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CHAPTER 1

INTRODUCTION OF THE STUDY

1.1 INTRODUCTION OF THE STUDY



The recruitment and selection is the major function of the human resource department

and recruitment process is the first step towards creating the competitive strength and the

strategic advantage for the organizations. Searching for, and obtaining, potential job candidates

in sufficient numbers and quality, and at the right cost, for the organization to select the most

appropriate people to fill its jobs. Selection is the process of gathering information for the

purposes of evaluating and deciding who should be hired, under legal guidelines, for the short

and long term interests of the individual and the organization. Recruitment refers to the process

of attracting, screening, and selecting qualified people for a job at an organization or firm.

Recruitment is a process of finding and attracting capable applicants for employment.

The process begins when new recruits are sought and ends when their applications are submitted.

The result is a pool of applications from which new employees are selected. Recruitment is an

important tool in an organization's HR kit to make organization competitive in today's globalmarket. The right recruitment strategies hold the key for success for any organization.

Human resource management or managing “people” includes several activities. Today

acquiring and retaining the employees is the biggest challenge. Thus staffing is a vital activity.

Staffing facilitates the supply of employees. These employees are needed to fulfill the

Organizational goals and objectives by their effective and efficient performance. And

recruitment is a logical step in this staffing process. Recruitment is the process of creating huge

pool of potential candidates. It attracts the prospective employees and stimulates them to apply

for job. The function of it mainly concentrates on two aspects.

Recruitment acts as a link between the employers and the job seekers and ensures the

placement of right candidate at the right place at the right time. Using and following the right

recruitment processes can facilitate the selection of the best candidates for the organisation. In

this is competitive global world and increasing flexibility in the labour market, recruitment is

becoming more and more important in every business. Therefore, recruitment serves as the first

step in fulfilling the needs of organizations for a competitive, motivated and flexible human

resource that can help achieve its objectives.

Recruitment is a part of socialization process. It gives a glimpse into organizational

culture. Lateral hiring of candidates is one of the main processes done in TCS. During the week

day interview process the candidates are facing certain difficulties in the environment factor,

waiting time factor and certain other interview process factors.



The organization should take care to portray a good image on recruitment process. Even the

coordinators are finding it difficult to arrange for the panel members for the candidates for week

day interview process. So in order to improve the present system, Satisfaction level of candidates

and for the smooth running of hiring candidates the researcher have decided on the topic “A

STUDY ON IMPROVING CANDIDATES EXPERIENCE TOWARDS INTERVIEW

PROCESS AT TATA CONSULTANCY SERVICES”

1.1.1 SCOPE OF THE STUDY :

To improve the existing process to attract more candidates and screen the candidate based

on their location they prefer.

To compete with the growing competition, and to grab the opportunities of a working

population in a favorable manner

To improve the efficiency of the recruitment processes of the organization by adopting

few more additions for smooth running of interview. The difficulties they face with time.

Adjusting with the resource of what they have with them.

Coordinators can be properly informed about the process

The drive will not affect the work of other employees.

Employee morale can be enhanced.

Each and every candidate is interviewed within the time limit since they are already having

experience towards work.

1.1.2 OBJECTIVES OF THE STUDY :

Primary objective

• To Study on Candidates Experience towards Interview at TCS.

Secondary objectives



To review the existing system of the company in a better way

To find out the waiting time of the candidates in the interview process

To find out whether the candidates are satisfied with the interview process

To identify whether the candidates are properly informed about the process

To find out whether the feedback of each process is informed properly

To find out the overall co-ordination process

1.1.3 RESEARCH METHODOLOGY:

Research methodology is a way to systematically solve the research problem. It may be

understood as a science of studying now research is done systematically. In that various

steps, those are generally adopted by a researcher in studying his problem along with the logic

behind them.

It is important for research to know not only the research method but also know methodology.

”The procedures by which researcher go about their work of describing, explaining and

predicting phenomenon are called methodology.” Methods comprise the procedures used for

generating, collecting and evaluating data

Data collection is important step in any project and success of any project will be largely dependupon now much accurate you will be able to collect and how much time, money and effort will

be required to collect that necessary data, this is also important step.

1.1.3.1 Research Design

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

manner that aims to combine relevance to the research purpose with economy in procedure. In

fact, the research design is the conceptual structure within which research is conducted; it

constitutes the blueprint for the collection, measurement and analysis of data.Descriptive Research Design

Descriptive research design is used to find suggestion for the research problem. It is

rigid and formal. Descriptive study provides clear specification of who, what, When where

why and how aspect of their research. It also involves more specific hypothesis and testing

of them thought statically inferences technique.



The descriptive research design used for this study was descriptive research, as it

analysis the characteristic of certain group. Example, employees in organization with

different Age, Sex, Education etc...

It mainly involves survey and facts finding enquires of different kinds. The main

objectives of research are to describe the state affairs as it exists at present. In search the

research tools used in descriptive research are survey method of all kinds including

comparative.

1.1.3.2 Sources of Data

Data refers to information or facts. It includes numerical figures, non-numerical figures,

and descriptive facts, qualitative and quantitative information. The task of data collection begins

after a research problem has been defined and research plan been decided.

Types of data

1. Primary data

2. Secondary data

In this study both primary and secondary data collection methods have been used to collect data

Primary data:

The data collected for the first time through field survey is known as primary data. Such data are

collected with specified set of objectives to assess the current status of any variable studied. The

primary data used for this project was collected from the questionnaires.

Secondary data:

Secondary data are collected from various sources like company profile, internet, and journals

and so on.

1.1.3.3 Proposed Sampling Method:

Convenience sampling has been used to collect the data from the respondents.

Convenience sampling technique is followed. Convenience sampling as the name implies is

based on the convenience of the researcher who is to select the sample.



This type of sampling is also called accidental sampling as the respondents in the

sampling are included in it merely on the account of that being available on the spot where the

survey is in progress.

Thus a research may stand at a certain prominent point and interview all those or select

people who pass through that place.

1.1.3.4 DATA COLLECTION TOOLS:

Tools that are adopted for the collection of the data differences with respect to their types the

tool or the instrument that was used by the researcher for the collection of the primary data is the

questionnaire.

The statistical tools that were used are:

• Percentage analysis

• Chi-square analysis

• Garrett Ranking

• Weighted Average

1.1.4 LIMITATIONS OF THE STUDY

The process must conform to the complete strategic business plan.

Time limit

Most of the respondents secured to be busy with their interview process.

Managing work force and candidates during the week day interview process

1.1.5 CHAPTERIZATION:

Chapter one:

Chapter one includes Introduction, Need of the study, Scope of the study, Objectives of

the study, Research Methodology that includes Design, Sample size, data collection and

Questionnaires, Limitation of the study and Chapterization, Review of literature of the study

industry profile and company profile.



Chapter two:

Chapter two includes percentage analysis and figures for the percentages, chi square

test, Garrett ranking and Weighted average.

Chapter three:

Chapter three includes findings of the study, suggestions and recommendations, and

conclusion.

1.2 REVIEW OF LITERATURE:

The recruitment and selection is the major function of the human resource department

and recruitment process is the first step towards creating the competitive strength and the

strategic advantage for the organizations. Recruitment process involves a systematic procedure

from sourcing the candidates to arranging and conducting the interviews and requires many

resources and time.

• In the journal Public Personnel Management , in a Job Analysis : Why Do It, and How

Should It Be Done, James Clifford says that, the Job analysis is the procedure through



which you determine the duties of these positions and the characteristics of the people to

hire for them.

Why Recruitment is important

Employee recruiting means finding and /or attracting applicants for the employer’s open

position. Effective Recruitment is increasingly important. Barring some dramatic change, there

will soon be an undersupply of workers.

• Jennifer Schramm in the HR Magazine, A Work Gap Ahead, said that, the bureau of

labour statistics estimates the United States will have created 22 million new jobs

between 2003 and 2010, but only about 17 million new entrants will join the work force.

Several things could change this scenario if the country continues to export white collar

jobs, then the number of new jobs added domestically will diminish. However, the supply

– demand trend through 2010 seems to favor the worker. Similarly in india, research

sponsored by NASSCOM in 2007, projected that the employment potential of the Indian

IT/ITES sector will cross 10 million by 2010. This sector is currently the highest

employer in the organized sector. A similar demand for people can be expected in sectors

like construction and retail.

• Tom Porter in the Business journal, “Effective Techniques to Attract, Hire, and Retain

Top Notch Employees for Your Company” said that the success you have recruiting

depends greatly on non-recruitment issues and policies. For example, paying 10% more

than most firms in your locale should, other things equal help you build a bigger

applicant pool fast.

• Derek Avery and Patrick McKay in the business journal, “Target Practice: An

Organizational Impression Management Approach to Attracting Minority and Female Job

Applicants,” Some employees are quite successful without structured interviews.

• According to “The 2007 Recruiting Metrics and Performance Benchmark Report,”

recruiting metrics and performance benchmark report reveals several guidelines

employees can use to improve the recruiting efforts effectiveness.

• Ann Marie Ryan and Nancy Tippins in the book, “Attracting and Selecting: What

psychological research tells us”, analyzed that some recruitment sources produce higher

quality candidates than do others. Thus, referral from current employees yields applicants

who are less likely to turnover and more likely perform better.



• Eric Herrenkohl in his book “How to Hire A-Players” What are the most important

interview questions to ask candidates? Good follow-up interview questions ensure that

the candidate, not the interviewer, is talking. They take the pressure off of you to create

100 insightful interview questions -- a handful or even one interview question will do.

They help the interviewer uncover the real story of a candidate’s experience and

accomplishments.

1.2.1 INDUSTRY PROFILE:

INFORMATION TECHNOLOGY INDUSTRY

Information Technology (IT) industry in India is one of the fastest growing industries. Indian IT

industry has built up valuable brand equity for itself in the global markets. IT industry in India

comprises of software industry and information technology enabled services (ITES), which also

includes business process outsourcing (BPO) industry. India is considered as a pioneer in

software development and a favorite destination for IT-enabled services.

The origin of IT industry in India can be traced to 1974, when the mainframe

manufacturer, Burroughs, asked its India sales agent, Tata Consultancy Services (TCS), to export

programmers for installing system software for a U.S. client. The IT industry originated under

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unfavorable conditions. Local markets were absent and government policy toward private

enterprise was hostile. The industry was begun by Bombay-based conglomerates which entered

the business by supplying programmers to global IT firms located overseas.

During that time Indian economy was state-controlled and the state remained hostile to

the software industry through the 1970s. Import tariffs were high (135% on hardware and 100%

on software) and software was not considered an "industry", so that exporters were ineligible for

bank finance. Government policy towards IT sector changed when Rajiv Gandhi became Prime

Minister in 1984. His New Computer Policy (NCP-1984) consisted of a package of reduced

import tariffs on hardware and software (reduced to 60%), recognition of software exports as a

"delicensed industry", i.e., henceforth eligible for bank finance and freed from license-permit raj,

permission for foreign firms to set up wholly-owned, export-dedicated units and a project to set

up a chain of software parks that would offer infrastructure at below-market costs. These policieslaid the foundation for the development of a world-class IT industry in India.

Today, Indian IT companies such as Tata Consultancy Services (TCS), Wipro, Infosys,

and HCL and others are renowned in the global market for their IT prowess.

Porter’s five forces model of IT industry



THREAT OF

SUBSTITUTES

1. Price plays as a

major

differentiating

factor.

2. Quality of the

product plays as a

differentiating

factor.

3. Other offshore

locations are also

emerging because

of their cost

advantage.

BARRIERES TO

ENTRY

1. Low capital

requirement.

2. Large value

chain.

BARGAINING

POWER OF

SUPPLIERS

1. Availability of

vast talent pool.

2. Demand and

supply of IT

professionals in

no longer

favorable to

employees.

BARGAINING

POWER OF

CUSTOMERS

1. Large numbers

of IT companies

are competing for

projects.

2. There has been

a huge decline in

the IT industry

expenditure.

3. Clients prefer

known companies

for their projects.

RIVALRY AMONG

FIRMS

1. Commoditized

offerings.

2. High industry

growth.

3. Low cost and

little differentiation

positioning.

4. Few number of

large companies

LowMediumShift from

high to

low

Very High



SWOT analysis of IT industry

STRENGTHS

1. Highly skilled human resource

2. Low wage structure

3. Quality of work

4. Initiatives taken by the Government

5. Many global players have set-up

operations in India like Microsoft,

Oracle, Adobe, etc.

6. English-speaking professionals

7. Cost competitiveness

8. Quality telecommunications

infrastructure

WEAKNESS

1. Absence of practical knowledge

2. Dearth of suitable candidates

3. Less Research and Development

4. Contribution of IT sector to India’s

GDP is still rather small.

5. Employee salaries in IT sector are

increasing tremendously. Low

wages benefit will soon come to an

end.

OPPORTUNITIES

1. High quality IT education market

2. Increasing number of working age

people

3. India’s well developed soft

infrastructure

4. Upcoming International Players in

the market

THREATS

1. Lack of data security systems

2. Countries like China and

Philippines with qualified

workforce making efforts to

overcome the English language

barrier

3. IT development concentrated in a

few cities only

1.2.2 COMPANY PROFILE:



TATA CONSULTANCY SERVICES

Established in 1968, Tata Consultancy Services has grown to its current position as the

largest IT services firm in Asia on the basis of its outstanding service record, collaborative

partnerships, innovation and corporate responsibility. Tata Consultancy Services is a part of the

Tata Group, which founded by Jamsetji Tata. Mr.F.C Kohli who is presently the Deputy

Chairman was entrusted with the job of steering TCS. The early days marked TCS responsibility

in managing the punch card operations of Tisco. The company, which was into management

consultancy from day one, soon felt the need to provide solutions to its clients as well. TCS was

the first Indian company to make forays into the US market with clients ranging from IBM,

American Express, and Sega etc. TCS is presently the top software services firm in Asia.

VISION:

To be one of the top 10 global companies by the year 2010.

VALUES:

Leading change, Integrity, Respect for the individual, Excellence, Learning and sharing.

Company Profile: Tata Consultancy Services Ltd

Ticker: TCS

Exchanges: BOM

2010 Sales: 6.3 billion

Major Industry: Miscellaneous

Sub Industry: Service Organizations

Country: INDIA

Employees: 160000

During the Y2K buildup, TCS had setup a Y2Kfactory in Chennai as a short-term

strategy. Now, with E-business being the buzzword, the factory is developing solutions for the

dotcom industries. Today, about 90 percent of TCS' revenue comes from consulting, while the

rest from products. TCS has great training facilities.

In addition to training around 5 percent of the revenue is spent upon its R&D centers likethe Tata Research Design and Development Centre at Pune, along with a host of other centers at

Mumbai and Hyderabad.

The present CEO of the company is Mr.N.Chandrasekaran. The companies’ strength is

about 14,000.



It benchmarked its quality standing, invested heavily in software engineering practices

and built intellectual property-in terms of patents, code and branded products. At the same time,

it expanded its relationships with technology partners and organizations, increased linkages with

academic institutions and incubated technologies and ideas of people within TCS and outside.

TCS has already patented 12 E-Commerce solution product packages and has filed six more

applications for patent licenses.

Over $25 million were spent on enhancing hardware and software infrastructure. The

company now has 72 offices worldwide. As many as seven centers were assessed at SEI CMM

Level 5 last year(3.4 mistakes in a million opportunities).These include Chennai, Mumbai,

Bangalore, Calcutta, Hyderabad and Lucknow. Several business and R&D relationship with

global firms like IBM, General Electric, Unigraphics Solutions have been made.

A pioneer in software R&D, TCS, today, has an innovative environment that offers

research-based solutions in leading-edge technologies that will help to meet the IT expectations

and support business objectives. TCS’ global alliance mission in partnering with various

organizations is to ensure that both TCS and the partner organizations derive the maximum

benefits of our relationship, in terms of growth of services and products.

TCS offers a consulting-led integrated portfolio of IT and IT-enabled services delivered

through its unique Global Network Delivery Model™, recognized as the benchmark of

excellence in software development.

They deliver those offerings through the Global Network Delivery Mode, our unique

business model by means of which we can consistently deliver high-quality cost-effective

services across the world. This model has helped us achieve a client satisfaction rating of 89%

for having met quality expectations and an average project budget variation of just 3%, both

figures ranging far higher than industry standards.

Finally, TCS helps clients achieve and maintain a competitive advantage through the use

of TCS Innovation Labs and Co-Innovation Network, our collaborative R&D and innovation

engine that works to successfully exploit and commercialize new ideas, technologies and best

practices.

TCS serves large and fast-growing organizations who share a common set of objectives:

• Increase profitability and efficiency by doing more with less,



• Rapidly and effectively respond to the changing market demands, thereby improving

organizational agility,

• Leverage IT as a strategic driver for competitive advantage, not just as a business

utility.

Their Broad Portfolio of Offerings provides clients with the right set of capabilities for

the right problems at the right time. We apply our in-depth industry experience to provide a wide

range of IT Solutions, Consulting, Business Process Outsourcing, Engineering Services and IT

Infrastructure Services. Visit the Offerings channel to learn how we could assist you.

TCS is the world’s first organization to achieve an enterprise-wide Maturity Level 5 on

CMMI® and P-CMM® based on SCAMPISM, the most rigorous assessment methodology. TCS

Integrated Quality Management System (iQMS™) integrates processes, people and technology

maturity through various established frameworks and practices, including IEEE, ISO 9001: 2000,

CMMi, SW-CMM, P-CMM and Six-Sigma.

TCS understands that their clients need to do more with less, respond quickly to the needs

of their markets and get more strategic advantage from IT. We are uniquely able to help you

tackle these business challenges. Be it IT services, business solutions or outsourcing, TCS can

assure a level of certainty unmatched by other players in the field.

TCS uses its industry experience and technology expertise to effectively develop

products, tools and methodologies that help bring solutions to the fore more quickly and with

higher quality. These tools, along with our Global Network Delivery Model™, have helped us

achieve a customer satisfaction rating of 87%—a figure much higher than the industry standards

—for on-time project delivery.

BUSINESS DESCRIPTION:

Tata Consultancy Services Ltd. The Group's principal activity is to provide information

technology and business process outsourcing services. The Group provides services to industries

such as banking and financial services, insurance, manufacturing, telecommunications, retail and

transportation. The Group operates in America, Europe and India. On 12-May-2008, the Group

acquired Tata Consultancy Services (Thailand) Limited. On 19-Sep-2008, it acquired Tata

Consultancy Services (Philippines) Inc.



On 22-Oct-2008, the Group's wholly owned subsidiary, Tata Infotech Deutschland

GmbH merged with Tata Consultancy Services Deutschland GmbH. On 02-Dec-2008, its

subsidiary Financial Network Services (Europe) Plc voluntarily liquidated.

On 11-Dec-2008, the Group acquired 50% share capital of National Power Exchange

Limited. On 31-Dec-2008, it acquired 96.26 % equity interest in TCS e-Serve Limited. On 10-

Feb-2009, the Group completed the acquisition of TCS e-Serve America Inc.

TCS is part of the Tata Group, one of India’s largest industrial conglomerates and most

respected brands. TCS has over 160,000 of the world's best-trained IT consultants in 42

countries.

EXPERIENCE CERTAINTY:

At TCS, we achieve real business results that allow you to transform, and not just

maintain, your operations. Our IT services, business solutions and outsourcing bring you a level

of certainty that no other competitor can match. You will experience your requirements being

met on time, within budget and with high quality; greater efficiency and responsiveness to your

business; and the ability to shift investment to strategic initiatives rather than tactical functions.

THE TCS DIFFERENCE:

At TCS, we understand that our clients need to do more with less, respond quickly to the

needs of their markets and get more strategic advantage from IT. We are uniquely able to help

you tackle these business challenges. Be it IT services, business solutions or outsourcing, we can

assure you a level of certainty unmatched by other players in the field.

CORPORATE SUSTAINABILITY:

Both on its own and as part of the Tata Group, TCS has actively implemented programs

and initiatives for the betterment of society, communities and the environment, since its

inception.

We believe in giving back to all the communities we operate with and in utilizing IT as

an instrument for social development and progress. We are deeply committed to the causes

of education and the environment and the setting up and maintenance of infrastructure for urban

beautification, pollution reduction and healthcare; waste management in the office environment;

tree plantation; and water treatment.



STOCK SYMBOLS:

• National Stock Exchange of India

• Bombay Stock Exchange in India

• Board of Directors

AWARDS:

• TCS mKrishi wins Nasscom Social Innovation Honours 2010

• TCS wins Golden Peacock Award 2010

• TCS awarded 2009 SAP Pinnacle Award

BOARD OF DIRECTORS:

➢ Non-Executive Board Members:

Ratan N Tata, Chairman

S Ramadorai, Vice Chairman

Laura Cha, Director

Prof. Clayton M Christensen, Director

Aman Mehta, Director

Dr. Ron Sommer, Director

Venkatraman Thyagarajan, Director

Dr. Vijay Kelkar, Director

Ishaat Hussain, Director

➢ Executive Board Members:

N Chandrasekaran, Chief Executive Officer and Managing Director

S Mahalingam, Chief Financial Officer and Executive Director

Phiroz A Vandrevala, Executive Director and Head, Global Corporate

Affairs



CHAPTER II

DATA ANALYSIS AND INTERPRETATION

CHAPTER 2



DATA ANALYSIS AND INTERPRETATION

2.1 Percentage Analysis

TABLE: 2.1.1 AGE FACTOR OF CANDIDATES

CHART 2.1.1

AGE FACTOR OF

CANDIDATES

INFERENCE

From the above graph it is inferred that, Out of 110 respondents, The majority of 40%

respondents belongs to age group of less than 25 years, 34% of respondents belongs to age group

of 25-30 years, 5% of respondents belongs to age group of 31-35 years, 15% of respondents

belongs to age group of 36-40 years, 5% of respondents belongs to age group of more than 40

years.

TABLE: 2.1.2 GENDER OF CANDIDATES

GENDER NO OF RESPONDENTS % OF RESPONDENTS

Male 72 65

Female 38 35

AGE

NO OF

RESPONS

E

% OF

RESPONDE

NCE

<25 44 4025-30 37 34

31-35 6 5

36-40 17 15

>40 6 5

TOTAL

110 100



TOTAL 110 100

CHART: 2.1.2

DISTRIBUTION OF CANDIDATES BY GENDER

INFERENCE

From the above graph it is implied that, Out of 110 respondents, 65% of respondents are male,

35% of respondents are female.

TABLE: 2.1.3 WORK EXPERIENCE OF CANDIDATES

WORK EXPERIENCE NO OF RESPONDENTS % OF RESPONDENTS

<3 55 50

3 TO 5 20 18

5 TO 8 22 20

>8 13 12

TOTAL 110 100

CHART 2.1.3WORK EXPERIENCE OF CANDIDATES

INFERENCE



From the above graph it is implied that, Out of 110 respondents, the highest of 50% of

the respondents have work experience less than 3years, 18% of the respondents have work

experience of 3 to 5 years, 20% of the respondents have work experience of 5 to 8 years, and

12% of the respondents have work experience greater than 8 years.

TABLE: 2.1.4 JOB OPENINGS IN TCS

OPENINGSNO OF

RESPONDENTS% OF

RESPONDENTS

COMPANY WEBSITE 10 9

INTERNALREFERRALS

44 40

HR FIRMS 17 15

MAIL FROM TCS 33 30

NEWSPAPER 6 6

TOTAL 110 100

CHART: 2.1.4

JOB OPENINGS IN TCS

INFERENCE

The above chart depicts that out of 110 Samples, most of the respondents 40% know the

openings through referrals, 30% of the respondents know the openings through mail, 15% of the

respondents know the openings through HR Firms, and 9% of the respondents know the

openings through WEBSITE and the least of 6% of the respondents know the openings through

NEWSPAPERS.

TABLE: 2.1.5 VENUE DETAILS

NO OF RESPONDENTS % OF RESPONDENTS

YES 94 85



NO 16 15

TOTAL 110 100

CHART: 2.1.5

VENUE DETAILS

INFERENCE

From the above chart it is observed that out of 110 Samples, the majority

of 85% of the respondents are provided with proper venue details and 15% of the respondents are

not provided with proper venue details.

TABLE: 2.1.6LONG WAITING TIME IN REGISTRATION QUEUE

NO OF RESPONDENTSCUMULATIVEFREQUENCY

% OF RESPONDENTS

YES 84 84 76

NO 26 110 24

TOTAL 110 100

Source of data: primary data

CHART: 2.1.6

LONG WAITING TIME IN REGISTRATION QUEUE



INFERENCE

From the above chart it is observed that out of 110 Samples, the majority of 76% of the

respondents have waited long time for registration and 24% of the respondents did not wait long

time for registration.

TABLE: 2.1.7FEEDBACKS AFTER INTERVIEW PROCESS

FEEDBACK AFTER INTERVIEW

NO OFRESPONDENTS

CUMULATIVEFREQUENCY

% OFRESPONDENTS

YES 96 96 87

NO 14 110 13

TOTAL 110 100

Source of data: primary data

CHART: 2.1.7

FEEDBACK AFTER INTERVIEW PROCESS

INFERENCE

From the above chart it is observed that out of 110 Samples, the most of 87% of the

respondents are provided with proper feedback and 13% of the respondents are not provided with

proper feedback.

TABLE: 2.1.8 QUERIES ANSWERED BY COORDINATORS

QUERIES ANS BYCOORDINATORS

NO OFRESPONDENTS

% OFRESPONDENTS

HIGHLY SATISFIED 28 26



SATISFIED 32 30

NEITHER SATISFIED NOR DISSATISFIED

44 40

DISSATISFIED 6 5

HIGHLY DISSATISFIED 0 0

TOTAL 110 100

CHART: 2.1.8

QUERIES ANSWERED BY COORDINATORS

INFERENCE

The above table inferred that the highest 40% of respondents neither satisfied nor Dis-

satisfied for their queries answered by the coordinating members, 30% of respondents are

satisfied for their queries answered by the coordinating members, 26% of respondents are highly

satisfied for their queries answered by the coordinating members, 5% of respondents are

Dissatisfied for their queries answered by the coordinating members and No respondent is highly

Dissatisfied.

TABLE: 2.1.9 INTERVIEW PROCESS

INTERVIEW TYPE NO OF RESPONDENTS % OF RESPONDENTS

TELEPHONIC 61 55

FACE TO FACE 49 45

TOTAL 110 100

CHART: 2.1.9




INFERENCE

The above chart depicts that, among 110 respondents the highest 55% of the candidates

faced TELEPHONIC INTERVIEW and the least 45% of the candidates faced FACE TO FACE

INTERVIEW.

TABLE: 2.1.10 INTERVIEW QUESTIONS RELATED TO JOB SKILLS

NO OF RESPONDENTS % OF RESPONDENTS

YES 90 82NO 20 18

TOTAL 110 100

CHART: 2.1.10 INTERVIEW QUESTION RELATEDD TO JOB SKILL

INFERENCE

The above chart shows that out of 110 respondents, the highest 82% Says that the

questions were asked from the job skills and the least 18% Says that the questions were not

asked from the job skills.

TABLE: 2.1.11.a DURATION OF INTERVIEW PROCESS



RANK NO OF RESPONDENTS % OF RESPONDENTS

1 5 5

2 11 10

3 5 5

4 28 265 28 26

6 33 30

TOTAL 110 100

CHART: 2.1.11.a

DURATION OF INTERVIEW PROCESS

INFERENCE

From the above graph, out of 110 respondents it is indented that 30% of respondents

ranked 6 for duration, For the rank 4 and 5 % of respondents are 26, for the rank 2 the % of

respondents is 10,whereas for the rank 3 and 1 the % of respondents is 5.

TABLE: 2.1.11.b TIMELY RESPONSE TO CANDIDATES

RANK NO OF

RESPONDENTS% OF

RESPONDENTS

1 22 20

2 22 20

3 17 16

4 11 10

5 33 30

6 5 5

TOTAL 110 100

CHART: 2.1.11.b

TIMELY RESPONSE TO CANDIDATES



INFERENCE

From the above graph, out of 110 respondents it is indented that 30% of respondents

ranked 5 for duration,, for the rank 1 and 2 the % of respondents are 20, for the rank 3 the % of

respondents is 16, for the rank 4 the % of respondents is 10 and 4% of the respondents have

ranked 6 for the response at TCS.

TABLE: 2.1.11.c COORDINATION AMONG RECRUITMENT TEAM

RANK FOR COORDINATION NO.OF RESPONDENTS% OF

RESPONDENTS

1 30 27

2 22 20

3 16 15

4 12 11

5 10 9

6 20 18

TOTAL 110 100

CHART: 2.1.11.c

COORDINATION AMONG RECRUITMENT TEAM

INFERENCE

From the above graph we infer that 27% of the respondents ranked 1 for coordination ,

20% of the respondents ranked 2 for coordination, 18% of the respondents ranked 6 for

coordination, 15% of the respondents ranked 3 for coordination, 11% of the respondents ranked

4 for coordination, 9% of the respondents ranked 5 for coordination.

TABLE: 2.1.11.d CANDIDATES OPINION REGARDING REGISTRATION PROCESS



REGISTRATION NO OF RESPONDENTS % OF RESPONDENTS

1 12 11

2 17 15

3 20 18

4 35 32

5 8 7

6 18 16

TOTAL 110 100

CHART: 2.1.11.d

CANDIDATES OPINION REGARDING REGISTRATION PROCESS

INFERENCE

From the above graph we infer that 32% of the respondents ranked 4 for registration ,

18% of the respondents ranked 3 for registration, 16% of the respondents ranked 6 for

registration, 15% of the respondents ranked 2 for registration, 11% of the respondents ranked 1

for registration, , 7% of the respondents ranked 5 for registration.

TABLE: 2.1.11.e CANDIDATES OPINION REGARDING FEEDBACK


1 21 19

2 24 22

3 19 17

4 10 9

5 21 19

6 15 14

TOTAL 110 100

CHART: 2.1.11.e

CANDIDATES OPINION REGARDING FEEDBACK



INFERENCE

From the above graph we infer that the highest 22% of the respondents ranked 2 for

feedback, for the rank 1 and rank 5 the % of respondents for the feedback is 19, 17% of therespondents ranked 3 for feedback, 14% of the respondents ranked 6 for feedback, and 9% of the

respondents ranked 4 for feedback.

TABLE: 2.1.11.f CANDIDATES OPINION REGARDING HELP DESK


1 20 18.22 14 12.7

3 33 30

4 14 12.7

5 10 9.1

6 19 17.3

TOTAL 110 100

CHART: 2.1.11.f


INFERENCE

From the above graph we infer that, 30% of the respondents ranked 3 for the helpdesk,

18% of the respondents ranked 1 for the helpdesk, 17% of the respondents ranked 6 for the

helpdesk, for the rank 2 & rank 4 the % of respondents are 13 for the helpdesk, 9% of the

respondents ranked 5 for the helpdesk.

TABLE: 2.1.12 DAY OF INTERVIEW PREFERED BY CANDIDATES



DAY OF INTERVIEW NO OF RESPONDENTS% OF

RESPONDENTS

WEEKEND 82 75

WEEKDAY 28 25

TOTAL 110 100

CHART: 2.1.12

DAY OF INTERVIEW PREFFERED BY CANDIDATES

INFERENCE

From the above chart we observe that. Out of 110 respondents, the highest of 75% of the

respondents preferred Weekend interview and 25% of the respondents preferred Weekday

interview.

TABLE: 2.1.13.a CANDIDATES OPINION REGARDING PROVISION OF VENUE

DETAILS

VENUE NO OF RESPONDENTS % OF RESPONDENTS

YES 110 100

NO 0 0

TOTAL 110 100

CHART: 2.1.13.a

CANDIDATES OPINION REGARDING PROVISION OF VENUE DETAILS



INFERENCE


respondents are provided with proper venue details in the mail.

TABLE: 2.1.13.b CANDIDATES OPINION REGARDING PROVISION OF TIMINGDETAILS

TIMINGS NO OF RESPONDENTS % OF RESPONDENTS

YES 110 100

NO 110 0

TOTAL 110 100

CHART:2.1.13.b

CANDIDATES OPINION REGARDING PROVISION OF TIMING DETAILS

INFERENCE


respondents are provided with proper Timing details in the mail.

TABLE: 2.1.13.c CANDIDATES OPINION REGARDING PROVISION OF CONTACTPERSON

CONTACT PERSON NO OF RESPONDENTS% OF

RESPONDENTS

YES 110 100

NO 0 0



TOTAL 110 100

CHART: 2.1.13.c

CANDIDATES OPINION REGARDING PROVISION OF CONTACT PERSON

INFERENCE


respondents are provided the details of the person to contact in the mail.

TABLE: 2.1.13.d PROVISION OF INFORMATION REGARDING THE DOCUMENTSREQUIRED

DOCUMENTS REQUIRED NO OF RESPONDENTS % OF RESPONDENTS

YES 44 40

NO 66 60

TOTAL 110 100

CHART: 2.1.13.d

PROVISION OF INFORMATION REGARDING THE DOCUMENTS REQUIRED

INFERENCE

From the above chart it is observed that out of 110 Samples, 40% of the respondents are

provided the details of the documents to be carried in the mail, 60% of the respondents are not

provided the details of the documents to be carried in the mail.

% OF RESPONDENTS



TABLE: 2.1.13.e PROVISION OF INFORMATION REGARDING THE ELIGIBILITYCRITERIA

ELIGIBILITY CRITERIA NO OF RESPONDENTS

% OF

RESPONDENTS

YES 55 50

NO 55 50

TOTAL 110 100

CHART: 2.1.13.e

PROVISION OF INFORMATION REGARDING THE ELIGIBILITY CRITERIA

INFERENCE

From the above chart it is observed that out of 110 Samples, of 50% of the respondents

are provided the details of the eligibility criteria in the mail, 50 of the respondents are not

provided the details of the eligibility criteria in the mail.

TABLE: 2.1.14.a CANDIDATES WAITING TIME FOR THE TECHNICAL ROUND

WAITING TIME FOR THE

TECHNICAL ROUND

NO OF

RESPONDENTS

% OF

RESPONDENTS

0-15 28 25

15-30 38 35

30-45 22 20

45-60 12 11

>60 10 9

TOTAL 110 100

CHART: 2.1.14.a

CANDIDATES WAITING TIME FOR THE TECHNICAL ROUND

INFERENCE



From the above graph it is inferred that, Out of 110 respondents, The majority 35%

respondents says that the waiting time for technical round is 15-30 minutes, 25% of respondents

says that the waiting time for technical round is 0-15 minutes, 20% of respondents says that the

waiting time for technical round is 30-45 minutes, 11% of respondents says that the waiting time

for technical round is 45-60 minutes, 9% of respondents says that the waiting time for technical

round is greater than 60 minutes.

TABLE: 2.1.14.b CANDIDATES WAITING TIME FOR THE MANAGERIAL ROUND


MANAGERIAL

NO OF

RESPONDENTS

% OF

RESPONDENTS

0-15 6 5

15-30 50 45

30-45 26 24

45-60 16 15>60 12 11

TOTAL 110 100

CHART: 2.1.14.b

CANDIDATES WAITING TIME FOR THE MANAGERIAL ROUND

INFERENCE


respondents says that the waiting time for managerial round is 15-30 minutes, 24% of



respondents says that the waiting time for managerial round is greater than 60 minutes, 5% of

respondents says that the waiting time for managerial round is 0-15 minutes.

TABLE: 2.1.14.c CANDIDATES WAITING TIME FOR THE HR ROUND


HR ROUND

NO OF

RESPONDENTS

% OF

RESPONDENTS

0-15 26 24

15-30 48 44

30-45 8 7

45-60 22 20



>60 6 5

TOTAL 110 100

CHART: 2.1.14.c

CANDIDATES WAITING TIME FOR THE HR ROUND

INFERENCE


respondents says that the waiting time for HR round is 15-30 minutes, 24% of respondents says

that the waiting time for HR round is 0-15 minutes, 20% of respondents says that the waiting

time for HR round is 45-60 minutes, 7% of respondents says that the waiting time for HR round

is 30-45 minutes, 5% of respondents says that the waiting time for HR round is greater than 60

minutes.

TABLE: 2.1.14.d CANDIDATES WAITING TIME FOR THE REGISTRATION

WAITING TIME FOR

REGISTRATION

NO OF

RESPONDENT

S

% OF

RESPONDENT

S

0-15 20 18

15-30 26 24

30-45 34 31

45-60 24 22

>60 6 5

TOTAL 110 100

CHART: 2.1.14.d

CANDIDATES WAITING TIME FOR THE REGISTRATION

INFERENCE


respondents says that the waiting time for Registration is 30-45 minutes, 24% of respondents

says that the waiting time for Registration is 15-30 minutes, 22% of respondents says that the



waiting time for Registration is 45-60 minutes, 18% of respondents says that the waiting time for

Registration is 0-15minutes, 5% of respondents says that the waiting time for Registration is

greater than 60 minutes.

TABLE: 2.1.14.e CANDIDATES WAITING TIME FOR THE DOCUMENT

VERIFICATION

WAITING TIME FOR

REGISTRATION DOCUMENTS

NO OF

RESPONDEN

TS

% OF

RESPONDE

NTS

0-15 6 6

15-30 12 11

30-45 30 27

45-60 44 40

>60 18 16

TOTAL 110 100

CHART: 2.1.14.e

CANDIDATES WAITING TIME FOR THE DOCUMENT VERIFICATION

INFERENCE

From the above graph it is inferred that, Out of 110 respondents, The majority 40%respondents says that the waiting time for documents verification is 45-60 minutes, 27% of

respondents says that the waiting time for documents verification is 30-45 minutes, 16% of

respondents says that the waiting time for documents verification is greater than 60 minutes,

11% of respondents says that the waiting time for documents verification is 15-30 minutes, 6%

of respondents says that the waiting time for documents verification is 0-15 minutes.

TABLE: 2.1.15.a INFORMATION REGARDING CANDIDATES RESULT

SATISFACTION LEVELNO

RESPONDENTS

% OF

RESPONDE

NTS


SATISFIED 60 55


22 20



DISSATISFIED 16 14


TOTAL 110 100

CHART: 2.1.15.a

INFORMATION REGARDING CANDIDATES RESULT

INFERENCE

From the above chart we infer that, out of 110 respondents, 55% of the respondents were

satisfied with the information given regarding the result at TCS, 11% of the respondents were

highly satisfied with the information given regarding the result at TCS, 20% of the respondents

were neither satisfied nor dissatisfied with the information given regarding the result at TCS,

14% of the respondents were Dissatisfied with the information given regarding the result at TCS.

0% of the respondents were highly dissatisfied with the information given regarding the result at

TCS. This shows that the information given regarding the result at TCS is very good.

TABLE: 2.1.15.b INFORMATION REGARDING LUNCH BREAK TO CANDIDATES


RESPONDENTS

% OF

RESPONDENTS


SATISFIED 17 16


44 40

DISSATISFIED 11 10


TOTAL 110 100

CHART: 2.1.15.b

INFORMATION REGARDING LUNCH BREAK TO CANDIDATES

INFERENCE


highly satisfied with the information given regarding the lunch break at TCS, 16% of the



respondents were satisfied with the information given regarding the lunch break at TCS, 40% of

the respondents were neither satisfied nor dissatisfied with the information given regarding the

lunch break at TCS, 10% of the respondents were Dissatisfied with the information given

regarding the lunch break at TCS.

TABLE: 2.1.15.c ADDRESSABILITY OF QUERIES BY THE CO-ORDINATORS


RESPONDENTS

% OF

RESPONDE

NTS


SATISFIED 84 76

NEITHER SATISFIED NOR DISSATISFIED 16 15

DISSATISFIED 0 0


TOTAL 110 100

CHART: 2.1.15.c

ADDRESSABILITY OF QUERIES BY THE CO-ORDINATORS

INFERENCE


highly satisfied with the information given regarding the addressability of queries at TCS, 76%

of the respondents were satisfied with the information given regarding the addressability of

queries at TCS, 15% of the respondents were neither satisfied nor dissatisfied with the

information given regarding the addressability of queries at TCS.

TABLE: 2.1.15.d INFORMATION REGARDING CANDIDATES JOB OFFER


RESPONDENTS

% OF

RESPONDE

NTS




SATISFIED 49 44


22 20

DISSATISFIED 0 0


TOTAL 110 100

CHART: 2.1.15.d

INFORMATION REGARDING CANDIDATES JOB OFFER

INFERENCEFrom the above chart we infer that, out of 110 respondents, 30% of the respondents were

highly satisfied with the information given regarding the offer information at TCS, 44% of the

respondents were satisfied with the information given regarding the offer information at TCS,

20% of the respondents were neither satisfied nor dissatisfied with the information given

regarding the offer information at TCS, 6% of the respondents were Highly Dissatisfied with the

information given regarding the offer information at TCS.

TABLE: 2.1.15.e CANDIDATES OVERALL SATISFACTION TOWAR DISSATISFIEDINTERVIEW PROCESS

SATISFACTION LEVEL NO RESPONDENTS% OF

RESPONDENTS


SATISFIED 71 65

NEITHER SATISFIED NOR DISSATISFIED 27 24

DISSATISFIED 0 0


TOTAL 110 100

CHART: 2.1.15.e

CANDIDATES OVERALL SATISFACTION TOWARDS INTERVIEW PROCESS



INFERENCE


highly satisfied with the interview process at TCS, 65% of the respondents were satisfied with

the interview process at TCS, 20% of the respondents were neither satisfied nor dissatisfied with

the interview process at TCS.

2.2 CHI - SQUARE TEST

AIM:

To find out the relationship between the job skills and experience of the candidates.

Null hypothesis:

H0 : There is no significant difference between experience and job skills.

Alternative hypothesis:

H1 : There is a significant difference between experience and job skills.

(i) Input of observed frequency (o) :

EXPERIENCE

JOB SKILLS

<3 3-5 5-8 >8 Total

YES 42 17 19 10 88NO 13 5 3 1 22

TOTAL 55 22 22 11 110

(ii) Input of Expected frequency (E):

EXPERIENCE

JOB SKILLS

<3 3-5 5-8 >8

YES 44 17.6 17.6 8.8



NO 11 4.4 4.4 2.2

(iii) Result of Chi-Square:

Oi Ei (Oi - Ei)2 (Oi - Ei)

2 / Ei

42 44 4 0.090917 17.6 36 2.045419 17.6 1.96 0.111310 8.8 1.44 0.163613 11 4 0.36365 4.4 0.36 0.0818

3 4.4 1.96 0.44541 2.2 1.44 0.6545

3.9565

Oi Ei (Oi - Ei)2 (Oi - Ei)

2 / Ei

42 44 4 0.0909

17 17.6 36 2.0454

19 17.6 1.96 0.111310 8.8 1.44 0.1636

13 11 4 0.3636

9 11 3.76 1.1817

3.9565



Degrees of freedom: 8-3

= 5

Level of significance α=0.05

RESULT:

The tabulated value of ψ

2

at α=0.05 and three degrees of freedom is ψ

2

0.05,5= 11.070

Calculated ψ2 =3.9565 < tabulated value ψ20.05, 3= 11.070

The null hypothesis is accepted

CONCLUSION:

The test shows that there is no significant difference between experience and job skills.

ψ2 =( ∑(Oi - Ei)2

Ei



2.3 ONE SAMPLE RUN TEST

AIM:

To find weather candidates faced telephonic interview or face to face interview.

STEP1:

T/F/TTTT/FFF/TTT/F/T/F/T/F/T/F/TT/F/T/F/T/F/T/F/TTT/FFF/TTTT/F/TT/FFF/TT/F/T/FF/TT

T/FF/TTT/FF/T/F/TTT/FFF/TTT/FFFF/TTT/FF/TTT/FFF/TTT/F/T/F/TTTT/FF/TT/FFF/T/F/TT

/F/TT.

STEP2:

Null hypothesis:

The responses are random

Alternative hypothesis:

The responses are not random.

STEP3:

Level of significance: α=0.05, the value of |Zα| = 1.96

STEP4:

The number of runs ‘v’ is a statistic with a special sampling distribution .the mean µv of v-

statistic is given by µv , where

2 n1n2

Mean of statistic µv = ---------------- + 1

n1 + n2

n1 = the number of first response

n2 = the number of second response

2 n1n2 (n1n2- n1- n2)



Variance of V-statistic is σV2 = ---------------------------

(n1 + n2)2(n1 + n2-1)

V- µv

Test statistic: Z = ------------------

σV2

n1=48, n2=62, V=57

2 x 62x48

µv = -------------------- + 1

62+48

5952

= ------------------- + 1

110

= 54.109 + 1

µv = 55.109

2 x 62 x 48 (2 x 62 x 48 – 62– 48)

σV2 = -------------------------------------------------

(62 + 48)2 (62 +48 -1)

5952 x 5842

σV2 = ---------------------

12100 x 109

= 11.8096

σV = (26.364) ½

= 5.1345

57 – 55.109

Z = ----------------------

5.1345

Z = 0.3683

|Z| = 0.3683



STEP 5:

Table Z = 1.96 , calculated Z =0.3683

Cal Z < Tab Z, Accept null hypothesis.

STEP6:

CONCLUSION:

Hence the response is random, both telephonic and face to face interview are conducted

randomly.



2.4. GARRETT RANKING

STEP1:

STEP2:

100 (R ij - 0.05)

Present position = ----------------------

Nij

1st Rank = 100 (1-.5) /6 = 8.33 2nd Rank = 100 (2-.5)/ 6 = 253rd Rank = 100 (3-.5) /6 = 41.67 4th Rank = 100(4-.5)/6 = 58.35th Rank = 100(5-.5)/6 = 75 6th Rank = 100(6-.5)/6 = 91.67

STEP3:

Rank Duration ResponseCo-

ordinationRegistration Feedback

Helpdesk

total Score

1 5 22 30 12 21 20 110 772 11 22 22 17 24 14 110 633 5 17 16 20 19 33 110 544 28 11 12 35 10 14 110 465 28 33 10 8 21 10 110 366 33 5 20 18 15 19 110 23

Total 110 110 110 110 110 110

Rank DurationRespons

eCo-

ordinationRegistratio

nFeedbac

k Helpdesk

total

1 5 22 30 12 21 20 1102 11 22 22 17 24 14 1103 5 17 16 20 19 33 1104 28 11 12 35 10 14 1105 28 33 10 8 21 10 110

6 33 5 20 18 15 19 110Total 110 110 110 110 110 110



STEP4:

TO FIND MEAN WITH EACH FACTOR

STEP5:

GARRETT RANKING:

CHART: 2.4ATTRACTIVE FACTORS RANKED BY RESPONDENTS

INFERENCE:

From the above table we found out that most of the CANDIDATES are satisfied with co

ordination, Response, Feedback and Helpdesk. They are highly dissatisfied with Registration and

Duration

S.NOFACTORS

ATTRACTEDMEAN SCORE

GARRETTSCORE(RANKING)

1 Duration XD = 40.03 62 Response XR = 52.79 23 Coordination XC = 53.87 14 Registration XRE = 49.33 55 Feed back XF = 51.96 36 Help desk XH = 51.32 4



2.5. WEIGHTED AVERAGE

AIM:

To find the weighted average of overall interview set up of TCS according to the preference

given by the candidates at TCS.

STEP1:

SCALE

FACTORS

HIGHLYSATISFIE

D

SATISFIED

NEITHER SATISFID

NOR DISSATISFIE

D

DISSATISFIE

D

HIGHLYDISSATISFIE

D

Seating

Arrangements

54 50 6 0 0

Ambience 28 54 22 6 0

Provision forRefreshment

s11 38 33 28 0

Coordination 24 64 22 0 0

CordialRelationship

26 55 17 12 0

ProfessionalPresence

16 2 16 6 0

Planning andPrepardness

28 66 16 0 0

Directingothers

16 72 10 12 0



STEP 2:

FACTORS TOTAL SCORE AVERAGE SCORE RANK

Seating Arrangements 488 4.4363 IAmbience 437 3.9727 IV

Provision for Refreshments 362 3.2909 VIII

Coordination 442 4.0181 IIICordial Relationship 425 3.8636 VIProfessional Presence 428 3.8909 V

Planning and Preparedness 452 4.1090 IIDirecting Others 422 3.8363 VII

CHART: 2.5

RANKING GIVEN BY CANDIDATES FOR INTERVIEW SETUP

Conclusion:

From the above table the Seating Arrangement, planning & preparedness,

coordination are all extremely good among the candidates were as Provision for refreshments,

Directing Others, cordial relationship and Ambience is said to taken care since it differs slightly

from the above.

CHAPTER - 3



SUMMARY AND CONCLUSION



CHAPTER – V

CONCLUSION

3.1 FINDINGS:

➢ 90% of the respondents say that current system is excellent.

➢ 53% of the respondents are satisfied and 24% of the respondents are highly satisfied with

the interview setup and 16% of the respondents are neither satisfied nor dissatisfied and

7% are dissatisfied with current interview setup.

➢ 51% are satisfied and 19% are highly satisfied with the current interview process, 24%

are neither satisfied nor dissatisfied, 5% are dissatisfied and 1% is highly dissatisfied with

the current interview process.

➢ With the help of WEIGHTED AVERAGE, we have obtained the weights to the

following factors, the Seating Arrangement, planning & preparedness, coordination are

all extremely good among the candidates were as Provision for refreshments, Directing

Others, cordial relationship and Ambience is said to taken care since it differs from the

rest.

➢ The majority 35 % of the respondents says that the waiting time for the technical round is

around 15-30 minutes and 25% of the respondents say that the waiting time for the

technical round is around 0-15 minutes.

➢ The majority 46 % of the respondents says that the waiting time for the managerial round

is around 15-30 minutes and 23% of the respondents say that the waiting time for the

managerial round is around 30-45 minutes.

➢ The majority 44 % of the respondents says that the waiting time for the HR Round is

around 15-30 minutes and 23% of the respondents say that the waiting time for the HR

Round is around 0-15 minutes.

➢ The majority 31% of the respondents says that the waiting time for the registration is

around30-45 minutes and 23% of the respondents say that the waiting time for the

registration is around 15-30 minutes.

➢ The majority 40% of the respondents says that the waiting time for the Document

verification is around 45-60 minutes and 27% of the respondents says that the waiting

time for the Document verification is around 30-45 minutes.



➢ From the Garrett rank tool the overall rank for the weighting time obtained is VI

➢ The information regarding the Venue, Timings and the Contact person is furnished in the

mail to all the respondents.

➢ With the help of the Garrett ranking tool the overall respondents has ranked 3 for

feedback out of 6.

➢ With the help of the garret ranking tool the overall respondents has ranked 1 for

coordination out of 6.

➢ Out of 110 respondents 85% says that the Queries by the candidates were answered

properly by the Coordinators.

➢ According to the ONE SAMPLE RUN TEST its analyzed that both face to face and

telephonic interview are not equally conducted for all the candidates

➢ From the percentage analysis it’s inferred that the majority of the candidates faced the

telephonic interview.

➢ With the help of Chi-square test it is inferred that there is no difference between the

experience and job skills.

3.2 SUGGESTIONS :

➢ The company should intimate the duration of each and every process of the interview

through mail or while sourcing the candidates through telephone.

➢ Registration form should be mailed or provided in online so that the candidates complete

the registration before they appear for the interview, this ultimately reduce the time.

➢ The panel team should be aware of the time limits between the rounds.

➢ The stress of the panel team can be minimized by conducting the interview in the

weekdays.

➢ The interview type should be intimated to the candidate at the time of conformation call.

➢ As it will be less time consuming, the mandatory documents should be mailed in the

particular order to the candidates.

➢ The candidates should be provided with free refreshments which help them feel morecomfortable and energetic in the interview.

3.3 CONCLUSION:



The existing interview system at TCS is very effective. In order to be more effective

little improvements should be taken with respect to duration and registration.

The time line between each process should be minimized and also the type of interview process

to be intimated in prior to the candidates.

Recruitment is conducted in every organization according to the organizational

system. In general, the company provides a very well designed and widely shared

recruitment system to hire right candidates. However, there could be improvements in the

case of conducting week day interviews so as to improve the satisfaction level of candidates

attending week day interview process.

Bibliography:



1. Research Methodology, Kothari C.R., Second Edition (2003), Wishwa Prakasham

(New age International (p) Limited, Publishers).(Pg. no.233-250)

2. Statistics For Management, P.N. Arora and S. Arora, Third Edition (2008), S. Chand

& Company Limited.

3. Human Resource Management, Gary Dessler and Biju Varkkey Eleventh Edition

(2008), Pearson Education,Inc.

4. Human Resource Management, K. Aswathappa, Fifth edition (2008), Tata McGraw-

Hill Publishing Company Limited.

WEBSITES:

http://en.wikipedia.org

http://www.tcs.com/homepage

http://www.staffing.org

http://www.wikijob.co

http://www.jstor.org



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