respondents neither agrees nor disagree that referrals stay longer in the organization The 20% of the respondents disagree that referrals stay longer in the organization The rest 8% of the respondents agree that referrals stay longer in the organization The 78% of the respondents agree that referrals mostly have experience in the job 12% of the respondents disagree that referrals mostly have experience in the job 10% of the respondents neither agree nor disagree that referrals mostly have experience in the job The 72% of the respondents neither agree nor disagree that cost is involved in referrals 18% of the respondents disagree that cost is involved in referrals 10% of the respondents agree that cost is involved in referrals
The 56% of the respondents disagree that in referrals employees are involved in recruitment 32% of the respondents agree that in referrals employees are involved in recruitment 12% of the respondents strongly disagree that in referrals employees are involved in recruitment The majority 70% of the respondents strongly agrees that internal promotion gives satisfaction on the employee 22% of the respondents agree that internal promotion gives satisfaction on the employee Only 8% of the respondents disagrees that internal promotion gives satisfaction on the employee The majority 70% of the respondents strongly agree that internal promotion reduces the cost since employee is not new The 12% of the respondents neither agree nor disagree that internal promotion reduces the cost since employee is not new The10% of the respondents agrees that internal promotion reduces the cost since employee is not new Only 8% of the respondents disagrees that internal promotion reduces the cost since employee is not new The majority 62% of the respondents strongly agrees that internal promotion shows the efficiency of the employee The 30% of the respondents agrees that internal promotion shows the efficiency of the employee Only 8% disagrees that internal promotion shows the efficiency of the employee
Majority 72% of the respondents strongly agree that internal promotion motivates the employee by providing exposure The 28% of the respondents agree that internal promotion motivates the employee by providing exposure Majority 82% of the respondents strongly agree that internal promotion makes people to work with dedication 10% of the respondents neither agree nor disagree that internal promotion makes people to work with dedication 8% of the respondents agree that internal promotion makes people to work with dedication
The data gives information about weighted average score for the various sources of recruitment Among the seven sources of recruitment, Internal Promotion holds the first rank The second best source of recruitment is Job Fair The third best source is ranked for the Campus Recruitment The rest four sources are ranked as Head Hunting, Advertisement, Referrals and Consultancies From the table it is evident that sources of recruitment has positive correlation between factor and cost.
CHAPTER - V SUGGESTIONS AND RECOMMENDATIONS

As many of the respondents feel that job fair gives them better candidates, job fair kind of recruitment method can be improved and updated. Such type of fairs can filter better candidates from a larger crowd. Number of rounds of interviews can be equally compressed in such type of fairs which will not eat away the recruiters time In campus recruitment programs can be improved by filtering the students before getting into the first level of interview process. This method would help in recruiting lower level employees
The referrals would be the best source of recruitment in case of hiring middle level employees. This provides us a gap to save our time and make our process easy and confidential. Head Hunting is another competitive method which will work on cost effective manner to get top management requirement.
Though the advertisement creates opportunity, the cost and risk involved in it are more. So advertisement method can be chosen for bulk recruitment
As there is a tough competition among HR consultancies expectation of satisfied consultancy service by a recruiting company stands as a question mark. Therefore it is better not to depend on such type of agencies for recruitment process. Unless and otherwise there is a tough need it is suggested that companies can go with their own HR team to proceed on their own HR team for their recruitment process The new technologies of recruitment can also be adopted to update the process of recruitment in each source
The recruitment methods should be adopted according to the requirement of the candidates
CHAPTER - VI CONCLUSION
To conclude, with the booming IT and ITes economy there is a wonderful opportunity for KGISL to achieve heights in the industry. In this case the recruitment method which they adopt also plays a vital role in their future improvements. Since the company has got its own brand image in the industry, as well as in the geographical area, the employees of the organization should maintain their reputation in the forthcoming years. So acquiring right candidates is more important & it is becoming as the need of their day. Recruiters also use more online 'word-of-mouth' (WOM) marketing programmers to attract candidates. This might mean producing an employer video that shows what it likes to work within the organization. Make it amusing or entertaining enough and your potential candidates might see it as it is passed around via email, Instant Messenger and on YouTube and elsewhere. There are other WOM schemes that reward staff if they recommend a candidate who is then appointed into a job. This sort of thing has always happened of course. But there are now a number of websites that help organizations tap into the social networks of their current workforce in order to attract their future workforce.

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PROJECT ABSTRACT

CHAPTER I INTRODUCTION 1.1 PROJECT

1.1.5 PLAN OF THE PROJECT WORK

1.2 INDUSTRY PROFILE

Indias IT Industry (US$ bn)

Chart Showing Indias IT export Chart No.1

Few important characteristics of the Indian IT sector include:

SWOT Analysis of IT Industry

approximately 12 hours, which is beneficial for outsourcing of work.

Opportunities High quality IT education market

Threats Lack of data security systems

Table showing SWOT analysis of IT industry Table No.2

1.2.2 BUSINESS PROCESS OUTSOURCING

1.3 COMPANY PROFILE

Conscientious contribution to the society through free healthcare services.

KGISL operates in the following domains

Manufacturing Health Care Finance & Banking E-Commerce Entertainment Logistics

Communication Utility Retail Service Technology

1.3.6 Quality Initiatives

1.3.7 Software Solution

1.3.8 Bpo services:

The service offerings include:

5.Advanced Features & Services

Dependents of deceased disabled, retired and present employees

1.4.1 RECRUITMENT PROCESS FOR THE SOURCES ADVERTISEMENT

Getting the quotation from vendors

Internal discussions for approval

Modifications if any in the design

Final settlement after confirmation

Cost incurred : Rs.20000 approximately

CONSULTANCIES AND AGENCIES

Approach by the agencies

Memorandum of understanding (MoU)

Details of Job Description being sent to consultancies

Profiles being sent to the company for initial review

Shortlists by the company will be informed to them after interview

: More than one and half months

Cost incurred : 10 to 12 percent from the salary of the selected candidates

Proposal from the college

Acceptance from the company

Schedule of the interview dates

Conducting of tests Grammar test Audio test

Face to Face interview

Final HR round If selected Offer letter Time taken : A weeks time

Cost incurred : Nil it is bared by the college

Searching of candidates through employees

Searching of candidates as per the need

Finding the experienced candidates

Interviewing the Candidates

Calling them for the interview

Bye passing them thro reception

Interviewing the candidates

Finding their view for working with us

: Less than 2 months

Cost incurred : Certain percentage depending on the candidate

Invitation to the company from the conductors

Acceptance from the company

Requisite for installation of stalls

Finding the candidates

Interviewing the candidates

Cost incurred : Travel expenses

Receiving profiles from the employees and top management

Matching the profiles with the requirements

Calling the candidates for the interview