EXECUTIVE SUMMARY

INTRODUCTION TO THE PROJECT

TITLE:
“Vendor Assessment Criteria in the Recruitment Industry in

Bangalore City”

HRPLUS is an established and highly respected recruitment consultancy

based in the heart of Bangalore. The company has earned a good status for
being one of the experts in recruitment field, and for providing a quality
of services.

They can boast a high success rate at placing people and meeting
requirements quickly, something that comes from listening and investing
time all the way through the process .

Name of the company: HR PLUS

PROBLEM DEFINATION

Title of project:

“Vendor Assessment Criteria in Recruitment Industry in

Bangalore City”

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 OBJECTIVES OF STUDY:
i) To know how the companies approach consultancy firm

ii) To know the factors they look in for while choosing consultancy firm

iii) To know the benefits gained by the company from outsourcing their
recruitment activity

iv) To know what measures the consultancy firm has to take before
sending the candidate

v) To know the various sources companies have for fulfilling HR

requirement.

BENEFITS

Benefit to the company:

With this study, the organization (HR PLUS) will be

benefited in terms of learning-

1) HR PLUS can know about the requirement of the

companies.
2) Learn more about how to improve their activity .
3) Study the changes in the market conditions .

Benefit to academics:

It will help me in understanding-

1) The market for the consultancy firm in Bangalore city.

2) Companies Decision Making Process for consultancy firm.
3) Companies’ choices of service offered to consultancy firm.

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 4) To understand how companies make decision while choosing
consultancy firm.
The experience gained during this study will provide as a tool, which
can be applied in any future undertakings of similar nature.

Findings:
 45% of the respondents consider Quality Profile and 35 % of the
respondents consider time management while opting for consultancy
firm.
 More than 35% of the respondents get the benefit of time
management and 33% of the respondents get the benefit of better
employees.

 More than 52% of the respondents say the consultancy firm has to
take the measure of proper screening of the candidate

Recommendations:

 Based on the response received from the respondents the following

recommendations are made for the improvement in the functioning
and service conditions of HR PLUS.
 As most of the companies consider time management and quality
profile Hrplus should give more importance in sourcing their
activity and fulfill their clients on time, if they are able to do so
then they can get further business if not then their client will shift
to other consultant.

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 In case of screening the candidate the consultancy firm should see
that the CV is matching the company requirement if not such CV
should not be forwarded.

 Consultancy firm has to take the concern of the candidate before

sending the resume to the company because It is unethical for a
recruiter to submit a candidate’s resume to a prospective employer
without first contacting the executive candidate and obtaining
permission to do so.

Conclusions-

The study helped me gain valuable insights in Consultancy Firm and

also as to the factors that what the companies expect from the
Consultancy Firms. This project titled “Vendor assessment criteria in
Recruitment Industry” has been a knowledge gaining experience for
me. By interacting with the respondents and making visits to the
Companies. I have been able to understand the activities of consultancy
firm their way of working and their way of approaching the candidates
and the importance of job portals, i.e. how beneficial is the job portal
for an individual to get placed in good companies. The results of the
survey proved to be encouraging. The respondents were very positive
in providing the information about how they approach the consultancy
firm and what measures the consultancy firm has to take before sending
the candidates, Though there are many competitors in the market for
this segment, the company HR PLUS is doing well by satisfying its
clients by having good closures with them and I offer my best
wishes for the same and hope that my work will be of some use for the
company effectiveness.

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 Brief History of Consultancy

Human resources

Human resources has at least two meanings depending on context. The

original usage derives from political economy and economics , where it
was traditionally called labor, one of three factors of production . The
more common usage within corporations and businesses refers to the
individuals within the firm, and to the portion of the firm's organization
that deals with hiring, firing, training, and other personnel issues.

Human resource management serves these key functions:

• Hiring (recruitment)
• Compensation
• Evaluation and Management (of Performance)
• Promotions
• Managing Relations
• Planning

It is the responsibility of human resource managers to conduct these

activities in an effective, legal, fair, and consistent manner.

The objective of Human Resources is to maximize the return on

investment from the organization's human capital.

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"Human resource management aims to improve the productive contribution
of individuals while simultaneously attempting to attain other societal and
individual employee objectives." Schwind, Das & Wagar (2005)

In reality, human resources deals with two different worlds

1) Non-Unionized - Where management has the control, and
2) Unionized - Where there is shared control through a collective
agreement - Management and a union negotiate a collective agreement
with respect to terms and conditions of employment. The Union represents
employees to management (i.e. the Union speaks for employees, both
collectively and individually).

Collective Agreements - Can cover any and all terms and conditions of
employment. Collective agreements become "the Bible," the code and are
binding under law. Disputes of the collective agreement are resolved by
arbitration.

Human resource development

In terms of recruitment and selection it is important to consider carrying

out a thorough job analysis to determine the level of skills/technical
abilities, competencies, flexibility of the employee required etc. It is
important to consider both the internal and external factors that can have
an impact on the recruitment of employees. The external factors are those
out-with the powers of the organization and include issues such as current
and future trends of the labor market e.g. skills, education level,
government investment into industries etc. On the other hand internal
influences are easier to control, predict and monitor, for example
management styles or even the organizational culture .

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In order to know the business environment in which any organization
operates, three major trends should be considered:

Demographics – the characteristics of a population/workforce, for

example, age, gender or social class. This type of trend may have an effect
in relation to pension offerings, insurance packages etc.

Diversity – the variation within the population/workplace. Also over

recent years organizations have become more culturally diverse and have
increased the number of working patterns (part-time, casual, seasonal
positions) to cope with the changes in both society and the global market.
It is important to note here that an organization must consider the ethical
and legal implications of their decisions in relation to the HRM policies
they enact to protect employees. Employers have to be acutely aware of
the rise in discrimination, unfair dismissal and sexual/racial harassment
cases in recent years and the detrimental effects this can have on the
employees and the organization. Anti-discrimination legislation over the
past 30 years has provided a foundation for an increasing interest in
diversity at work which is “about creating a working culture that seeks,
respects and values difference.”

Skills and qualifications – as industries move from manual to a more

managerial professions so does the need for more highly skilled graduates.
If the market is ‘tight’ i.e. not enough staff for the jobs, employers will
have to compete for employees by offering financial rewards, community
investment, etc.

In regards to how individuals respond to the changes in a labour market

the following should be understood:

Geographical spread – how far is the job from the individual? The
distance to travel to work should be in line with the pay offered by the

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organization and the transportation and infrastructure of the area will also
be an influencing factor in deciding who will apply for a post.

Occupational structure – the norms and values of the different careers

within an organization. Mahoney 1989 developed 3 different types of
occupational structure namely craft (loyalty to the profession),
organization career (promotion through the firm) and unstructured
(lower/unskilled workers who work when needed).

Generational difference –different age categories of employees have

certain characteristics, for example their behaviour and their expectations
of the organization.

Recruitment methods are wide and varied, it is important that the job is
described correctly and any personal specifications stated. Job recruitment
methods can be through job centres, employment agencies/consultants,
headhunting, and local/national newspapers. It is important that the
correct media is chosen to ensure an appropriate response to the
advertised post.

Recruiter

A recruiter is someone engaging in recruitment , which is the solicitation

of individuals to fill jobs or positions within any group, such as a sports
team or corporation. Recruiters can be divided into 2 groups: those
working internally for one organization, and those working for multiple
clients in a 3rd-party broker relationship, sometimes called headhunters .

Recruitment refers to the process of finding possible candidates for a job

or function, usually undertaken by recruiters . It also may be undertaken
by an employment agency or a member of staff at the business or
organization looking for recruits. Advertising is commonly part of the

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recruiting process, and can occur through several means: through online,
newspapers, using newspaper dedicated to job advertisement, through

professional publication, using advertisements placed in windows, through

a job center , through campus graduate recruitment programs, etc.

Suitability for a job is typically assessed by looking for skills, e.g.

communication skills, typing skills, computer skills. Evidence for skills
required for a job may be provided in the form of qualifications
(educational or professional), experience in a job requiring the relevant
skills or the testimony of references. Employment agencies may also give
computerized tests to assess an individual's "off-hand" knowledge of
software packages or typing skills. At a more basic level written tests may
be given to assess numeracy and literacy . A candidate may also be
assessed on the basis of an interview . Sometimes candidates will be
requested to provide a résumé (also known as a CV) or to complete an
application form to provide this evidence. in hiring.

The follow-up process may be referred to as part of the recruitment

process: inveigling the selected candidate or candidates to take up the
target job or function. This applies particularly in filling positions in the
military or in expanding the human resource base of a cult.

Headhunting is a frequently used name when referring to third party

recruiters, but there are significant differences. In general, a company
would employ a head-hunter when the normal recruitment efforts have
failed to provide a viable candidate for the job. Head-hunters are
generally more aggressive than in-house recruiters and will use, advanced
sales techniques such as initially posing as clients to generate names of
employees and their positions and personally visiting candidate offices.
They can also purchase expensive lists of names and job titles. They will
prepare a candidate for the interview, negotiate salary, and conduct

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closure to the search. In general, in house recruiters will do their best to
attract candidates for specific jobs while head-hunters will actively seek
them out, utilizing large databases, internet strategies, purchasing
company directories or lists of candidates, networking, and often cold
calling . Many companies go to great efforts to make it difficult for head-
hunters to locate their employees.

Third party recruitment firms are usually distinguished by the method in

which they bill a company. Outside recruitment agencies charge a
placement fee when the candidate they recruited has accepted a job with
the company that has agreed to pay the fee. Fees of these agencies
generally range from a straight contingency fee to a fully retained service
which is similar to placing an attorney on retainer. All recruitment
agencies are defined by the placement of a candidate to a particular job
within a company.

Internal recruiters

An internal recruiter is member of a company or organization and

typically works in human resources (HR), which in the past was known as
the Personnel Office, or just Personnel. Internal recruiters may be multi-
functional, serving in an HR generalist role (hiring, firing, exit
interviews, employee disputes, contracts, benefits, recruiting, etc.) or in a
specific role focusing all their time on the activity of recruiting. They can
be permanent employees or hired as contractors for this purpose. Contract
recruiters tend to move around between multiple companies working at
each one for a short stint as needed for specific hiring purposes

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Third party recruiters or headhunters

A third party recruiter can work on his/her own or through an agency and
acts as an independent contact between their client companies and the
candidates they recruit for a position. They can specialise in client
relationships only (sales or business development), in finding candidates
(recruiting or sourcing), or in both areas. Most recruiters tend to
specialize in permanent or full-time, direct hire positions or contract
positions, but occasionally in both. They will often utilize Internet
recruiting to help in their recruiting efforts.

Those recruiters who specialise in contract placements (where the

candidate is typically paid hourly for temporary work) may divide their
labours into two functional groups, with one group working to sell to
clients and open job orders, and the other group focusing on recruiting
candidates. Both staffing and consulting firms employ recruiters
specialising in contractor placement. Most recruiters today working in this
area are compensated with a base salary, but receive a commission or
bonus that is somehow tied to the number of placements they make.

Third party recruiters who specialise in placing job seekers in full-time

positions with their client companies are more often referred to as
headhunters. It should be noted, however, that many recruiters resent
being called headhunters, and vice-versa. Typically Headhunting is
associated with a higher degree of industry knowledge and a more
specialised, less 'blanket' approach. Whereas a recruiter may place an
advert or place calls with no prior knowledge of the individual they are
contacting, a headhunter will attempt to know about the subject's previous
employment history, education, etc. He will make contact on the premise

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that 'on paper' the candidate is suitable for the role, whatever their current
situation. Poaching employees away from their current employment in this
manner gives headhunters their name.

Additionally, Headhunters vary from Executive Search

Agents/Professionals who typically have a wide range of personal contacts
within the area in question, a detailed specific knowledge of said area,
and typically operate at the most senior level. Executive Search
professionals are also involved throughout more of the hiring process,
conducting detailed reports and interviews as well as only presenting
candidates to clients where they feel the candidate in question will fit into
the employment culture of the client. Executive Search Agencies typically
have long-lasting relationships with clients spanning many years, and in
such cases the suitability of candidates is paramount. It is also important
that such agencies operate with a high level of professionalism, and thus
usually cold calling or other techniques often associated with recruitment
are shunned.

Executive Search agencies often also provide clients with (legal) inside
rumours gleaned from contacts within their clients' competitors.

Compensation methods for recruiters specialising in direct hire

placements fall into 2 broad categories: contingent and retained, both of
which are explained below. Retained recruiters present opportunities and
oversee the interview and placement process for their clients.

Third party recruiters make their income through sales commissions

generated from the fees that they collect from their clients. Some
recruiters also receive a base salary or a draw against future commissions.

Due to the differing nature of Executive Search, in the interests of

maintaining long lasting relationships with Client companies,
compensation may have further layers. An example of this is the promise

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to perform an additional search with no charge if the originally placed
candidate resigns or is fired within the first 12 months of employment.

Relative Advantages

Clients (Companies seeking to hire) often tend to work with contingent

search firms when filling non-business-critical low and mid-level
positions. As contingent search firms generally rely heavily on their
databases, and seldom work on an exclusive basis, it is not rare for a
client to work with a large number of contingent recruiters on the same
search at the same time, in order to maximize the volume of candidate
(job seeker) resumes they receive. Beyond the increased volume of
candidates that such an approach allows, contingent firms do not get paid
until the placement is made (a candidate is successfully hired), and thus
the search risk is shifted almost entirely to the search firms. Moreover,
contingent search firms often work with clients on a lower percentage fee
basis, relative to retained and delimited search firms.

For senior level roles, clients often prefer to work with retained and
delimited search firms. Both of these search styles focus on providing a
tailored service to clients, relying more on relationships and recruiting
ability rather than database information and resume volume. By working
exclusively with one firm on such searches, the client generally develops
a much deeper relationship with the recruiter, and receives a much higher
level of service. With both retained and delimited searches, clients rely on
search professionals to provide not just resumes, but also insightful,
consultative information about the market in general.

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Clients tend to work with retained firms on open-ended searches where it
is very difficult to establish a reasonable time frame for completing the
search. With up to two-thirds of the total fee being collected before
completion of the search, retained search firms are often seen as being the
best positioned resources-wise to continue working on a potentially
drawn-out search where it is difficult to find and/or recruit the best
candidate for the role. In other words, retained search is generally
preferred when the position is business critical, but the candidate pool is
not easily definable. Although delimited search is gaining popularity,
retained search is still the dominant model for executive level search.

Delimited search is often preferred by clients who are seeking a retainer-

style service level, while not willing to accept the level of risk that
retained search entails. While delimited search does entail up-front fees,
they tend to be much smaller than total pre-placement fees that retained
search entails. Moreover, delimited search professionals shoulder the risk
of their own failure to execute the search within a specified time-frame,
offering to refund the up-front fees in such an event. While delimited
search is not as desirable for searches that are open-ended in nature, the
“ticking clock” is often seen by clients as an incentive that motivates
delimited search recruiters to stay more active and involved throughout
the hiring process.

Specialization

Headhunters tend to either be generalists or specialists in a particular

niche, with some recruiting firms also specializing in a geographical
region as small as a city, and others recruiting worldwide. Niche
headhunters may specialize in a specific industry or type of employee,
such as medical specialists, information-technology professionals, senior-
level executives, or sales professionals .

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Ethics

The retained search industry has a widely accepted body of ethical

principles that most professionals know and most firms uphold.

A primary tenet is that, being paid on retainer as a consultant regardless

of whether hiring occurs, the recruiter has a duty not to weaken the client
organization he or she has been paid to strengthen. Therefore, a retained
search firm considers its client's employees off-limits and does not solicit
them for other clients. Details vary and arrangements are often specified
in writing rather than merely assumed as standard industry practice.
Traditionally, client employees are considered off-limits for one or two
years after a retained search is completed.

Candidates, too, deserve ethical treatment. They should not be misled

through advertising or otherwise, and their resumes should not be
distributed without their permission.

Recruitment in Banglore

Overview

The recruitment service industry in India is a flourishing commercial

environment built on the strong and constant economic growth .
Consultancies offer personnel consulting, specialist corporate recruiting,
CV databasing, job-finding and headhunting, and temporary worker
management services. These agencies usually work with larger business

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clients who are seeking qualified employees. Oftentimes large, growing
businesses in Banglore prefer to outsource their recruitment and job
advertising needs to an outside firm, and recruitment agencies offer these
key services to these clients, usually in exchange for a percentage-based
compensation matched from the new employee’s earned salary. In this
way, the client pays the recruitment agency for services rendered – the
candidate (new employee) usually does not pay anything for being
recruited.

Client / Candidate Focus

The past several years have shown somewhat of a turnaround for

recruitment market dynamics. While it used to be more difficult to obtain
business clients and large numbers of available job openings, the growing
prevalence of recruitment agencies has led more and more companies to
outsource their employment efforts as recruitment has become a very
viable and cost-effective business partnership for many firms. Today,
recruitment agencies are shifting focus to greater efforts on reaching out
to job-seekers, as many agencies are finding no lack of client job
opportunities. The task at hand, then, is to attract as many quality job
candidates as possible, so as to place them in the multitudes of
opportunities being offered by client businesses. Candidates are typically
placed on multi-faceted set of criteria: personal preference and interests,
industry or position experience, education, references, and
psychographics.

Candidate

A person who is looking for employment through a recruiting agency. A

consultant will work with a candidate to help place him or her in a
appropriate job position with one of the agencies clients.

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Consultant

An employee of a recruitment agency specializing in a specific field

(legal, finance, insurance, office/administration, temporary, IT, etc.). A
consultant obtains business clients and job opportunities, working to place
appropriate candidates in these positions offered.

Client

A business that is looking to hire one or more new employees (candidates)

through a recruitment agency. Clients utilize recruitment services on a
for-hire basis, usually compensating a recruitment agency on an agreed-
upon matched percentage of the newly placed employee’s earned salary.

Competition

The recruitment industry is a highly competitive one. Banglore has

virtually zero cyclical unemployment, yet companies are consistently
looking to increase their staff and hire more employees. While industry
experience, business connections and relationships, and best practices
play key roles in a successful recruitment agency, the recruitment industry
offers essentially no barriers to entry. The market is also thought to be
generally capped: the job market is extremely lucrative in most major
arena, and in most cases candidates looking for employment will find a
job through an online portal or end up at one recruitment agency or
another, all in a fairly short amount of time.

Specific Agencies

Recruitment agencies vary in range, specificity, size, and market reach.

Oftentimes larger recruitment agencies will tend to offer more automated

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job-finding services to candidates, whereas smaller recruitment firms will
usually provide more personal, one-on-one consulting services to place
candidates in the best possible job for them. In addition, agencies tend to
focus on a specific industry or set of specific industries, maintaining due
diligence in their qualified areas. A few prime recruitment agency
examples are noted below:

Recruiting Industry Ethics

No Submission of a Resume without the Candidate’s

Permission

It is unethical for a recruiter -- contingency or retainer -- to submit a

candidate’s resume to a prospective employer without first contacting the
executive candidate and obtaining permission to do so.

Everyone has heard of instances in which an individual’s current

employment was jeopardized by a headhunter’s careless handling of
resumes. Not having contacted an individual for permission, the recruiter
floats the person’s resume to a list of potential employers. The person’s
current employer may be on that list. Or perhaps a differently named
subsidiary of the employer, or a parent company, or an affiliate, or a
business partner, or an equity investor, or an important customer, or a
company with whom the candidate is already seeking or negotiating
employment.

Even when a recruiter means well and tries to be careful, it is impossible

to anticipate all of the parties an executive would not want to receive his
or her resume. Therefore, failing to get approval prior to submission is a
gross breach of ethics.

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Candidate Representation

Many Contingency recruiters request and receive a candidate’s permission

to conduct an aggressive marketing campaign to as many potential
employers as possible. Usually such permission is given only when the
job-seeker is unemployed and eager for maximum exposure. Even then,
the recruiter owes the candidate a frank upfront description of what
actions will be taken. If bulk e-mailing will occur, it should be described.
If the resume will be submitted to a network of several -- or even
hundreds -- of other headhunting firms, that fact should be made known
also. The executive should understand that he or she is giving up control
of the distribution of the resume and that future distribution may be made
by others than the recruiter who originally asks permission.

Opportunity Misrepresentation

Candidates must not be led to believe through advertising or conversation

that the recruiter is filling an opening when no such opening exists, nor
that the recruiter has a client relationship to fill a particular opening
when, in fact, he or she does not.

No Misleading Advertising

Clearly, it is unethical to advertise opportunities that do not exist. Doing

so is especially egregious because truthful advertising can attract the
desired candidates. An ethical ad will describe in detail the types of
openings the search firm often fills. Candidates will respond in order to be

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registered and immediately available when appropriate new opportunities
open up

Human resource consulting

Services Provided

Human Resource Consulting firms provide advice to their clients

regarding the financial and retirement security, health, productivity, and
employment relationships of their global workforce. Areas in which a
human resource consulting firm may advise on include

Communication
Employee opinion survey research
Executive compensation
Executive onboarding
Global mobility
Government human services
HR Outsourcing
HR service excellence
HR technology
Health care & group benefits
Human capital strategy
Investment
Multinational & global issues
Performance measurement
Surveys & benchmarking
Talent management
Workforce compensation

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Recruitment Process Outsourcing

Recruitment Process Outsourcing (RPO) is a form of business process

outsourcing (BPO) where an employer outsources or transfers all or part
of its recruitment activities to an external service provider.

RPO may involve the outsourcing of all or just part of recruitment

functions and process. The external service provider may serve as a
virtual recruiting department by providing a complete package of skills,
tools, technologies and activities. The RPO service provider is "the"
source for in-scope recruitment activity.

On the other hand, occasional recruitment support, for example temporary,

contingency and executive search services is more analagous to out-
tasking, co-sourcing or just sourcing. In this example the service provider
is "a" source for certain types of recruitment activity. differentiating
between RPO and other types of staffing

The biggest distinction between RPO and other types of staffing is

Process. In RPO the service provider assumes ownership of the process,
while in other types of staffing the service provider is part of a process
controlled by the organization buying their services.

History

While temporary, contingency and executive search firms have provided

staffing services for many decades, the concept of an employer

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outsourcing the management and ownership of part or all of their
recruiting process wasn't first realized the late 1990s. It is claimed that
the impetus for RPO was a shortage of skilled labor created by the dot-
com boom and RPO was created to fill the gap. Cutting costs is often cited
as the main reason for other forms of business process outsourcing and
this may also be the case for RPO. [ C i t a t i o n needed]
However, in most instance
when organizations consider RPO it is not necessarily to cut costs, but
rather to make their recruitment costs more variable and more closely
aligned to organizational business cycle dynamics.

The use of RPO is also said be influenced by labor force trends. Workers
change employers more often than previous generations which were often
employed by the same organization for their entire working life. De-
regulated labor markets have also created a shift towards contract and
part-time labor and shorter work tenures. These trends increase
recruitment activity and may encourage the use of RPO

Benefits

RPO's promoters claim that the solution offers improvement in quality,

cost, service and speed.

RPO providers claim that economies of scale enable them to offer

recruitment processes at lower cost while economies of scope allow them
to operate as high-quality,

specialists.. Economies of scale and scope are said to arise from a larger
staff of recruiters, databases of candidate resumes, and investment in
recruitment tools and networks.

RPO solutions are also claimed to change fixed investment costs into
variable costs that vary with fluctuation in recruitment activity.
Companies may pay by transaction rather than by staff member, thus

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avoiding under-utilization or sacking recruitment staff when activity is
low.

PROFILE OF THE COMPANY

Human resource is the capital of the company. You may have adequate
financial capital, excellent strategies. But a company doesn’t have
competent skilled Human Resource than

All plans will lie on papers. To execute plans into action and to implement
them successfully human resource comes on stages to play its vital role.
Employees are the assets of the company not liability you will have
depreciation leads to reduction in original value of assets. But to keep
them competent, we have human resources development tools.

Companies must maintain a workforce capable of driving sales faster than

the competition, managing multiple distribution channels, providing
exceptional customer service, and ensuring high levels of operational
efficiency while managing risk and complying with industry regulations.

Companies attempt to differentiate themselves on the basis of

product and market segmentation and gain competitive advantage by
leveraging multiple distribution channels. It is essential that companies
build and maintain world-class practices in human resources (HR)
planning, recruitment, performance management, training and
development, rewards and recognition, employee relations, and retention.

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Most importantly, HR must also focus on organization renewal, human
resource utilization and effective deployment of
staff. .

About HRPLUS

HRPLUS is an established and highly respected recruitment consultancy

based in the heart of Bangalore. The company has earned a good status for
being one of the experts in recruitment field, and for providing a quality
of services.

They can boast a high success rate at placing people and meeting
requirements quickly, something that comes from listening and investing
time all the way through the process .

WHAT IS HRPLUS ALL ABOUT

HR PLUS is a Bangalore based organization involved in Executive Search

& Corporate Training. They make every effort to deliver significant
advantages and value to their clients and partners through innovative
services and flexible solutions.

HRPLUS is a professional HR, recruitment, selection, outsourcing and

manpower sourcing company and provides the all type of category like
manager, engineers, accountants, supervisors, skilled, semiskilled &
unskilled workforces from India to different industries for their projects.

HRPLUS has a flexible approach and can work to specific requirements of

particular projects / clients can also from and provide a complete team of
workers and specialists, who can carry out common or specific tasks
independently.

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They are passionate of doing their business and approaching individual
assignment with the dedication and they take pride of achieving it.
Professionally every piece of communication whether written, spoken or
face-to-face – will be well considered, presenting a fused offering from an
established, respected brand.

They can boast a high success rate at placing people and meeting
requirements quickly, something that comes from listening and investing
time all the way through the process. Hrplus recruiters approach and the
Knowledge in their individuals’ fields help them to meet any kind of
requirement in the industries. They take care of their candidates the same
way they care for the Clients with admiration in their requirement and
interest. By sharing ideas and giving feedbacks among themselves, they
become stronger and meet any kind of results.

The recruitment process in HRPLUS is always been through job portals

and job portals is their primary source of executive search and Head
hunting have always been optional

Vision

To create and source need based quality oriented & skilled professionals
to the organizations through transparency and to capitalize on future
opportunities and achieve more - for Candidates, Clients and ourselves.

CARPORATE STRUCTURE

Organization is a function of management like other function, planning,

directing and controlling the organization, when used as a management
process it is appropriately called as organizing.

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 Organization process is an important element of every industrial concern,
the organizing is function of identifying, classifying, grouping and
assigning various activities necessary to achieve in a company.

HRPLUS is owned and managed by a group of experienced human

resource professionals, who have good experience in the field of human
resource recruitment. The company has recruited many personnel in
variousfields.

HRPLUS office is situated in busy commercial center at Bangalore, with

having office in other major city like Mumbai.

MANAGEING DIRECTOR

BUSINESS HEADS

BANGLORE BRANCH MUMBAI BRANCH

OPERATING RECRUITER BUSINESS

OPERATING RECRUITER BUSINESS EXECUTIVES TEAM LEAD DEVELOPER
EXECUTIVES TEAM LEAD DEVELOPER

ADMIN RECRUITER
ADMIN RECRUITER

SYSTEM ADMINESTRATOR
SYSTEM ADMINESTRATOR

26
BUSINESS GENERATION

HRPLUS sees the profile of the company and look for the activities of the
company their requirements, their growth, and try to know the company is
in to which business after knowing all the activities of the company they
approach the HR manager of that company and tell them about their
outsourcing activities and also tell them how they fulfill the requirement
for the company and they also give their company profile to those
organization if every thing is done they get the business, and they have to
fulfill the requirements of the organization as per their requirement

In case of IT companies the companies ask for giving the presentation to

the HRPLUS and after seeing the presentation they give them the
business.

Work procedure of HRPLUS

HRPLUS has been given the requirement from the clients with the specific
details required …ie., the number of candidates required the, skills they
should have, their qualification, their job profile and the designation for
which the candidate is required.

After receiving all these details the role of HRPLUS is to find a suitable
candidate so that he meets the requirement of the company. In order to
search the candidates the company has many ways through which they can
get the required employee for their clients.

HRPLUS uses 4 ways for getting the candidates to their clients

 Job portals

27
 HRPLUS mainly uses four job portals for searching the
candidates

a) www.jobsahead.com

b) www.monsterindia.com

c) www.naukri.com

d) www.timesjobs.com

Through these job portals they get many candidates from where they can
select the suitable candidate meeting the requirement of the company.

 References

HRPLUS also gets the candidates from the reference of their

clients, their employees, and through reference of their friends.

 Database

The consultancy firm collects the bio-data of the candidates from

different sources like employment exchange, educational institutes etc.,
and feed them in their computers, as it will become another source and the
consultancy firm can get the required candidate as and when it is required
for their clients.

 Head Hunting
The clients request the consultancy firms to search for the best
candidates particularly for the senior executive position .the role of the

28
consultancy firm is to search a best candidate who can meet the
requirement of the company, and advise the candidate regarding the filling
up of the position .After searching the candidate with the required skill
and qualification ,the next role of HRPLUS is to send all the selected
profiles of the candidate to their clients ,and have to wait for the feedback
of their clients ,and after receiving the short listings of the candidates
from the clients the HRPLUS schedules for the telecom interview of the
candidate with their clients, and after the telecom interview the HRPLUS
receives the feedback saying whether the candidate is done with the 1 s t
teck round or 2 n d teck and finally they have HR round where the discuss
with the candidate their salary package, job profile, location and if the
candidate accepts all the three then he will be given the offer letter , after
receiving the offer letter the candidate has to give the notice period and
has to serve his current company and after clearing all the formalities he
can join his new job.

After the candidate joins the company the HRPLUS receives their payment
within 15 days or 30 days of the candidate joining the organization If the
candidate placed by HRPLUS leaves the company voluntarily before
completing three months of service in the company, then HRPLUS is
liable to replace a new candidate in his/ her place.

HRPLUS has a hit ratio where for 15 general candidates they send 25-30
good candidates out of these 30 candidates about 20 candidates will be
short listed and 15 will be given call letter and for senior position if the
requirement is 5 then HRPLUS sends around 10-15 candidates out of
which the clients can select the suitable candidates who is meeting the
requirement of the company.

29
 HR Services

Recruitment

 They conduct preliminary interviews for all the candidates before

sending their resumes to the client. For any additional tests etc
they charge extra.
 Resumes of the rejected candidates are the property of HRPLUS
organization and cannot be used by their client either directly or
anybody known to the client.

 If the candidate placed by HRPLUS leaves the company voluntarily

before completing three months of service in the company, then
HRPLUS is liable to replace in his/ her place. All disputes shall be
subject to the exclusive jurisdiction of the courts of Bangalore.

 HRPLUS gets the Payment within 1 month of the candidate joining

the organization.

 HRPLUS takes the selected candidates appointment letter as a

reference after he/she joins the organization

30
Clients

IT Clients

31
 NONIT Clients

VMOKSHA (CMM level 5 company)

Vmoksha expands to 'virtual moksha'. Moksha is a Sanskrit term meaning

enlightenment. In the opinion of contemporary thinkers , moksha is 'the
most efficient state of mind'.

Their services offerings include product engineering, migration, package

implementation and remote support. This includes both application and
infrastructure related offerings. They possess expertise in ERPs such as
PeopleSoft and SAP and have set up an Oracle Applications practice.
Vmoksha has skills in open source technologies, J2EE as well as
Microsoft.Net

WISOR TELECOM

Wisor Telecom, founded in 1997, provides operational support system

(OSS) software solutions and professional services. Wisor’s robust
solution suite focuses on service order transactions, independent
interconnection validation, and order management and provisioning.

32
Atena India Private Limited

Atena India Private Limited is a subsidiary of Atena Engineering GmbH,

an MTU Aero Engines affiliate, which provides high-quality engineering
and technology services in automotive, aerospace as well as turbo
systems. MTU is a recognized provider of high-tech aircraft engine
products and services. Atena's services cover product design, i.e.
engineering and analysis, production development and electronics
hardware and software development, with a focus on safety critical
electronics and project management. They also provide support in the
creation of documentation and the certification of aero systems, enabling
to meet highly differentiated multinational safety requirements.

YinduSoft (Taiwan Client)

YinduSoft is a focused software and services company for the Asia pacific
region with the following business areas:
• Provide embedded software services
• Provide IT solutions in the manufacturing area
• Distribute and customize higher end IT software products in the above
two areas

Sonata soft wears (CMM level 5 company)

Sonata Software Ltd. (Sonata) is a premier IT consulting and software

services company headquartered in Bangalore, India, and offices in US,
UK, Germany and Singapore. They approach information technology as a
strategic enabler of critical business processes.

33
FLEXTRONICS (CMM level 5 company)

Flextronics has an industry-leading global design team providing design

services, products and solutions to satisfy a wide array of customer
requirements, including integrated circuit design, components and
software development, and test and engineering services.

SONIM (CMM level 5 company)

Sonim Technologies offers a complete end-to-end mobile VoIP platform

that delivers high-performance push-to-talk and “push-to-X” applications
on today’s GPRS, UMTS, EVDO, WiFi and WiMAX data networks. Sonim
is also a founding author of the new OMA PoC 1.0 standard for PTT
interoperability and deploys a turn-key carrier-grade solution that is
specifically optimized for immediate adoption by large enterprise
customers desiring a affordable alternative to aging and expensive private
mobile radio (PMR) products. All Sonim products are 100% interoperable
with standard IMS platforms and are available to network operator
customers for in-network deployment or as Sonim-managed hosted
services.

USI (CMM level 5 company)

Founded in 1998, US internetworking, Inc. (USi), an AT&T company, is

the most experienced Application Service Provider (ASP). They use a
highly automated, efficient, systematic approach to deliver managed
hosting , application management , remote management , professional
services , SaaS enablement , and eBusiness development and hosting to
more than 150 enterprise-level organizations in over 30 countries .

34
PROFESSIONAL ACCESS (CMM level 4 company)

Professional access is a global system integrator with rich

experience and focus on offering robust and scalable enterprise solutions
to their clients in the financial service, retail, healthcare and software
products

Professional access was founded in 1993 and has distinguished itself as a

provider of exceptional technology solution to help business adapt to the
constantly changing market place

FCG (First Consulting Group) (CMM level 5 company)

Founded in 1980 a US based company in health care domain they a

branch office at US and the other at Bangalore .FCG is a leading provider
of consulting, technology, blended-share sourcing, and applied research
service for health care and other organization through North America,
Europe and Asia

ACNOVATE

Acnovate is a Technology services company managed by a team of

highly qualified professionals committed to deliver innovative high
quality Software engineering and IT solutions. Their high quality, cost
effective approach to deliver IT solutions has made them a preferred
partner with companies around the globe.

35
Website of HRPLUS clients

www.vmoksha.com VMOKSHA

www.wisor.com WISOR TELECOM

www.atena.de ATENA INDIA

WWW.YINDUSOFT.COM YINDU SOFTWARE

http://www.sonata-software.com SONATA SOFTWARES

www.flextronics.com. FLEXTRONICS

www.sonimtech.com SONIM TECHNOLOGIES

www.usi.net USI

www.professionalaccess.com PROFESSIONAL ACCESS

www.fcg.co.in FCG

http://acnovate.com/ ACNOVATE

36
Training Areas

1. Time Management.
2. Managerial Leadership.
3. Mannerism & Etiquettes.
4. Psychometric tests.

Time Management

Time Management teaches a number of techniques that aim to increase the

effectiveness of a person in getting the things done that need to be done.
Time management is to some extent of a misnomer as time passes without
regard to what we do; the only thing we can manage is ourselves. Time
neither be compressed nor stretched, hence time management is about
self-management.

Managerial Leadership

It's adventure and often fun, but it always means responsibility. Leaders
believe in “Employees are Never Use Less, They are Used Less.

Mannerism & Etiquettes.

Business ethics is the branch of ethics that examines ethical rules and
principles within a commercial context; the various moral or ethical
problems that can arise in a business setting; and any special duties or
obligations that apply to persons who are engaged in commerce. Those
who are interested in business ethics examine various kinds of business
activities and ask, "Is they conduct ethically right or wrong?”

37
Psychometric tests

Psychometric tests cover areas ranging from intelligence, aptitude, values,

emotions, motivation, personality, etc these are highly standardized,
scientific tools that measure various aspects of human performance or
behavior.
Psychometric testing helps in all the areas of HR. Starting from
recruitment till demotion and termination. They don’t suggest to select or
reject a person based on psychometric results, but be aware of your
resource in terms of levels of their abilities, aptitudes, skills, and
competencies… Which will help in training, assigning a right job and
appraising the organizational people.

Some areas it covers is Ability, Aptitude, Ability tests measure a persons

potential, for instance to learn the skills needed for a new job or to cope
with the demands of a training course. Ability tests are not the same thing
as Tests of Attainment. There is no widely accepted definition of the
difference between ability and aptitude. Most people would agree that to
some extent the two terms refer to the same thing: aptitude referring to
specific ability, and ability referring to general aptitude. Aptitude tests
tend to be job related.

38
 INTRODUCTION TO THE PROJECT

TITLE:

“Vendor Assessment Criteria in the Recruitment Industry in

Bangalore City”

HRPLUS is an established and highly respected recruitment consultancy

based in the heart of Bangalore. The company has earned a good status for
being one of the experts in recruitment field, and for providing a quality
of services.

They can boast a high success rate at placing people and meeting
requirements quickly, something that comes from listening and investing
time all the way through the process .

Name of the company : HR PLUS

PROBLEM DEFINATION:

Title of project:

“Vendor Assessment Criteria in Recruitment Industry in Bangalore

City”

39
OBJECTIVES OF STUDY:

i) To know how the companies approach consultancy firm

ii) To know the factors they look in for while choosing consultancy
firm

iii) To know the benefits gained by the company from outsourcing

their recruitment activity

iv) To know what measures the consultancy firm has to take before
sending the candidate

v) To know the various sources companies have for fulfilling HR

requirement.

BENEFITS

Benefit to the company:

With this study, the organization (HR PLUS) will be benefited in terms of
learning-

1) HR PLUS can know about the requirement of the companies

2) Learn more about how to improve their activity.

3) Study the changes in the market conditions.

40
Benefit to academics:

1. It will help me in understanding-

2. The market for the consultancy firm in Bangalore city.

3. Companies Decision Making Process for consultancy firm.

4. Companies’ choices of service offered to consultancy firm.

5. To understand how companies make decision while choosing

consultancy firm.

The experience gained during this study will provide as a tool, which
can be applied in any future undertakings of similar nature.

SCOPE OF STUDY:

Only Bangalore city of Karnataka is covered for this project.

A time frame of only 8 weeks

A survey was conducted only to 40 Respondents.

METHODOLOGY :

Sample of 40 respondents are considered for the research. A well-

designed questionnaire is administered to the respondents along with
personal interviews for collecting information in line with the objectives.

TYPE OF RESEARCH:

Descriptive Research.

41
TYPE OF DATA:

Both primary data and secondary data was collected

DATA COLLECTION METHOD:

Primary data:

Primary data are the data that are collected to help solve a problem or
taken advantage of an opportunity on which decision must be taken. The
main method of collecting primary data is survey method, there are
different types of survey techniques for example personal interview, mail
survey, Internet survey and telephone survey.

For this project a personal interview method with the help of a

questionnaire has been used for collecting primary data so as to

 To know how the companies approach consultancy firm

 To know the factors they look in for while choosing consultancy
firm

 To give the possible suggestions and recommendations.

The information is also collected over telephone and through mails from
the HR executive of the company

Secondary data:

Secondary data are data that were developed for some purpose other then
helping to solve the problem at hand. After identifying and defining the
research problem and determining specific information required solving
the problem, the researcher’s task is to look for the type and sources of
data, which may yield the desired results.Secondary data in this research

42
references made by the researcher with the other published sources. The
present research will not be complete without the complete reference to
the relevant secondary data.

The sources of secondary data including the following

 Internet

www.google.com

www.hrplus.co.in

www.wikipedia,com

 Various reference text books

Marketing- Lamb, Hair, Mc Daniel

Principles of marketing- Kotler

 Information from company personnel’

Supreeth (Business Developer)

Neetha shet (Team Lead)

 Company Documents

Company Profile and

Company Prospectus

43
SAMPLING UNIT

HR Executives of IT and NON-IT Company

SAMPLE SIZE:

In the present study, 40 samples are taken for understanding the “Vendor
Assessment Criteria in the Recruitment Industry”.

SAMPLING METHOD:

The method used for survey was Non-Probability, Convenience Sampling

method.

Rationale:

The purpose of the study is to find out “Why do the Companies approach
the job consultants and what measures the consultancy firm has to take
before sending the resume to the company”. Hence the study has been
entitled as “Vendor Assessment Criteria in the Recruitment Industry
in Bangalore City ”

In conducting the study prominent numbers of HR Executives have been

interviewed through a structured questionnaire. By the way of personnel
interview, Telephone and also through E-Mail. The study was conducted
over a period of two months and the information gathered as per the
requirement of the company. The information was tabulated and then the
validity of data was checked and analyzed

44
Q4 Type of Industry

a) MNC () b) Partnership ()

c) Limited company () d) Pvt ltd ()

Type of Industry

Cumulative
Frequency Percent Valid Percent Percent
Valid MNC 14 35.0 35.0 35.0
Partnership 3 7.5 7.5 42.5
Limited Company 2 5.0 5.0 47.5
PVT Ltd 21 52.5 52.5 100.0
Total 40 100.0 100.0

45
 Type of Industry
60

50 53

40

35
30

20

10
Percent

8
5
0
MNC Partnership Limited Company PVT Ltd

Type of Industry

Inference

From the above result we find that the survey made on 40 samples include
14 MNC companies, 3 Partnership Firms, 2 Limited companies, and 21
Private limited companies these companies prefer to go for consultants in
order to fulfill their HR requirements

46
 Q5) How long has your organization been outsourcing the recruitment
activity

a) Less than 1 year () b) 1 - 5 year ()

c) 5 –10 years () d) 10 – 15 years ()

How long is your organization outsourcing

Cumulative
Frequency Percent Valid Percent Percent
Valid Less than 1 Year 2 5.0 5.0 5.0
1-5 Years 8 20.0 20.0 25.0
5-10 Years 15 37.5 37.5 62.5
10-15 Years 15 37.5 37.5 100.0
Total 40 100.0 100.0

47
 How long is your organization outsourcing
10-15 Years

37.5% Less than 1 Year

5.0%

1-5 Years
20.0%

5-10 Years

37.5%

Inference:

From the above result we find that most of the companies are outsourcing
their requirement to consultants from 5-10 years and 10-15 years this
shows that most of them are satisfied with the consultants and would like
to go for the third party recruitment in order to have a better manpower
for their company.

48
Q6) How do you approach the consultancy firm

a) Website () b) Advertisement ()

c) References () d) Walk – in ()

How do you approach the consultancy firm

Cumulative
Frequency Percent Valid Percent Percent
Valid Website 10 25.0 25.0 25.0
Adverrtisement 3 7.5 7.5 32.5
Refrence 26 65.0 65.0 97.5
Walk-in 1 2.5 2.5 100.0
Total 40 100.0 100.0

49
 How do you approach the consultancy firm
70

65
60

50

40

30

25
20
Percent

10
8
0
Website Adverrtisement Refrence Walk-in

How do you approach the consultancy firm

Inference:

From the above result we find that most of the respondents 65 %

prefer the reference in order to select a consultancy or to approach them
and some 8% approach the consultancy firm by seeing the add of the
consultancy and about 25% prefer to approach through website by seeing
the profile of the consultancy firm their activities and their clients.

50
Q7) What are the various aspects you look while choosing a consultancy
firm

a) Time management () b) Good closure ()

c) Brand name () d) Data Base ()

e) Cost () f) Quality profile ()

Aspects Companies look

Cumulative
Frequency Percent Valid Percent Percent
Valid Time Management 14 35.0 35.0 35.0
Good Closure 2 5.0 5.0 40.0
Brand Name 3 7.5 7.5 47.5
Data Basse 3 7.5 7.5 55.0
Quality Profile 18 45.0 45.0 100.0
Total 40 100.0 100.0

51
 Aspects Companies look

Time Management
35.0%
Quality Profile

45.0%

Good Closure
5.0%
Data Basse
Brand Name
7.5%
7.5%

Inference:

From the above result we find that 45% of the respondents look for
quality profile from the consultants and 35 % of the respondents say that
they look for time management i.e. their requirement should be fulfilled
within the said time and very few go for the data base of the consultants ,
Brand Name of the consultancy firm and Good Closure.

52
Q8) What benefits you have gained from outsourcing the recruitment
activity

a) Time management () b) Less investment ()

c) Better employees () d) Reduces work ()

Benefits companies gained from outsourcing

Cumulative
Frequency Percent Valid Percent Percent
Valid Time Management 14 35.0 35.0 35.0
Less Investment 6 15.0 15.0 50.0
Better Employees 13 32.5 32.5 82.5
Reduces Work 7 17.5 17.5 100.0
Total 40 100.0 100.0

53
 Benefits companies gained from outsourcing
40

35
33
30

20

18
15
10
Percent

0
Time Management Better Employees
Less Investment Reduces Work

Benefits companies gained from outsourcing

Inference:

From the above result we find that 35 % of the respondents say that
they have a benefit of time management by going through consultancy
firm and 33% of the respondents say that they get better employees from
the consultancy firm and 18% of the respondents say that their work get
reduced if they outsource their recruitment work to the consultants and
15% say that there is less investment if they approach the consultancy
firm for recruitment of the candidates.

54
Q9) What measures the consultancy firm has to take before sending the
candidate

a) Screening of candidates () b) Referral Check ()

c) Interest level of the candidate () d) Reason for shift in job ()

Measures consultancy firm has to take

Cumulative
Frequency Percent Valid Percent Percent
Valid Screening of the
21 52.5 52.5 52.5
candidates
Referral Check 4 10.0 10.0 62.5
Interest Level 7 17.5 17.5 80.0
Reason for shift in job 8 20.0 20.0 100.0
Total 40 100.0 100.0

55
 Measures consultancy firm has to take

Reason for shift in

20.0%

Screening of the can

Interest Level 52.5%
17.5%

Referral Check

10.0%

Inference:

From the above result we find the measures the consultancy firm
has to take before sending the candidate to the companies 52% of the
respondent say that there should be proper screening of the candidates and
20 % of the respondents say that the consultancy firm should ask the
reason why is the candidate shifting the job (reason for shifting the job)
and 17.5% say that the consultancy firm should ask the candidate his
interest level in the company which he is joining is he really interested to
work in the company, and 10% of the respondents say there should be
proper referral check

56
Q10) In how many days they fulfill your requirement

Within time period () b) They take more time ()

c) Depends on the requirement ()

In how many days they fulfill your requirement

Cumulative
Frequency Percent Valid Percent Percent
Valid Within time period 25 62.5 62.5 62.5
They take more time 1 2.5 2.5 65.0
Depends on the
14 35.0 35.0 100.0
requirement
Total 40 100.0 100.0

57
 In how many days they fulfill your requirement

Depends on the requi

35.0%

Within time period

They take more time 62.5%

2.5%

Inference:

From the above result we find the time required by the consultancy
firm to fulfill their work, 62% of the respondents say that the consultancy
firm fulfill their requirement within the time period and 35% of the
respondents say that the fulfillment depends on the requirement if the
requirement is very tough i.e. if the companies requirement is on a rare
skill then the consultancy firm take more time in fulfilling the
requirement, and very few 2.5% say that the consultancy firm take more
time in fulfilling their requirement.

58
Q11) Which out of these services you give more importance
1- Low Important 3- High Important
SERVICES IMPORTANT
Permanent Employees
Contract Employees
Outsource Employees

2.8

2.6
2.5
2.4

2.2

2.0
2.0

1.8

1.6

1.4 1.5
Mean

1.2
Permenant employees Outsource Employees
Contract Employees

Inference:
From the above result we find the importance given by the companies to the
services provided by the consultancy firm and we find that out of 3 - 2.5 is given to
permanent employees, companies give more importance to the permanent employees or
they prefer to hire permanent employees from the consultancy firm and 2 for the contract
employees or the candidates who prefer to work on contract bases and 1.5 for outsource
employees.

59
Q12) Various sources you have for fulfilling HR requirement

a) Referral Scheme () b) Consultants ()

c) Job Portals () d) Advertisement ()

e) Own Recruitment Team ()

Various sources for HR requirement

Cumulative
Frequency Percent Valid Percent Percent
Valid Referral Scheme 8 20.0 20.0 20.0
Consultants 15 37.5 37.5 57.5
Job Portals 2 5.0 5.0 62.5
Advertisement 4 10.0 10.0 72.5
Own Recruitment Team 11 27.5 27.5 100.0
Total 40 100.0 100.0

60
 Various sources for HR requirement
40

38

30

28

20
20

10
10
Percent

5
0
Referral Scheme Job Portals Own Recruitment Team
Consultants Advertisement

Various sources for HR requirement

Inference:

From the above result we find the different sources the companies
have for fulfilling their HR requirement and we find that 38% of the
respondents prefer to go for Consultancy firm towards sourcing their HR
requirement, and 28% of the respondents prefer their own recruitment
team and 20% of the respondents prefer referral scheme and 10% of the
respondents say that they prefer advertisement and very few 5% say they
go for job portals towards sourcing their requirement

61
Q13) Which out of the above mentioned gives you more satisfaction

a) b) c) d) e)

Which of the sources gives you more satisfaction

Cumulative
Frequency Percent Valid Percent Percent
Valid Refferral Scheme 8 20.0 20.0 20.0
Consultants 15 37.5 37.5 57.5
Job Portals 2 5.0 5.0 62.5
Advertisement 4 10.0 10.0 72.5
Own Recruitment Team 11 27.5 27.5 100.0
Total 40 100.0 100.0

62
 Which of the sources gives you more satisfaction

Refferral Scheme
Own Recruitment Team
20.0%
27.5%

Advertisement

10.0%
Job Portals
Consultants
5.0%
37.5%

Inference:

From the above result we find that 37.5% of the respondents say
that they are satisfied with the consultants towards sourcing their
requirement and 27% of the respondents say that they are satisfied with
their own recruitment team and rest say that they are satisfied with
referral scheme, advertisement and job portals.

63
Q14) Would you like to entertain HR plus consultants towards sourcing
HR requirements

a) Yes () b) No ()

Would you like to entertain HR plus

Cumulative
Frequency Percent Valid Percent Percent
Valid Yes 36 90.0 90.0 90.0
No 4 10.0 10.0 100.0
Total 40 100.0 100.0

64
 Would you like to entertain HR plus
100

90
80

60

40

20
Percent

10
0
Yes No

Would you like to entertain HR plus

Inference:

From the above result we find that most of the respondents 90% are
ready to outsource their requirement to HR plus consultants towards
fulfilling their HR requirement

65
 Cross Tabulation of Question 4 and Question 7
4) Nature of the firm

a) MNC () b) Partnership ()

c) Limited Companies () d) Pvt ltd ()

7) What are the various aspects you look while choosing a consultancy
firm

a) Time management () b) Good closure ()

c) Brand name () d) Data Base ()

e) Cost () f) Quality profile ()

Type of Industry * Aspects Companies look Crosstabulation

Count
Aspects Companies look
Time
Management Good Closure Brand Name Data Basse Quality Profile Total
Type of MNC 2 2 1 3 6 14
Industry Partnership 1 2 3
Limited Company 1 1 2
PVT Ltd 10 2 9 21
Total 14 2 3 3 18 40

66
 12

10

Aspects Companies lo
6
Time Management

4 Good Closure

Brand Name
2
Data Basse
Count

0 Quality Profile
MNC Limited Company
Partnership PVT Ltd

Type of Industry

67
Inference:

From the above result we find that 14 respondents prefer time management
out of which 10 are Pvt ltd company, 2 MNC, 1Partnership Firm and
1Govt limited

In case of Good closure we see that 2 respondents of MNC say there

should be good closure from the consultancy firm

In case of Brand name there are 3 respondents out of which 1 MNC and 2
Pvt ltd Company these companies look for brand name of the consultancy
firm for sourcing their company requirement

In case of Data Base there are 3 respondents and all are MNC these
companies look for Data Base of the consultancy for sourcing their
requirement because if the consultancy firm have good profile and large
no of candidate they fulfill within time period.

In case of Quality profile there are 18 respondents who look for quality
profiles from the consultants out of which 6 are MNC, 2 Partnership,
1Govt Limited and 9 Pvt ltd companies these companies expect Quality
profiles from the Consultancy firms.

68
 Cross Tabulation of Question 4 and Question 8

4) Nature of the firm

a) MNC () b) Partnership ()

c) Limited company () d) Pvt ltd ()

8) What benefits you have gained from outsourcing the recruitment

activity

a) Time management () b) Less investment ()

c) Better employees () d) Reduces work ()

Type of Industry * Benefits companies gained from outsourcing Crosstabulation

Count
Benefits companies gained from outsourcing
Time Less Better Reduces
Management Investment Employees Work Total
Type of MNC 6 2 4 2 14
Industry Partnership 1 1 1 3
Limited Company 2 2
PVT Ltd 5 4 8 4 21
Total 14 6 13 7 40

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 10

Benefits companies g
4
Time Management

Less Investment
2
Better Employees
Count

0 Reduces Work
MNC Limited Company
Partnership PVT Ltd

Type of Industry

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Inference:

From the above result we find that 14 respondents have gained the
benefit of time management out of which 6 are MNC, 1 Partnership firm, 2
Limited companies, and

5 Pvt ltd companies these respondents say that through outsourcing they
can save their time and can get the desired candidate within time period.

In case of less investment there are 6 respondents out of which 2 are MNC
and 4 Pvt ltd companies who say that through outsourcing they can save
their cost of recruiting the candidates

In case of better employees we find 13 respondents out of which 4 are

MNC,

1 Partnership firm, 8 Pvt ltd companies these respondents say that through
outsourcing they get better employees.

In case of reduces work there are 7 respondents which include 2 MNC 1

Partnership and 4 Pvt ltd companies who say that through outsourcing
their work will be reduced.

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Cross Tabulation of Question 4 and Question 9

4) Nature of the firm

a) MNC () b) Partnership ()

c) Limited company () d) Pvt ltd ()

9) What measures the consultancy firm has to take before sending the
candidate

a) Screening of candidates () b) Referral Check ()

c) Interest level of the candidate () d) Reason for shift in job ()

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Type of Industry * Measures consultancy firm has to take Cross tabulation
Count
Measures Total
consultancy
firm has to
take
Screening of Referral Interest Reason for
the Check Level shift in job
candidates
Type of MNC 5 1 4 4 14
Industry
Partnership 2 1 3

Limited 1 1 2
Company
PVT Ltd 14 3 2 2 21
Total 21 4 7 8 40

16

14

12

10 Measures consultancy

8 Screening of the can

didates
6
Referral Check
4
Interest Level

2
Count

Reason for shift in

0 job
MNC Limited Company
Partnership PVT Ltd

Type of Industry

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Inference:

From the above result we find what measures the consultancy firm
has to take in case of screening of the candidates there are 21 respondents
out of which 5 MNC, 2 Partnership, 14 Pvt ltd companies who say that the
consultancy firm has to send the candidates only after proper screening

In case of referral check there are 4 respondents out of which 1 MNC, 3

Pvt ltd companies who say that there should be proper referral check

In case of interest level of the candidates we find 7 respondents out of

which 4 MNC, 1 Ltd Company, 2 Pvt ltd companies who say that the
consultancy firm has to check the interest level of the candidate in the
company

In case of Reason for shift in job we find 8 respondents out of which 4

MNC,

1 Partnership, 1 Ltd company and 2 Pvt ltd company who say that the
consultancy firm has to know the reason why the candidate is shifting his
job.

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Recommendations

 More than 65 % the respondents approach the consultancy

firm through references so the Hrplus has to constantly fulfill
their clients requirement without any problem by satisfying
them on time and by giving them quality profile because they
can develop their business with the reference of any of their
clients.
 As most of the companies consider time management and
quality profile Hrplus should give more importance in
sourcing their activity and fulfill their clients on time, if they
are able to do so, then they can get further business. If not
their clients will shift to other consultants.

 HR plus should also know whether the candidate is switching

the job very soon if such is the case, then such candidates CV
should not be forwarded or such candidate should not be sent
to the company for interview, because if again the candidate
shifts his job, then HR plus is liable to get a new candidate in
that place. So in order to avoid this such CV should be
ignored and HR plus should search for such candidates who
are really interested to work in that company.

 Companies don’t look for cost. They spend cost to get quality
profile or better employees. so this consultancy firm should
give them choice of candidates. So that they can select the
candidate based on their requirement.

 From the observation and interaction with the employees it

was found that performance appraisal was not made to the

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 fullest extent so HR PLUS has to use performance appraisal
by this way they can evaluate the performance of an
individual’s job and this appraisal provides the employees the
scope for correction and future improvement

 The employees of HR PLUS consultancy firm should contact

Some companies which are not in touch with the consultancy
firms, approach them, and can explain them the benefits of
having relationship with consultancy firms to recruit the best
talents with less period of time.

LIMITATIONS

1. The survey was restricted to Bangalore city.

2. The period for the research was not enough to study in depth.

3. Where the sample size was limited, i.e. 40 HR executives of IT and

NON IT companies.

4. Analysis of the data generated from questionnaire is done on the

assumption that the respondents have divulged correct information
that may not be so with all respondents

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Conclusions-

The study helped me gain valuable insights in Consultancy Firm and also
as to the factors that what the companies expect from the Consultancy
Firms. This project titled “Vendor assessment criteria in Recruitment
Industry” has been a knowledge gaining experience for me. By interacting
with the respondents and making visits to the Companies. I have been able
to understand the activities of consultancy firm, their way of working and
their way of approaching the candidates and the importance of job portals,
i.e. How beneficial is the job portal for an individual to get placed in good
companies. The results of the survey proved to be encouraging. The
respondents were very positive in providing the information about how
they approach the consultancy firm and what measures the consultancy
firm has to take before sending the candidates, Though there are many
competitors in the market for this segment, the company HR PLUS is
doing well by satisfying its clients by having good closures with them and
I offer my best wishes for the same and hope that my work will be of some
use for the company.

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 Questionnaire

Dear Sir/Madam

I ABDUL RAZAK the student of 2ND semester MBA from KLE society’s
Institute of Management Studies and Research Hubli doing the project work on
“VENDOR ASSESSMENT CRITERIA IN THE RECRUITMENT INDUSTRY ” in
Banglore city. I request you to kindly spare a few minutes of your precious time and
provide the below details. I assure you that the information will be used for academic
purpose only.

1) Name of the organization_______________________

2) Name of the person ____________________________

3) Designation __________________________________

4) Type of Industry
a) MNC () b) Partnership ()
c) Limited company () d) Pvt ltd ()

5) How long has your organization been outsourcing the recruitment activity
a) Less than 1 year () b) 1 - 5 year ()
c) 5 –10 years () d) 10 – 15 years ()

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6) How do you approach the consultancy firm
a) Website () b) Advertisement ()
c) References () d) Walk – in ()

7) What are the various aspects you look while choosing a consultancy firm
a) Time management () b) Good closure ()
c) Brand name () d) Data Base ()
e) Cost () f) Quality profile ()

8) What benefits you have gained from outsourcing the recruitment activity
a) Time management () b) Less investment ()
c) Better employees () d) Reduces work ()

9) What measures the consultancy firm has to take before sending the candidate
a) Screening of candidates () b) Referral Check ()
c) Interest level of the candidate () d) Reason for shift in job ()

10) In how many days they fulfill your requirement

a) Within time period () b) They take more time ()
c) Depends on the requirement ()

11) Which out of these services you give more importance

1- Low Important 3- High Important
SERVICES IMPORTANT
Permanent Employees
Contract Employees
Outsource Employees

12) Various sources you have for fulfilling HR requirement

a) Referral Scheme () b) Consultants ()

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 c) Job Portals () d) Advertisement ()
e) Own Recruitment Team ()

13) Which out of the above mentioned gives you more satisfaction
a) b) c) d) e)

And why ___________________________________________

14) Would you like to entertain HR plus consultants towards sourcing HR

requirements
a) Yes () b) No ()

Thank you, for your Kind Co - operation

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