Professional Documents
Culture Documents
ON
Submitted to
SUBMITTED BY
Trapti Base
ROLL NO- 12211090049
Of
Of
Session 2012-15
Supervision By Submitted by
Name of the Guide:-Miss Preeti Trapti Base
Designation:-Assistant Professor Roll No; 12211090049
Department :-Human Resourse Management BBA VI Semester
2014
I the undersigned solemnly declare that the report of the project work entitled , is
based my own “Human Resources Recruitment” work carried out during the course of
my study under the supervision of Miss Preeti
I assert that the statements made and conclusions drawn are an outcome of the project
work. I further declare that to the best of my knowledge and belief that the project report
does not contain any part of any work which has been submitted for the award of any other
degree/diploma/certificate in this University or any other University.
___________________
(Signature of the Candidate)
Trapti Base
Roll No.: 12211090049
Appendix-III
CERTIFICATE BY GUIDE
This to certify that the report of the project submitted is the outcome of the project work
entitled “Human Resources Recruitment” carried out by Trapti Base bearing Roll
No.:12211090049 Carried by under my guidance and supervision for the award of Degree in
Bachelor of Business Administration of Punjab Technical University, Jalandhar.
_______________________
(Signature of the Guide)
Name: Miss preeti
Designation: Assistant Professor
Department: Human Research
Management
The project work as mentioned above is hereby being recommended and forwarded for
examination and evaluation.
Appendix – IV
ACKNOWLEDGEMENT
I express my profound thanks to Director and Miss priti, project guide and all those
who have indirectly guided and helped us in preparation of this project.
We also like to extend our gratitude to all staff and our colleagues, who provided
moral support, a conductive work environment and the much-needed inspiration to
conclude the project in time and a special thanks to my parents who are integral part of
the project.
Thanking you.
Trapti Base
Roll. NO: 12211090049
BBA IV Semester
Table of Contents
Bibliography
63-64
Executive Summary
The Human Resources are the most important assets of an organization. The success or failure of an
organization is largely dependent on the caliber of the people working therein. Without positive and creative
contributions from people, organizations cannot progress and prosper. In order to achieve the goals or the
activities of an organization, therefore, they need to recruit people with requisite skills, qualifications and
experience. While doing so, they have to keep the present as well as the future requirements of the
organization in mind.
Recruitment is defined as, “a process to discover the sources of manpower to meet the requirements of the
staffing schedule and to employ effective measures for attracting that manpower in adequate numbers to
facilitate effective selection of an efficient workforce.”
In order to attract people for the jobs, the organization must communicate the position in such a way that job
seekers respond. To be cost effective, the recruitment process should attract qualified applicants and provide
enough information for unqualified persons to self-select themselves out.
The term “HR recruiter” may sound redundant, as both human resources managers and recruiters both find job
candidates and get them hired, this job is very specific.
Recruiters will work from resumes or by actively soliciting individuals qualified for positions. A recruiter's
job includes reviewing candidate's job experiences, negotiating salaries, and placing candidates in agreeable
employment positions. Recruiters typically receive a fee from the hiring employers
Chapter – I
Introductio
n
1.1 GENERAL INTRODUCTION:
The term export is derived from the conceptual meaning as to ship the goods and services out
of the port of a country. The seller of such goods and services is referred to as an "exporter"
who is based in the country of export whereas the overseas based buyer is referred to as an
"importer". In International Trade, "exports" refers to selling goods and services produced in
home country to other markets.
Any good or commodity, transported from one country to another country in a legitimate
fashion, typically for use in trade. Export goods or services are provided to
foreign consumers by domestic producers.
Global garment exports are valued at more than US$ 310 billion a year, of which the world's top 15
clothing exporters account for more than 80%.
Developing countries in Asia continue expanding their Garment Industry due to their very-low-cost
production.
India is the second most preferred country after China for textile and apparel sourcing. Its Apparel
industry is likely to achieve an export target of US$ 28 billion by 2012-13. Factors effecting like vast
sources of raw materials, low labor costs, entrepreneurship and design skills of Indian traders, changes
in the policies to open up Indian economy to the outside world etc.
Bangladesh has emerged as a key player in RMG sector (Ready Made Garment Industry).
14% of total industrial Production and 30% of total exports (in India).
During 2008, exports of apparel and textile products to US declined by 0.43% in value terms though
export volumes increased by 7.49% due value increase in Rupee
PRODUCTS
Handlooms:
30 lakh Weavers, 23% of total cloth produced, promoted through input support, publicity, market
support, up gradation of technology, welfare measures.
LUDHIANA
TIRUPUR
NEW DELHI
BANGALORE
MUMBAI
CHENNAI
JAIPUR
COMPETITIVENESS
DOMESTIC INDUSTRY
Domestic market has grown from US$ 23 billion to US$ 30 billion, exports has increased from around
US$ 14 billion to US$ 19 billion (04-06 to 06-07 )
Current share in world export 3.5-4%
Men’s Apparel 46%, Women – 17%, Kids – 37%
50% of prod. need to be exported.
2,000 manufacturer-exporters export apparel, while the roughly 26,000 merchant-exporters serve as
export brokers.
India has more than 6,000 knitting units registered as producers or exporters; the majority are SSI units
MAJOR EXPORTERS IN INDIA
COMPETITORS
China
Vietnam
Bangladesh
Indonesia
Mexico
Hong Kong
Dominican Republic
Korea
Thailand
Philippines
QUALITY STANDARDS
For textile and apparel industry product quality is calculated in terms of quality and standard of fibers,
yarns, fabric construction, color fastness, surface designs and the final finished garment products.
However quality expectations for export are related to the type of customer segments and the retail
outlets.
Only limited use of various chemicals like azo dyes, heavy metals, odour, etc should be permitted to
prevent ecological requirements.
Operation incurs heavy expenditure to the manufacturers. ISO standards are implemented to lower its
operating costs and improve the quality of its output, ultimately increasing the level of customer
satisfaction.
ISO standards enable the industry to enhance the quality of raw material input, thereby strengthening
the quality of the ultimate/final product, which leads to performance improvement, factual approach
towards the decision making process, and a mutually benefiting suppliers relationship.
Right from yarn purchase to shipment every activity is governed by documented standard operating
procedures and instructions, which complies with the requirements of ISO 9001.
Each process is carried out with the PDCA process approach (i.e. Plan-Do-Check-Act), which gives
better results in achieving better quality and on time shipments.
Inspection and testing at each stage of manufacture assures quality requirements are met.
Internal audit and external audit performed periodically ensures effective implementation of Quality
Management System
Clothing and accessories are classified under HS code 61 and 62. All the products listed under these
codes are freely importable. Further more the manufacturers of these products are exempt from
obtaining a license to manufacture though they are required to file an Industrial Entrepreneur
Memoranda (IEM) in Part 'A' with the Secretariat of Industrial Assistance (SIA), and obtain an
acknowledgement and part B after the commencement of commercial production. Certain items of
clothing are reserved for small scale industries.
Most of the articles falling under HS 61-62 carry an import duty of 56.83 per cent which includes 30
per cent basic duty, 16 per cent additional duty and 4 per cent special additional duty. India has
reduced peak rate of customs duty to 20%, in view of the WTO Agreement.
In the foreign trade policy, certain amendments and inclusions have been done pertaining to specific
sectors of textiles and garment specially the handlooms.
Handlooms
Specific funds would be earmarked under MAI/ MDA Scheme for promoting handloom
exports.
Duty free import entitlement of specified trimmings and embellishments shall be 5% of FOB
value of exports during the previous financial year.
Duty free import entitlement of hand knotted carpet samples shall be 1% of FOB value of
exports during the previous financial year.
Duty free import of old pieces of hand knotted carpets on consignment basis for re-export after
repair shall be permitted.
New towns of export excellence with a threshold limit of Rs 250 crore shall be notified.
The textile and apparel industry is an important one to India, contributing 1.6% of industrial
production and 30 % of total exports.
Import duties on capital equipment are low (the majority of the capital equipment used by the
apparel industry, like sewing machines, can be imported at 5% basic customs duty).
Fabrics can be imported duty-free if made up into garments and re-exported
Import duties on fabrics and other raw materials are duty free for export production.
The apparel industry can import duty free specified trimmings and embellishments like Fasteners,
Rivets, Garment Stay, textile, Badges, Sewing Thread, Sequin, Tape & others for export production.
STRENGTHS
WEAKNESS
OPPORTUNITIES
THREATS
DATA COLLECTION:
Primary Data:
Primary data was collected through survey method by distributing questionnaires to employees. The
questionnaires were carefully designed by taking into account the parameters of my study.
Secondary Data:
Data was collected from 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.
KIND OF RESEARCH
The research done by
EXPLORATORY RESEARCH
This kind of research has the primary objective of development of insights into the problem. It studies the
main area where the problem lies and also tries to evaluate some appropriate courses of action.
Sample Design:
A complete interaction and enumeration of all the employees was not possible so a sample was chosen that
consisted of 25 employees. The research was taken by necessary steps to avoid any biased while collecting the
data.
Tools of Analysis:
The data collected from both the sources is analyzed and interpreted in the systematic manner with the help of
statistical tool like percentages.
RESEARCH DESIGN:
A research design is the arrangement of the condition for collection and analysis of data in a manner
that aims to combine relevance to the research purpose with economy in procedure.
A research design is the specification of methods and procedure for acquiring the information needed to
structure or to solve problems. It is the overall operation pattern or framework of the project that stipulates
what information is to be collected from which source and be what procedures.
About Company
Set up in 1978, Orient Craft Limited has consistently been one of India's top garment manufacture
and export organizations. Today it stands strong with 21 facilities and a committed workforce of over
25 thousand producing more than 100 thousand pieces of global fashion in a day. Catering to over
forty fashion brands and designers like Marc Jacobs, Diane Von Furstenberg, Polo Ralph Lauren
Blue Label, Banana Republic, Michael Kors, DKNY, Express, Tommy Hilfiger, Macy's, Monsoon,
Marks & Spencer, Ann Taylor, Abercrombie and Fitch; Orient Craft stands true to the image of being
'the name behind names'
BRIEF HISTORY
Business began in 1972, but the company was not incorporated until 1978. Dhingra was a law
graduate from Chandigarh with no experience. He had a friend from London who was buying from
importers and selling the goods to specialty shops, who asked Dhingra to get 1,000 shirts made in
India, so he could use the proceeds as seed capital. Dhingra borrowed Rs. 15000 ($300) from his
father, found some tailors to make the shirts, and shipped them to London. When his friend repaid
him the Rs. 15000 plus a small portion of the profit (Rs. 6000 ~ $133), he decided to break into the
industry. “At the time, you had to be a tailor to be in the garment industry, not like today. And being a
tailor is like being a janitor, they’re not looked up to, they’re looked down upon.”
His father gave him one year to start up business, and he rented a house, set up a pressing line on
the dining table and the production line in the garage. During the first few years, he estimated a
production capacity of about 150,000 pieces and an annual turnover of around $40-50,000.
Then after a few years, the Indian-inspired fad went away and he had to spend six to seven months
travelling to get rid of inventory stock. During this traveling, he was able to observe fashion trends
and the kind of things that were selling. When he returned, he hired more people, and set up a
manufacturing plant in the late 1970s with a assistance of a government program that give 150% of
exports sales as incentives to burgeoning enterprises, though he stated that it was difficult to
actually get the money from the government. During his traveling, he also encountered some
buyers, and restarted business with a trial order of 1200 pieces for a customer in L.A. Then while in
Germany, found another buyer. Both were wholesalers who sold to specialty stores. Then, when he
got back to India, he obtained a factory processing site of 240 sq. yards and outsourced actual
manufacturing.
Orient subcontracted until the early 80s, then consolidated supply chain into one roof. Orient’s first
factory was established in a village in Hauz Marg and it is still there. Orient got clients by word-of-
mouth from their L.A. and Germany buyers.
In the mid 1980s, Dhingra wanted to improve the standards of quality and infrastructure to globally
competitive standards. He “knew [he] had to look at the industry from a global perspective and
globally what textile buyers needed and what the competition was from the suppliers, not just in the
limited Indian context.” Dhingra wanted to move production out of the village and industrialize the
area and put as many skills in-house as possible. Liz Claiborne sent an American technician to help
Orient with worker training and modernization.
In the 1990s Dhingra set up a bigger plant with 100 machines, 200-300 people. The first Gurgaon
plant was established in 1993. The first plant in Maruti Industrial complex was the first plant in India
that was over 80,000 sq. ft. with 1800 people, and that plant is still there, only now it is 136,000 sq
ft. with 3500 people. Dhingra states that others followed Orient Craft’s example, as Gurgaon is the
single largest manufacturing sector in India, with more than 350 modernized factories.
Dhingra “is also Executive Member of the Advisory Committee of AEPC and an active member of
reputed associations such as FICCI, CII, ASSOCHAM, CIAE, CMAI, and others.”
Fact Sheet
Contact Details
Company Profile
GARMENT MANUFACTURING ACTIVITIES
Orient craft flow the production structure because they support function services and
number of different product line. All the activities of Orient Craft are built around the
needs and demands of the buyer and organized in such a way to produce profit. The
company goes through a series of steps in developing products from the design state to
a finished garment style. Following flowchart gives a simplified overview of the major
Orient Craft Limited engages in the manufacture and export of garments in India. Its
athletic sportswear, accessories, wear for men, and wear for women. Company’s
Crores for the year 2011-2012 and is expected to touch 850 Crores in the current
today has 19 state-of-the-art manufacturing facilities in and around Delhi, with a direct
strength of 20,000
people.
DATA BANK
We have a fairly large data bank comprising of candidates in Managerial functions, HRD, Accounts, Finance,
Engineering, Information Technology and Marketing to suit the requirements of Management at all levels of
functions. Our data bank consists of candidates from different locations and in various countries. They could
even supply candidates with very rare skill sets and experience from their data bank. This is helpful to identify
candidates for specific locations within short notice.
FACILITIES
A completely computerized Network environment with sophisticated software for maintaining and accessing
data bank - Three telephone lines, Fax, Internet and email facility. - A good job site on the web to publicize the
requirements immediately. - Dedicated Team of Consultants and staff who believe in
Right People!! Right Solutions!!
manufacturers, exporters and importers in the process ensuring a steady growth in the foreign exchange
Vision
“So many dreams yet to be realized, tasks yet to be accomplished, destinations yet to be reached, targets yet to
AIM
Increased employee productivity thus helping the organization in achieving its long-term
goals.
Enforced discipline
At “Orient Craft Limited” CUSTOMER DELIGHT is top most priority to be achieved through timely
OCL team continuously strive for more value for money through COST REDUCTION drive in the
organization
The challenges in terms of “target to be met” at all levels through effective teamwork, continual improvement
in the Quality Management System and meaningful HR.
QUALITY OBJECTIVES
The company has a production capacity of 50000 dz. Woven and equal number of Knit Garments every
month. The major exports comprise dresses, skirts, knitted shirts/T-shirts, men’s shirts, blouses, jacket, co-
ordinates, kids wear, rompers, outerwear, duvet cover and pillow covers mostly to USA, Europe and Canada.
The company has a 100% export oriented unit thereby having the advantage of importing all raw materials,
trims free of duty from any part of the world. The company has in-house lab testing for garments, fabrics and
trims. The company also has State of the art in-house computerized embroidery machines, washing plants and
dry cleaning units. The company is rapidly growing year after year and has modern manufacturing facilities
spread over around 125 million sq. ft. area in 21 factories in and around Delhi.
PRODUCT LINE
The Company started off as a manufacturer of ladies garments made out of woven fabric only. From 1994,
Orient Craft started executing orders in a small way for men's shirts.
In early 1995, knitwear division was added and the Company started manufacturing men's and ladies wear
made out of hosiery material.
Orient Craft today manufactures ladies dresses, skirts, blouses, tops and men's shirts and sportswear. Woven
garments today account for 60% of the Company's turnover and the balance is made out of knitwear products.
PRODUCT RANGE
APPAREL
Shirts
Skirts
Pullovers
T-Shirts
Scarfs
Jackets
Trousers
Jeans
Pants
Tops
Track suits
5%
Woven
40% Knit
55%
Home furnishing
PRODUCTION CENTRES
LUDHIANA
TIRUPUR
NEW DELHI
BANGALORE
MUMBAI
CHENNAI
JAIPUR
Feb 28, 1978 Company was incorporated under the name Orient Craft Private Limited
1978 Established woven garments unit
July 1, 1992 The word “private” was deleted from the name of the company pursuant to section 43A
(1A) of the companies Act
1994 Established the manufacturing plant at Gurgaon which covers an area of over 87,000 square
feet
1996 Established the company’s knit garments unit
1999 Established the company’s home furnishing unit
2002 Established the multi product manufacturing plant at Gurgaon, which covers an area of
over 301,478 square feet that houses the woven and knits units
2002 Established the company’s embroidery unit
2003 Incorporated the company’s wholly owned subsidiary, Orient Craft USA Inc., in the state of
Delaware in the US
2004 Established a design studio in New York
2005 Acquired a fully automatic denim stitching plant from Levis in Spain and reinstalled it in
Manesar, Gurgaon
2006 Acquired 9.72 acres of land in Hyderabad in connection with a proposed manufacturing facility.
2007 Established a retail venture in India with S.Oliver
2007 Entered the SEZ and started major capital projects in Bhiwadi and Hyderabad
2008 Opened various training centers in Rajasthan and Haryana
2009 Acquired land for SEZ & work expected to start in near future
Our Customers
Orient Craft prides itself in making quality products and execute orders for such customers only. However, no
single customer constitutes more than 22.5% of the company’s sales. The top customers contribute 90% of
the company’s turnover. Given below is the list of topmost customers:
Ann Taylor
Gap - Women/Kids
Banana Republic
Tommy Hilfiger
Dockers
S.Oliver
Guess
Marks & Spencer
Mark Jacob
Jones of New York
Next
Levis
French Collection
Espirit
Express
Charming shopee
Old navy
Countries we serve
USA
UK
Germany
Many other countries in Europe
Canada
Japan
Objectives of the study:
ii. To know the sources of recruitment at various levels and various jobs
iv. To identify the probable area of improvement to make recruitment procedure more effective
v. To know the managerial satisfaction level as well as to know the yield ratio
vi. To search or headhunt people whose, skill fits into the company’s values
Scope of study:
The benefit of the study for the researcher is that it helped to gain knowledge and experience and also
provided the opportunity to study and understand the prevalent recruitment procedures.
ii. To suggest any measures/recommendations for the improvement of the recruitment procedures
Human Resource Management and Human Resource Development
Definition:
HRM is the process of managing people in organizations in a structured and thorough manner. This
covers the fields of staffing (hiring people), retention of people, pay and perks setting and management,
performance management, change management and taking care of exits from the company to round off the
activities. This is the traditional definition of HRM which leads some experts to define it as a modern version
of the Personnel Management function that was used earlier.
We have chosen the term “art and science” as HRM is both the art of managing people by recourse to
creative and innovative approaches; it is a science as well because of the precision and rigorous application of
theory that is required.
Human Resource Development (HRD) means to develop available manpower through suitable
methods such as training, promotions, transfers and opportunities for career development. HRD programs
create a team of well-trained, efficient and capable managers and subordinates. Such team constitutes an
important asset of an enterprise. One organisation is different from another mainly because of the people
(employees) working there in. According to Peter F. Drucker, "The prosperity, if not the survival of
any business depends on the performance of its managers of tomorrow." The human
resource should be nurtured and used for the benefit of the organisation.
Human Resource Management (HRM) is the function within an organization that focuses on
recruitment of, management of, and providing direction for the people who work in the organization. It
can also be performed by line managers.
Human Resource Management is the organizational function that deals with issues related to people
such as compensation, hiring, performance management, organization development, safety, wellness,
benefits, employee motivation, communication, administration, and training.
HRM is also a strategic and comprehensive approach to managing people and the workplace culture
and environment. Effective HRM enables employees to contribute effectively and productively to the
overall company direction and the accomplishment of the organization's goals and objectives.
Human Resource Management is moving away from traditional personnel, administration, and
transactional roles, which are increasingly outsourced. HRM is now expected to add value to the
strategic utilization of employees and that employee programs impact the business in measurable
ways. The new role of HRM involves strategic direction and HRM metrics and measurements to
demonstrate value.
The Human Resource Management (HRM) function includes a variety of activities, and key among
them is responsibility for human resources -- for deciding what staffing needs you have and whether
to use independent contractors or hire employees to fill these needs, recruiting and training the best
employees, ensuring they are high performers, dealing with performance issues, and ensuring your
personnel and management practices conform to various regulations. Activities also include managing
your approach to employee benefits and compensation, employee records and personnel policies.
Usually small businesses (for-profit or nonprofit) have to carry out these activities themselves because
they can't yet afford part- or full-time help. However, they should always ensure that employees have
-- and are aware of -- personnel policies which conform to current regulations. These policies are
often in the form of employee manuals, which all employees have.
HRM is widening with every passing day. It covers but is not limited to HR planning, hiring
(recruitment and selection), training and development, payroll management, rewards and recognitions,
Industrial relations, grievance handling, legal procedures etc. In other words, we can say that it’s
about developing and managing harmonious relationships at workplace and striking a balance
between organizational goals and individual goals.
Meeting manpower needs: Every Organisation needs adequate and properly qualified staff for the
conduct of regular business activities. Imaginative HRP is needed in order to meet the growing and
changing human resource needs of an organisation.
Meeting growing manpower needs: The expansion or modernisation programme may be undertaken
by the enterprise. Manpower planning is needed in order to forecast and meet additional manpower
requirement due to expansion and growth needs through recruitment and suitable training programs.
Coping with change: HRP enables an enterprise to cope with changes in competitive forces, markets,
products, and technology and government regulations. Such changes generate changes in job content,
skill, number and type of personals.
Increasing investment in HR: An employee who picks up skills and abilities becomes a valuable
resource because an organisation makes investments in its manpower either through direct training or
job assignments.
Adjusting manpower requirements: A situation may develop in; an organisation when there will be
surplus staff in one department and shortage of staff in some other department. Transfers and
promotions are made for meeting such situations.
Recruitment and selection of employees: HRP suggests the type of manpower required in an organisation with
necessary details. This facilitates recruitment and selection of
suitable personnel for jobs in the Organisation. Introduction of appropriate selection tests and
procedures is also possible as per the manpower requirements.
Training of manpower: HRP is helpful in selection and training activities. It ensures that adequate
numbers of persons are trained to fill up the future vacancies in the Organisation.
HR TOPICS - FUNCTIONS
Levels of Companies
Technologies and Domineer
Portal Explanation
Explanation of Job Description and Analyzing of Requirement
Sourcing of Profiles from Portals
Screening of profiles as per the requirement
Calling the Candidates
Formatting of profiles and Tracker’s Preparation
Maintenance of Database
The need for recruitment may be due to the following reasons / situations
Vacancies: due to promotions, transfers, retirement, termination, permanent disability, death and
labour turnover.
Creation of new vacancies: due to growth, expansion and diversification of business activities of an
enterprise.
The recruitment and selection is the major function of the human resource department and recruitment process
is the first step towards creating the competitive strength and the strategic advantage for the organisations.
Recruitment process involves a systematic procedure from sourcing the candidates to arranging and
conducting the interviews and requires many resources and time. A general recruitment process is as follows:
The recruitment process begins with the human resource department receiving requisitions for recruitment
from any department of the company. These contain:
• Posts to be filled
• Number of persons
• Duties to be performed
• Qualifications required
Preparing the job description and person specification.
Locating and developing the sources of required number and type of employees (Advertising etc).
Short-listing and identifying the prospective employee with required characteristics.
Arranging the interviews with the selected candidates.
Conducting the interview and decision making
Scope of HR Recruitment:
HR jobs are one of most important tasks in any company or organization.
To structure the Recruitment policy of company for different categories of employees.
To analyses the recruitment policy of the organization.
To compare the Recruitment policy with general policy.
To provide a systematic recruitment process.
It extends to the whole Organization. It covers corporate office, sites and works appointments all over
India.
It covers workers, Clerical Staff, Officers, Jr. Management, Middle Management and Senior
Management cadres.
A recruitment agency provides you with career counseling which renders a crystal clear picture of
what are the possible career options out there for you and which job option suits you the best.
Objective of HR
To obtain the number and quality of employees that can be selected in order to help the organization to
achieve its goals and objectives.
Recruitment helps to create a pool of prospective employees for the organization so that the
management can select the right candidate for the right job from this pool.
Recruitment acts as a link between the employers and the job seekers and ensures the placement of
right candidate at the right place at the right time.
Recruitment serves as the first step in fulfilling the needs of organizations for a competitive, motivated
and flexible human resource that can help achieve its objectives.
The recruitment process exists as the organization hire new people, who are aligned with the
expectations and they can fit into the organization quickly.
Advantage of Outsourcing Recruitment/Hiring of Consultancy
Traditionally, recruitment is seen as the cost incurring process in an organization. HR outsourcing helps the
HR professionals of the organisations to concentrate on the strategic functions and processes of human
resource management rather than wasting their efforts, time and money on the routine work.
Outsourcing the recruitment process helps to cut the recruitment costs to 20 % and also provide economies of
scale to the large sized organizations.
The major advantages of outsourcing performance management are:
Cost Reduction
Focus Management
Effort
Outsourcing is beneficial for both the corporate organisations that use the outsourcing services as well as the
consultancies that provide the service to the corporate. Apart from increasing their revenues, outsourcing
provides business opportunities to the service providers, enhancing the skill set of the service providers and
exposure to the different corporate experiences thereby increasing their expertise.
The advantages accruing to the corporate are:
Turning the management's focus to strategic level processes of HRM
Accessibility to the expertise of the service providers
Freedom from red tape and adhering to strict rules and regulations
Optimal resource utilisation
Structured and fair performance management.
A satisfied and, hence, highly productive employees
Value creation, operational flexibility and competitive advantage
Therefore outsourcing helps both the organisations and the consultancies to grow and perform better.
Changing Role of Recruitment Intermediaries:
Recruitment consultancies, agencies or intermediaries are witnessing a boom in the demand of their services,
both by the employers and the job seekers. With an already saturated job market, the recruitment
intermediaries have gained a vital position acting as a link between the job seekers and the employers.
But at the same time, one of the major threats faced by this industry is the growing popularity of e-
recruitment. With the changing demand, technologies and the penetration and increasing use of internet, the
recruitment consultancies or the intermediaries are facing tough competition. To retain and maintain their
position in the recruitment market, the recruitment intermediaries or consultants (as they are commonly
known) are witnessing and incorporating various changes in terms of their role, functions and the services.
According to a survey amongst top employers, most of them agree with the growing influence of technology
and the Internet on the recruitment processes. 70 per cent of employers reported the use of application portal
on their company’s official website. Apart from that, the emerging popularity of the job portals is also
growing.
But the fact that the intermediaries or the consultants are able to provide their expert services, economies of
scale, up to 40 percent savings in the recruitment costs, knowledge of the market, the candidates,
understanding of the requirements, and most importantly, the assess to the suitable and talented candidates and
the structured recruitment processes. The recruitment intermediaries save the organisations from the tedious of
weeding out unsuitable resumes, co-coordinating interviews, posting vacancies etc. give them an edge over
the other sources of recruitment.
To retain their position as the service providers in the recruitment market, the recruitment intermediaries are
providing vale added services to the organisations. They are incorporating the use of internet and job portals,
making their services more efficient.
Despite of the growing use of the internet, the recruitment intermediaries are predicted to continue dominating
the recruitment market in the anticipated future.
HR Challenges in Recruitment
Recruitment is a function that requires business perspective, expertise, ability to find and match the best
potential candidate for the organisation, diplomacy, marketing skills (as to sell the position to the candidate)
and wisdom to align the recruitment processes for the benefit of the organisation. The HR professionals –
handling the recruitment function of the organisation- are constantly facing new challenges. The biggest
challenge for such professionals is to source or recruit the best people or potential candidate for the
organisation.
In the last few years, the job market has undergone some fundamental changes in terms of technologies,
sources of recruitment, competition in the market etc. In an already saturated job market, where the practices
like poaching and raiding are gaining momentum, HR professionals are constantly facing new challenges in
one of their most important function- recruitment. They have to face and conquer various challenges to find
the best candidates for their organisations.
The major challenges faced by the HR in recruitment are:
Adaptability to globalization – The HR professionals are expected and required to keep in tune with
the changing times, i.e. the changes taking place across the globe. HR should maintain the timeliness
of the process
Strategic prioritization – The emerging new systems are both an opportunity as well as a challenge for
the HR professionals. Therefore, reviewing staffing needs and prioritizing the tasks to meet the
changes in the market has become a challenge for the recruitment professionals.
Chapter – IV
DATA ANALYSIS
&
INTERPRETATION
The analysis of the data is done as per the survey finding. The data is represented graphically
in percentage. The percentage of the people opinion were analyzed and expressed in the form
of charts.
Most of the manager Prefer Personal interviews, 30% prefer to take telephonic interviews where as only 20%
goes for video conferencing and rest 10% adopt some other means of interviews.
Question 2: What source you adopt to source candidates?
Question 3: How many stages are involved in selecting the candidate? / How many Question you are
asking during the Telephonic interview round?
Most of the Executives Prefer two stages of interview, 40% prefer to take three stages interviews where as
only 10% goes for four rounds and rest 5% sometimes opt for one round of interviews.
Question 4: How do you track the source of candidate?
Most of the Executives 80% prefer online, 15% prefer Data where as only 5% goes for software to source a
candidate.
Question 5: Does the organization clearly define the position objectives, requirements and candidate
specifications in the recruitment process?
This analysis indicates that most of the respondent i.e. 95% responded for Yes and 5% responded for No.
Question 6: What is the average time spent by executives during recruitment (each candidate)?
This analysis indicates that most of the respondent i.e. 60% responded for 1 to 5 minutes, 20% responded for
5 to 10 mins, whereas 10% responded for 10 – 15 mins and rest 10% responded for more than 15 mins.
Question 7: Do you follow different recruitment process for different grades of employees?
This analysis indicates that most of the respondent i.e. 95% responded for Yes and 5% responded for No.
Question 8: What are the basic questions you ask to the candidate?
This analysis indicates that the entire respondent i.e. 100% responded for asking all the basic questions.
This analysis indicates that most of the respondent i.e. 70% responded for No and 30% responded for Yes.
Question 10: Is there any provision for evaluation and control of recruitment process?
This analysis indicates that most of the respondent i.e. 55% responded for No and 45% responded for Yes.
Question 11: Is there any facility for absorbing the trainees in your organization?
This analysis indicates that most of the respondent i.e. 70% responded for Yes and 30% responded for No.
THEORITICAL FRAMEWORK:
THEORIES REGARDING RECRUITMENT
According to the Survey, Recruitment differs from company to company for each category.
According to the Survey, the company do utilize internet sites for the recruitment process and for
finding the talent candidate
According to survey it is observed that the company are utilizing the job description in order to make
screening process more efficient
CONCLUSIONS
Polices adopted by EMC are transparent, legal and scientific.
Recruitment is fair.
To some extent a clear picture of the required candidate should be made in order to search for
appropriate candidates.
Most of the employees were satisfied but changes are required according to the changing scenario as
recruitment process has a great impact on the working of the company as a fresh blood, new idea
enters in the company.
SUGGESTIONS
Time management is very essential and it should not be ignored at any level of the process.
Recruitment policy is satisfactory in EMC but the periodicity of recruitment is being more which
needs to be reduced.
Name –
Company’s name –
Designation –
Date-
Note – Please fill the appropriate option.
Question 3: How many stages are involved in selecting the candidate? / How many Question you are
asking during the Telephonic interview round? ( )
a. 1 b. 2 c. 3 d. 4 e. More
Question 5: Does the organization clearly define the position objectives, requirements and candidate
specifications in the recruitment process? ( )
a. Yes b. No
Question 6: What is the average time spent by executives during recruitment (each candidate) ?
( )
a. 1mins to 5mins. b. 5 to 10 mins.
c. 10 to 15mins. d. More
Question 7: Do you follow different recruitment process for different grades of employees?
( )
a. No b. Yes
Question 8: What are the basic questions you ask to the candidate? ( )
a. Experience (Total/Relevant)
b. Current CTC/Expected CTC
c. Job Profile
d. Notice period
e. All the Above
Question 10: Is there any provision for evaluation and control of recruitment process?
( )
a. Yes b. No
Question 11: Is there any facility for absorbing the trainees in your organization?
a. Yes b. No ( )
BIBLIOGRAPHY
Website:
www.google.com
https://www.linkedin.com/in/orientcraftlimited
http://en.wikipedia.org/wiki/Recruitment
http://www.teonline.com/apparel-garments/industry-overview.html
http://apparel.indiamart.com/lib/garments/indian07251998.html
http://apparel.indiamart.com/
http://www.india-exports.com/apparel.html