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CHAPTER 1

INTRODUCTION

Human resource management is a function that helps manager to recruit, select, train

and develop organization. It can be viewed as a sum of knowledge, skill, commitment, value

and the like of people in the organization.

According to Flippo, “ HRM is the planning, organizing, directing and controlling of

the procurement, development, compensation, integration and maintenance of human

resource so that the individual, organizational and social objectives are accomplished”.

The personnel management is thus defined as “ the process of recruitment,

selection, development, utilization and accommodation to human resources by organization.”

The human resource of an organization consists of all individuals regardless of their role,

who are engaged in any of the organizational activities. It is phase of management which

deals with the effective control and use of manpower as distinguished from other sources of

power.

RECRUITMENT:

It is said that, “Employees are assets of a company.” Every company claims to follow

and understand this mantra. The function of HR is all about people- managing them, hiring

them, etc. To carry out any function in a business, be it marketing, production, operations,

you need people. HR brings the people to the organization and its business. It is said

marketing is promoting your product in the market place. Similarly, HR is promoting and

selling your company in the market. If you can promote your company efficiently you are

sure to attract people to work for you.

Every firm whether small or large needs people to do even the minuets clerical work

for them. And when there are employees they need to be managed. A small/medium firm

may not have a devoted HR department. In that case, the owner or the manager plays the role

of the HR head or the firm may hire specialized services of a HR Consultancy. Whereas,

large organizations have their own HR department consisting of a head and staff that directly

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reports to the head. The HR department may have further bifurcations depending on the size

of the firm and the number of employees.

Thus the requirement of people for business functions is fulfilled by the process called

RECRUITMENT.

Recruitment is defined as the process of finding suitable candidates for the various

posts in the organization. According to Flippo “ Recruitment is the process of searching for

prospective employees and stimulating them to apply for jobs in the organization.

RECRUITMENT PROCESS:

For recruitment to happen the company has to do a Job Analysis of the job to be

assigned to an eligible candidate. Job Analysis is further bifurcated into 2 sub-parts i.e.

i) job description

ii) job specification

Job Analysis means a process where the company analyses and defines the skills

required to perform a particular job in the company.

Job description is a written statement showing job title, tasks, duties and

responsibilities involved in a job. It also prescribes the working conditions, hazards, stress

and relationship with other jobs.

Job specifications, also known as man or employee specifications, is prepared on the

basis of job description. It specifies the qualities required in a job incumbent for the effective

performance of the job.

Once the Job Analysis is done the job vacancy can be posted on the Company

Intranet, Classifieds, Job portals, Recruitment agencies etc.

Recruitment is the step towards Selection. Generally recruitments are either taken care

by the HR Department Head or the manager (whoever is responsible for hiring). There is a

process for hiring a candidate that is usually to be followed in large organizations. When

there is a requirement, the HR department is communicated about the same. The HR

department then goes through the database of candidates it has or it would send the

requirements through Classifieds, Job portals, etc. By sending these requirements, the

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organization is likely to get feedback from eligible candidates in the form of CVs. The

requirement advertisement should mention the Job Analysis (Job Description and Job

Specification) so as to avoid attracting unnecessary applications. This also makes it easier for

the HR department to shortlist from the applications and this will help reduce any bias from

the HR resulting due to over examining the applications, boredom, etc.

FACTORS GOVERNING RECRUITMENT :

A. External Factors:

• Demand and Supply (Specific Skills)

• Unemployment Rate (Area-wise)

• Labour Market Conditions

• Political and Legal Environment (Reservations, Labour laws)

• Company Image

B. Internal Factors

• Recruitment Policy (Internal Hiring or External Hiring?)

• Human Resource Planning (Planning of resources required)

• Size of the Organization (Bigger the size lesser the recruitment problems)

• Cost

• Growth and Expansion Plans

SOURCES OF RECRUITMENT :

Internal source

External source

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Internal source:

When man power is recruited from the existing employees of the company such

sources are called internal sources. They are:

Transfers

Job rotation

Upgrading

Employee referral

Present employees

Retrenched or retired employees

TRANSFRES:

Transfer refers to the shifting of employees form one job to another within the same

organization where salary, responsibilities and category of the new job and the previous job

are almost same

JOB ROTATION:

Movement of employees to various job posts inside the organization so that he

becomes versatile with all the roles and responsibilities.

UPGRADING:

Movement of an employee to a higher pay scale without change of job. Status and

authority is not increased.

EMPLOYEE REFFRAL:

Employee Referrals means the organization will first communicate the requirement

along with the Job Analysis to its current employees and ask them to suggest candidates that

they feel are eligible for the requirement and will also be able to fit in the organization’s

culture.

PRESENT TEMPRORAY EMPLOYEES:

Organizations find this source to fill the vacancies relatively at the lower level owing

to the availability of suitable candidates or trade union pressures or in order to motivate them

on present job.

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RETRENCHED OR RETIRED EMPLOYEES:

Employees retrenched due to lack of work are given employment by the organization

due to obligation, trade union pressure etc. Sometimes they are re-employed by the

organization as a token of their loyalty to the organization or to postpone some interpersonal

conflicts for promotion. Dependents of Deceased, Disabled, retired and present employees:

Some organizations function with a view to developing the commitment and loyalty of not

only the employee but also his family members.

External source:

When manpower is recruited from outside the company such resources are called

external resources. They are:

Campus interviews

Private employment agencies

Public employment exchanges

Professional organizations

Data banks

Casual applicants

Similar organizations

Trade unions

Walk-ins

Consultants

Body shopping

Merger and Acquisition

E- recruitment

Outsourcing

Job fairs

Advertisements

CAMPUS INTERVIEWS:

Campus placement or campus interview is the program conducted within educational

institutes or in a common place to provide job to students pursing or in the stage of

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completing the programme. In this program industries visit the colleges to select qualified

students.

PRIVATE EMPLOYEMENT AGENCIES:

Public employment agencies or consultants like ABC Consultants in India perform

recruitment functions on behalf of a client company by charging fees. Line managers are

relieved from recruitment functions and can concentrate on operational activities.

PUBLIC EMPLOYEMENT EXCHANGES:

Government set up Public Employment Exchanges in the country to provide

information about vacancies to the candidates and to help the organization in finding out

suitable candidates. As per the Employment Exchange act 1959, makes it obligatory for

public sector and private sector enterprises in India to fill certain types of vacancies through

public employment exchanges.

PROFESSIONAL ORGANIZATIONS:

Professional organizations or associations maintain complete bio-data of their

members and provide the same to various organizations on requisition. They act as an

exchange between their members and recruiting firm.

DATA BANKS:

The management can collect the bio-data of the candidates from different sources like

Employment Exchange, Educational Training Institutes, candidates etc and feed them in the

computer. It will become another source and the co can get the particulars as and when

required.

CASUAL APPLICANTS:

Depending on the image of the organization its prompt response participation of the

organization in the local activities, level of unemployment, candidates apply casually for jobs

through mail or handover the application in the Personnel dept. This would be a suitable

source for temporary and lower level jobs.

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SIMILAR ORGANIZATIONS:

Generally experienced candidates are available in organizations producing similar

products or are engaged in similar business. The Management can get potential candidates

from this source.

TRADE UNIONS:

Generally unemployed or underemployed persons or employees seeking change in

employment put a word to the trade union leaders with a view to getting suitable employment

due to latter rapport with the management.

WALK IN:

The busy organization and rapid changing companies do not find time to perform

various functions of recruitment. Therefore they advise the potential candidates to attend for

an interview directly and without a prior application on a specified date, time and at a

specified place.

CONSULTANCY:

The busy and dynamic companies encourage the potential job seekers to approach

them personally and consult them regarding the jobs. The companies select the suitable

candidates and advise the company regarding the filling up of the positions. Head-hunters are

also called search consultants.

BODY SHOPPING:

Professional organizations and the hi-tech training develop the pool of human

resource for the possible employment. The prospective employers contact these organizations

to recruit the candidates. Otherwise the organizations themselves approach the prospective

employers to place their human resources. These professional and training institutions are

called body shoppers and these activities are known as body shopping. The body shopping is

used mostly for computer professionals. Body shopping is also known as employee leasing

activity.

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MERGERS AND ACQUISITOINS:

Business alliances like acquisitions, mergers and take over help in getting human

resources. In addition the companies do also alliances in sharing their human resource on

adhoc basis.

E-RECRUITMENT:

The technological revolution in telecommunications helped the organizations to use internet

as a source of recruitment. Organizations advertise the job vacancies through the worldwide

wed (www). The job seekers send their applications through e-mail using the Internet.

OUTSOURCING:

Some organizations recently started developing human resource pool by employing the

candidates for them. These organizations do not utilize the human resources; instead they

supply HRs to various companies based on their needs on temporary or ad-hoc basis.

JOB FAIRS:

A job fair is commonly referred as a career fair or career expo. It is a fair or

exposition for employers, recruiters and colleges to meet with prospective job seekers. Expos

usually include company or organization ,tables or booths where resumes can be collected

and business cards can be exchanged.

ADVANTAGES AND DISADVANTAGES :

INTERNAL RECRUITMENT

Less Costly

Candidates already oriented towards organization

Organizations have better knowledge about internal candidates

Employee morale and motivation is enhanced • Old concept of doing things

It abets raiding

Candidates current work may be affected

Politics play greater roles

Morale problem for those not promoted.

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EXTERNAL RECRUITMENT

Benefits of new skills and talents

Benefits of new experiences

Compliance with reservation policy becomes easy

Scope for resentment, jealousies, and heartburn are avoided. • Better morale and

motivation associated with internal recruiting is denied

It is costly method

Chances of creeping in false positive and false negative errors

Adjustment of new employees takes longer time.

TECHNIQUES OF RECRUITMENT:

Recruitment techniques are the means or media by which management contacts

prospective employees or provide necessary information or exchanges ideas in order to

stimulate them to apply for jobs. Management uses different types of techniques to stimulate

internal and external candidates.

Techniques of Recruitment are divided into two viz Traditional and Modern.

Traditional Techniques of Recruitment:

1. Written job application in response to an advertised position - directly to the company.

This is the most common method of recruitment. Many people still seem to think that

a written application means a hand written application. If a company does want a handwritten

letter they will say so. Go to Letter writing guide and see an example of an advertised

position and how to set out a letter. See also advanced information on how to apply for an

advertised job at Application Letter - Advertised Job and Job Application Letter - Using

Marketing Techniques

2. Written job applications to recruitment / employment agencies

Treat this same as a letter to an employer; however, refer to the employer as “Your

client” as they are a second party in this process.

3. Registering with a Job Recruitment / Employment Agencies

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Job Recruitment / Employment Agencies are an effective recruitment tool. Agencies

advertise a position on behalf of the employer and conduct the interview to short list stage.

This could be a pool or the best 3-4 applicants. The employer pays the fee and there is a trial

period. Recruitment Agencies do not get full payment until the end of the trial period, so they

are very selective and good job references are one of the most important job criteria. This job

search strategy requires less work and allows you to access to job opportunities you might not

have found on your own.

4. Registering with a Job Search Firm

These are more exclusive employment agencies at the top end of the market - mainly

executive recruitment. As part of their hiring strategy Recruitment Consultants "headhunt"

applicants from other firms on behalf of their clients. They often do career transition

programmes for retrenched workers on behalf of companies.

5. Labour Hire Companies

Labour hire companies have companies generally meet short to medium term labour

hiring needs in the blue collar job categories. Workers are contracted out and labour hire

companies pay all insurance etc.

This was once a smaller section of the recruitment market. With the change in

Industrial laws and recruitment patterns, business rationalization and cost cutting, plus the

range of work these companies receive, they are becoming a more attractive and popular

recruitment method and contracts can be ongoing.

6. Temporary Staff Recruitment / Employment Agencies

This should be a popular recruitment method yet many job seekers feel it is too

insecure. These agencies can make arrangements to transfer an employee to the company full

time if required (at a fee to employer). Often companies use agencies to 'trial employees' as

they do not have to deal with Industrial relations issues.

7. Group recruitment requiring telephone interviews:

This recruitment method is used by employment agencies on behalf of a client and

some Government Departments to short list candidates from a large pool. For example ,

through public service tests, or the opening of a new company and in Government the

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introduction of a new policy initiative or increase in budget for new substantive positions).

Potential employees will be given a time when someone will ring them and they will have to

answer a series of questions. The company will generally send an information package

showing them what to expect.

8. Group recruitment - information sessions :

If a company is doing group recruitment they may ask you to attend an information

session if you pass the telephone interview. They may do recruitment testing or simply get

you to play silly games meant as a recruitment assessment technique.

An arsenal of psychology tests are available for use, the main one is to find out if

candidates are team players. If a jobseeker is attending these interview days I recommend

reading up on assessment tests such as team building. Many recruitment agencies are staffed

by people with psychology degrees, and use these tests as they look impressive and costly

and they need to justify their qualifications.

9. Telephone or screening interviews

A screening interview may be conducted legitimately by a government agency or a

new company who are bulk recruiting as already discussed and you will be advised in

advance when this is to take place.

10. Applying for jobs requiring selection criteria

If an advertisement states that you should send for the selection criteria you can be

confident that it is a Government or Statutory Authority position or an agency funded by the

Government. If you have any doubts about your suitably you should ring the contact person

to check it out. The package they send out will tell you how to set out and write the

application. This is very difficult if you haven’t done it before. It must be done correctly or

they will not, and cannot, look at your application not generally advertise this service, we do,

however, offer a service to polish up your application.

11. Phone application in response to an advertised position

Generally this recruitment method used by smaller companies. If you are asked to

phone (as opposed to submitting a written application) you must do so immediately. You will

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probably be screened by the receptionist who may take job and personal details. They will tell

you that the employer will ring you back. This is a hit and miss method of recruitment and

used by many smaller companies and very frustrating for job seekers.

12. Accepting applications from job seekers cold calling

In the past smaller employers were impressed by the applicant who cold called, by

visiting the company and leaving their resume. Research confirms a view that has been held

for a long time, that job seekers who cold call are considered to be highly motivated with a

lot of initiative and confidence and really wanted to work. The extensive use of the internet

for looking for work may have changed this view somewhat, and this is because it is not

being done correctly.

The attitude to cold calling may change and can be spam if you do not do it correctly.

All cold calling letters that come to this office can be classified as spam, albeit they are not

filtered by the ISP unless they are using an internet provider with a bad reputation. They are

thoughtless, meaningless letters that show how lazy and uninformed the applicant is. They

deserve to be ignored and deleted. If you really want to cold call do it properly.

13. Job Network

Many agencies will take private recruitment contracts for higher level positions and

you do not need to be registered and receiving benefits to use this service. Job Network

generally operates at the mid -lower skill level, although there are some surprisingly good

jobs that come, depending on where you live. Refer to Job network and check out your local

agency. In the current economic climate the use of these agencies may increase, as they are

free to the employer.

14. Employee referral

This method of recruitment occurs more often than you may think and can be a

traditional method of employment for many companies. The advantage is that an employee

would not recommend someone they know that is not up to the job as it reflects back on

them.

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15. Networking

This is a very good job finding technique and is usually carried out by most HR

professionals. Relevant and sustained relationships over a period of time can help the HR

professionals in networking with their colleagues to acquire resources from different fields.

Modern Techniques of Recruitment:

1) Scouting:

Scouting means sending the representation of the organizations to various sources of

recruitment with a view to persuading or stimulating the candidates to apply for jobs. The

representatives provide information about the company and exchange information and ideas

and clarify the doubts of the candidates.

2 ) Salary and Perks:

Companies stimulate the prospective candidates by offering higher level salary, more

perks, quick promotions etc.

3 ) ESOP’s:

Companies recently started stimulating the employees by offering stock ownership to

the employees through their Employees Stock Ownership Programmes (ESOPs)

PROCEDURE:

The following procedure should be used when a post is to be filled. The appointing

manager must:

Define the job. If it is an existing post, is an exact replacement required or is this an

opportunity to revise the requirements. If it is a newly established post be clear on the exact

requirements, draw up a job description and consult the appropriate Director / Human

Resources Department in relation to the appropriate grade and salary.

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Complete a Job Vacancy Form which confirms:

details of the post

final approval from the appropriate Director;

In the event of the job being newly established, the approval of the Chief Executive,

and confirmation from the Director of Finance, that funding is available.

Send the Job Vacancy Form to the Human Resources Department / Company

Administration Office. No vacancy can be processed without this authorisation.

Ensure the Job Description and person specification are up-to-date. Contact the

Human Resources Department for advice / any assistance in completing these.

Collate an information package appropriate for the post. This package should include:

job description and if appropriate, the person specification

information on the department

information on the Company

terms and conditions of employment

It is important that this pack is carefully put together in order to present a professional

image of the Company, therefore out-of date or poorly presented information is not suitable.

Discuss with the Human Resources Department / Admin Office / appropriate Director the

most effective means of obtaining suitable candidates. The following options should be

explored (in this order):

Internal advert within the Company

Examination of previous applications, or those held on file within the Human

Resources Department / Company Administration Office

External advert within the job centre

External advert in the local press

External advert in the National press

External advert in the appropriate technical / professional Journal

In senior posts the use of a recruitment agency

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Design the advertisement. All advertisements must contain as much information as

possible to ensure the correct recruitment group is targeted and reduce unsuitable

applications, while remaining as cost-effective as possible.

External adverts will be submitted to the appropriate Director / senior manager for

approval before being placed.

Identify vacancy

Prepare job description and person specification

Advertising the vacancy

Managing the response

Short-listing

Arrange interviews

Conducting interview and decision making

The recruitment process is immediately followed by the selection process i.e. the final

interviews and the decision making, conveying the decision and the appointment formalities.

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1.1 COMPANY PROFILE

ABOUT BELLSOFT:

Bellsoft is a minority owned, Consulting and Systems Integration company,

Specializing in implementing the complete suite of products by Peoplesoft and J.D.Edwards.

Bellsoft also has expertise in implementing the complete suite of Products by SAP.

Headquarters in Atlanta Georgia, our coverage expands with branch offices in

Chicago, IL, Dallas Texas and offshore development sites in India. We have been providing

consulting, project management, implementation and staffing services to clients surrounding

the comprehensive suite of J.D.Edwards, Peoplesoft and SAP ERP products and solutions

since 1996. Bellsoft became an oracle business partner during 2005.

Goal:

We have a simple goal for ourselves when it comes to our clients. We want to be the

chosen partner to provide the best application and technical resources to our clients.

Vision:

"To be a global IT organization with leading technologies and highly skilled software

services, continuously adding value to industry and society"

Mission:

Our mission is to be an outstanding partner to our clients by servicing their needs in

every aspect of their enterprise, being fair and profitable in our dealings and successfully

integrating the needs of our clients with the aspirations of our team members, resulting in a

win-win situation.

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What we do?

We help clients manage the business and technology complexities of today's

economy. We provide software solutions that are a specialized mix of domain knowledge,

technological expertise, quality procedures and service offerings. Our software solutions fit

your business and budget and help you stay ahead of your competitors in a challenging global

market. We work with companies in Industrial Automation, Embedded Solutions & Internet

technology space.

How we do it?

Bellsoft operates on a customer-centric "virtual extension" business model that

ensures value at every stage in its software development life cycle. Bellsoft winning solutions

are backed by years of experience in diverse business areas and technology domains that

empower us to deliver measurable business results to our clients in technology creation.

Bellsoft field-proven, customer-centric processes and procedures in successfully

executing software projects, onsite and offshore, have been widely acknowledged.

Bellsoft project teams consist of three distinct elements -

A highly scalable team of programmers;

Domain consultants who bring critical domain knowledge to the table; and

Experienced project managers.

At Bellsoft, we follow ISO 9001:2000 processes in executing projects, which lead to

higher quality software and lowered costs.

Bellsoft is a learning organization, with blue - chip HR policies and training procedures,

working towards increasing the productivity of its knowledge workers and placing them in

the forefront of technology advancements.

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Bellsoft business model has won it the repute of being a customer caring company

making it the "most preferred" outsourcing partner to several leading customers in USA,

Europe and India.

Clients:

Affymetrix

Barilla

Baxter

Beazer

Bausch & Lomb

Calvin Klein

Cabot

Denso

Emerson

Gateway

Honeywell

Invitrogen

Omron

Shell

Potlatch

Staffing services:

Bells staffing has a niche of itself. We will selectively provide our internal engineers

for outsourced projects. This gives our clients the ability to integrate our much focused staff

into their own groups, temporarily, in supporting their own internally managed software

development projects. Our flexible staffing allows our clients to take advantage of our range

of technical expertise on a project basis while maintaining a balance between head count and

costs. It allows clients access to our cutting edge skill sets, without the costs of permanent

staffing commitments:

Languages: Assembler, C, C++, C# and Java

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Operating Systems & Architecture: XP, Win2003, .Net, Windows NT, 2000, 98, 95,

3.11 and DOS-DDE, COM/DCOM, ActiveX, OLE, Microsoft DNA, DLL, TSR,

ODBC

Internet: HTML, Dynamic HTML, XML, ActiveX, ASP, ASP .NET, Java, Java

Applets and Servlets

Factory Automation Technologies: OPC, Fieldbus, DeviceNet, ControlNet, Intouch,

FIX32, iFIX, RSVIEW, SCADA, Analog & Digital Instrumentation, etc.

Service model:

A Mature Delivery model:

Bellsoft mature delivery model is backed by years of experience in delivering

software solutions in a global environment. Developed with the customer in sight, the model

focuses on delivering cost efficiency, quality and superior service to our customers through

well-defined project plans, clear communication channels and proactive reviews.

We offer clients either an offshore or onsite delivery model or a combination

approach that incorporates the best of both, to support the development of client solutions.

The company's success with its "Virtual Extension" business model has played a definitive

role in helping customers decide to partner with Bells. The company's refined software

development methodologies deliver value to the clients at every stage.

RECRUITMENT PROCESS AT BELLSOFT:

Understand job requirement

Short list candidates

Schedule interview

Conduct interview

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A. Understand job requirement:

HR manager will identify job vacancies and will draft an application form which will

be submitted for the approval of the CEO.

B. Short list candidates:

Preliminary interviews will be conducted for short listing candidates.

C. Schedule interview:

To make the interview process more effective at least two rounds will be conducted

by two panels comprising of different members.

Outstation candidates will be screened by telephonic interview. The purpose of

telephonic interview is to check candidate’s communication skills and functional

knowledge.

The interview details will be communicated to all candidates.

D. Conduction of interview:

Panel for preliminary interview will comprise of one senior executive and two HR

managers.

Panel members will use interview assessment form and follow the guidelines for

assessing and short listing candidates for final interview.

Candidates short listed for final interview will complete and sign company’s standard

application form.

Final interview will be conducted which comprises of two or more rounds and the

selected candidates will be given the offer letter to join the company.

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1.2 OBJECTIVE OF THE STUDY

To understand and analyze the functioning of recruitment procedure.

To know the employees satisfaction level about the recruitment policy followed of the

company.

To identify the probable area of improvement to make recruitment procedure

effective.

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1.3 NEED FOR STUDY

Businesses rely on their employees to be successful. Hiring the right people is

imperative, and there are many repercussions when recruiting and selection systems fail.

More than just losing money from lack of productivity, hiring the wrong people negatively

affects many aspects of daily business and productivity. Various consequences of poor

recruitment could be high employee turnover, loss of money, morale and confidence.

Thus recruitment should be done very carefully so that the costs of bad recruitment

could be avoided.

It is also important that the employees of the organization should be satisfied with the

recruitment process of the company. Thus this study has been conducted to know the

satisfaction level of employees on the recruitment process of the company.

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1.4 SCOPE OF STUDY

The organization can analyse the satisfaction level of employees about the recruitment

process and it can identify the probable areas of improvement from the suggestions given by

employees. From the suggestions provided the faults can be spotted and rectified in the future

so that the recruitment process becomes effective.

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1.5 LIMITATIONS OF THE STUDY

The research is confined to a limited sample size.

Collecting responses from the employees was difficult since most of them were busy with their routine works.

Time was another constraint in carrying out the research.

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2.REVIEW OF LITERATURE

J.R Hendricks conducted a study on communication activity of industrial research

personnel and personnel psychology. A study of 16 clerical workers dine in the same manner,

revealed that differences were no large then 6 percent one of the large errors being in an

excessively small estimate the idle time despite these differences the estimates are

sufficiently accurate to be used as a general guide in recruitment, training, compensation and

reorganizing.

Herbert h. Meyer Emanuel Teef and Tohn R.P. French Jr conducted a study on

split rates in performance appraisal and their test reveals that a research and practice indicates

that the well established goal has the characteristics specify challenge and acceptance in a

study of appraisal system in General electric it was found that when specific quantitative

goals were mutually established the average accomplishment note later was 65%. In cases

where such specific goals were not set the average accomplishment was estimated to be 27%.

Ronald Winkler and Theodre W. Mathews conducted a study of how employees

feel about personality test and his study revealed research concerning the seriousness of the

privacy connection does not indicate that it is wide spread general phenomenon. Its is more

matter of significance sub grouping in one study younger females expressed annoyance at 35

out of total 0f 361 questions; Older males found all but 4 questions to be acceptable.

Donald L Grant and Clouglas W. Bray have done study on contribution of the interview of

assessment of management potential. Their study revealed that in an American telephone and

telegraph management assessment centre each 2 hour interview was recorded on tape and

later evaluated by multiple rater. The degree of agreement among these raters was

considerably higher than normal; 0.72 for non college interviews and 0.82 for college

educated as compared with more typical 0.40 to 0.60 levels and 1.0 would indicate perfect

agreement evidently the presence of the interview serves to lessen the concentration of the

interviewer on what is actually being said.

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Indian Institute of personnel management conducted a study in personnel

management in India. Their finding related to procurement of manpower was that advertising

in print media is the most frequently used method, when qualified and experienced personnel

are not available from the other source. Senior part is largely filled by such method when

they cannot be filled by promotion from within. The same related study was conducted by

Wander French in year 1974. Their finding is advertisement is very useful for recruiting blue

collar and hourly workers as well as scientific professional and technical employees.

Mohammed Branine conducted a survey on the most preferred source of recruitment

in UK and has found out that 91 per cent of employers and potential graduate recruits

preferred the internet as the ideal method for large organizations.

Geetha Kumari, member IACSIT conducted a study on recruitment and selection

process in Hindustan coco-cola India Ltd. The study indicates that although the company

follows a well defined recruitment policy in most of the cases the company does compensate

the employees for the expenses incurred by them. It is also observed that the company has got

all the databases fully computerized. And it has been found that company hires consultancy

firms or recruitment agency for hiring candidates.

Dworkin (1980) analyzed responses to a questionnaire completed by more than 3,000

teachers in one large South-western school district in the late 1970s and found that teachers

assigned to

a school in which they preferred not to teach were more likely to report that they were

“seriously considering leaving the field of education” than were teachers who said they

preferred to teach in their current school (43.8 percent versus 20.5 percent).

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3.RESEARCH METHODOLOGY

RESEARCH DESIGN:

Descriptive research is adopted since an attempt to measure the various contributing

factor of recruitment process was made.

SAMPLING DESIGN:

Simple random sampling is adopted. From the total of 100 employees of the

organization a sample of 50 were chosen for the study.

SOURCES OF DATA:

The source of data collection was primary source. The information required was

collected from employees through questionnaire. Secondary source like company record of

employee was also used.

DATA COLLECTION PROCESS:

The data collection process involves distribution and collection of questionnaires from

50 employees.

DATA ANALYIS AND INTERPRETATION:

Percentage analysis

Regression

Weighted average method

Percentage analysis:

Percentage method refers to a specified kind which is used in making comparison

between two or more series of data.

Formula is % = (Number / Total number) * 100

31

Regression analysis:

Regression analysis attempts to establish the nature of relationship between the

variables under study and thereby provides a mechanism for prediction or forecasting .

There are two types of variables- Independent and dependent variable. The variable

whose value is influenced or is to be predicted is called dependent variable, whereas the

variable which influences the value is called independent variable.

There are two types of regression analysis i) Linear regression ii) Non-linear

regression

Linear regression- If the regression curve is a straight line, the there is a linear

regression between the variables under study. In other words, in linear regression the

relationship between the two variables is linear.

Non-Linear regression- If the curve or regression is not a straight line i.e., a first

degree equation in the variables x and y, then it is called a non-linear regression or

curvilinear regression. Where x and y are the dependent and independent variables under

study.

Weighted average method:

Mean in which each item being averaged is multiplied by a number (weight) based on

the item's relative importance. The result is summed and the total is divided by the sum of

the weights.

Weighted average = ( x1w1 + x2w2+…+ xiwi) / (w1 + w2 +…+wi)

Where 'xi' are values of the quantity whose average is being calculated, while 'wi' are the

values of the corresponding weights.

32

33

TABLE 4.1

TABLE SHOWING THE AGE GROUP

AGE NO.OF PERSONS PERCENTAGE

25-30 23 46

31-40 23 46

41-50 4 8

TOTAL 50 100

INFERENCE:

From the above table it is inferred that 46% of the employees belong to the age group

25-30, 46% belong to 31-40 and 8% belong to 41-50.

CHART 4.1

21-30 31-40 41-50

34

TABLE 4.2

TABLE SHOWING GENDER

GENDER NO.OF.PERSONS PERCENTAGE

Male 28 56

Female 22 44

Total 50 100

INFERENCE:

From the table it is inferred that 56% percent of the employees are male and 44% of

employees are female.

CHART 4.2

MALE FEMALE

35

TABLE 4.3

TABLE SHOWING EXPERIENCE IF EMPLOYESS IN BELLSOFT

EXPERIENCE IN

BELLSOFT

NO. OF. PERSONS PERCENTAGE

1-5 YEARS 31 62

6-10 YEARS 17 34

>10 YEARS 2 4

TOTAL 50 100

INFERENCE:

From the above table it is inferred that 62% of employees have an experience of 1-5

years in Bellsoft, 17% about 6-10 years of experience and 2% more than 10 years of

experience in Bellsoft.

CHART 4.3

1-5 YR 6-10 YR >10 YR

36

TABLE 4.4

TABLE SHOWING MODE OF ENTRY TO ORGANIZATION

ENTRY TO

ORGANIZATION

NO. OF PERSONS PERCENTAGE

INTERNAL SOURCE 9 18

EXTERNAL SOURCE 41 82

TOTAL 50 100

INFERENCE:

From the above table it is inferred that 18% of the employees were recruited using

Internal source and 82% were recruited using External source.

CHART 4.4

INTERNAL EXTERNAL

SOURCE SOURCE

37

TABLE 4.5

TABLE SHOWING MODE OF INTERNAL RECRUITMENT

INTERNAL SOURCES NO.OF.PERSONS PERCENTAGETRANSFER 2 4

JOB ROTATION 5 10UPGRADING 1 2

OTHERS 1 2TOTAL 9 18

INFERENCE:

From the table above it is inferred that 18 % of employees were recruited through internal source of recruitment of which 4% through transfers, 10 % through job rotation, 2 % through upgrading and 2% through other methods.

CHART 4.5

TRANSFER JOB ROTATION UPGRADING OTHERS

38

TABLE 4.6

TABLE SHOWING MODES OF EXTERNAL RECRUITMENT

EXTERNAL SOURCES NO.OF.PERSONS PERCENTAGE

CAMPUS 0 0

CONSULTANTS 11 22

WALK-INS 14 28

JOB FAIRS 6 12

ADVERTSEMENT 8 16

OTHERS 2 4

TOTAL 41 82

INFERENCE:

From the table it is inferred that 82% of employees were recruited through external

mode of which 22% through consultants, 28% through walk-ins, 12% through job fairs, 16%

through advertisement, 4% through other modes.

CHART 4.6

CONSULTANTS WALKINS JOB FAIRS AD OTHERS

39

TABLE 4.7

TABLE SHOWING TYPE OF RECRUITMENT THAT SATISFY EMPLOYEES

TYPE NO. OF PERSONS PECENTAGE

INTERNAL

RECRUITMENT

8 16

EXTERNAL

RECRUITMENT

42 84

TOTAL 50 100

INFERENCE:

From the above table it is inferred that 16% of employees are satisfied with internal

recruitment method and 84% of employees are satisfied with External recruitment method.

CHART 4.7

INTERNAL EXTERNAL

RECRUIMENT RECRUITMENT

40

TABLE 4.8

TABLE SHOWING THE NUMBER ROUNDS CONDUCTED DURING INTERVIEW

ROUNDS CONDUCTED NO. OF. PERSONS PERCENTAGE

TWO 2 4

THREE 18 36

MORE 30 60

TOTAL 50 100

INFERENCE:

From the above table it is inferred that for 4% of employees only two rounds were

conducted, for 36% three rounds were conducted and for 60% more than three rounds were

conducted during interview process.

CHART 4.8

TWO THREE > THREE

41

TABLE 4.9

TABLE SHOWING THE TIME FRAME

TIME FRAME NO. OF. PERSONS PERCENTAGE

1-2 WEEKS 22 44

3-4 WEEKS 18 36

> ONE MONTH 10 20

TOTAL 50 100

INFERENCE:

From the above table it is inferred that 44% of employees were given offer within 2

weeks after interview was conducted, 36 % were given offer within 4 weeks and 20% were

given offer after one month.

CHART 4.9

1-2 WEEKS 3-4 WEEKS > ONE MONTH

TABLE 4.10

42

TABLE SHOWING CANDIDATE FEEDBACK

CANDIDATE FEEBACK

TAKEN

NO. OF. PERSONS PERCENTAGE

YES 29 58

NO 21 42

TOTAL 50 100

INFERENCE:

From the above table it is inferred that from 58% of employees feedback was taken

after interview and from 42% feedback was not taken.

CHART 4.10

YES NO

43

TABLE 4.11

TABLE SHOWING ABOUT EMPLOYEE REFFERAL SCHEME

EMPLOYEE REFFERAL SCHEME

NO.OF.PERSONS PERCENTAGE

YES 0 0NO 50 100

TOTAL 50 100

INFERENCE:

From the above table it is inferred that 50 out of 50 employees have said that the company doesn’t have employee referral scheme.

CHART 4.11

NO

REGRESSION ANALYSIS

44

TABLE 4.12

Model Summary

Mode

l

R R

Squar

e

Adjuste

d R

Square

Std. Error

of the

Estimate

Change Statistics

R Square

Change

F

Chang

e

df

1

df2 Sig. F

Change

1 .730a .533 .467 .732 .533 8.166 6 43 .000

a. Predictors: (Constant), Induction programme effective, Absenteeism major

problem, Interview conducted in scheduled manner, Recruited as per job descript,

Employee turn over high, Job descript was clear initially.

TABLE 4.13

TABLE SHOWING UNSTANDARDISED COEFFICIENT

MODEL UNSTANDARDISED

COEFFICIENT

B STD ERROR

STANDRDISED

COEFFICIENT

t SIG.

JOB DESRIP.024 .129

.031 .186 .853

RECRUITED AS

PER JOB DESCR

.162 .138 .191 1.173 .247

INTERVIEW .313 .122 .351 2.566 .014

ABSENTEESIM .049 .121 .055 .402 .690

EMPLOYEE

TURN OVER

-.169 .124 -.202 - 1.365 .179

INDUCTION

PROGRAMM

.465 .161 .413 2.889 .006

CONSTANT: 0.617

REGRESSION ANALYSIS:

45

Regression analysis is done to find out the influence of independent variables on

dependent variable.

Among the two types of regression analysis linear and non-linear here linear

regression analysis was done and the inference is given below.

INFERENCE:

Dependent variable : Overall satisfaction of employees on recruitment process

Independent variables: Job description given initially, recruitment as per job

description, interview conducted in scheduled manner, absenteeism, employee turnover,

induction programme.

From table 12, it is inferred that the above factors like induction programme given

initially, absenteeism, employee turnover, interview conducted in timely manner, recruited as

per job description, job description given initially have a overall influence of 53.3% on the

overall satisfaction of the recruitment process.

From table 13 it is inferred that each factors like job description has an influence of

2.4%, recruitment as per job description has an influence of 16.2%, interview conducted in

scheduled manner influences about 31.3%, absenteeism has an influence of 4.9%, employee

turn over of -16.9%, induction programme has an influence of 46.5%.

REGRESSION EQUATION:

Y=0.617+0.24 X1+ 0.162X2+ 0.313X3+ 0.49X4-0.169X5+0.465X6

Y- Overall satisfaction (Dependent variable)

X1- Job description given initially

X2- Recruited as per job description

X3- Interview conducted in scheduled manner

X4- Absenteeism

X5 – Employee turn over , X6- Induction programme.

WEIGHTED AVERAGE METHOD:

46

TABLE 4.14

TABLE SHOWING THE PROBLEMS FACED BY EMPLOYEES

FACTORS/

RANK

I II III IV

EMPLOYEE

TURN OVER

5 12 12 21

ABSENTEESIM 4 13 20 13

FREQUENT

TRANSFERS

16 8 9 7

WORK STRESS 25 8 9 8

TABLE 4.15:

TABLE SHOWING WIEGHT ASSIGNMENT

RANK WEIGHT

I 4

II 3

III 2

IV 1

CALCULATION:

EMPLOYEE TURN OVER:

(5*4)+(12*3)+(12*2)+(21*1)= 101

ABSENTEESIM:

(4*4)+(13*3)+(20*2)+(13*1)=108

FREQUENT TRANSFERS:

47

(16*4)+(8*3)+(9*2)+(7*1)=113

WORK STRESS:

(25*4)+(8*3)+(9*2)+(8*1)= 150

TABLE 16

WEIGHTED AVERAGE TABLE:

FACTORS/RANKS I II III IV TOTAL RANK

WORK STRESS 25 8 9 8 150 I

FREQUENT

TRANSFRES

16 8 9 7 113 II

ABSENTEESIM 4 13 20 13 108 III

EMPLOYEE

TURN OVER

5 12 12 21 101 IV

INFERENCE:

From table 16 it is inferred that the major problem the employees face is the work

stress with rank 1, frequent transfers with rank 2 followed by absenteeism with rank 3 and

employee turn over with rank 4.

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49

5.1 FIINDINGS:

All the employees taken under study have an experience of atleast a year in some previous organization.82% of employees were recruited through external mode and 18% through internal mode.Of the 18% employees recruited through internal mode of recruitment 10% have been recruited through job rotation which shows that it is the most adopted method of internal recruitment in the organization.Majority of employees recruited through external source have been recruited through walk ins and consultants with 28% and 22% respectively.There is no recruitment through campus interviews.More than half of the employees i.e. 84% said that external mode of recruitment satisfy them the most.For 60% of employees more than three rounds were conducted during interview process which ensures the effectiveness of recruitment process to some extentCandidate feedback was not taken after the interview process for 48% of employees which shows that there needs improvement in that area.26% agree and 40% strongly agree that the interview was conducted in a timely and scheduled manner.48% agree and 22% strongly agree that the induction programme given initially was effective.50% agree and 26% strongly agree that they are overall satisfied with the recruitment process of the company.Induction programme is thus the major factor which has an influence of 46.7 % on the overall satisfaction followed by interview conducted at scheduled manner which has an influence of 31.3%. 50% of employee has said that work stress is the major problem in their department.32% has said that frequent transfer is the major problem they face in their department.Thus from the study conducted it shows that work stress is the major problem with rank 1 followed by frequent transfers with rank 2 and then absenteeism followed by employee turnover.

50

5.2 SUGGESTIONS

From the research conducted some of the suggestions are given below. If the organization feels it to be valuable and feasible these suggestions can be implemented in the future.

During the interview process not only experienced candidate also fresh candidates should be selected in order to avail the innovation and enthusiasm of new employees.Company can go for campus placements which would give them advantage of recruiting large number of people at lower cost.Employee referral scheme can be introduced in the company and they can provide monetary or non-monetary benefits for the same.The time frame for offering job after the interview process could be reduced even more since most of the employees have been offered job after one month.Candidate feedback should be taken from all the employees who attend the interview so that improvements can be made based on their feedback.Job description can made clearer during recruitment process.Interview conducted also has a greater influence on the recruitment process. The management should take necessary steps to ensure that the interview is conducted in scheduled manner for all the employees.Induction programme has a major influence on the satisfaction level about the recruitment process. So it can be given more concentration to improve the satisfaction level further.Absenteeism and employee turn over should be reduced further.Company can take necessary steps to reduce the work stress of the employees which the employees feel as the major problem in the company.

51

5.3CONCLUSION:

From the study made it is found that 76% of employees are satisfied with the

recruitment process of the company. And also the company is following the procedures of

recruitment properly. Hence it can be concluded that the performance of the company in the

recruitment process is satisfactory.

52

REFERENCES:

Dr.EDWIN FLIPPO Personnel Management, McGraw Hill Inter and Sons.

www.bellsoftinc.com

www.citehr.com

53

www.google.com

www.rand.org

54

55

Questionnaire on recruitment policy

1. Name (Optional):

2. Age:

3. Gender:

a) Male b)Female

4. Experience in years:

a) Bellsoft- b)Previous organization-

5. Department:

6. Designation:

7. Your Entry to the organization was through

a) Internal source b) External source

8. If Internal, by which method you were recruited?

a) Transfer

b) Job rotation

c) Upgrading

d) Others

9. If external, by which method you were recruited?

a) Campus

b) Consultants

c) Walk-ins

56

d) Job fairs

e) Advertisement

f) Others

10. In your opinion which type satisfies you the most?

a) Internal recruitmentb) External recruitment

11. How many rounds were conducted before employment was offered?

One Two Three More

Junior level

Middle level

Senior level

12. What was the time frame between your final interview and offer?

a) 1-2 weeks

b) 3-4weeks

c) More than a month

13. Candidate feedback was taken on recruitment process?

a) Yes b) No

14. i) Do you have employee referral scheme in the organization?

a)Yes b)No

14. ii) If yes, What is the reward given for it?

a) Monetary reward

b) Non-monetary reward

57

Tick against the appropriate one:

SDA-Strongly Disagree, DA-Disagree, N-Neutral, A-Agree,

SA-Strongly Agree

SDA DA N A SA

15. Job description was clear at the initial stage.

16. Recruited as per job specification.

17. Interview was conducted in a scheduled and timely

manner.

18. Absenteeism is a major problem in your department.

19. Employee turnover is high in your department.

20. Induction program provided at the beginning was

effective.

21. Overall, I’m satisfied with the interview process.

22. Rank the following in the order of major issues to minor issues in your department :

(Express by number )

a) Employee turnover

b) Absenteeism

c) Frequent transfers

d) Work stress

23. Suggest some ways of improving the recruitment process..

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