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CHAPTER 1
INTRODUCTION
1.1 INTRODUCTION TO CONCEPT OF STUDY:
Human resource management is a function in organizations designed to maximize
employee performance in service of employer’s strategic objectives. HR is primarily concerned
with how people are managed within organizations, focusing on policies and systems. HR
departments and units in organizations are typically responsible for a number of activities,
including employee recruitment, training and development, performance appraisal, and
rewarding. HR is also concerned with industrial relations, that is, balancing of organizational
practices with regulations arising from collective bargaining and governmental laws.
HR is a product of human relations movement of early 20th century, when researchers
began documenting ways of creating business value through strategic management of
workforce. function was initially dominated by transactional work, such as payroll and benefits
administration, but due to globalization, company consolidation, technological advancement, and
further research, HR now focuses on strategic initiatives like mergers and acquisitions, talent
management, succession planning, industrial and labor relations, and diversity and inclusion.
In startup companies, HR's duties may be performed by trained professionals. In larger
companies, an entire functional group is typically dedicated to discipline, with staff specializing
in various HR tasks and functional leadership engaging in strategic decision making across
business. To train practitioners for profession, institutions of higher education, professional
associations, and companies themselves have created programs of study dedicated explicitly to
duties of function. Academic and practitioner organizations likewise seek to engage and further
field of HR, as evidenced by several field-specific publications.
In current global work environment, most companies focus on lowering employee
turnover and retaining talent and knowledge held by its workforce. New hiring not only entails a
high cost but also increases risk of newcomer not being able to replace person who was
working in that position before. HR departments also strive to offer benefits that will appeal to
workers, thus reducing risk of losing knowledge.
Human resource management is a process of bringing people and organizations toger so
that goals of each or are met. role of HR manager is shifting from that of a protector and
screener to role of a planner and change agent. Personnel directors are new corporate heroes.
name of game today in business is personnel. Nowadays it is not possible to show a good
financial or operating report unless your personnel relations are in order. Over years, highly
skilled and knowledge based jobs are increasing while low skilled jobs are decreasing. This calls
for future skill mapping through proper HRM initiatives. Indian organizations are also
witnessing a change in systems, management cultures and philosophy due to global alignment of
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Indian organizations. re is a need for multi skill development. Role of HRM is becoming all
more important. Some of recent trends that are being observed are as follows:
Recent quality management standards ISO 9001 and ISO 9004 of 2000 focus more on
people centric organizations. Organizations now need to prepare themselves in order to address
people Centered issues with commitment from top management, with renewed thrust on HR
issues, more particularly on training. Charles Handy also advocated future organizational models
like Shamrock, Federal and Triple I. Such organizational models also refocus on people centric
issues and call for redefining future role of HR professionals. To leapfrog ahead of competition
in this world of uncertainty, organizations have introduced six sigma practices.
Six- sigma uses rigorous analytical tools with leadership from top and develops a
method for sustainable improvement. se practices improve organizational values and helps in
creating defect free product or services at minimum cost. Human resource outsourcing is a new
accession that makes a traditional HR department redundant in an organization. Exult,
international pioneer in HR BPO already roped in Bank of America, international players BP
Amoco & over years plan to spread it business to most of Fortune 500 companies. With
increase of global job mobility, recruiting competent people is also increasingly becoming
difficult, especially in India. before by creating an enabling culture, organizations are also
required to work out a retention strategy for existing skilled manpower
Recruitment and selection are two of most important functions of personnel
management. Recruitment precedes selection and helps in selecting a right candidate.
Recruitment is a process to discover sources of manpower to meet requirement of staffing
schedule and to employ effective measures for attracting that manpower in adequate numbers to
facilitate effective selection of efficient personnel.
Staffing is one basic function of management. All managers have responsibility of
staffing function by selecting chief executive and even foremen and supervisors have a staffing
responsibility when y select rank and file workers. However, personnel manager and his
personnel department is mainly concerned with staffing function.
Every organization needs to look after recruitment and selection in initial period and thereafter
as and when additional manpower is required due to expansion and development of business
activities.
‘Right person for right job’ is basic principle in recruitment and selection. Ever
organization should give attention to selection of its manpower, especially its managers.
operative manpower is equally important and essential for orderly working of an enterprise.
Every business organization/unit needs manpower for carrying different business activities
smoothly and efficiently and for this recruitment and selection of suitable candidates are
essential. Human resource management in an organization will not be possible if unsuitable
persons are selected and employment in a business unit.
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Today, in every organization personnel planning as an activity is necessary. It is an

important part of an organization. Human Resource Planning is a vital ingredient for success of
organization in long run. re are certain ways that are to be followed by every organization,
which ensures that it has right number and kind of people, at right place and right time, so that
organization can achieve its planned objective.
objectives of Human Resource Department are Human Resource Planning, Recruitment
and Selection, Training and Development, Career planning, Transfer and Promotion, Risk
Management, Performance Appraisal and so on. Each objective needs special attention and
proper planning and implementation.
For every organization it is important to have a right person on a right job. Recruitment
and Selection plays a vital role in this situation. Shortage of skills and use of new technology are
putting considerable pressure on how employers go about Recruiting and Selecting staff. It is
recommended to carry out a strategic analysis of Recruitment and Selection procedure.

1.2 THEORETICAL BACKGROUND OF STUDY:

HR planning indicates need for additional labor, organizations have a number of choices
to make. This may be first step in a full-scale recruitment and selection process, but sometimes
hiring additional employees is not best method to obtain additional labor.
The recruitment practices have changed over the years. Internal source of recruitment
means looking for suitable candidates from among the current employee, in an organization. .lob
postings, Succession Planning, Employee Referrals, and Hiring Employees, Advertising,
Employment Exchanges, Private Consultants, Temporary agencies, Alternative staffing,
Executive recruiters or headhunters, Campus recruiting, Internet recruiting are some of the
external sources of recruitment. Human Resources share this commitment and work with the
hiring supervisor to facilitate an efficient and effective process. With a pool of applicants, the
next step is to select the best candidates for the job. This usually means whittling down the
applicant pool by using the screening tools such as tests, assessment centers and background &
reference checks.

Recruitment Process
The stages of the recruitment process include: job analysis and developing a person
specification; the sourcing of candidates by networking. advertizing, or other search methods;
matching candidates to job requirements and screening individuals using testing (skills or
personality assessment); assessment of candidates motivations and their fit with organizational
requirements by interviewing and other assessment techniques. Depending on the size and
culture of the organization recruitment may be undertaken in-house by managers, human
resource generalists and or recruitment specialists. Alternatively, parts of all of the process
Wright be undertaken by either public sector employment agencies, or commercial recruitment
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agencies, or specialist search consultancies. The following figure outlines the important steps
involved in the recruitment process. These steps are briefly described in the following chart:

1. Form Selection Committee

Selection committees generally consist of a minimum of two members but not more than four
persons, inc Members of selection committees should not have a bias in favor of one candidate
prior to the start of the selection process. There should be no change in the members of a
selection committee once it has been convened, except it may be reduced in size if there is
genuine emergency or illness. Selection committee members are responsible tor:

 Determining an appropriate method of assessing applicants that \\ill be free from bias,
transparent and stand up to scrutiny.

 Conducting the interview or screening process.

 Ensuring candidates are ,elected on the basis of merit.

 Ensuring that selection documentation remains confidential.

2. Review Position Description

Before advertising the Job vacancy, members of' the selection panel should review the position
description for the job. If there is not a position description available, one must be prepared
before the selection process can continue. The purpose of reviewing the position description is so
that members of selection committee can:

 Familiarize themselves with the objectives and duties of the job

 Review the selection criteria, if stated in the position description, or formulate selection
criteria if not

 Ensure that applicants for the job are well informed about the nature of the job on offer

3. Advertisement
A job vacancy may be advertised in a variety of ways including:

 Employment section of newspapers

 Notifying a recruitment agency

 Employment websites such as seek

 organization's own newsletters

 organization's own website

 Calling a vocational education and training institution

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 Putting notice in local shop windows

 Putting notice in own shop or office window

 Community radio announcement

4. Receive Applications
Applications for employment must be treated with considerable diligence and respect. Failure to
appropriately handle applications for a job can severely jeopardize someone's employment
potential, and thereby cause annoyance, distress, financial hardship and career prospects.
Employment applications should be acknowledged as soon as possible, and filed in appropriate
place to ensure none are missed. The chairperson of the selection committee should review all
incoming applications and attempt to determine a short list of candidates. If the number of
incoming applications is very large, it may be necessary for the chairperson of the selection
committee to obtain assistance from other staff. In determining a short list, the chairperson of the
selection committee should eliminate all candidates who have not provided all the necessary
information, especially statements in reply selection criteria. The next elimination should be
those candidates whose skills, abilities and experience are insufficient to score welt against the
key selection criteria. These eliminations can be carried out reasonably quickly. The remaining
applications will all warrant a closer examination and awarding of points for each key selection
criteria. Then specified number of candidates with the highest points are selected for the short list
depending on the purpose available time and resource of the interview.

5. Arrange Interviews
Each candidate should be personally notified by telephone. It is unadvisable to notify by email,
as an email sent is not necessarily an email received. Notification by letter is better that email but
not as good as telephoning. The notification should contain:

 Start time of interview

 Name of the chairperson of the interview panel m Contact details of the chairperson of
the interview panel

 Job title of the vacant position

 Address of the venue for the interview

 Advice on the format and duration of the interview

 Advice on the number of panelists

Interviews are arranged according to the convenience of candidates and interviewers. The
chairperson of the interview panel should endeavor to find a convenient time and date for the
interviewee but this is not always possible. It is generally not feasible to call the interview panel
together for more than one day.
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6. Compile Interview Questions

Interview questions must relate to the key selection criteria. Questions must be open ended and
well-worded so as to cause the "interviewee" to describe their relevant work history and/or
portray their knowledge. One question may take the form of a "hypothetical". I he purpose of
such a question is to test the candidate "what would they do" in a certain situation. The
"hypothetical" question adds significant pressure. and it evaluates the level of knowledge,
experience and work-readiness of the candidate.
Generally there is only a need to formulate one question per key selection criteria. However, the
interviewers should have a supplementary question ready to go if the candidate struggles to
understand the question, or simply does not provide enough information. The supplementary
question gives the candidate a second bite to divulge more information.
Select Successful Candidate 'Selection on merit is a process of determining which job seeker has
the skills, abilities and knowledge 'deemed to be most suitable for the job. In a merit based
system; applicants effectively compete for a job. The written application, the selection interview
and any testing of applicants is all part of the competition process. If the selection process is said
to be "Closed Merit", a vacant position will be advertised only within the organization. Only
applicants from within the organization will be able to compete for the vacant position.
INTERNAL ENVIRONMENT:

Promotion
Promotion From Within the organization’s promotion policy will have a significant
effect on the recruitment process. If the open position is above entry level, it may be appropriate
to promote someone already working for the organization. Many organizations use promotion
from within as a motivation tool and a reward for good work or longevity with the organization.
When employees see their co-workers being promoted, they become more aware of their own
career opportunities. Promotion may be especially important in a stagnant economy where
people have little chance of improving their lot by changing organizations. Their only
opportunity for career growth and increased income is to move up within their current
organization. The problem with promotion from within is that the promoted person leaves a
staffing gap in his or her former position, so there is still a position to be filled. However, that
gap is likely to be at a lower, less-skilled position, and therefore it may be an easier position to
fill.
The advantage of promotion from within is that your promoted employee is already
comfortable with the corporate culture, knows organization policies and will likely get up to
speed much faster than a person new to the organization.
The disadvantage of promotion from within is that the organization loses out on the
chance for new ideas and the creativity that can come from a new person entering the
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organization for the first time. Clearly, there are pros and cons to both promotion from within
and outside hiring. It’s not that one way is right and the other is wrong—it simply depends on
organizational policy, the type of job being filled and its level within the organization. Higher-
level jobs are more likely to be filled by promotion than are lower-level jobs.

Nepotism
Nepotism is the hiring of relatives. Be sure you know your organization’s policy on nepotism
before one of your staff approaches you about hiring a member of his or her family. If you hire
staff relatives (or if you don’t), be careful of civil rights violations because in many states it is
illegal to discriminate in hiring based on a person’s marital status. So when your administrative
assistant asks you to hire her husband, refusing to hire him just because he’s married to her may
be an inappropriate and an illegal employment decision. Many organizations have nepotism
policies, so find out where your employer stands on the issue. When hiring relatives, most
employers require family members to work in different areas of the organization to prevent
issues of favoritism and possible morale problems among employees. It is never appropriate for
family members to be in supervisory positions where they are required to manage their own
relatives.
EXTERNAL ENVIRONMENT

Labor Market Conditions

The strength of the economy and labor market conditions will significantly affect your
organization’s ability to attract and retain top-level employees. When the economy is strong,
with little unemployment, your organization may have to compete with other employers for a
limited number of skilled employees. This may require increased compensation or benefits
incentives to attract quality applicants. The reverse may be true in a soft economy, with high
levels of unemployment. The problem then is not a shortage of qualified applicants; instead, the
problem is managing the huge number of applications that must be pared down to find a few
good hires. Local labor market conditions strongly affect non managerial and supervisory
positions, and depending on your industry, global considerations may affect your labor market
for professional and technical applicants.

Legal Issues
There are a number of laws that will affect your hiring process, particularly in the area of
discrimination. The Civil Rights Act of l964 prohibits discrimination in employment practices
when the discrimination is based on a person’s race, color, sex, religion or national origin. The
federal law applies to organizations with 15 or more employees.
The Age Discrimination in Employment Act (ADEA) of 1967 extends discrimination
protection to persons aged 40 and older for organizations of 20 or more employees. Pay attention
to your state’s discrimination laws as well. Some states require compliance with age
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discrimination law for employers of two or more workers, and some states have lowered the age
discrimination threshold far below 40 years old.
The Pregnancy Discrimination Act of 1978 is an amendment to Title VII of the Civil
Rights Act. The Act makes it unlawful to refuse employment to a woman based on pregnancy,
childbirth or any related medical condition. The basic principle is that a woman affected by
pregnancy or other related medical condition must be treated the same as any other applicant in
the recruitment and selection process.
The Americans with Disabilities Act (ADA) of 1990 prohibits discrimination against
qualified individuals with disabilities in organizations of 15 or more employees. The ADA also
requires that the employer offer reasonable accommodations to disabled individuals so they have
equal opportunity to apply for job openings and, if hired, to be successful in their job functions.
If you are unsure what accommodations may be reasonable, check with your state department of
labor.
Employers are prohibited from using an employment test to disqualify a disabled
candidate unless that test is valid for the skills necessary in the job to which they are applying
and unless the same test is given to all applicants, not just to those with disabilities. Many states
and local communities have passed legislation that extends discrimination protection beyond the
scope of federal laws. Always contact your state department of labor for information on
appropriate laws in your area and remember that it is important that you remain current on
employment law as regulations are frequently updated.
Discrimination costs employers millions of dollars every year, not to mention the
countless hours of lost work time, employee stress and the negative public image that goes along
with a discrimination lawsuit. The best way to avoid the trauma and expense of a lawsuit is to
simply not discriminate. Focus your recruitment and hiring decisions on job skills and
qualifications, endeavoring to find the best person for the job.
INTERNAL RECRUITMENT

Job posting
The procedure to inform employees that job openings exist.3 The traditional method to
announce a job opening was to post notice of the job on the HR bulletin board; no doubt this is
the origin of the term job posting. Today, many organizations post jobs electronically through
organization-wide intranets or send e-mails to all employees about the job vacancy. Other
employers publish employment newsletters or distribute job announcement flyers. Whatever the
method used, the job announcement should include information about the position, the required
qualifications and instructions on how to apply.
It is important that the job announcement is made available to all employees. Adequate
job posting can ensure that minority workers and other disadvantaged groups are aware of
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opportunities within the organization. The downside to job positing is employee cynicism that
occurs when jobs are posted as open, but in reality, the organization has already selected a strong
internal candidate. Such practices create resentment and mistrust among employees when they
believe the job posting is just a formality with little real opportunity for advancement.

Employee Referrals
Some managers believe that the best method to find top performers is to hire individuals
referred by existing employees. Current employees can play an important role in recruiting new
employees, and some organizations pay a bonus to employees for successful referrals. Bonuses
typically range anywhere from a $25 gift certificate to a $200 cash reward, but employers have
been known to pay several thousand dollars for the referral of a successful employee in a
position particularly difficult to fill. It sounds like everyone wins—the organization gets a
successful new hire, the new employee has a job, and the referring employee has a bonus in his
or her pocket.
There is a downside to extensive use of employee referrals, though. The 2006 EEOC
Compliance Manual updated guidance on the prohibition of discrimination under Title VII of the
Civil Rights Act of 1964. The manual clearly warned that relying on word-of-mouth recruiting
may generate applicant pools that do not reflect the diversity of the labor market and may be
discriminatory. Therefore, it would seem prudent to use employee referrals sparingly.
EXTERNAL RECRUITMENT
Applicant pools can be generated in a number of ways. Depending on your organization’s
policies and the size of your hiring budget, you may want to use an employment agency. Private
agencies and executive search firms are usually used for recruiting white-collar employees, but
they can be used for virtually any type of position. Using job criteria provided by your
organization, an agency will generate the applicant pool and do the preliminary interviews,
thereby screening out unqualified candidates and sending you only those who are actually
qualified. This can save a great deal of time; however, private agency fees can be costly because
they are often a percentage of the position’s annual salary.
This can be a significant expense, particularly when filling executive-level positions. If
you register your job opening with your state employment office, it may send you similarly
qualified referrals at no charge. Depending on the nature of the position, you may also get some
unsolicited walk-in applicants, but these still may not generate a large enough applicant pool
without further recruitment efforts. Large organizations often hire in-house recruiters whose sole
focus is to generate qualified candidates for open positions.
INTERNET RECRUITING
The most significant change in recruiting practices has been the rise in the use of online
recruiting. Many organizations post job openings on their web sites or on specialized sites like
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Career Builder and Monster.com, and some accept only online applications, completely
eliminating the hard-copy application. There are advantages to online recruiting. First, it costs
less than traditional advertising. It’s easy and quick to post an ad; responses arrive faster and in
greater quantity; and a wider range of applicants can be generated. Online processes can also
screen applications and administer some selection tests, thereby significantly reducing the HR
time required to generate a pool of qualified candidates.
The online format is immensely popular with job seekers as well because the ease of
submission allows them to send out dozens of résumés with just a few mouse clicks. This can
create a problem for HR, however. There must be processes in place to filter out those who do
not meet minimum job qualifications. The ease of applying for a job online can generate a great
number of applications, requiring HR staff to spend time sorting through applications to glean
out the few that are actually qualified for the job.
SELECTION:

The application
Asking the candidate to complete an application form is generally done early in the
selection process. Despite the widespread use of application forms for employee selection,
research demonstrates that illegal (or inappropriate) application items are still quite common.
Questionable items are those that request information on gender, race, national origin, education
dates and disabilities. The most commonly found inappropriate questions involve past salary
levels, age, driver’s license information, citizenship information and Social Security numbers.
Questions about past salary are considered inadvisable since they can perpetuate lower salaries
for women and minorities as compared with white males.

Screening interview
Before moving further into the selection process, many organizations prefer to do a
screening interview of those applicants that appear qualified based on information submitted on
their résumé and application. Screening interviews are usually conducted by telephone. The
interviewer asks a few straightforward questions to determine the candidate’s job qualifications
and appropriateness for the open position.
If it is determined that the applicant is not appropriate for the position, the interviewer may refer
the candidate to another open position within the organization if there is something available that
matches the applicant’s skills. If there is nothing else available and the candidate is obviously
unqualified for the position, the process ends there, saving both the candidate and the
organization the time and expense of going further into the selection process.
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1.3 REVIEW OF LITERATURE:

Dr. V. Vijay Anand, Dr. M. Shanthanlakshmi, Dr. G. Uppili Srinivasan, V. Arunkumar, G.

Icewarya, S. Nandhu, S. Monisa Kamatchi (2018) has conducted a study on effectiveness of
recruitment organizational support in ites This study is basically to understand the effectiveness
of the recruitment and its process and organizational support for the better meant of the
knowledge. This study aims to study the organizational support for the recruiter at the time of
recruitment. Sangeetha (2010). Decisions made in the recruitment and selection process or stage
will impact on the company in the future. Bad decisions made in the selection process can create
serious costs for an organization vice versa Here the researchers have taken individual factors
upon growing up various variables and tried to find the relationship between the demographic
factors and the individual factors. This study is mainly out of the analysis made from the data
collected. The data were primary in nature with a sample of 100 collected from ITeS by Chennai
some of the tools used for the analysis is Percentage analysis, Regression, and Correlation.
Findings are, It is inferred that there is a moderate positive correlation between Age and
Organization offers training programs for recruiters to sharpen their skill set. It is inferred that
there is a Negative correlation between Age and Organization offer different methods of training.
There is a positive correlation between Experience and the recruitment policy of the organization
is inclusive and effective.
Mr A.Susairaj, Ms A.Laura Jenifer (2018), conducted a study on employee challenges towards
recruitment and selection process. The aim of the study is to understand the different types of
selection procedure followed by mri seed syngenta and to analyze the performance of
recruitment and selection procedure adopted by mri seed syngenta. Also to measure challenges
faced by mri seed syngenta related to recruitment and selection. The sampling size for the study
was 50 employees from various departments. it includes hr, finance, sales, and operations. This
study deals with statistical analysis and interpretation of the data collected through research with
the aid of structured questionnaire. analysis refers to studying the data collected in terms of
statistical numbers and interpretation refers to understanding the implication of the statistical
finding. findings of the study are 48% of the respondents said that there are more stages in
recruitment. 56% of the respondents had undergone the personal interview and the 44% of the
respondents had done the psychometric tests.

Dr. V. Vijay Anand, Dr. M. Shanthanlakshmi, Dr. G. Uppili Srinivasan, V. Arunkumar, G. Icewarya, S. Nandhu, S.
Monisa Kamatchi : International Journal of Pure and Applied Mathematics Volume 119 No. 7 2018, 2755-2764.

Mr A.Susairaj, Ms A.Laura Jenifer (2018), conducted a study on employee challenges towards recruitment and
selection process. International Journal of Business and Administration Research Review, Vol.2, Issue.21, Jan-
March 2018.
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Tamanna Parvin Eva (2018) has conducted a study on Recruitment and Selection
Strategies and Practices in the Private Sector Commercial Banks of Bangladesh: Evidence from
Human Resource Practitioners. The aim of the study is to fill the gap with identifying mostly
used recruiting sources, selection methods, developing a selection model for the entry-level
position along with identifying perceived major barriers and strategies for maintaining the
effectiveness of recruitment and selection practices. Primary data have been collected from
Human Resource practitioners of 14 private commercial banks through using a well structured
questionnaire with the inclusion of both open-ended and close-ended questions. Major findings
of the study are maximum banks have different preference level for using recruitment sources
and selection methods. There are also notable commonalties in using job analysis, some
recruitment sources and selection methods, assigning primary and final hiring decision
responsibilities to Human Resource Managers and line managers, perceiving major challenges
and adopting strategies for effective recruitment and selection functions.

Amanda J. Daly Michelle C. Barker Paul McCarthy (2017) conducted a study on

Preferences in recruitment and selection in a sample of Australian organizations. This paper is an
exploratory study of the preferences of managers, recruitment specialists and migrants regarding
recruitment and selection practices in selected Australian cities. The methodologies used in this
study were questionnaires and interviews. A purposive sampling technique was used to find
individuals with specific characteristics, traits and experiences. Findings are all participants rated
Work Experience as the most important factor influencing the decision to hire an applicant.
Across the three priorities, the managers and migrants most frequently reported Work
Experience and Communication Skills as the most important factors. In contrast, recruiters rated
Qualifications as most important. Almost one fifth of the managers ranked Communication
Skills as either the second or third most important factor.

Tamanna Parvin Eva.(2018) Recruitment and Selection Strategies and Practices in the Private Sector Commercial
Banks of Bangladesh: Evidence from Human Resource Practitioners. European Business & Management. Vol. 4,
No. 1, 2018.

Amanda J. Daly Michelle C. Barker Paul McCarthy(2017) Preferences in recruitment and selection in a sample of
Australian organisations. International Journal of Organizational Behaviour, Volume 9(1).
 13

Neha Nazneen Siddiqui (2016), conducted a study on Recruitment & Selection Process of a
Leading Telecom Company. This Study presents the detailed analysis of recruitment and
selection of a leading telecom company. Main Objective is To study the Recruitment and
Selection procedure of Bharti Airtel Services Ltd. To abstraction that whether Recruitment &
Selection is bare in organizations. To what measurement Recruitment & Selection should be
done and how can it fabricated be able to access the abundance of advisers in Bharti Airtel.
The process of selection consists of three stages which are recruitment, screening and
selection. The research methodology uses data collection, sampling, and data analysis. The
initial research has been done using Observation, Questionnaire, and Personal interaction.
Further, newspapers clippings (Regular Articles on Current HR Trends in HT Power Jobs area
of Hindustan Times) have also been used to conclude the results. Findings are Most
responded said that the account alive action in the association is excellent. According to the
assay some responded said that the affairs of career advance in the association are excellent,
some said that, the affairs of career advance in the association are actually good, some said
that, the affairs of career advance in the association are poor.

Asif Kamran, Jawad Dawood and Saad Bin Hilal (2015) has conducted a study on analysis of
recruitment sand selection process. This research is based on the pure and practical facts which
the HR personnel’s deal with in their daily work routine, either it is regarding to salary issues,
personal issues or regarding any form of change in the staff’s own contracts or anything
regarding to job and organizations requirements. The purpose of the research was to identify the
problems relating to the recruitment and selection methods and sources used in different ways by
organizations. The finding of the research was merely or purely based on the opinions and results
from the Human Resource Department of English Heritage. A design of questionnaire was
produced and was given to different executives in this field to provide us with the results based
on that questions and a questionnaire was used in it. The feedback from the questionnaire has
findings which are based on the primary and secondary researches. This Research study includes
the feedback from the HR personnel’s from the Organization’s and my own research findings
from previous and primary reports. This research is very practical study which provides further
insights for academics and managers of both large and small organizations. The findings says the
recruitment and selection process in the organization is varying in nature.

Neha Nazneen Siddiqui. Recruitment & Selection Process of a Leading Telecom Company. American Journal of
Management Science and Engineering. Vol. 1, No. 2, 2016, pp. 54-60. doi: 10.11648/j.ajmse.20160102.13

Asif Kamran, Jawad Dawood and Saad Bin Hilal (May 2015) analysis of recruitment sand selection process, Vol.2,
Issue.22, May 2015.
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Joy O. Ekwoaba (2015) has conducted a study that investigates the impact of recruitment and
selection criteria on performance using Fidelity Bank Plc, Lagos Nigeria as focal point. This
study reveals that revealed that recruitment and selection criteria have significant effect on
organization’s performance. This study aims to his study sets to examine the effect of
recruitment and selection criteria on performance using Fidelity Bank Plc as population of
interest. Available literature has argued that the success of the enterprise is directly linked to the
performance of those who work for that business. Because hiring the wrong people or failing to
anticipate fluctuations in hiring needs can be costly, it is important that conscious efforts are put
into human resource planning. The analyses of 130 valid responses obtained through a
questionnaire that was administered to randomly selected respondents. Data was analyzed using
descriptive and inferential statistics. Chi-square was used to test the relatedness of the
hypothesis. The findings of this study is in tandem with existing information in the literature that
recruitment and selection criteria have significant effect on organization’s performance. When
the best people are selected for the job, productivity increases.

Syamala Devi Bhoganadam, Dr. Dasaraju Srinivasa Rao (2014) conducted a study on
Recruitment and Selection process of sai global yarntex (India) private limited The aim of the
paper is to study the recruitment and selection process followed at Sai Global Yarntex Private
Limited. The best human capital availability in organizations makes them competitive advantage
and as well as they become the real life blood of the organizations. Literature says that the
importance of recruitment and selection in his paper by considering both public and private
manufacturing firms in Bangladesh (M.M.Absar, 2012) The research was done using both
primary and secondary data. Primary data was collected from 40 employees using questionnaire
method. The results were obtained from percentage method. The research findings reveal that sai
global yarntex private limited follows best recruitment and selection process and they are
satisfied with the organizational climate and the organization follows ethical recruitment policy,
50% of respondents said that the recruitment and selection process is good in the company.

Joy O. Ekwoaba ,Ugochukwu (2015) Global Journal of Human Resource Management Vol.3, No.2, pp.22-33,
European Centre for Research Training and Development UK.

Syamala Devi Bhoganadam , Dr. Dasaraju Srinivasa Rao (2014) conducted a study on Recruitment and Selection
process of sai global yarntex (india) private limited, Interntional journal of Management research and review, Vol 4,
Issue 10.
 15

Neeraj Kumari (2012) Conducted a study on Recruitment and Selection process: SMC Global
Better recruitment and selection strategies result in improved organizational outcomes. With
reference to this context, the research paper entitled Recruitment and Selection has been
prepared to put a light on Recruitment and Selection process. The main objective is to identify
general practices that organizations use to recruit and select employees and, to determine how
the recruitment and selection practices affect organizational outcomes at SMC Global
Securities Ltd. The research methodology applied is the exploratory. The data was collected
through well structured questionnaires. The source of data was both primary and secondary.
Sample size was 30. Data analysis has been done with the help of SPSS software. The
company considered portals as the most important medium of hiring employees. The research
findings reveal that SMC global private limited follows best recruitment and selection process
and they are satisfied with the organizational climate and the organization follows ethical
recruitment policy, 70% of respondents said that the recruitment and selection process is good
in the company.
Ralf Caers and Vanessa Castelyns (2012) has conducted the study about the Influences
and Biases of Social Network Sites in Recruitment and Selection Procedures This study
investigates whether Belgian recruitment and selection (R&S) professionals use LinkedIn and
Facebook during their R&S procedures and to what extent. A total of 398 and 353 respondents,
respectively, from various sectors and from organizations of various sizes, responded to an
online questionnaire concerning Facebook and LinkedIn. Descriptive analyses indicate that both
the social network sites have become extra tools for recruiting applicants, to find additional
information about them, and to decide who will be invited for an interview and values it is
important to design this website well. When constructed properly, applicants have a more
accurate perception of person organization fit, which in turn makes organizations more attractive
and leads to higher job satisfaction, more effective employment results, and higher
organizational commitment. In findings it is shown that while R&S professionals claim profile
pictures on Facebook do not provide signals on personality dimensions like emotional stability
and agreeableness, they do tend to recognize signals of extraversion and maturity.

Neeraj Kumari (2012) Conducted a study on Recruitment and Selection process: SMC Global private limited, Vol.
2. No. 1.

LinkedIn and Facebook in Belgium: The Influences and Biases of Social Network Sites in Recruitment and
Selection Procedures: Ralf Caers, Vanessa Castelyns. The International Journal of Human Resource Management
Brussels, 1000, Belgium.
 16

1.4 STATEMENT OF PROBLEM:

Employee recruitment and selection levels differs as per their expectations so in order to study
the organizational objectives are met, in addition the value added selection process been studied
in this research, Therefore this study is initiated. It is a difficult task for organizations to search,
recruit, and select talented people in today’s tight labor market. As there are fewer qualified
talents available, the competition is intensifying. This shortage leads to absolutely essential for
organizations to conduct effective recruitment, selection, and retain quality talents. What is more
is that acquiring the right talent is becoming an increasingly complex and challenging activity.
Recruiting staff is a very costly practice. It is also a mandatory part of any business to conduct
this practice in order to survive in the marketplace. The cost of simply finding the right person to
hire can be hefty.

1.5 OBJECTIVES OF THE STUDY:

1. To learn different recruitment and selection activities adopted by Personiv India.

2. To analyze the satisfactory level of the employees with regard to Recruitment and Selection
process.

3. To understand the sources of recruitment at various levels and various jobs.

1.6 RESEARCH METHODOLOGY

Methodology of research used is descriptive study. This method was suitable for the study
because of the volumeness of data available and suits the title of the study. Questionnaires were
administered for the respondents, tabulated and analyzed.

1.6.1 RESEARCH DESIGN

Out of the total availability of the employees, a sample size based on randomness and
convenience is chosen. For this study a stratified random sampling is used for 110 respondents.
100 respondents are employees and 10 respondents are HR executives.

1.6.2 METHODS FOR DATA COLLECTION:

1. Primary data

2.Secondary data

1. PRIMARY DATA
The data is collected from following methods. This data is more suited for the objectives of
the project. The data are collected my following methods,

 Primary data was collected through interviewing people and

 17

 Questionnaire.

2. SECONDARY DATA

The data which have already been collected by someone else or taken from published or
unpublished sources and which have been already been passed through the statistical process.
These data are collected from following methods,

 Secondary data was obtained by browsing Internet

 Reference from libraries

1.6.3 METHODS USED FOR DATA ANALYSIS:

The tools used for data collection are:

 Percentage Analysis
 Correlation

1.7.4 LIMITATIONS OF THE STUDY:

The limitations of the study are given below,
 The study was need based and suitable for today’s context only
 The response may be biased.
 Interviews were held only with respondents who were ready to spare time for it.
 Time is main limiting factor.
 18

1.8 CHAPTER SCHEME

Chapter 1 Introduction: This chapter deals with the introduction which deals with the
background of the study, theoretical background, review of literature, statement of the problem,
objectives of the study, scope of the study, methodology adopted and limitations of the study.

Chapter 2 Organizational Profile: The chapter organizational profile deals with the history of
the organization, the management, organizational structure, product profile and the market
analysis, competitive strengths of the company, future plans and the description about various
functional areas.

Chapter 3 Macro-Micro economic analysis: The chapter macro-micro analysis gives the insights
about the industry in global scenario as well as Indian scenario.

Chapter 4 Analysis and interpretation: Analysis and interpretation deals with the analysis of the
data Collected for the study and the interpretation for the same.

Chapter 5 Conclusion: This chapter deals with the results, discussions and the suggested
recommendations.
 19

CHAPTER -2

COMPANY PROFILE

2.1 INTRODUCTION

In India, Business Process Outsourcing (BPO) is the fastest growing segment of the ITES
(Information Technology Enabled Services) industry. Factors such as economy of scale, business
risk mitigation, cost advantage, utilization improvement and superior competency have all lead
to the growth of the Indian BPO industry. Business process outsourcing in India, which started
around the mid-90s, has now grown by leaps and bounds.

India is now the world's favored market for BPO companies, among other competitors, such as,
Australia, China, Philippines and Ireland. The BPO boom in India is credited to cheap labor costs
and India's huge talent pool of skilled, English-speaking professionals. Research by the National
Association of Software Services and Companies (NASSCOM) has revealed that quality
orientation among leading BPO companies, 24/7 services, India's unique geographic location and
the investor friendly tax structure in India have all made the BPO industry in India very popular.

The term Business Process Outsourcing or BPO as it is popularly known, refers to outsourcing in
all fields. A BPO service provider usually administers and manages a particular business process
for another company. BPOs either use new technology or apply an existing technology in a new
way to improve a particular business process. India is currently the number one destination for
business process outsourcing, as most companies in the US and UK outsource IT-related
business processes to Indian service providers.

In India, Business Process Outsourcing (BPO) is the fastest growing segment of the ITES
(Information Technology Enabled Services) industry. Factors inclusive of financial system of
scale, commercial enterprise threat mitigation, value gain, utilization improvement and superior
competency have all result in the increase of the Indian BPO industry.

The BPO increase in India is credited to reasonably-priced exertions expenses and India’s big
talent pool of skilled, English-speak me specialists. Research by the National Association of
Software Services and Companies (NASSCOM) has found out that best orientation amongst main
BPO organizations, 24/7 services, India’s precise geographic region and the investor pleasant tax
structure in India have all made the BPO enterprise in India very popular. India is now the arena’s
favored marketplace for BPO businesses, among other competitors, together with, Australia,
China, Philippines and Ireland.
 20

2.2 ORGANIZATION PROFILE:

The Personiv Coimbatore, India facility is our longest-held facility. they have more than 900
employees in Coimbatore, with substantial room to grow. The city of Coimbatore has access to a
substantial workforce of well-educated and experienced professionals and they hire from the
many universities in the surrounding area. Their facility is a new construction, and is in excellent
condition, with the highest quality infrastructure and maintenance support.

Their office is located in the major business district of Coimbatore. We work effectively on
finding the right talent for each client, and believe that we can ramp your program with high-
quality FTEs quickly and effectively. They offer an outstanding employee engagement program
that attracts and retains top talent, and boast a best-in-class retention rate.

Their service offerings span from back office all the way to creative, but that isn’t the only thing
that makes Personiv unique. Their culture is steeped in excellence with a quality stamp that can’t
be duplicated. what makes their customers so loyal is their dedication to one-on-one service,
their flexible approach and their commitment to getting it right, the first time.

2.3 HISTORY:

David is CEO of Personiv, headquartered in Austin, Texas, and oversees the strategy and
delivery of our products and services. Under his leadership Personiv has grown significantly by
introducing new services to new markets and expanding relationships within existing service
areas. David has more than 20 years’ experience leading middle market companies on behalf of
private equity owners in varied industries such as media, manufacturing, and business services.

Their culture

Personiv’s vibrant and engaging atmosphere is achieved with intensive effort and impeccable
leadership. Their managers are given the tools they need to succeed through hard work, training
and leadership. They believe that taking care of our employees means they will take care of our
customers.

A Focus on quality

By hiring the most qualified talent, they can ensure that their quality is always the best.

A Focus on people

They make sure that all individual team members should feel inspired, seen and rewarded. Their
focus on their people is why so many employees claim they are #PersonivProud and that
working here is like being with family.
 21

A Focus on giving back

Giving back to the communities where we live and work is a core philosophy at Personiv, where
they engage in quarterly corporate responsibility projects.

2.4 MANAGEMENT TEAM:

Personiv was Led by a visionary team of experienced professionals, Personiv leverages top talent
with a 30-year history to bring you an outsourcing experience unmatched in the industry.

Personiv at Coimbatore has been managed by the leadership of Mr. Fredericks John. Fred joined
Personiv in October 2010, bringing more than 20 years of experience in procedure development,
high service standards and policies for business process outsourcing companies. Fred’s
experience includes more than a decade at Wipro BPS and Seyyone Software Solutions, and his
skills in driving risk management, quality assurance and revenue management have facilitated
Personiv’s growth.

An organization structure of Personiv was given below,

CHART 2.4 ORGANIZATION STRUCTURE

MR. FREDRICKS JOHN

(SITE HEAD)

ROSHAN VINCENT SUDHA

(OPERATIONS HEAD) (HUMAN RESOURCE

MANAGER)

MUKESH MANIVANNAN BALACHANDRAN PRAKASH CHITRA VIKASH

(PROCESS (PROCESS (PROCESS (ASSISTANT HR (HR (HR

EXECUTIVE) EXECUTIVE) EXECUTIVE) MANGER) EXECUTIVE) EXECUTIVE)
 22

2.5 SERVICES OFFERED:

 Finance & Accounting

 Back Office
 Print
 SEO
 Creative Services

Finance and accounting support

Financial systems that are disparate and disconnected make it difficult to produce accurate
financial statements and impossible to deliver actionable insights to the business. For CFOs that
are unhappy with their current accounting platform, Personiv’s FAO Service can migrate client
data from inefficient and outdated systems that require manual intervention into a single, cloud-
based accounting platform. Their solution is flexible and designed to work for clients and their
services are both proactive and collaborative.

Greater efficiency at 50% cost savings

Many CFOs are looking for tighter efficiency in their systems and processes, but are also
expected to deliver more for less. With Personiv’s best-in-class FAO solution, the F&A function
is no longer plagued by the month-end fire drill to close the books, and instead, provides the data
and insights necessary to grow the business.

 Scalable model that is able to grow with the business

 Frees-up accountants to concentrate on value-add activities
 Improved network security and increased internal controls
 Real time reporting with drill-down capability for complete transparency

Access to top talent to support your accounting team

Finding talented accounting personnel remains one of the biggest challenges facing Finance
Departments today. Our services are performed by quality, offshore resources with accounting
degrees for significant savings.

 Dedicated professionals to support your accounting team

 Educated, experienced talent
 Time saved in recruitment, hiring
 23

Creative services:

A Creative services provided by the personiv are given below,

 Print
 Digital
 Websites
 Billboards
 Logo Design
 Photo Editing

Sales services:

Sales takes time, patience and skill. Through our industry-leading sales training and sales
coaching methodologies, our agents learn to think strategically about each sale in order to
maximize the chances of a successful close.

 Inbound and outbound sales

 Lead generation
 Prospecting
 Up-Selling
 Cross-Selling

Customer care:

They provide a great customer care services whether it’s via phone, email, or chat, their customer
care agents will provide an attentive touch point for business. Services provided are as follows,

 Customer Support via Phone/Chat/Email

 Social Media Monitoring
 After-hours Voice Answering
 Appointment Setting
 Outbound Sales Support
 24

2.7 SWOT ANALYSIS:

SWOT analysis is a framework used to evaluate a company's competitive position by

identifying its strengths, weaknesses, opportunities and threats. Specifically, SWOT analysis
is a foundational assessment model that measures what an organization can and cannot do,
and its potential opportunities and threats.

Strength:

 Quick response time

 Availability
 Healthy culture
 Continuous process improvement
 Support for smaller clients
 Increased brand awareness
 Skilled and dedicated workforce

Weakness:

 Lack of face to face interaction with customers

 Lack of adequate teamwork with field representatives due to organizational changes.
 Unbalanced distribution of workload.

Opportunities:

 Mentoring program that can prepare top performers of the program for promotion activities.
 Obtaining more training in order to provide better support for customers.

Threats:

 Increase of IT outsourcing firms.

 Decrease of Moral due to constant organizational change in the core companies.
 Fast changing market condition.
 25

CHAPTER 3

MICRO AND MACRO ECONOMIC ANALYSIS

3.1 INTRODUCTION:

This chapter macro-micro analysis gives the insights about the industry in global scenario as well
as Indian scenario. The micro environment comprises the forces close to the company that affect its
ability to serve its customers. This includes the suppliers, customers, marketing intermediaries, public
and competitors. A macro environment is the condition that exists in the economy as a whole,
rather than in a particular sector or region. In general, the macro environmentincludes trends
in gross domestic product (GDP), inflation, employment, spending, and monetary and fiscal
policy.

3.1.1 INDUSTRY POSITION IN INDIA:

The term Business Process Outsourcing or BPO as it is popularly known, refers to outsourcing in
all fields. A BPO service provider usually administers and manages a particular business process
for another company. BPOs either use new technology or apply an existing technology in a new
way to improve a particular business process. India is currently the number one destination for
business process outsourcing, as most companies in the US and UK outsource IT-related
business processes to Indian service providers.

In India, Business Process Outsourcing (BPO) is the fastest growing segment of the ITES
(Information Technology Enabled Services) industry. Factors such as economy of scale, business
risk mitigation, cost advantage, utilization improvement and superior competency have all lead
to the growth of the Indian BPO industry. Business process outsourcing in India, which started
around the mid-90s, has now grown by leaps and bounds.

India is now the world's favored market for BPO companies, among other competitors, such as,
Australia, China, Philippines and Ireland. The BPO boom in India is credited to cheap labor costs
and India's huge talent pool of skilled, English-speaking professionals. Research by the National
Association of Software Services and Companies (NASSCOM) has revealed that quality
orientation among leading BPO companies, 24/7 services, India's unique geographic location and
the investor friendly tax structure in India have all made the BPO industry in India very popular.

 The BPO sector in India is estimated to have reached a 54 per cent growth in revenue
 The demand for Indian BPO services has been growing at an annual growth rate of 50%
 The BPO industry in India has provided jobs for over 74,400 Indians. This number is
continuing to grow on a yearly basis. The Indian BPO sector is soon to employ over 1.1
million Indians
 26

 70% of India's BPO industry's revenue is from contact centers, 20% from data entry work
and the remaining 10% from information technology related work
 Indian BPOs handle 56% of the world's business process outsourcing.
The market size of the BPO industry in Indian scenario for past eight years is shown below,

Fig.2.8.1 The market size of the BPO industry in Indian scenario

3.1.2 GLOBAL SCENARIO OF OUTSOURCING INDUSTRY:

Innovation, new technologies and global competition are the constant driving forces behind
growth and expansion in the global business process outsourcing industry. Between 2012 and
2016, the global business process outsourcing (BPO) industry grew at a compound annual
growth rate of 4.4% to reach total revenues of $140.3 billion in 2016. In the early months of
2017, the industry had major concerns related to increased skill shortages, increased trade
protectionism, and political gridlock.

While this has continued over the last few months, going forward, the BPO industry is clearly
showing increased optimism overall about market growth and reduced regulations. Businesses
are also encouraged by the benefits gained through innovative technologies such as cloud
computing, and process automation. Global outsourcing service providers are expected to use
new technological innovations to effectively address market challenges, enhance product and
services, and manage talent shortages – while helping keep operating costs low.

Future projections
• Forrester Research estimates, by 2015, as many as 3.3 million US jobs and US $ 136 billion in
wages could be moved to countries such as India, China and Russia.
 27

• Meta Group predicts that offshore outsourcing will grow by more than 20 percent annually,
pushing it from a $ 7 billion market in 2003 to a $ 10 billion market in 2005.
• International Data Corporation has predicted that the global ITES market will account for
revenues of $ 1.2 trillion by 2020.
• Gartner predicts that BPO will grow to US $ 62 billion by 2008, accounting for 20 percent of
the total market.
Business process outsourcing prospects in a global scenario
In the era of globalization, a Business Process Outsourcing company may have wide ranges of
choice available to contract out services. Companies have to consider a number of factors while
assessing offshore destinations according to the specific business requirements. Driven by
pressures of cost and competition, leading Business Process Outsourcing companies are
increasingly following multi-country strategy to ensure business continuity and to mitigate risk.
The following comparative chart reveals an overview of country-by-country analysis of the
major offshore locations based on factors such as cost, people, environment including services
offered, major investors, advantages and limitations of such locations to meet the Business
Process Outsourcing companies unique offshore needs.
Business Process Outsourcing (BPO) is a process that must be undertaken carefully and
judiciously to produce maximum benefit for businesses. Business Process Outsourcing success
involves putting together good strategy that addresses culture and risk. Success relies upon an
understanding of the market place and an awareness that the market place varies from country to
country. Companies at the forefront of the offshore movement are continuously looking for
potential opportunities across the next border.

Fig.2.8.2 Global Scenario of BPO industry from 2000 to 2018

 28

CHAPTER 4
DATA ANALYSIS & INTERPRETATION

4.1 INTRODUCTION:
This chapter deals with the analysis and interpretation of the data collected for the study. The
data analysis is done by two methods namely percentage analysis and correlation using SPSS for
110 data.

4.1.1 SIMPLE PERCENTAGE ANALYSIS

a. Analysis of data collected from employees

TABLE 4.1.1 YEARS OF EXPERIENCE

Year of Experience Frequency Percent

0-1 yrs 66 66
1-5 yrs 22 22
5-10 yrs 10 10
>10 yrs 2 2

CHART 4.1.1 YEARS OF EXPERIENCE

2
10

0-1 yrs
22 1-5 yrs
5-10 yrs

66 >10 yrs

The above chart implies that 66% are experience with 0-1 year; 22% are 1-5 years; 10% are 5-10
years; 2% are >10 years. So majority of the respondents has 0 – 1 year of experience.
 29

TABLE 4.1.2 GENDER OF THE RESPONDENTS

Gender No. of Respondents Percentage

Male 58 58
Female 42 42
Total 100 100

CHART 4.1.2 GENDER OF THE RESPONDENTS

42
Male
Female
58

Above chart implies that 42% of Respondents are Female and 58% of the Respondents are Male.

So Majority of the Respondents are Male.

 30

TABLE 4.1.3 REASON FOR ACCEPTING THE OFFER IN THE ORGANIZATION

Reason Frequency percent

Job Security 31 31
Decent Salary 11 11
Career Development 39 39
Others 19 19

CHART 4.1.3 REASON FOR ACCEPTING JOB OFFER

Job Security
19
Decent Salary
31
Career Development
Other reason

11
39

The above chart implies that 31% of Respondents expressed as Job Security, 11% has expressed
as Decent Salary, 39% has expressed as Career Development, 19% has expressed as other
reason. Majority of the Respondents has expressed as the Reason for accepting offer is for Career
Development.
 31

TABLE 4.1.4 SOURCES USED TO GET JOB

Sources Frequency Percent

Job Portals 20 20
Employee Referrals 38 38
Recruitment Consultant 10 10
Through Campus 32 32

CHART 4.1.4 SOURCES USED TO GET JOB

20
32
Job Portals
Employee Referrals

10 Recruitment Consultant
38
Through Campus

The above chart implies that 20% of the respondents has expressed as Job Portals, 38% has
expressed as Employee Referrals, 10% has expressed as Recruitment consultant, 32% has
expressed as Through Campus. Majority of Respondents has expressed as the sources they used
to get the job is Employee referrals.
 32

TABLE 4.1.5 TIME TAKEN TO RESPOND

Time taken Frequency Percent

Less than 5 days 48 48
5-10 days 32 32
10-15 days 14 14
More than 15 days 6 6

CHART 4.1.5 TIME TAKEN TO RESPOND

14 6

48
Less than 5 days
5-10 days

32 10-15 days
More than 15 days

The chart implies that 48% of the respondents has expressed as Less than 5 days. 32% of the
Respondents has expressed as 5-10 days. 14% of the respondents has expressed as 10-15 days.
6% of the respondents has expressed as More than 15 days. Majority of the Respondents has
expressed as the company takes less than 5 days to respond to Employee’s application.
 33

TABLE 4.1.6 TIME TAKEN TO SEND OFFER LETTER

Time Frequency Percent

1 week 38 38
2 week 46 46
3 week 14 14
More than 3 week 2 2

CHART 4.1.6 TIME TAKEN TO SEND OFFER LETTER

2
14

38 1 week
2 week
3 week
More than 3 week

46

The above chart implies that 46% of the respondents has expressed as 2 weeks. 38% of the
Respondents has expressed as 1 week. 14% of the respondents has expressed as 3 weeks. 2 % of
the respondents has expressed as More than 3 week. Majority of the Respondents has expressed
as the Company takes 2 weeks time to give offer letter.
 34

TABLE 4.1.7 SATISFACTION LEVEL OF RECRUITMENT PROCEDURE

Satisfaction Level Frequency percent

Excellent 20 20
Good 20 20
Moderate 52 52
Poor 8 8

CHART 4.1.7 SATISFACTION LEVEL OF RECRUITMENT PROCEDURE

8
20

Excellent
Good
Moderate
20
Poor
52

The above chart implies that 52% of the Respondents has expressed as Recruitment procedure is
Moderate. 20% of the respondents has expressed as Good. 20% of the respondents has expressed
as Excellent and 8% of the respondents has expressed as Poor. Majority of the Respondents has
expressed as Satisfaction with the Recruitment procedure by Personiv is Moderate.
 35

TABLE 4.1.8 EMPLOYEE SATISFACTION WITH REGARD TO INTERVIEW

METHODS

Satisfaction Frequency percent

Yes 96 96
No 4 4

CHART 4.1.8 EMPLOYEE SATISFACTION WITH REGARD TO INTERVIEW

METHODS

Yes
No

96

The above chart implies that 96% of the respondents has expressed as the Organization uses
Satisfactory methods of Interviews. Only 4% has expressed as the organization does not use
satisfactory method of interviews. Majority of the respondents has expressed as the Organization
uses Satisfactory methods of Interviews.
 36

TABLE 4.1.9 MOST LIKED INTERVIEW PROCESS

Interview Frequency percent

Technical Interview 47 47
HR Interview 53 53

CHART 4.1.9 MOST LIKED INTERVIEW PROCESS

47

53 Technical Interview
HR Interview

The above chart implies that 53% of the Respondents has expressed as they liked HR interview
and 47% of the Respondents has expressed as they liked Technical Interview. Majority of the
respondents has expressed as they liked HR interview.
 37

TABLE 4.1.10 METHOD OF SELECTION FOR FUTURE RECRUITMENT

Satisfaction Level Frequency Percent

Merit of qualifying examination 20 20
Written test followed by interview 52 52
Only interview 20 20
Others 8 8

CHART 4.1.10 METHOD OF SELECTION FOR FUTURE RECRUITMENT

8
20

20
Merit of qualifying examination
Written test followed by interview
Only interview
Others

52

The above chart implies that 20% of the respondents has expressed as Merit of qualifying
examination is enough for the Recruitment. 52% of the respondents has expressed as written test
followed by interview is enough for the Recruitment. 20% of the respondents has expressed as
only interview is enough for the Recruitment.8% of the respondents has expressed as others.
Majority of the Respondents has expressed as written test followed by interview.
 38

b. Analysis of responses collected from hr executives

TABLE 4.1.11 EMPLOYEES YEARS OF EXPERIENCE WITH THIS ORGANIZATION

years Frequency Percent

0-5 years 5 50
5-10 years 3 30
10-15 years 2 20

CHART 4.1.11 EMPLOYEES YEARS OF EXPERIENCE WITH THIS

ORGANIZATION

20

0-5 years
50 5-10 years
10-15 years

30

The above chart implies that 50% of the Respondents has experience of 0-5 years. 20% of the
respondents has experience of 5-10 years. 30% of the respondents has experience of 10-15
years.Majority of the respondents has Experience of 0-5 years.
 39

TABLE 4.1.12 DEFINITION OF CANDIDATE SPECIFICATIONS IN THE

RECRUITMENT PROCESS

Frequency percent
Yes 7 70
No 3 30

CHART 4.1.12 DEFINITION OF CANDIDATE SPECIFICATIONS IN THE

RECRUITMENT PROCESS

30

Yes
No

70

The above chart implies that 70% of the respondents has expressed that the organization clearly
define candidate specifications in the recruitment process. 30% of the respondents has expressed
the organization does not clearly define candidate specifications in the recruitment process.
Majority of the respondents has expressed that the organization clearly define candidate
specifications in the recruitment process.
 40

TABLE 4.1.13 SOURCES OF RECRUITMENT

Sources Frequency percent

Internal 7 70
External 3 30

CHART 4.1.13 SOURCES OF RECRUITMENT

30

Internal
70 External

The above chart implies that 70% of the respondents has expressed that they use Internal Source
of recruitment and 30% has expressed that they use External source of recruitment. Majority of
the respondents has expressed that they use internal source of recruitment.
 41

TABLE 4.1.15 EXPECTATIONS OF THE ORGANIZATION FROM CANDIDATE

Quality Frequency percent

Knowledge 5 50
Discipline 2 20
Team working ability 2 20
Past Experience 1 10

CHART 4.1.15 EXPECTATIONS OF THE ORGANIZATION FROM CANDIDATE

2 Knowledge
Discipline
5
Team working ability
Past Experience

The above chart implies that 50% of the respondents has expressed as they look for knowledge
as most important quality. 20% has expressed as Discipline. 20% said Team working ability.
10% has expressed as Past Experience. Majority of the Respondents has expressed as they look
for knowledge as most important quality.
 42

TABLE 4.1.16 STAGES ARE INVOLVED IN SELECTING THE CANDIDATE

Stages Frequency percent

1 0 0
2 0 0
3 5 50
4 5 50

CHART 4.1.16 STAGES ARE INVOLVED IN SELECTING THE CANDIDATE

00

1
2
5 5
3
4

The above chart implies that 50% of the respondents has expressed as there is 3 stages involved
in selecting a candidate. 50% of the Respondents has expressed as there is 4 stages involved in
selecting a candidate. Majority of the respondents has expressed as 3 and 4 stages involved in
selecting a candidate.
 43

TABLE 4.1.17 TRACKING THE SOURCE OF CANDIDATE

Tracking Frequency Percent

Excel 5 50
Manual 2 20
Software 3 30
Online 0 0

CHART 4.1.17 TRACKING THE SOURCE OF CANDIDATE

Tracking the candidates

3
Excel
Manual
5
Software
Online

The above chart implies that 50% of the respondents has expressed as they use Excel, 30% of the
respondents has expressed as they use Manual and 20% said Software. Majority of the
respondents has expressed as the organization uses excel for tracking the candidates.
 44

TABLE 4.1.18 INVOLVEMENT OF OTHER DEPARTMENT

Tracking Frequency percent

Operations 7 70
Administration 0 0
HR Executive 3 30
Others 0 0

CHART 4.1.18 INVOLVEMENT OF OTHER DEPARTMENT

30

Operations
Administration
HR Executive
Others
0

70

The above chart implies that 70% of the respondents has expressed as there is involvement of
Operations and 30% of HR department. Majority of the respondents said there is more
involvement of operations department during interview.
 45

TABLE 4.1.19 DIFFERENT RECRUITMENT PROCESS FOR DIFFERENT GRADES

OF EMPLOYEES

Grades Frequency percent

Yes 7 70
No 3 30

CHART 4.1.19 DIFFERENT RECRUITMENT PROCESS FOR DIFFERENT GRADES

OF EMPLOYEES

Yes
No

The above chart implies that 70% of the respondents has expressed as the organization uses
different recruitment process for different grades of employees. 30% of the respondents has
expressed as organization does not uses different recruitment process for different grades of
employees. Majority of the respondents has expressed as the organization uses different
recruitment process for different grades of employees.
 46

TABLE 4.1.20 NUMBER OF STUDENTS LEAVE BEFORE THE PERIOD OF 6 – 12

MONTHS

Leaving Frequency percent

1-5 0 0
5-10 10 100
10-15 0 0
15-20 0 0

CHART 4.1.20 NUMBER OF STUDENTS LEAVE BEFORE THE PERIOD OF 6 – 12

MONTHS

Frequency

1-5.
5-10.
10-15.
15-20

The above chart implies that All the respondents have has expressed that number of students
leave before the period of 6-12 months is 5-10.
 47

TABLE 4.1.21 KIND OF VERIFICATIONS

Leaving Frequency percent

Educational Background 0 0
Family Background 0 0
Reference Check 0 0
All the above 10 100

CHART 4.1.21 KIND OF VERIFICATIONS

Educational Background
Family Background
Reference Check
All the above

The above chart implies that All the respondents have expressed that the organization verifies all
the above details from the candidates.
 48

4.2 CORRELATION ANALYSIS:

The correlation analysis is made for the satisfaction of the recruitment process and the
experience of the employees.

This means that there is a strong relationship between your two variables. This means that
changes in one variable are strongly correlated with changes in the second variable. In this
data, Pearson’s r is 0.633. This number is very close to 1. For this reason, we can conclude that
there is a strong relationship between satisfaction and experience.

The Sig. (2-Tailed) value in data is 0.000. This value is less than .05. Because of this, we can
conclude that there is a statistically significant correlation between satisfaction and the
experience.
 49

CHAPTER 5

5.1 RESULTS AND FINDINGS:

1. Most of the recruitment at Personiv is done through Employee Referrals than any other
sources and also it is an cost effective way of recruitment.
2. The major reason for accepting the job at Personiv is for Career Development.
3. The time taken by the organization to respond to respond candidates application is less
than 5 days. So the organization performs well in responding the applicants.
4. The company takes about 2 weeks time to send offer letter to the Selected candidates.
5. Majority of the Employees feel Moderate about the satisfaction with recruitment process
followed by Personiv.
6. 80% of the respondents feels that organization is using satisfactory methods of interviews
7. Most of the Candidates likes Technical interview than HR interview.
8. Majority of the respondents Supports for an Written test followed by an interview during
selection process.
9. Majority of the employees agrees that organization clearly define the position objectives,
requirements and candidate specifications in the recruitment process.
10. The organization mostly prefer internal source of recruitment.
11. The Organization prefers Freshers than Experienced candidates during recruitment
process.
12. The organization looks for the Knowledge as the most important quality in candidate
during interviews.
13. The Organization conducts 3 or 4 stages in selecting a candidate during Recruitment
process.
14. Excel is mostly used by the Organization to track the candidates in Recruitment process.
15. Apart from HR managers other Departments also Participating in the interview process
during Recruitment.
16. They Select 50-100 Candidates for every Fiscal year.
17. Approximately 10-20 minutes are spent by HR dept. during recruitment for each
candidate.
18. The Organization follows different recruitment process for different grades of employees.
19. 5-10 number of students leave before the period of 6 – 12 months.
20. They undergo all three verifications like Educational Background check, Reference
Check, Professional Background and Family Background.