A Project Report on

A STUDY ON RECRUITMENT & SELECTION

AT
IKYA HUMAN CAPITAL SOLUTION, HYDERABAD
In Partial fulfllment of the requirement
For the award of the Degree of
MASTER OF BUSINESS ADMINISTRATION
(2011-13)
BY
CB.KEERTHI
Roll.No.11P71E0018

DEPARTMENT OF BUSINESS MANAGEMENT
SWAMI VIVEKANANDA INSTITUTE OF TECHNOLOGY
APPROVED BY
JAWAHARLAL NEHRU TECHNOLOGICAL UNIVERSITY
HYDERABAD
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SWAMI VIVEKANANDA INSTITUTE OF TECHNOLOGY
Mahbub College Campus, SECUNDERABAD 500 003
Phone: 2771 7629, FAX: 040-2780246
CERTIFICATE
This is to certify that the project work entitled RECRIUTMENT &
SELECTION in IKYA HUMAN CAPITAL SOLUTION. A confde work done
by CB.KEERTHI, bonafde student of this college bearing Roll No.
11P71E0018 in the partial fulfllment for the award of the degree of
MASTER OF BUSINESS ADMINISTRATION by JAWAHARLAL NEHRU
TECHNOLOGICAL UNIVERSITY during the period 2011-13.
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Internal Guide External Examiner
DECLARATION
I hereby declare that the project work entitled RECRIUTMENT &
SELECTION in IKYA HUMAN CAPITAL SOLUTION Hyderabad has been
prepared by me in partial fulfllment of the requirement for the degree of
Master of Business Administration. This project has been compiled
and submitted by me under the guidance of Mrs. B.SUSHMA, and has
not been submitted to any other University or Institute for the award of
any Degree or Diploma.
Place: SECUNDERABAD NAME: CB.KEERTHI
Date: Roll No: 11P71E0018
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ACKNOWLEDGEMENT
I owe a great many thanks to a great many people who helped and
supported me during the writing of this book.
My deepest thanks to Lecturer, B.SUSHMA the Guide of the project for
guiding and correcting various documents of mine with attention and
care. She has taken pain to go through the project and make necessary
correction as and when needed.
I am especially thankful to Mrs. K.RADHIKA, The Head of the
Department of Swami Vivekananda Institute Of Technology Studies for
the kind assistance in the successful completion of our project work.
I would like to express my sincere and deep gratitude to Mr. Dr. Somaiah
the Director of our College.
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My deep sense of gratitude to Mr. Ram Kiran, Asst. Lead Recruitment
ITES, IKYA HUMAN CAPITAL SOLUTION support and guidance. Thanks
and appreciation to the helpful people at IKYA HUMAN CAPITAL
SOLUTION, for their support.
I would also thank my Institution and my faculty members without
whom this project would have been a distant reality. I also extend my
heartfelt thanks to my family and well wishers.
ABSTRACT
Today, in every organization personnel planning as an activity is
necessary. It is an important part of an organization. Human Resource
Planning is a vital ingredient for the success of the organization in the
long run. There are certain ways that are to be followed by every
organization, which ensures that it has right number and kind of
people, at the right place and right time, so that organization can
achieve its planned objective.
The objectives of Human Resource Department are Human
Resource Planning, Recruitment and Selection, Training and
Development, Career planning, Transfer and Promotion, Risk
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Management, Performance Appraisal and so on. Each objective needs
special attention and proper planning and implementation.
For every organization it is important to have a right person on a
right job. Recruitment and Selection plays a vital role in this situation.
Shortage of skills and the use of new technology are putting considerable
pressure on how employers go about Recruiting and Selecting staf. It is
recommended to carry out a strategic analysis of Recruitment and
Selection procedure.
Recruitment and Selection are simultaneous process and are
incomplete without each other. They are important components of the
organization and are diferent from each other. Since all the aspect needs
practical example and explanation this project includes Recruitment and
selection Process of Infosys. And a practical case study. It also contains
addresses of various and top placement consultants and the pricelist of
advertisements in the magazine. Recruitment and selection are two of the
most important functions of personnel management. Recruitment
precedes selection and helps in selecting a right candidate.
INDEX
6
Chapters
Topics
Page no
Chapter-1 Introduction 1-4
Scope of data collected
2
Limitations of the study
4
Chapter-2 Company profile 5-14
Chapter-3
Review of literature selection 15-23
Chapter-4
Recruitment 24-48
Importance of good recruitment
35
Data analysis and interpretations
39
Findings, conclusion and suggestions
45-47
Chapter-5 Questionnaire
49
Chapter-6 Bibliography
50
RECRUITMENT & SELECTION

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1. INTRODUCTION
"It's our people that make the diference" was a line much loved by
writers of annual reports and advertising copy during the 1980s and
early 1990s. Over-use eventually made it a platitude, yet it remains one
of the key strategic considerations in managing organizational
performance: if you have a critical mass of the right people, in the right
jobs, your organisation will perform more efectively. Even in a recession,
good candidates will be in demand and have choices. You, therefore, need
a process that will attract good candidates and motivate them to join
your organisation, while weeding out and rejecting poor performers in a
way that will not damage your corporate image. The process begins and
ends with Recruitment, which we can summarize as defning the job,
generating suitable applications and persuading the best candidate to
accept your ofer. In the middle of the process is Selection, a set of
methodologies and skills tailored to identifying, with the highest degree
of confdence, the candidate with the most appropriate mix of skills,
aptitudes, qualifcations and experience$
With reference to this context, this project is been prepared to put a
light on Recruitment and Selection process. This project includes
Meaning and Defnition of Recruitment and Selection, Need and Purpose
of Recruitment, Evaluation of Recruitment Process, Recruitment Tips.
Sources of Recruitment through which an Organization gets suitable
application. Scientifc Recruitment and Selection, which an Organization
should follow for, right manpower. Job Analysis, which gives an idea
about the requirement of the job. Next is Selection process, which
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includes steps of Selection, Types of Test, Types of Interview, Common
Interview Problems and their Solutions. Approaches to Selection,
Scientifc Selection Policy, Selection in India and problems.
1.1. SCOPE OF THE SUDY
Recruitment plays a very important role in an organization as new
people with new innovative ideas can be brought into the organization so that
they add value to the company.
The benefts of the study for the research is that it helped to gain
knowledge and experience and also provided the opportunity to study and
understand the prevalent recruitment and selection procedure.
The key points of my research study are:-
1)To study the facts about the ikya as a group
2)To understand and analyze various H.R factors including recruitment and
selection procedure at ikya company
3)To suggest any measures/recommendations for the improvement of the
recruit procedure.
OBJECTIVES
Objectives are pre-determined goals to which individual or group
activity in an organization is directed. Objectives of personnel
management are infuenced by social objectives, functional objectives
and individual objectives.
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The objective of Recruitment is to
To study the efectiveness of Recruitment in an organization.
Defciencies and Problem in Recruitment.
Causes of problems in Recruitment.
RESEARCH METHODOLOGY
In every day life human being has to face many problems viz. social,
economical, fnancial problems. These problems in life call for acceptable
and efective solutions and for this purpose, research is required and a
methodology applied for the solutions can be found out.
1.2. SOURCE OF DATA COLLECTED
Primary Data
The primary data related to the study was collected from the
questionnaire, designed by project trainee itself. The questionnaire
consisted of 10 questions. The target respondents were the middle level
HR professionals from corporate and consulting frm.
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The HR personnel were made as target respondent because their
views, comments, observation, suggestion would clearly give out the
qualities they would be looking in the organization.
Secondary Data
Data was collected from books, magazines, web sites, going
through the records of the organisation, etc. It is the data which has
been collected by individual or someone else for the purpose of other
than those of our particular research study. Or in other words we can
say that secondary data is the data used previously for the
analysis and the results are undertaken for the next process
1.3. LIMITATIONS OF THE STUDY
The study tries to understand the process of recruitment &
selection process in IKYA Human Capital Solutions
It is an attempt to identify the need for recruitment and selection
and the method of recruitment used.
It was possible to cover all the issues and several aspects may have
been ignored which may be important from other point of view.
As the study is confned to a limited period of time. So, only
selective sample was conducted.
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Accuracy of the study is purely based on the information as given
by the respondents.
While studying the applicability of the best practices in IKYA
Human Capital Solutions, conclusion has been drawn from the
sample through questionnaires.
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2. COMPANY PROFILE
6-2-47, 3
rd
Floor, yeturu towers,
Opp. Salim functional hall, AC
Guards, hyderabad-500004.

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2.1 About the company
IKYA Human Capital Solutions is the fastest growing HR solutions
company in India, with specialized service oferings in Executive Search,
Recruitment Solutions, Stafng Services, Training and project based
RPO hiring. Headquartered at Bangalore, we provide world class HR
services through our company owned ofces across India to over 500
organizations. The list of our satisfed customers includes leading MNCs
and large Indian frms across industries.
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Recruiting and retaining the right talent is critical to the stability and
success of any organization. At IKYA this is what we do the best. We
place over 4000 professionals across levels and almost 45,000
associates with leading organizations each year.
If your company is looking for leaders, managers or front line employees,
at IKYA we have the experience, expertise and depth of knowledge to fnd
you the best talent. Our team of over 300 consultants comes with
domain & industry expertise and is focused on hiring the right people for
your organization.
IKYA is derived from the Sanskrit word - "Aikya", meaning "Oneness" and
"Integration". It also stands for uniqueness. It represents the unity of its
people for a single great cause - the oneness that can empower and
change people's world - by creating a positive impact on the lives of its
employees, candidates and clients.
IKYA's vision is to be a leading player in the Human Capital industry in
the emerging markets across the world.
IMPORTANT PEOPLE @ IKYA
MARCEL R PARKER CHAIRMAN
Marcel R Parker is one of the senior most HR professionals in the
country with diverse experience in Management Development, Industrial
Relations, Performance Management and Strategic HR. Prior to joining
Ikya, Marcel Parker was President-HR for the Raymond Group. Over a
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career spanning 38 years, he has worked in several prestigious
organizations like Voltas, VST Industries, Coromandel Fertilizers, The
East India Hotels, Modi Xerox, Bharat Shell and SAP India.
Mr. Parker actively supports and works with the National HRD Network,
of which he has been a Board Member. He serves on a number of
educational societies for both schools and business schools in an
advisory capacity and is a guest speaker at professional bodies and
television panels.
AJIT ISAAC MD & CEO
Ajit is an industry specialist on human capital related issues in
India with an experience of over 20 years and has been associated with
Godrej & Boyce and Essar Group in various leadership roles. He is also
the Founder & Ex-Managing Director of People One Consulting which
was acquired by Adecco, one of the largest HR services companies in the
world.
Ajit is a gold medalist in M. A. (Personnel Management & Industrial
Relations) from the Madras School of Social Work and has been a British
Chevening Scholar under which he completed a 'Managers for Leadership
Program' from Leeds University.
SUBRATA NAG -- CFO
Subrata Nag comes with over 20 years of experience in all aspects
of Accounting and Financial Management. Subrata's core competence
includes Fund Management, Taxation / Statutory Compliance, Auditing,
Financial Planning and Secretarial Matters.
Subrata has held position of responsibilities in companies like Ilantus
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Technologies, MindTeck, Nicco InfoTech, Shaw Wallace and Nicco
Corporation. He has successfully handled acquisitions in USA and
Singapore and its consequent merger.
2.2 Business services
2.2.1. Executive Search
Leadership is the single most important contributing factor to an
organizations success. Board level appointments, Executive Search, CXO
level solutions Senior Executives and Top Management form the most
critical resources for any organization. Identifying, screening, assessing
and recruiting qualifed individuals to serve in a dynamic environment
.requires insight, creativity and experience, at IKYA we are expert at this.
Today companies are increasingly turning to specialized search frms to
help them fnd leaders who can take them to newer heights. We have
what it takes to help you hire the right person to occupy the C-Suite
roles in your organization.
A specialized wing of IKYA, Search Partners is defned by the expertise,
knowledge and network we share within sectors to play the crucial role of
identifying, screening, assessing and hiring the best suitable resource.
Our PAN India presence enables us to provide customized and
personalized services to large corporate and growing organizations.
2.3. Recruitment Solutions
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Organizations competencies lie in their domains and talent
management and not in recruitment. Recruitment Solutions today are
ofered by businesses dedicated to build the talent pools for
organizations. IKYA Recruitment Solutions is a frst of its kind
recruitment company in India which has drawn an internal team from
the recruitment industry. We are also well complimented with a domain
strong team capable of delivering services of highest quality to our clients
and ofer end-to-end support in identifying the best available resources.
IKYA has a dedicated team of domain experts delivering quality
recruitment solutions and is the fastest growing Recruitment Business in
the entire country and has successful recruitment practices across
industries, servicing leading MNC & Indian organizations.
IT & ITe S
Banking, Financial & Insurance Services
Industrial Engineering Resources
Consumer Services, Retail & Telecom
Pharmaceutical & Healthcare
Our Services include:
Talent Acquisition Assignment based recruitment of key talent for
organizations across industry, domain and levels Turnkey Projects END-
TO-END solutions that include - Identifying needs, tapping the right
talent pool, Interviews, Ofer Negotiation, On-boarding assistance.
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Project based Recruitment Cost-efective option in outsourced resources,
to address recruitment under short timelines Young Professional
Recruitment Identifying and hiring young graduates and professionals for
organizations. Outplacements helping organizations to fnd the right jobs
for their employees in situations of recessions, retrenchment etc.
Our other services include, resume building, identifying options,
coaching and guiding, interviews etc. Recruitment Process Outsourcing
IKYA HR Services delivers comprehensive Recruitment/HR Process
Outsourcing Services to companies.
We provide customized solutions by combining business domain
expertise with technology competence to deliver quality results in a cost-
efective manner to maximize the productivity and competitive
Advantage of the client
Recruitment Management
RPO & Semi-RPO
Implants
Master Vendor Services
Backend Process Management
Ofer Management Services
Exit Management Services
Helpdesk Services
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Projects:
Campus Projects
Ramp-ups & New set-ups
Managed Services
Stafng Solutions
IKYA has a strong business focus on the Contract Stafng market
as we understand the potential it ofers to organizations to better manage
their workforce. We provide High Quality Stafng Services - temporary
and fexible workforce solutions to clients across industries to manage
their workforce more efectively and economically.
Temporary Stafng helps clients in the following areas:
Deploy manpower only when it is required
Accommodate cyclic workloads and projects
Reduce fxed cost overheads
Assess performance before ofering permanent employment
Recruit resources
RPO
Why IKYA HR Services? IKYA HR Services delivers comprehensive
Recruitment/HR Process Outsourcing Services to companies.
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We provide dependable and customizable solutions by combining
business domain knowledge with technology competence and proven
methodologies to deliver high quality results in a cost-efective manner to
maximize your competitive advantage and productivity.
At IKYA we recognize that every client is diferent and needs to follow
a custom tailored plan built on proven fundamentals. We are profcient in
designing and implementing projects in tune with your business
requirements, based on fundamentals, as well as the current realities of
your organization.We apply Quality tools such as Lean Methodology, Six-
Sigma & Transition Planning leading to assured benefts
Productivity Gain
Increased Efciency
Cost Beneft
Enhances End-User Experience
Reputable & Reliable Process
How it Works?
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By Outsourcing HR non-core elements of your HR Processes, your
team can dedicate more time to core areas such as employee interaction
and other high value Consultative activities.
IKYAs team of recruitment and process experts will work with you to
understand your requirements, current process capabilities and
technology aspects. Our solution will be presented to you with
recommendations and a project implementation plan.
2.4. Training and Skill Development
IKYAs Training and Skill development vertical provides a
comprehensive range of training programs for youths to improve their
employability skills. We partner with the Central Government, State
Government, Government bodies, NGOs and also with Corporate Firms
on training and development initiatives.
IKYA Parivartan is a CSR initiative of the IKYA Group to improve
employability of rural youth from under privileged families our
comprehensive range of solutions includes
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Skill development for the youths from Urban and Rural background to
improve employability
Providing trained and quality manpower to the industry
Customized training programs delivered as per industry requirements.
Participate in training related CSR Initiatives of organizations.
IKYA has developed
State of art training infrastructure with capability across multiple
domains
Partnership with ITIs, Schools, Colleges and other institutes to
deliver technical courses.
Partnership with Government bodies, NGOs and other grass root
level organization to mobilize candidates for the training programs.
Robust training curriculum and training methodology
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IKYA is working with clients across industry sectors like FMCG,
Organized Retail, FMCD, Hospitality, Facility Management, Textiles,
Manufacturing, Processing, Automobiles, Logistic and Transportation.
We believe that quality training can create sustainable livelihood
opportunities for the youth. We are keen to associate with organizations
and corporate for the various skill development initiatives.
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3. REVIEW OF LITERATURE SELECTION
3.1. SELECTION
Selection is the process of picking individuals (out of the pool of job
applicants) with requisite qualifcations and competence to fll jobs in the
organization.
Defnition: - It is the process of diferentiating between applicants in
order to identify (and hire) those with a greater likelihood of success in a
job.
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ADVANTAGES
It is easier for the applicant because they can send their applicants
to a single centralized department/agency.
It facilitates contact with applicants because issues pertaining to
employment can be cleared through one central location.
It helps operating managers to concentrate on their operating
responsibilities. This is especially helpful during peak hiring
periods
It can provide for better selection because hiring is done by
specialists trained in stafng techniques.
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Fig. Recruitment and selection process
ARTHUR LEWIS observed
There are great diferences in development between the countries
which seem to have roughly equal resources, so it is necessary to enquire
into the diference in human behaviors.
Human resource management is the management of employees
skill, knowledge abilities, talent, aptitude, creativity, ability etc. diferent
terms are used for denoting Human Resource Management. They
are labour management, labour administration,
labour management relationship, employeemployer relationship, industri
al relationship, human capital management, human assent management
etc. Though the setters can be used diferently widely, the basic nature of
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distinction lies in the scope or coverage and evolutionary stage. In simple
sense, human resource management means employing people,
developing their resources, utilizing, maintaining and compensating their
services in tune with the job and organizational requirements.
3.2. Functions of HUMAN RESOURCE MANAGEMENT
Administration
Strategic planning, organizational evaluation, County Board
relations, policy recommendations, supervision of department staf
Benefts:
Health insurance, dental insurance, life insurance, disability insurance,
retirement benefts, vacation, sick leave, paid holidays, section 125 plan,
donor program, educational incentive, uniform allowance, and others.
Compensation:
Salary and beneft surveys, job evaluation, job descriptions evaluation,
job descriptions
Employee relations:
Disciplinary processes, incident investigations, complaint/grievance
procedures, labor management relations.
Employee services:
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Enrollment in benefts, employee discounts for recreational spots,
resolution of enrollment or claim problems, employee newsletter.
Educational assistance, employee service awards
Health and safety:
Employee assistance, workers compensation claims, drug testing,
safety compliance and training.
Leaves of absence:
State and/or Federal Family and Medical Leave rights, County approved
leaves of absence, rights upon return to work, light duty assignments for
temporary periods
Performance appraisal:
Employee fles, litigation fles, payroll records, safety records and
other administrative fles
Record-keeping:
Job posting, advertising, testing administration, employment
interviews, background investigations, post-ofer employment testing
Separations and terminations:
Rights upon termination of employment, severance benefts,
unemployment compensation, exit interviews.
Training and development:
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County-wide needs assessment, development of supervisory and
management skills, employee training and workshops. Benefts
orientation for new and transferring employees, Supervisory newsletter.
Salary and benefts:
Salary/wage plans, employee benefts
3.3. Importance of Human Resource Management
1: Attract highly qualifed and competent people
2: Ensure thats the selected candidate stays longer with the company.
3: Make sue that there is match between cost and beneft.
4: Helps the organization to create more culturally diverse workforce
whereas, the poor quality of selection means extra cost on training and
supervision. Furthering more, when recruitment fails to meet
organizational needs for talent, atypically response is to raise entry level
pay scales. This can distort traditional wage sand salary relationship in
organization, resulting in unavoidable consequences. Thus the
efectiveness of the recruitment process can play a major role in
determining there sources that must be expended on other HR activates
and their ultimate success.
About the Sector
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Management consulting refers to both the industry of, and the practice
of, helping organizations improve their performance, primarily through
the analysis of existing business problems and development of plans for
improvement.
Organizations hire the services of management consultants for a number
of reasons, including gaining external (and presumably objective) advice,
access to the consultants' specialized expertise, or simply as extra
temporary help during a one-time project, where the hiring of more
permanent employees is not required.
Because of their exposure to and relationships with numerous
organizations, consultancies are also said to be aware of industry "best
practices", although the transferability of such practices from one
organization to another is the subject of debate.
Consultancies may also provide organizational change
management assistance, development of coaching skills, technology
implementation, strategy development, or operational improvement
services. Management consultants generally bring their own,
proprietary methodologies or frameworks to guide the identifcation of
problems, and to serve as the basis for recommendations for more
efective or efcient ways of performing business tasks.
Specializations
Management consulting refers generally to the provision of business
consulting services, but there are numerous specializations, such
as information technology consulting, human resource consulting, and
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others, many of which overlap, and most of which are ofered by the large
diversifed consultancies listed below. So-called "boutique" consultancies,
however, are smaller organizations specializing in one or a few of such
specializations.
Human resource consulting is an $18.4 billion industry that has
emerged from management consulting, as clients' needs have become
more complex and specialized, widening the gap between HR needs and
work force capabilities, and thus accentuating the ability of HR
management consulting frms to fll this gap. While the multi-faceted
nature of business sometimes causes overlap in consulting industries
(i.e., with regards to human resources, general management,
and information technology), the following are core felds around which
most HR consultancies are based:
Health & Benefts; i.e., orchestrating optimal employee health plans
with the carriers themselves
Communication, including surveying employee attitudes,
satisfaction, engagement, and other employee behaviors
OUTSOURCING
Services may also include legal counseling, global initiatives, investments
consulting, and the implementation of HR technologies to facilitate
human capital management. The HR consulting industry also employs
more actuaries than any other in order to assist in their services.
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Recruitment is a fundamental purpose for employers to keep its
employees. When a specialized body of professionals carried recruiting
tasks, known as Recruitment Agency. History of recruitment agency
begun from USA, their Fred Winslow has established engineering Agency
in 1893.Recruiters make income by passing organisations (employers)
with job seekers (applicants candidates) for job interview. When
employer decides to employ the forwarded candidate or candidates, the
recruitment agent receive an agreed upon commission from the employer.
Earlier it was a straight forward procedure that recruitment agency post
summary of a vacant position / opening on to a job classifed section of a
news paper and weekly magazines. But today they have vast options
because of the dot com prosperity. Now majority of the recruitment
agency have their own websites targeting not only job seekers but also
employers to post their requests. Similarly they can reach out to global
job seekers & employers. The job of the recruitment agents are not only
sharing announced vacant position but also provide the explicit guide
lines to job seekers (through interview techniques, CV writing & cover
letter samples). Reputable recruiters also help candidates in targeted job
searching, thus saving the time of employers by forwarding them fltered
candidates.
Few basic tasks for Recruitment Agency!
1. Recruitment which helpss job seekers to move into the new career.
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2. Finding matched candidates as per job specifcation.
3. Provide top value services by fulflling employers / clients need.
4. Provide efcient job resource solutions.
5. Recruiters representing candidates and employers schedule and
arrange job interviews.
Recruiting & seeking eligible candidates can be a long and time taken
process therefore companies hire the services of a recruitment agency.
Job seekers usually fnd most of the jobs are griped by an agency.
Getting recruitment agency services have many plus points, for e.g. The
recruiters usually have experience of screening cvs in the frst stage,
meaning that theyll save 100s of hours of job seekers CV fltering.
Additionally, recruitment agency generally interviews a vast number of
job seekers for a position in turn to locate the niche suitable applicant for
the role. In short employment agency can direct you through the hiring
course.
In many respects, recruitment agencies can save organizations a lot of
time and money. This is because it costs frms money and resources to
go through the whole process of employing new human capital. Using a
recruitment agency can help frms avoid many of the costs and bottle
necks involved in recruiting. This also allows the frms to focus their time
and resources on other aspects of their business. Some recruitment
agencies provide a personalized and well tailored service to their
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candidates. Hence, a recruitment agency can not only fnd you a suitable
job, it can help you get settled in your new role.
Recruitment & Selection @ Ikya Human Capital Solutions
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4. RECRUITMENT
Research points to the importance of good recruitment systems in
the organizations. The 1980s brought downsizing, organizations were
becoming too efective for their numbers of employees employed by them.
Most problems concerning Human resources commences when
recruitment is not handled properly. Resignations, low motivation, poor
performance may be due to incorrect procedures in the recruitment
process.
This research discusses the importance of good recruitment at
technical and managerial levels and the implications that are
encountered as a result of ad hoc recruitment processes. Recruitment is
a responsibility of every manager in the Organization.
Defnition of Recruitment
According to Edvin Flippo, Recruitment is the process of searching for the
prospective employees and stimulating them to apply for the jobs in the
organization.
The recruitment and selection is the major function of the human
resource department and recruitment process is the frst step towards
creating the competitive strength and the strategic advantage for the
organisations. Recruitment process involves a systematic procedure from
sourcing the candidates to arranging and conducting the interviews and
requires many resources and time. Recruitment refers to the process of
sourcing, screening, and selecting people for a job or vacancy within an
organization. Though individuals can undertake individual components
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of the recruitment process, mid- and large-size organizations generally
retain professional recruiters.
RECRUITMENT IS THE HEART OF HUMAN RESOURCE MANAGEMENT
4.1. Recruitment Process
Identifying the vacancy the recruitment process begins with the human
resource department receiving requisitions for recruitment from any
department of the company.

Fig: Recruitment process
1. Identify vacancy
2. Prepare job description and person specifcation
3. Advertising the vacancy
4. Managing the response
5. Short-listing
6. Arrange interviews
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7. Conducting interview and decision making
The recruitment process is immediately followed by the selection process
i.e. the fnal interviews and the decision making, conveying the decision
and the appointment formalities.
The main recruiting stages:
Sourcing
Sourcing involves:
1) Advertising, a common part of the recruiting process, often
encompassing multiple media, such as the Internet, general newspapers,
job ad newspapers, professional publications, window advertisements,
job centers, and campus graduate recruitment programs;
2) Recruiting research, which is the proactive identifcation of relevant
talent who may not respond to job postings and other recruitment
advertising methods done in #1. This initial research for so-called passive
prospects, also called name-generation, results in a list of prospects who
can then be contacted to solicit interest, obtain a resume/CV, and be
screened.
Screening
Suitability for a job is typically assessed by looking for skills, e.g.
communication, typing, and computer skills. Qualifcations may be
shown through rsums, job applications, interviews, educational or
professional experience, the testimony of references, or in-house testing,
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such as for software knowledge, typing skills, numeracy, and literacy,
through psychological tests or employment testing In some countries,
employers are legally mandated to provide equal opportunity in hiring.
On boarding
A well-planned introduction helps new employees become fully
operational quickly and is often integrated with the recruitment process.
4.2 ELEMENTS OF RECRUITMENT STRATERGY
1. What are your primary goals? (Why hire?)
The frst element of recruiting strategy is to determine "why" you are
hiring outside people. First, you must determine your frm's business
goals and then what recruiting can do to contribute to each of them.
Some of the more common business reasons for hiring include:
Replacements for turnover
Current or future business expansion
Upsizing the caliber of talent because top talent has become
available
Limiting the talent available in the market in order to hurt a
competitor's ability to staf adequately
L earning from other frms
Increasing the capability of your frm by adding new skill sets
Which of these focus areas you select is important because each
requires that you direct your recruiting eforts in a diferent way. For
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example, if you are hiring for geographic expansion, you will need to
implement a strategy that allows you to enter new geographic regions
-- as opposed to hiring to hurt, where you need to focus on hiring
away key talent directly from competitors.
2. Prioritization of jobs
No recruiting function has enough resources to fll every position
immediately with the top quality hire. As a result, your recruiting
strategy needs to include a prioritization element.
Priority can be assigned in the following ways:
Hire all jobs equally with the same priority
Focus on key strategic business units
Focus on key jobs
Focus on key or powerful managers
3. Performance level to target
Recruiting top performers require a diferent strategy and set of tools
than recruiting average performers. As a result, you must frst
determine what level of performance you are primarily targeting before
you determine the other elements of your recruiting strategy.
Performance targets include:
"Butts in chairs" (hire the cheapest candidates with adequate skills
in all jobs)
Focus on average performers in all jobs
Focus on top performers in all jobs
Focus on top performers just in key jobs
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4. Experience level to target
Some employment strategies require you to take the long-term
approach and develop your own talent, while other approaches target
bringing in experienced talent for immediate help or to bring in new
skills.
Experience target ranges include:
Inexperienced talent that can be trained
Temporary and contract labor that can be converted
Hire at the bottom and promote within
Undergraduate college hires (interns, Internet and on-campus hires)
Postgraduate hires
Experienced hires
5. Category of candidate to target
Whether you target active or passive candidates has a tremendous
impact on both the quality of hire and the difculty of getting an
acceptance.
Active candidates (the easiest candidates to attract):
Unemployed candidates
Currently employed but frustrated in their current job
Passive candidates (These are individuals who are currently employed
and not actively seeking employment. They represent over 80% of
potential candidates, but they are the hardest to attract.):
Focus on currently employed average or above average performers
Focus on currently employed top performers Diverse candidates:
Diverse candidates defned by using EEOC standards
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Diverse "thinkers" using a global standard Magnet hires (Target
magnet hires who are well-known individuals who, because of their
notoriety, by themselves help to attract others.):
Magnet hires from within the industry
Magnet hires from outside the industry
6. When to begin searching for candidates
Most frms begin a search once a requisition has been created. But
there are a multitude of approaches available:
Begin recruiting when an opening occurs
Continuous search (evergreen jobs where there is a constant need)
Begin before an opening occurs (pre-need hiring can be done to build
a talent pool or to build a relationship over time, in order to increase
applications and ofer acceptance rates from employed individuals and
top performer candidates)
7. Where to look for candidates
There are three sub-categories within the "where" element. They
include:
Internal versus external:
Focus on all internal candidates (laterals or promotions)
Settle on a fxed ratio of internal to external hires
Hire primarily from college campuses
Hire primarily from external sources
Inside or outside the industry:
Target within the industry only
A fxed proportion outside the industry
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Geographic focus:
Local commuting area only
Within the region
Within the U.S.
A truly global search
8. Who does the recruiting?
There are two sub-categories under this element. They include:
Internally, who is responsible for recruiting?
Generalists do most recruiting.
Primarily internal recruiters working in HR
Separate sourcing and recruiting eforts within a centralized
recruiting function
A mix of corporate and contract recruiters that work internally
Line managers do most recruiting.
Employees contribute signifcantly to recruiting through a heavy
emphasis on employee referrals.
Utilizing external recruiters:
Utilize external recruiting agencies mostly at the very top or bottom
jobs
Third-party recruiters are utilized only for hard-to-fll or key jobs
Primarily utilize external recruiting agencies
Outsource the entire recruiting function
9. Primary sourcing tools
4
Identifying candidates and convincing them to apply is essential to
great recruiting. Some of the possible sourcing focus areas include:
Traditional media (newspapers, walk-ins)
Sourcing using events (job fairs and industry events)
Traditional Internet sourcing (large and niche job boards)
Nontraditional Internet sourcing (Google-type name search for
passives; chat rooms)
Employment branding (a long-term sourcing strategy to build a
steady long-term supply of candidates)
Acquiring intact teams and a large amount of talent through
mergers and acquisitions (buy frms for talent)
10. What skills should you prioritize when selecting
candidates?
When selecting the most appropriate candidates from the candidate
pool organizations can use a variety of approaches. Those target skills
or competencies could include:
Hiring brains or intelligence
Selecting based primarily on personality
Selecting based on the technical skills required for this job
Selecting based on skills (technical and people) required for this and
"the next" job
Selecting primarily based on pre-identifed, company-wide
competency needs (present and future)
Selecting primarily based on the candidate's experience (industry or
job)
Selecting primarily based on the candidate's contacts and network
Selecting the "best athlete" available at the time (hire and then fnd
4!
the best job for them)
Selecting primarily based on cultural ft
11. How to assess candidates
An essential part of any recruiting strategy is the process you will
utilize to assess the candidates. Common choices include:
Interviews
Personality tests
Skills tests
References (business, personal or educational)
Grades or academic performance (primarily for college hires)
Drug screening
Job simulations
On-the-job assessment (primarily for temp-to-permanent
conversions)
Hire more than you need and intentionally "wash out" the poor
performers
12.Primary sales approach
Candidates can be "sold" on a job and company based on a variety
of strategies. They often include:
Compensation
Opportunities for promotion
Benefts
A great team and manager
An excellent culture and values
Bonus and stock option opportunities
4"
Challenge, growth, and learning opportunities
The frm's employment brand and image
4.3 RESEARCH-DEFICIENCIES & PROBLEMS IN
RECRUITMENT
Line managers often do not understand the whole process of
recruitment. Managers involved in the recruitment should not hire
employees that should start as soon as possible. This habit leads to poor
recruitment and miss-profling of individuals who will in turn become
part of the problems in the system. Recruitment at an ofcer and
managerial level should be done efectively and one should remember
that once you make the mistake it takes sometime before that mistake is
corrected. It may be costly to the organization.
Many people we see in organizations today are in the wrong jobs
and as a result, they are not utilizing their full potential. This is
compounded by the fact that some companies have built a tradition of
hiring people based on personal connections when the person is not
qualifed for the job. This is a vivid case in most Organizations today.
From my colleagues experience, most recruitment that involves
managers is done during discussions at lunch hour, at social clubs or
during the cofee break time. All the other processes that follow will only
be a formality as the decision would have been made by line managers
involved in the process.
5#
This practice sufocates the Organization for professionalism and
to some extend leads to obsolete policies. Many of those appointed may
not have the necessary skills and competencies to carry out the
functions competently. Also they may not have proper qualifcations in
the feld they are working. Such people will not have much desire to
make any contributions in terms of growth and development. Their
contributions are marginal if any; they are just passengers in the system
and are protected by those who recommenced them.
The other thing observed is that, those line managers who are
involved in the recruitment are not given courses to enlighten them on
the importance of t0he process.
4.3.1 Why it is necessary always to be systematic in recruitment
process?
Certain type of managers can make a signifcant impact on
Organizations or Companies. Consequently, a process or a strategy is
necessary to deal efectively with equal opportunity issues, to hire the
right people, to minimize cost and most importantly, to identify marginal
performers before they are hired. Inadequate recruitment procedures will
result in a number of staf not being sufciently qualifed either for the
positions they hold or their grades levels, especially in management
positions. Most formal systems are fawed in such fundamental respects
that there is a tendency to circumvent it through the application of ad
hoc measures, which often rely heavily on personal contacts.
Main Causes of Problem
51
The three main causes of the problem includes
4.Lack of specialist skills
5.Poor quality applicants
6.Pay infexibility
All of which are particularly acute in the public sector.
The cost of living is also cited as a major reason.
Meanwhile, the number of organisations reporting retention
difculties has jumped even more markedly in the past year from half in
2008 to more than seven out of ten this year. The problem is even more
acute in the public sector, where more than eight out of ten report
problems. Retaining administrative staf is also proving difcult.
"Recruiting and retaining staf remains HR's biggest challenge in spite of
the economic downturn. While some may see this as surprising, a
combination of low unemployment and a massive expansion in public
sector recruitment has meant that staf at all levels, in all sectors and in
all regions are difcult to recruit and retain."The problems are
particularly acute in the public sector where the demand for trained
specialist staf currently exceeds supply. However, this should even itself
out over time as more trained staf come on stream."One result of these
recruitment problems is that employers are now more prepared to train
new recruits and lower the level of experience required. Seven out of ten
organisations now say that they will appoint people with potential who
do not currently meet the job requirements, while the use of coaching
and mentoring has also increased sharply. Although more than a third
52
of organisations have improved their starting salaries to recruit staf, the
number that have increased pay to retain staf has dropped, a refection
of difcult economic conditions
4.4 IMPORTANCE OF GOOD RECRUITMENT
1. Attract and encourage more and more candidates to apply in the
organization.
2. Create a talent pool of candidates to enable the selection of best
candidates for the organisation.
3. Determine present and future requirements of the organization in
conjunction with its personnel planning and job analysis activities.
4. Recruitment is the process which links the employers with the
employees.
5. Increase the pool of job candidates at minimum cost.
6. Help increase the success rate of selection process by decreasing
number of visibly under qualifed or overqualifed job applicants.
7. Help reduce the probability that job applicants once recruited and
selected will leave the organization only after a short period of time.
8. Meet the organizations legal and social obligations regarding the
composition of its workforce.
9. Begin identifying and preparing potential job applicants who will be
appropriate candidates.
53
10. Increase organization and individual efectiveness of various
recruiting techniques and sources for all types of job applicants
4.5 RECENT TRENDS IN RECRUITMENT
The following trends are being seen in recruitment:
4.5.1 OUTSOURCING:
In India, the HR processes are being outsourced from more than a
decade now. A company may draw required personnel from
outsourcing frms. The outsourcing frms help the organisation by the
initial screening of the candidates according to the needs of the
organisation and creating a suitable pool of talent for the fnal
selection by the organisation. Outsourcing frms develop their human
resource pool by employing people for them and make available
personnel to various companies as per their needs. In turn, the
outsourcing frms or the intermediaries charge the organisations for
their services. Advantages of outsourcing are:
Company need not plan for human resources much in advance.
Value creation, operational fexibility and competitive advantage
turning the management's focus to strategic level processes of HR
Company is free from salary negotiations, weeding the unsuitable
resumes/candidates
54
Company can save a lot of its resources and time
4.5.2 POACHING/RAIDING
Buying talent (rather than developing it) is the latest mantra
being followed by the organisations today. Poaching means employing
a competent and experienced person already working with another
reputed company in the same or diferent industry; the organisation
might be a competitor in the industry. A company can attract talent
from another frm by ofering attractive pay packages and other terms
and conditions, better than the current employer of the candidate.
But it is seen as an unethical practice and not openly talked about.
Indian software and the retail sector are the sectors facing the most
severe brunt of poaching today. It has become a challenge for human
resource managers to face and tackle poaching, as it weakens the
competitive strength of the frm
4.5.3. E-RECRUITMENT:
Many big organizations use Internet as a source of recruitment. E-
Recruitment is the use of technology to assist the recruitment
process. They advertise job vacancies through worldwide web. The job
seekers send their applications or curriculum vitae i.e. CV through e
mail using the Internet. Alternatively job seekers place their CVs in
worldwide web, which can be drawn by prospective employees
depending upon their requirements.
4.6. STUDENTS WORK PROFILE
55
The working profle in the organization includes following roles:
Identifying and evaluating clients recruitment needs.
Negotiating terms of employment.
Searching for the potential candidates.
Providing candidates all the information required for the vacancy.
Cold Calling employers in order to establish new contacts and their
requirements.
Documenting clients details and vacancy requirements in brief.
Clarifying and negotiating salary and benefts relating to vacancies.
Negotiating fees relating to work that the consultant will undertake
for the clients.
Advertising, head hunting, reviewing applications, interviews and
short listing of candidates
Monitoring candidates after placed and collecting feedback.
Acting as a mentor and advising the junior trainees.
4.6.1DESCRIPTION OF LIVE EXPERIENCE
56
Responsibilities given to me as a HR Trainee were the same as given
before in the work profle. My experience in the organization was
awesome with the clients, with candidates as well as the colleagues.
Responsibilities undertaken by me includes all the responsibilities of a
HR Recruiter.
My work in the organization was to coordinate with the clients
regarding vacant positions in their company, taking all information from
the clients of the job vacancy like job description, CTC ofering,
qualifcation required and all the important information, searching for
the candidates matching desired profle, making calls to the candidates
and giving them information about the company and job, then sending
their profles to the clients, taking interview details from the clients for
the shortlisted candidates and coordinating with the candidates and
clients till their fnal selection and joining in the company.
4.7. DATA ANALYSIS & INTERPRETATION
What is the share of sources of recruitment?
Options No. of respondents Percentage
Consultancy 70 70%
Employee Referrals 15 15%
Job Portals 10 10%
Walk-ins 5 5%
TOTAL 100 100
5
INFERENCE From the above analyses, we can say that most of
recruitment is from consultancy. That is 70% of the total recruitment.
And the rest are share by remaining sources.
4) What is the most suitable way to contact candidates?
Options No. of respondents Percentage
Telephone call 60 60%
E-Mail 36 36%
Post 0 0%
Any other 4 4%
TOTAL 100 100
5!
5)In the history of IKYA, how many ofers are accepted and
converted into appointments?
Options No. of respondents Percentage
Report 95 95%
Abscond 5 5%
TOTAL 100 100
5"
INFERENCE From the above analyses, we can say that all most all the
ofers are converted into appointments except some default cases.
How would you rate the recruitment performance of your
organization with the organization?
Rate the level from 1 to 10 .
How is the existing recruitment and system in your
organization?
Options No. of respondents Percentage
Good 60 60%
Fair 40 40%
Poor 0 -NA-
Very poor 0 -NA-
TOTAL 100 100
6#
INFERENCE From the above analyses, that the existing recruitment and
selection process system in the organization is mostly good and fair.
Does your organization implement control measure to ensure
efective recruitment and selection procedures?
Options No. of Respondents Percentage
Yes 4 5
No 21 14
Sometimes 69 74
Rarely 6 7
Total 100 100
61
0
20
40
60
80
100
good
fair
poor
very poor
total
INFERENCE From the above analysis we can interpret that 74%
sometimes implement control measure in the organization and 14%
didnt implement control measure 7% rarely implement 5% implement
control measure to ensure efective recruitment and selection
procedures.
What are the motivational factors that infuence your work
performance?
Options No. of respondents Percentage
Salary 50 40%
Incentive 5 10%
Benefts 10 20%
Promotion 35 30%
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TOTAL 100 100

INFERENCE
It is observed that, 40% of the respondents are motivated
to work for the salaries they get, 30% of them are motivated by the
promotions, and 20% of them for benefts and 10% of them are motivated
by the incentive provided by the company
63
4.8. FINDINGS
After being a part of entire survey i.e. from preparation of
questionnaire to the preparation of fnal report, I was able to identify the
benefts from the survey conducted and also recognized some of the
areas where Employees showed dissatisfaction, which are as follows:
Most of the recruitment is done by the consultancy.
Telephone is considered the most suitable way to contact the
candidate.
About 95% of the candidates accept the ofer and are turned
into appointments.
The recruitment system in the organization is good.
The organization implements control measures to ensure
efective recruitment and selection.
Salary is the motivational factor that infuence work
performance.
64
4.9. CONCLUSION & SUGGESTION
CONCLUSION
On the basis of detailed analysis of the data collected and
interactions with HRs of the organization, it has been
observed that the recruitment methodologies/ process carried
out is more specifc and based on the need of the organization.
Here are my observations: -
Hiring a quality resource at a right time is the biggest
challenge to the organization. IKYA has its Recruitment and
Selection process Philosophy in place.
At IKYA, Recruitment strategies are set before beginning active
recruitment. The Recruitment and Selection process costs are
communicated to the Senior Management, HR & Finance.
65
The costs involved in the process of Recruitment and Selection
process are accounted for in the budget.
SUGGESTIONS
Suggestions regarding improvement of the recruitment and
selection process:
If HR persons go by professionalism, the candidates should be
informed in time whether they have been selected or not.
There should not be delay in informing the candidates.
For a good recruitment to happen the relationship building
with the eligible candidates is very much required.
Management may ask the candidates who have attended the
interview and got selected to give suggestions to improve their
Recruitment and selection process.
Management should try to make induction program lively to
build a strong, cordial relationship with the inductees.
66
Various ratings should be given to experience domain,
education, company background, supplementary skills; soft
skills along with technical skills and overall profle are created
of the candidates.
Interview process can be improved by introducing an interview
panel for diferent levels and positions, also standard
questions should be set to both fresher and as well as
experienced candidates. Candidates information should be
used to judge the authenticity of the candidates, also an
improved questionnaire gives a quality input that in turn
improve the recruitment and selection process.
CHAPTR! 0
A""1%R
6
5. QUESTIONNAIRE
1.What is the share of sources of recruitment?
A) Consultancy B) Employee referrals C) Job portals D) Walk ins
2.What is the most suitable way to contact candidates?
A) Telephone call B) E-Mail C) Post D) Any Other
3.In the history of IKYA, how many ofers are accepted and converted
into appointments?
A) Report B) Abscond
6!
4.How would you rate the recruitment performance of your
organization with the organization?
Rate from 1 to 10.
5.How is the existing recruitment and system in your organization?
A) Good B) Fair C) Poor D) Very Poor
6.Does your organization implement control measure to ensure
efective recruitment and selection procedures?
A) Yes B) No C) Sometimes
7.What are the motivational factors that infuence your work
performance?
A)Salary B) Incentives C) Benefts D) Promotions
6"
CHAPTR! 2
3I3I)I#4RAPH'
6. BIBLIOGRAPHY
Books
Biswajeet Pattanayak, Human resource management.
#
Ashwathapa K., Human Resource Management (third edition),
Tata Mc Graw Hill Publication Company Ltd
Rao Subba P., Essential of HRM & Industrial Relationships
V.S.P. Rao, Human Resource Management, Text and Cases,
Excel Books Publications Pvt. Ltd.,
C.R Kothari Research Methodology
Search engines
www.recruitescafe.com
www.justarticles.com
www.citeHR.com
www.adecco.co.in
www.ikyahumancapital.com
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