Recruitment & Selection

Periyar University
A DISSERTATION REPORT ON
AN ANALYTICAL STUDY OF
Recruitment And Selection Process
At
Pragathi consultancy Services (PCS)
Submitted to Periyar University in partial fulfillment of the
Requirement for
MASTER OF BUSINESS ADMINISTRATION
Under the Guidance of
Mr. Santosh Mr.GG Pai
Branch Manager Faculty Guide
Pragathi onsultancy Service
Bangalore! Bangalore
By
Karthick S
(Reg No 05DBIA1049)
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SSR College of Science , Commerce
!ANA"#!#NT
Study Center:Periyr !ni"er#ity
BAN$A%ORE
/R0'F'(0/
0his is to certify that the &issertation 0itled 1(n analytical
study of Recruitment & Selection at Pragathi onsulatancy
Services!2 is based on an 3riginal Pro4ect Study conducted
by
Mr.Karthick S of '5 semester MB( Programme under the
Guidance of Mr. GG.PAI
0his dissertation is based on original Research and has not
formed basis for the a6ard of any other &egree7&iploma By
Periyar University!
8GG Pai9
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Professor and Director-MBA
CERTIFICATE
T&i# i# to 'erti(y t&t t&e Di##erttion entit)ed
*An analytical study of Recruitment
And Selection Process
Undertaken At
Pragathi Consultancy Services.
Bangalore
Submitted in Partial Fulfllment of the
Reuirement for the A!ard of the "e#ree of
$aster of Business Administration% Is a
bonafde !ork carried out by
$%rt&ic' S
Reg No ()D*IA+(,-
Under my supervision and guidance and that no part of this report has been submitted for the award of any other Degree and the work
has not been published in any scientific or popular magazines.

$r&'iri
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Course Co(
ordinator% $BA
STU"E)T "EC*ARATI+)
I &ere./ decl%re t&%t t&e Pro0ect Re1ort or t&e
"ISSERTATI+) entitled
,An analytical study of Recruitment
And Selection Process
Undert%'en %t
Pragathi consultancy Services
(PCS)
Under the 'uidance of
Mr. Santosh Avadhani
Branch Manager
Praghathi consultancy services
Bangalore!
Mr.GG Pai
Faculty Guide
SSR
Bangalore
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Su.mitted in 1%rti%l ful2llment of t&e
Re3uirement for t&e %4%rd of t&e Degree of $aster of
Business Administration% to Peri/%r Uni5ersit/
Is t&e result of m/ o4n e6ort %nd &%s not .een
su.mitted to %n/ ot&er institution for t&e %4%rd of %n/
degree
Place- Ban#alore
&ate< Karthick S
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Recruitment & Selection
Periyar University
SSR College of Science , Commerce
!ANA"#!#NT
Study Center:Periyr !ni"er#ity
BAN$A%ORE

CERTIFICATE
T&is is to certif/ t&%t t&e Dissert%tion
entitled , An analytical stud/ of Recruitment
And Selection Process
in Prg&t&i Con#u)tn'y Ser"i'e# + #u,-itted
,y .rt&i'/ S in (u)0))-ent to re1uire-ent# (or
t&e Degree o( 2#ter# o( Bu#ine##
Ad-ini#trtion is based on the results carried out
by her under my guidance and supervision.
Bangalore Signature
Date:
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GG Pai
Faculty MB(
ACKNOWLEDGEEN!
' am pleased to record my gratitude and sincere than>s to my guide
Prof! GG Pai faculty guide? SSR? Bangalore for his sincere
guidance and valuable assistance for completing this report!
" #ould li$e to e%press my sincere than$s to mr.Giri
Course coordinator &&'C( )angalore*+eriyar
,niversity -or giving this opportunity.
" also ta$e this moment to e%press my gratitude to
r.). 'aghunath ( ( /' 0 Admin +ro-essional
()angalore.
" am also indebted to my parents and -riends -or their
support -or completing this pro1ect success-ully.
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TABL !" #!$T$TS
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Introdu'tion to 3R2
E"o)ution o( 3R2
Er)ier re(eren'e#: "n #estern countries /' had its primitive
beginning in 2345s. Not much thought #as given on this sub1ect in
particular and no #ritten records or documents interesting to note /'
concepts #as available( in ancient philosophies o- Gree$( "ndian and
Chinese. !his is not to suggest that industrial establishment and
-actories system( as it is $no#n today( e%isted in ancient Greece( "ndia
or china. !he philosophy o- managing human being( as a concept #as
-ound developed in ancient literatures in general and in "ndian
philosophy in particular.
Per#onne) (un'tion#: !ill 2345s( it #as not -elt necessary to have a
separate discipline o- management called 6+ersonnel management7. "n
-act( this 1ob #as assigned as part o- the -actory manager. Adam
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#ha%ter
$o.
Partic&lars Page
$o.
ertificate from the 3rgani@ation
ertificate from the ollege
&eclaration
(c>no6ledgement
) 'ntroduction
: ompany Profile
; Research Methodology
* &ata (nalysis
% Findings From the Study
- Suggestions and Recommendations
= 3"AUS'3"
. B'BA'3GR(P,B
+ (""/CUR/
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&mith8s concept o- -actory #as that it consists o- three resources( land(
labour and capital. !his -actory manager is e%pected to 6procure(
+rocess and peddle7 labour as one o- the resources. !he 9rst time
#hen such a specialist 6person7 #as used: it #as to maintain a 6bu;er7
bet#een employer and employee to meet the 6legitimate need7 o-
employees. /o#ever( it is the employer #ho decided #hat is
6legitimate need7 o- employees. "n -act( the specialist 6person7 #as
more needed to prevent 6unioni<ation7 o- employees. !his #as the
case be-ore 2345*s all over the #orld.
En"iron-ent) In4uen'e# on 3R2: &ince 2345s( certain
developments too$ place( #hich greatly contributed( to the evolution
and gro#th o- /uman 'esources anagement =/'>. !hese
developments are given belo#?
&cienti9c anagement
Labour ovements
Government 'egulations.
Need (or t&e Study :
&hortage o- s$ills.
&$ills and $no#ledge people are al#ays on short supply. Alternatively
they are too costly to hire -rom outside. !he best alternative is to
improve s$ill and $no#ledge o- e%isting employees.
!echnological Obsolescence.
Gro#th o- technology ta$es places very -ast. !his #ill render current
technology obsolete in the -uture. !here is a great need to upgrade
technology. !his needs suitable training.
+ersonal Obsolescence.
At the time recruitment employees possess a certain o- $no#ledge and
s$ill. As time passes $no#ledge becomes obsolete( unless it is updated
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by proper training. !his happens because o- changes ta$ing place in
product technology( production methods( procurement o- better
machines( setting up o- modern production lines( introduction o-
modern method o- supervision and in-ormation processing through "&
and EDO..
Organi<ation Obsolescence.
odern management has introduced a number o- innovative steps in
-unctions o- management li$e planning( organi<ing( controlling(
coordinating and directing. Organi<ation #hich is impervious to such
changes is bound to -ail and become obsolete.
,pgrading Ability o- !hreshold #or$ers.
+ublic policy provides reservation to disadvantaged sections o- the
society li$e handicapped( minorities and dependents o- deceased
#or$ers etc. All these are threshold #or$ers having less than minimum
prescribed level o- $no#ledge and s$ill. !hey re@uire e%tensive training
to bring them up to the minimum level o- per-ormance standard.
Coercive training by government.
"n order to provide better employability chances o- unemployed youth(
certain governments ta$en initiative to mobili<e resources available at
pubicAgovernment and private sectors to outside candidates. One such
e%ample is the 6Apprentice !raining 7 conducted by govt. o- "ndia. A
part o- e%penditure incurred -or this by private sectors are reimbursed
by government.
/uman capital
!he latest thin$ing is to treat employees as 6human capital7. !he
e%penditure involved is training and developments are no# being
considered as an investment.
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S'o5e o( 3u-n Re#our'e 2nge-ent
!he &cope o- /' is in deed -ast. All ma1or activities in the
#or$ing li-e o- #or$er -rom time o- his entry in an organi<ation until
he A she leaves( come under the previe# o- /'. &peci9cally( the
activities included are /uman 'esource planning( Bob analysis and
design( 'ecruitment( &election( Orientation and placement( !raining
and development( +er-ormance appraisal and Bob evaluation( employee
and e%ecutive remuneration and communication( employee #el-are(
sa-ety and health( industrial relations and the li$e.
/' is becoming a speciali<ed branch giving rise to a number o-
speciali<ed areas li$e ?
&taCng
Wel-are and &a-ety
Wages and &alary Administration
!raining and Development
Labour 'elations
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S'o5e o( 3R2
3u-n Re#our'e 2nge-ent in PCS :
+ersonnelA/uman 'esource o- an underta$ing is its important
constituent.
ECciency( +ro9tability and in -act the very e%istence o- the underta$ing
#ill depend on this constituents. Co*operation and dedication in
per-ormance on the part o- its personnel ends in the accomplishment
o- its ob1ectives. !here-ore human resource is o- immense importance
since it involves matters such as identi-ying( placing( evaluating( and
developing individuals at #or$ and maintaining e;ective multilateral
communication systems. /uman resources along #ith 9nancial and
material resources contribute to production o- goods and services in an
organi<ation.. "n short /' may be de9ned as the art o- procuring(
developing and maintaining competent #or$-orce to achieve the goals
o- an organi<ation in an e;ective and eCcient manner.
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"ature of ,uman
Resource
Management Prospects
of ,RM
'ndustrial
Relations
,uman Resource
Management

/mployee and
eDecutive
Remuneration
/mployee hiring
/mployee Maintenance /mployee Motivation
Recruitment & Selection
Periyar University
O,6e'ti"e# o( t&e 3R2 re to #e'ure t&e (o))o7ing: 8
2. "ndustrial peace? !his is secured by e%cellent union management
relations( healthy inter*personal relationships( and promoting
participative management style and good industrial and labour
relations.
D. Achieve /igh +roductivity? !he underlying ob1ective brings to
increase the 6@uantity or volume7 o- the product or service -or a given
input( productivity improvement programme is very signi9cant in a
competitive environment.
4. )etter @uality o- #or$ing li-e o- employees? !his involves both
intrinsic and e%trinsic -actors connected #ith #or$.
E. Obtain and sustain competitive advantage through empo#erment ?
continuous improvement and innovative steps being the t#o essential
ingredients to achieve and sustain competitive advantage( today8s
industries
are 6$no#ledge based7 and 6s$ill intensive7.
F. Cordial relationship bet#een the employer and employees.
G. +ersonnel research -unctions.
H. +roper orientation and introduction to the ne# employees.
BAC.$RO!ND SCENARIO
William Bames o- /arvard ,niversity estimated that employees
could retain their 1obs by #or$ing at a mere D5*45 percent o- their
potential. /is research led him to believe that i- these same employees
#ere properly motivated( they could #or$ at I5*35J o- their
capabilities. )ehavioral science concepts li$e motivation and enhanced
productivity could #ell be used -or such improvements in employee
output. !raining could be one o- the means used to achieve such
improvements through the e;ective and eCcient use o- learning
resources.
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!raining and development has been considered an integral part o-
any organi<ation since the industrial revolution era. Krom training
imparted to improve mass production to no# training employees on
so-t s$ills and attitudinal change( training industry has come a long
#ay today. "n -act most training companies are e%pecting the mar$et to
double by the year D55H( #hich 1ust means that the "ndian training
industry seems to have come o- age.
Organi<ation and individual should develop and progress
simultaneously -or the their survival and attainment o- mutual goals.
&o( every modern management has to develop the organi<ation
through human resource development. Employee training is the most
important sub*system o- human resources development. !raining is a
speciali<ed -unction and one o- the -undamental operative -unctions -or
human resources management.
!he mar$et is unoCcially estimated to be any#here bet#een 's
4555 crores and 's G555 crores. What is surprising is that the "ndian
companies. +erception regarding corporate training seems to have
undergone a sea*change in the past t#o years( #ith most companies
reali<ing it to be an integral part o- enhancing productivity o- its
personnel. While NC.s #ith their global standards o- training are the
harbingers o- corporate training culture in "ndia( the bug seems to have
bitten most companies aiming at increasing their eCciency.

According to s +allavi Bha( anaging Director( Walchand Capital
and Dale Carnegi !raining "ndia( L!he "ndian training industry is
estimated at appro%imately 's 4(555 crores per annum. !he NKO study
states that over a third o- this is in the area o- behavior and so-t s$ills
development. With the e%ponential boom in the services sector and
the emergence o- a -ull*Medged consumer*driven mar$et( human
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resources have become the $ey assets( #hich organi<ations cannot
ignore. With so-t s$ills training gaining so much momentum( it.s
imperative to understand i- it serving the right purpose or not. With
this bac$ground( " plan to research i- training indeed is proving to be
e;ective in the behavioral area.
!he -ollo#ing steps must -orm the basis o- any training activity?
Determine the training needs and ob1ectives.
!ranslate them into programs that meet the needs o- the
selected trainees.
Evaluate the results.
!here are -e# generali<ations about training that can help the
practitioner. !raining should be seen as a long term investment in
human resources using the e@uation given belo#?
Per(or-n'e 9 ,i)ity (:) -oti"tion
!raining can have an impact on both these -actors. "t can heighten the
s$ills and abilities o- the employees and their motivation by increasing
their sense o- commitment and encouraging them to develop and use
ne# s$ills. "t is a po#er-ul tool that can have a ma1or impact on both
employee productivity and morale( i- properly used.
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Introd&ction
'ecr&it(ent
'ecr&it(ent refers to the process of finding possible candidates for a 4ob or
function? usually underta>en by recruiters! 't also may be underta>en by an
employment agency or a member of staff at the business or organi@ation
loo>ing for recruits! (dvertising is commonly part of the recruiting process?
and can occur through several means< through online? ne6spapers? using
ne6spaper dedicated to 4ob advertisement? through professional publication?
using advertisements placed in 6indo6s? through a 4ob center? through
campus graduate recruitment programs? etc!
Suitability for a 4ob is typically assessed by loo>ing for s>ills? e!g!
communication s>ills? typing s>ills? computer s>ills! /vidence for s>ills
required for a 4ob may be provided in the form of qualifications 8educational
or professional9? eDperience in a 4ob requiring the relevant s>ills or the
testimony of references! /mployment agencies may also give computeri@ed
tests to assess an individualEs Foff#handF >no6ledge of soft6are pac>ages or
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typing s>ills! (t a more basic level 6ritten tests may be given to assess
numeric and literacy! ( candidate may also be assessed on the basis of an
intervie6! Sometimes candidates 6ill be requested to provide a rGsumG 8also
>no6n as a 59 or to complete an application form to provide this evidence!
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'ecr&it(ent Policy
ontents
1 Introduction
2 Objectives
3 Scope
4 Principles
4.1 Awareness and training
4.2 Conflict of Interest
4.3 Identifying vacancies
4.4 Authorisation of positions
4.5 Advertiseent
4.! Selection processes
4." #eed$ac%
4.& Confidentiality
4.' (ffers of eployent
4.1) *etention of *ecords
5 *esponsi$ilities
! *eview
" Associated Policies and Procedures
& +efinitions


1 Introuction

1.1 ,he School of (riental and African Studies -the School. is coitted to e/uality of
opportunity in recruit!ent0 selection0 prootion and all other areas of
eployent.
1.2 ,his Policy is underpinned $y Procedures and 1ood Practice 1uidelines which
for the $asis for its ipleentation.
1.3 ,his Policy and associated Procedures ai to attract high cali$re staff to the
School $y ensuring that recruit!ent and selection processes are effective0
systeatic0 e/uita$le and proote e/uality of opportunity.

" " " #ac$ to To%

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'ecr&it(ent Plan -TABL !" #!$T$TS
'! ommitment to /qual /mployment
3pportunity!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!! )
''! &issemination of /qual /mployment 3pportunity
Policy!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!! :
'''! Responsibility for 'mplementation of /qual /mployment 3pportunity
Program!!!!!!!!!!!!! ;
'5! 'dentification of (reas of oncern and
Resolution!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!! %
5! /stablishment of
Goals!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!! -
5'! &evelopment and /Decution of Proactive
(ctivities!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!! =
5''! Monitoring 'mplementation of /qual /mployment 3pportunity
Program!!!!!!!!!!!!!!!!!!!!!!! +
5'''! &esign and 'mplementation of 'nternal (udit and Reporting
Systems !!!!!!!!!!!!!!!!!!!!!!!!!! )$
'C ompliance 6ith SeD &iscrimination
Guidelines!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!! ):
C! Guidelines on &iscrimination Because of Religion or "ational
3rigin !!!!!!!!!!!!!!!!!!!!!!!!!! )*
C' Hor>force (nalysis by
&epartment !!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!! )%
C''! (nalysis of Ma4or Iob
Groups!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!! *+
Page 3
#o((it(ent to )&al (%lo*(ent !%%ort&nit* +!,
't has been? and 6ill continue to be? the policy of 0he University of 0eDas System
(dministration 8U! 0!
System (dministration9 to be an equal opportunity employer! U! 0! System
(dministrationJs official
//3 policy statement is included on page )%! 'n >eeping 6ith this policy? U! 0! System
(dministration
6ill continue to recruit? hire? train? and promote into all 4ob levels the most qualified
persons 6ithout
regard to race? color? religion? gender? national origin or seDual orientation! Similarly? U!
0! System
(dministration 6ill continue to administer all other personnel matters 8such as
compensation? benefits?
transfers? layoffs? system administration training? education? and social and recreational
programs9 in
accordance 6ith University policy! See Policy '!)%$ F/qual /mployment 3pportunity!F
U! 0! System (dministration strives to base employment decisions on ob4ective standards
to enhance
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equal employment opportunity!
Page 4
Disse(ination of )&al (%lo*(ent !%%ort&nit* Polic*
U! 0! System (dministration shall ta>e appropriate steps to internally and eDternally
disseminate its
/qual /mployment 3pportunity Policy!
I$T'$AL DISSMI$ATI!$
U! 0! System (dministration 6ill continue to ma>e its /qual /mployment 3pportunity
Policy >no6n
internally by<
)! /nsuring that the hancellorEs annual reaffirmation of policy is communicated to all
employees by means of an eDecutive memorandum!
:! 'ncluding information concerning U! 0! System (dministrationEs equal employment
opportunity policy in the RegentsJ Rules and Regulations and in the U! 0! System
(dministration 3ffice of ,uman Resources System Policy Memoranda!
;! &isseminating the policy during ne6 employee orientation sessions!
*! Posting required Federal and State Aa6 Posters 6ithin the U! 0! System (dministration
facilities!
%! 'ncluding the logo F/qual 3pportunity /mployerF in all internal recruitment
announcements?
4ob listings? position advertisements? and memorandums!
-! Publishing the /qual /mployment 3pportunity Policy in the U! 0! System
(dministration
lassified Pay Plan!
-T'$AL DISSMI$ATI!$
U! 0! System (dministration 6ill continue to disseminate its policy eDternally by<
)! 'ncluding U! 0! System (dministrationJs /qual /mployment 3pportunity Policy on the
application for employment forms and other materials provided to prospective
employees!
:! 'ncluding the logo F/qual 3pportunity /mployerF in all eDternal recruitment
announcements?
4ob listings? and position advertisements!
;! 'nforming all recruiting sources in 6riting of U! 0! System (dministrationEs //3
Policy!
Page 5
'es%onsi.ilit* for I(%le(entation
of )&al (%lo*(ent !%%ort&nit* Progra(
Responsibility for implementation of U! 0! System (dministrationEs policy on /qual
/mployment
3pportunity Program rests 6ith the hancellor! 0he hancellor delegates the
responsibility of
coordinating U! 0! System (dministrationEs compliance to the &irector of the 3ffice of
,uman
Resources 6ho has the full support of eDecutive management! General responsibility for
implementation
of the policy rests 6ith U! 0! System (dministration officials? as 6ell as its employees!
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)! D&ties of the !ffice of /&(an 'eso&rces
0he duties of the 3ffice of ,uman Resources include? but are not limited to<
a! Revie6s policies and procedures? and recommends changes as necessary to ensure
nondiscriminatory
effect or intent!
b! &evelops policy statements and internal and eDternal communication techniques!
c! (ssists department supervisors in the identification and resolution of areas of concern!
d! /nsures compliance 6ith federal? state? and local la6s of nondiscrimination in all
hiring and
recruitment strategies!
e! &esigns and implements audit and reporting systems that measure the effectiveness of
U! 0! System (dministrationJs //3 programs through statistics and demographics!
f! Serves as liaison bet6een U! 0! System (dministration and local? federal? and state
compliance
and enforcement agencies!
g! Serves as liaison bet6een U! 0! System (dministration and minority and 6omenEs
organi@ations?
and community action groups concerned 6ith employment opportunities of minorities
and
6omen!
h! 'nforms management of the latest developments in the area of equal opportunity!
i! (naly@es employment practices and procedures and revie6s documents related to the
employment processes? in order to ensure consistency 6ith U! 0! System (dministrationEs
/qual
/mployment 3pportunity Policy and (mericans 6ith &isabilities (ct 8(&(9 guidelines!
4! Maintains and analy@es applicant flo6 data to ensure equal access to employment
opportunities!
>! Prepares all required government reports related to equal employment opportunity!
Page !
l! (ccommodates individuals see>ing information on U! 0! System (dministrationEs
policies and
procedures on equal employment opportunity!
m! Serves as respondent to allegations of employment discrimination brought against U!
0! System
(dministration!
0. D&ties of De%art(ent S&%ervisors
a! 'dentifies areas of concern and underutili@ation as it applies to compliance 6ith
policies and
procedures? in order to establish departmental goals and ob4ectives to ensure that equal
employment opportunity eDists!
b! Performs periodic audits of training programs and hiring and promotion patterns in
order to
attain departmental goals and ob4ectives!
c! onducts regular discussions 6ith supervisors and employees to be certain that U! 0!
System
(dministrationEs policies and procedures are being follo6ed!
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d! Revie6s qualifications of all employees under their supervision to ensure that 6omen
and
minorities are given full opportunities for promotions? transfers? and training!
e! /nsures that supervisors foster an supportive environment related to recruitment?
promotions?
transfers and training!
f! /ncourages minority and female employees to participate in all educational? training?
recreational? and social activities sponsored by U! 0! System (dministration!
g! 'ncludes qualified 6omen and minorities in committees? 4ob assignments? and other
activities that
might serve to enhance individual potential or professional development!
Page "
Identification of Areas of #oncern and 'esol&tion
'n an effort to assist in the identification and resolution of areas of concern? the 3ffice of
,uman
ResourcesE on#going audit process includes an analysis and revie6 of the follo6ing
personnel matters!
)! (nalysis of the 6or>force by ethnicity and gender!
:! (nalysis of applicant flo6 by ethnicity and gender!
;! Revie6 of the hiring and selection processes including 4ob descriptions? 4ob titles?
6or>er
specifications? application for employment forms? pre#employment forms? test
administration and
validity? intervie6 procedures? referral procedures? final selection process? and similar
factors!
*! Revie6 of transfer and promotion practices!
%! Revie6 of training programs!
-! Revie6 and update? as required? Federal? and State la6 posters to include revie6 of
policy
statements!
=! /qual /mployment 3pportunity program evaluation system!
.! Participate as a member on the U! 0! System (dministration ompliance ommittee!
Page &
sta.lish(ent of Goals
3ur goal 6ill be to ensure ob4ectivity? consistency? uniformity and 4ob relatedness
through design and
implementation of appropriate personnel policy and procedural systems that affect the
equal
employment opportunities of the U! 0! System (dministration employees and applicants
for
employment!
Develo%(ent and 1ec&tion of Proactive Activities
't is the responsibility of U! 0! System (dministration to identify proactive activities that
6ill assist in the
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development of an /qual /mployment 3pportunity program! U! 0! System
(dministration see>s to
establish a long#range //3 program that 6ill include eDpanded recruitment efforts and
retention of
6omen and minorities in its 6or>force? and to eliminate impediments to the attainment of
U! 0! System
(dministrationEs //3 goals!
2. Selection Process
a! U! 0! System (dministration revie6s 4ob descriptions in order to ensure that they
accurately
reflect position functions and are consistent for the same position from one location to
another!
b! U! 0! System (dministration has validated 4ob specifications for each 4ob title in each
department using only 4ob performance criteria! 0hese specifications are non#
discriminatory
6ith respect to race? color? religion? gender and national origin!
c! 0hese validated 4ob specifications are available to all supervisors involved in the
recruiting?
screening? selection? and promotion process! opies of 4ob descriptions for 4ob openings
are
available to all recruiting sources!
d! U! 0! System (dministration provides training in hiring procedures to employees
involved in the
recruiting? screening? and selection of employees to ensure equal employment
opportunity!
Hhen a vacancy occurs? the hiring supervisor receives training materials to ensure that
these
processes remain non#discriminatory!
e! U! 0! System (dministration hiring officials are given the responsibility to assure
compliance and
enforcement of /qual /mployment 3pportunity through ,uman Resources Policy and
Procedures Memoranda< /qual /mployment 3pportunity '!)%$ and ,iring? Promotion
and
0ransfer Procedures '!$)$!
f! U! 0! System (dministration revie6s the requirements of the 3ffice of Federal ontract
ompliance Programs 83FP9 Uniform Guidelines on /mployee Selection Procedures!
0. 'ecr&it(ent
a! U! 0! System (dministration announces its vacancies nationally and locally 6ith
minority and
6omenEs organi@ations? including? but limited to? the Urban Aeague? "((P? Aocal
Minority
hambers of ommerce? libraries? "ational 5eterans 3utreach Programs? 0eDas ,igher
/ducation oordinating Board? 0eDas Rehabilitation ommission? 0eDas ommission for
,uman Rights? and 0eDas Hor>force ommission!
Page 1)
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b! Senior#level administration 4ob vacancies are disseminated through 0he University of
0eDas Iob
"et6or> 8U0JOB"/09! 0he purpose of U0JOB"/0 is to inform employees of up6ard
mobility opportunities in particular senior#level administrative positions! 'n addition? the
U0JOB"/0 maDimi@es recruitment and retention efforts that foster opportunities for
qualified
minorities and 6omen!
c! U! 0! System (dministration encourages component institutions 6ith student
enrollments to
support minorities and provide opportunities that support minority graduation! (n
increase in
the graduation rates of (frican (merican and ,ispanic students enhances employment
opportunities for such candidates 6ithin U! 0! System (dministration and component
institutions!
d! U! 0! System (dministration programs 6hich improve employment opportunities for
minorities
and 6omen are encouraged!
e! U! 0! System (dministration participates in local and surrounding area 14ob fairs!2
f! U! 0! System (dministration maintains a Horld Hide Heb 4ob site!
3. Pro(otions
a! Promotional opportunities are posted or announced!
b! Formal employee evaluation programs are provided!
c! F/mployee evaluationsF are based on 4ob related criteria!
4. 5elfare
a! U! 0! System (dministrationJs facilities and social and recreation activities are open to
all
employees! (ll employees are encouraged to participate in U! 0! System (dministration
sponsored activities!
Page 11
Monitoring I(%le(entation of
)&al (%lo*(ent !%%ort&nit* Progra(
U! 0! System (dministration has developed an on#going internal audit and reporting
system to monitor
decisions on employment and personnel action? 6hich includes but is not limited to?
recruitment?
promotion? and transfer in order to ensure adherence to the /qual /mployment
3pportunity Policy! (n
assessment of separations from employment 6ill also be conducted to assist 6ith future
retention of
6omen and minority employees!
0he follo6ing tools have been devised to assist in the assessment of U! 0! System
(dministrationEs
attainment of established goals!
67AL !PP!'T7$IT8 #!MPLIA$# +!#, "!'M
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,iring officials are required to complete and sign an /qual 3pportunity ompliance
8/39 Form prior
to ma>ing a 4ob offer? and for change in status involving promotions and transfers! 0his
document is
revie6ed by the 3ffice of ,uman Resources for compliance to ensure fair hiring and
selection processes
and good faith efforts are being made in recruitment!
8A'-$D !
( year#end //3 report shall be compiled by the 3ffice of ,uman Resources! 'ncluded in
the summary
are applicant activity data? referral information? ne6 hires? promotion? transfer?
reclassification? and
separation information by race and gender!
(ll reports and documentation required in recruitment? hiring and selection processes?
promotions?
transfers? reclassifications? and separations 6ill be maintained in accordance 6ith
U! 0! System (dministrationEs records retention plan!
-IT I$T'9I5 67STI!$$AI'
0his document is administered to separating employees by the 3ffice of ,uman
Resources! /Dit
intervie6s provide the opportunity to address concerns that may eDist in the areas of
equal opportunity?
fair treatment? and7or employee retention 6ithin U! 0! System (dministration!
Page 12
Design and I(%le(entation
of Internal A&dit and 'e%orting S*ste(s
't is the responsibility of the 3ffice of ,uman Resources to implement and monitor an
auditing and
reporting system that provides for the follo6ing<
)! Maintain accurate up#to#date records on all referrals? applicants? hires? promotions?
transfers? and
separations by race and gender to be certain that all employees are treated on a fair and
equitable
basis!
a! &ata on applicants 6ho apply for vacancies is collected through the administration of
the
voluntary (pplicant &ata Flo6 form! 0his voluntary form captures the applicantEs race?
gender?
veteran status and date of birth! (n analysis by such factors is conducted in order to
evaluate
the effectiveness of current recruiting efforts! (ll information voluntarily provided is >ept
confidential!
b! (nnual analysis by race and gender 6ithin each department for each //3#- category is
conducted in order to evaluate the effectiveness of current recruiting efforts to determine
if
stated goals and good faith efforts are being met!
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c! (nnual analysis by race and gender 6ithin each department for each //3#- category is
conducted in order to revie6 internal promotion and monitor up6ard mobility
opportunities!
d! (nnual analysis by name? race? gender? 4ob title? and reason for separation 6ithin each
department for each //3#- category is conducted in order to identify possible areas of
concern
and need for remedial action!
e! (ll separating employees are requested to complete an eDit intervie6 questionnaire
administered
by the 3ffice of ,uman Resources! 0he eDit intervie6s provide the opportunity to
address
areas of concerns that may eDist in the areas of equal opportunity? fair treatment? and
employee
retention 6ithin U! 0! System (dministration!
:! Revie6 all selection? promotional? and training procedures to ensure that they are
nondiscriminatory!
a! ,iring 3fficials are required to complete and sign an /qual 3pportunity ompliance
8/39
Form prior to ma>ing a 4ob offer? and for change in status involving promotions and
transfers!
0his document is revie6ed by the 3ffice of ,uman Resources for compliance to ensure
fair and
equitable hiring and selection processes and that good faith efforts are being made in
recruitment!
;! 'nform eDecutive management of the effectiveness of the //3 Policy and
recommendations for
improvements? if necessary!
Page 13
a! ( year#end //3 report shall be compiled by the 3ffice of ,uman Resources! 'ncluded
in the
summary are applicant activity data? referral information? ne6 hire? promotion? transfer?
reclassification? and separation information by race and gender!
Page 14
#o(%liance :ith Se1 Discri(ination G&idelines
't has and continues to be the policy of U! 0! System (dministration not to discriminate
on the basis of
seD! 0o this end? 6e continue to do the follo6ing<
2. 'ecr&it(ent and Advertise(ent
a! U! 0! System (dministration actively recruits both men and 6omen for all 4obs? unless
seD is a
bona fide occupational qualification! Referral sources are informed that U! 0! System
(dministration has no specific seD preference and see>s only qualified applicants 6ithout
regard
to race? color? gender? religion? or national origin!
b! U! 0! System (dministration actively recruits both men and 6omen for all 4obs? unless
seD is a
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bona fide occupational qualification! (dvertisements for employment in ne6spapers and
other
media do not eDpress a gender preference! "o advertisements 6ill be placed in columns
headed FMaleF or FFemale!F (ll advertisements are follo6ed by F/qual 3pportunity
/mployer!F
0. ;o. Policies and Practices
a! Monitor 6ritten personnel policies and procedures to assure that there shall be no
discrimination
against applicants for employment or employees on the basis of gender!
b! /mployees and applicants for employment of both seDes shall have an equal
opportunity to any
available 4ob that he or she is qualified to perform! Gender is currently not a bona fide
occupational qualification for any 4ob 6ithin U! 0! System (dministration!
c! Hhen terms and conditions of employment are the same? no distinction is made
bet6een the
seDes in regard to opportunity? 6ages? hours? benefits? or other conditions of employment!
'n
the area of employer contributions for insurance? pensions? and other fringe benefits?
contributions shall be the same for both seDes!
d! Marital status has no basis bet6een the treatment of male and female as it relates to
employment
or separation from employment! (lso? U! 0! System (dministration does not deny
employment
to 6omen 6ith young children? nor does it terminate employees of one seD in a particular
4ob
classification upon reaching a certain age!
e! U! 0! System (dministration provides appropriate and comparable physical facilities
for both
female and male employees!
f! U! 0! System (dministration follo6s federal and state guidelines relative to
employment!
g! "o difference is made bet6een 6omen and men as to retirement age for a particular
4ob!
Page 15
h! Both 6omen and men are eligible for all training programs and benefits offered by U!
0! System
(dministration! U! 0! System (dministration encourages 6omen to participate in
management
training programs both internal and eDternal of U! 0! System (dministration!
3. Seniorit* S*ste(
a! Gender shall not be a factor in the determination of service benefits!
4. Discri(inator* 5ages
a! "o distinction shall be made bet6een male and female in establishment of 6age
schedules!
b! "o restrictions shall be made on one gender regarding certain 4ob classifications!
Proactive
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Periyar University
steps shall be ta>en to ma>e 4obs available to all qualified employees in all classifications
6ithout
regard to gender!
Page 1!
G&idelines on Discri(ination
Beca&se of 'eligion or $ational !rigin
2. )&al (%lo*(ent Polic*
U! 0! System (dministration does the follo6ing to ensure that all applicants for
employment and
employees are not discriminated against because of religion or national origin<
a! Revie6s employment practices to determine 6hether members of various religious
and7or ethnic
groups are given equal employment opportunities!
b! 0o ensure non#discrimination based on religion or national origin? U! 0! System
(dministration is
involved in the follo6ing outreach and recruitment activities<
)! U! 0! System (dministration communicates its obligation to provide equal employment
opportunity 6ithout regard to religion or national origin to all employees and applicants
for
employment!
:! 'nternal procedures eDist at U! 0! System (dministration to implement equal
employment
opportunity 6ithout regard to religion or national origin!
;! U! 0! System (dministration informs all employees and applicants for employment of
its
commitment to equal employment opportunity 6ithout regard to religion or national
origin!
*! Recruitment sources are used to provide equal employment opportunity 6ithout regard
to
religion or national origin!
0. Acco((odations to 'eligio&s !.servations and Practice
U! 0! System (dministration accommodates the religious observances and practices of
employees
eDcept 6here such accommodation causes undue hardship on the conduct of U! 0! System
(dministrationJs business! 0he eDtent of our obligation is determined by considering
business
necessity? financial costs and eDpenses? and resulting human resources problems!
3. $on-discri(ination
'n implementing its //3 policy regarding non#discrimination because of religion or
national origin?
U! 0! System (dministration does not discriminate against any qualified employee or
applicant for
employment because of religion or national origin!
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5orkforce Anal*sis .* De%art(ent
/mployee Group 'nsurance
Medical and &ental (pplications enter
3ffice for ommunity Relations
3ffice of (cademic (ffairs
3ffice of Business (ffairs
3ffice of Business (ffairs K ,!U!B! &evelopment
3ffice of Business and (dministrative Services
3ffice of &evelopment and /Dternal Relations
3ffice of /states and 0rusts
3ffice of Facilities Planning and onstruction
3ffice of Federal Relations
3ffice of Finance
3ffice of General ounsel
3ffice of Governmental Relations
3ffice of ,ealth (ffairs
3ffice of ,uman Resources
3ffice of 'nformation Resources
3ffice of 'nformation 0echnology
3ffice of Public (ffairs
3ffice of Special Services
3ffice of the Board of Regents
3ffice of the hancellor
3ffice of the ontroller
Real /state 3ffice
System (udit 3ffice
System Police
System ompliance 3ffice
System (irplane 3peration
U!0! 0eleampus
University Aands K (ccounting 3ffice
University Aands K Hest 0eDas 3perations
Hor>ers7 ompensation 'nsurance &ivision
0he follo6ing 6or>force analysis display? 6ithin each department for each 4ob group? the
total number
of incumbents? the total number of ma>e and female incumbents? and the total number of
male and
female incumbents by ethnicity!
Anal*sis of Ma<or ;o. Gro&%s
He have supplied an analysis of all ma4or 4ob groups at U! 0! System (dministration!
0hose 4obs
having similar content? and opportunities have been grouped into five 4ob categories<
$) /Decutive7(dministrative7Managerial
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$; Professional
$* lerical7Secretarial
$% 0echnical7Paraprofessional
$- S>illed rafts
$= Service7Maintenance
0he follo6ing reflects the analysis of the ma4or 4ob groups by 4ob title? ethnicity and
gender!
#o(%an* Profile:
Pragathi #ons&ltanc* Services
(t PS? 6e energetically strive to deliver the best employment options for great
companies and the associates 6e place 6ithin them! He serve best and respected
companies by sending them the highest#quality individuals for temporary? temp#to#hire
and full#time positions!
ompanies ma>e Pragathi their first choice for full#time? direct hire? temp#to#hire and
temporary employment agencies because 6eEre at the forefront of the ever#changing
staffing industry! He meet our clientsE needs # precisely? quic>ly and cost#effectively #
6ith the finest talent!
8o&ng and ver* e1%erienced - that=s %ro.a.l* the .est :a* to descri.e &s >

Pragathi helps companies in searching? selecting and managing the ever#valuable human
assets! Formed in :$$%? PS en4oys an enviable reputation for delivering
efficient? effective and professional solutions to meet our '0 and '0/S clientsJ
diverse recruitment needs! He guide the candidates too about the best
opportunities in the mar>etplace? and constantly advise them in their career
progression!


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Pragathi onsulting brings valuable eDperience to benchmar>? revise? implement and
preach the best practices of recruiting to our clients! He 6ill conduct business and ,R
process revie6s to assess 6hat 6or>s and 6hat doesnEt 6ithin the clientEs unique
corporate environment!
Pragathi onsulting 6ill implement methods to decrease the 4oining time? reduce the
cost#per#hire? and propose tailored solutions to streamline your recruitment process! 3ur
services give you the opportunity to focus your eDpertise 6here it counts # on your unique
business endeavors! 3ur goal is to ensure that our clients succeed in meeting their hiring
goals 6ith cost#effectiveness in mind!
3ur recruitment performance consulting services are designed to help ta>e your company
to the neDt level of recruitment capability! 3ur recruitment consultants are all senior level
recruiters 6ith years of '0 and soft6are eDperience in recruiting? screening? and hiring
techniques that produce lasting results in '0 sector!
Ado%t a ?Do :hat it takes to get the <o. done@
Clients:
S>illed? eDperienced? high#quality professionals are al6ays at a premium and the
competition to acquire such individuals 6ill al6ays be fierce? especially in these booming
times! (t Pragathi? 6e believe that by fostering a positive? professional and attractive
culture? 6e are able to attract these candidates on behalf of our clients!
Relationships are at the core of our business! 0o successfully match candidates to clients?
6e believe 6e have to loo> at more than a resume!
He prefer for our consultants to meet 6ith clients at their offices! 0his allo6s us to gain
an insight into a clientEs 6or>ing culture? as 6ell as ta>ing a detailed brief about their
company and the position they 6ish to fill!
3ur candidates are our product and 6e 6ant our product to be the best! He attract
prospective applicants through advertising? and intensive searching and selection through
4ob portals? and our in#house databases? and 6ill invite only those 6e 4udge to be of
suitable quality to interact 6ith one of our consultants for private intervie6s! (t this
point? our consultants 6ill add a comprehensive report to the candidateEs application!
He use self developed enterprise recruitment soft6are? enabling us to conduct a
comprehensive search of our candidate database for the criteria specified by our clients!
He also have the latest s>ills testing soft6are to validate the candidateEs proficiency and
eDperience on all the ma4or soft6are technologies! He can assist in managerial aptitude
and psychometric tests too!
3nly candidates 6ho complete our rigorous selection process 6ill be entered into our
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records and considered for a specific role or other appropriate appointments! He donEt
add everyone 6e meet to our boo>s!
For additional information? prior to intervie6s? clients are provided 6ith our consultantEs
initial intervie6 reports! 'ntervie6s usually ta>e place at the clientEs offices? but if
required? 6e are happy for our clients to ma>e use of our offices!
,R 0eam<
PS also had on /Dcellent ,R and &evelopment team of %$L man po6er Strength across
the 6orld!
(bout ,R 0eam<
Hell 0rained Staff of Four Professionals? and : of Business unit ,R Professional? and
anather 06o for 0raining and ,R operations!
3rgani@ation hart of PS
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/' !rganiAation #hart
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Iava
Muality ,R & (dmin Finance
/3
&ot net Business
one
0esting
Resource
Manager#
000echnical
orporate Manager# ,R
Recruitment & Selection
Periyar University


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(ssi Mgr#Recruitment
Recruitment
(ssi!Mgr#ontract (ssi!Mgr#&ocumentation
Staffing ) &ocuments &ocuments
Recruitment Recruitment
Staffing :
Recruitment & Selection
Periyar University
!rganiAation #hart of Technical Tea(
Grade Str&ct&re
0he grade structure is sub4ect to change depending on the changes in the policy
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Support )
'ntigrated M
Iava 0eam &ot net 0eam 0esting 0eam 0SR Group
Support ; Support :
5P# 3perations
Support *
Recruitment & Selection
Periyar University
Grade Technical Gro&% S&%%ort Gro&% B
( 0rainee 0rainee7Management
0rainee
B /ngineer7&eveloper7&esigner7(nalyst7Hriters7/ditors!! /Decutive7System
(dministrator7(ssoc
iate
Sr! /ngineer7&eveloper7&esigner7(nalyst7Hriters7/ditors Sr! /Decutive7
(dministrator
7(ssociate
& 0eam Aeader #
/ (sst! Manager (sst! Manager
F 0echnical Manager70echnical (rchitect Manager7Branch
Manager7Regional
Manager
G Sr! 0echnical Manager7hief (rchitect Sr! Manager7"ational
Sales Manager
, 5ice President 3perations
' Managing &irector
BS&%%ort: (ccounts? ,R? System (dmin? Muality? 0ech Support? Mar>eting
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/Dperience Aevel <
( $#)
B N)# ;
N;#%
& N%#=
/ N=#)$
F N )$ yrs? based on the eDpertise and managerial
capabilities? technical competencies!!
G
,
Registered orporate office
Pragathi #ons&ltanc* ServicesC
O;;)?)st floor? .th ross
(avalahalli /Dtn? B&( Aayout
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Girinagar
Bangalore # %-$$.%!
'"&'(
'esearch and Methodolog*
State(ent of Pro.le(:
,uman resource has gained a 6ide acceptance in the industry! 0he
ob4ective of the study 6as to access employee satisfaction! 0his has led to
the need for more eDperienced and s>illful employee 6here to be trained to
meet the organi@ation requirement!
People in an organi@ation are the most productive resource and also
the most eDpensive organi@ation spends on this resource in order to eDtract
the best contribution out of them! ( small 4udgment error in rectifying a non
retainable employee could lead to decal losses in terms of time and money
spend on his training and 4ob sociali@ation as also initial losses in terms of
4ob held up due to vacancy in position and other related 4ob being postponed
in todayJs fast pace corporate 6orld? time management being important?
such errors are not called for therefore more stress is laid on efficient?
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effective and potential 6or>er for the organi@ation corporate 6orld today
recruits people directly and prudently rather simply hire and fire people!
0he mobili@ation of money? the construction of factory building? the
purchase and installation of machines and procurement of materials are the
initial measures ta>en by a management in the establishment of a company!
0he recruitment and selection of people to man and machines and auDiliary
services form a part of these initial measures!
Hithout people to man and plant? the collection of physical resources
by itself 6ill not serve only purpose! 0he hiring of men and 6omen required
is more important than the marshalling of physical resources in the
establishment of the company and the attainment of its ob4ectives! "ote that
the hiring of people is confirmed to the initial stages in the formation of an
enterprise! 0he employment is continuous one and it ends only 6hen the
enterprise eases to eDist!
More important? an enterprise gro6s and diversifies? and so there is
great need for men and 6omen! Recruitment and selection? therefore
becomes a speciali@ed function and is disclosed by the personnel
department! 'n act? employments are one of the foremost functions of the
human resource development!
0herefore? it is necessary to >no6 about the employment function i!e!?
recruitment? selection? intervie6s? placing and orientation of personnelJs! ,R
is the ma4or inputs for any organi@ation to achieve its ob4ectives! 0herefore
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itJs important for any organi@ation to spend time and money till the right
personnel are found!
"ield of st&d*:
0his pro4ect 6or> 6as carried out at Saptha Business Solution Pvt!
Atd!? Bangalore!
'esearch sa(%les:
'0 industry plays a very important role in the economy! 0he sample
6as therefore chosen as it portrays the needs of the researchers!
Research provides an insight into any study top basically evaluate and
4udge the data or to find the solution to any given problem a simple is
representative of a group or population that identifies itself as part of it! 0he
sample chosen for this report is Saptha Business Solution Pvt! Atd!?
Bangalore!
!.<ectives of the st&d*:
Recruitment and Selection are one of ma4or ,RM function that helps
manager to >eep the s>illed members in the organi@ation!
Data #ollection:
0he data collected contains primary data and secondary data! 0he
primary data has been collected mainly by intervie6ing and also observation
and audit! Secondary data has been obtained from published 4ournals?
company broachers? boo>s? internet? etc!
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Li(itations of the St&d*:
)! (s the pro4ect is prepared for academic purpose only? it suffers from
the limitations of time and money? due to 6hich analytical study into
all the strategies adopted by the organi@ation 6as not possible!
:! 0he study 6as completed 6ith in short span of time that 6as
available!
;! 0he report also suffers from the limitations of eDhaustiveness as far as
the information is concerned!
*! (ll this study is limited to Saptha Business Solution Pvt! Atd!?
Bangalore only!
Data anal*sis
1 &'(#ER OF RESPO&)E&T ACCOR)I&* TO *E&)ER
*E&)ER &'(#ER OF RESPO&)E&T PERCE&TA*E
(A+E ,- .,
FE(A+E ,/ /0
TOTA+ .1 111
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"eed Back
The above chart sho2s that .,3 o4 res%onents
are !ale
an re!aining /03 res%onents are 4e!ale
, ARE SATISFIE) 5IT6 (A&A*E(E&T PO+ICIES
(A&A*E(E&T &'(#ER OF PERCE&TA*E
PO+ICIES RESPO&)E&T
7ES .1 1113
&O 1 1
TOTA+ .1 1113
The above chart sho2s that 1113 res%onents are satis4ie
2ith the !anage!ent %olicies"
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8 ARE 7O' SATISFIE) 5IT6 (E)ICA+
FACI+ITIES #7 T6E CO(PA&7 9
(E)ICA+ &'(#ER OF PERCE&TA*E
FACI+ITIES RESPO&)E&T
7ES .1 1113
&O 1 1
TOTA+ .1 1113
The above chart sho2s that 1113 res%onents are satis4ie
2ith the !eical 4acilities given by the co!%any
/ &AT'RE OF RE+ATIO&S6IP #ET5EE& T6E
E(P+O7EES I& OR*A&ISATIO&
RE+ATIO&S6IP &'(#ER OF PERCE&TA*E
RESPO&)E&T
E:CE++E&T /; ;03
*OO) 1 ,3
A<ERA*E 1 1
TOTA+ .1 1113
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The above chart sho2s ;03 o4 the res%onent ha
e=cellent e!%loyees in the organi>ation
. T7PES OF I&CE&TI<ES PREFERRE)
I&CE&TI<ES &'(#ER OF PERCE&TA*E
RESPO&)E&T
(O&ETAR7 ,. .13
&O& (O&ETAR7 1 13
#OT6 ,. .13
TOTA+ .1 1113
The above chart sho2s that .13 o4 res%onents %re4er
!onetary ty%e o4 Incentives an another .3 o4 res%onents
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%re4er both the ty%es o4 incentive i"e? !onetary an non@!onetary
- )OES A& OR*A&ISATIO& *I<E E(P6ASIS
TO CAREER P+A&&I&*
P+A&&I&* &'(#ER OF PERCE&TA*E
RESPO&)E&T
7ES /0 ;-3
&O , /3
TOTA+ .1 1113
The above chart sho2s ;-3 o4 res%onents 4eel the
organi>ational is 4or career %lanning
A )O 7O' FEE+ T6AT 7O'R OR*A&ISATIO& IS
5E++ PREPARE) TO (EET TO)A7BS
C6A++E&*ES
C6A++E&*ES &'(#ER OF PERCE&TA*E
RESPO&)E&T
7ES .1 1113
&O 1 13
TOTA+ .1 1113
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The above chart sho2s all the res%onents agree that
their organi>ation is 2ell %re%are to !eet toayBs
challenges
0 )O 7O' 6A<E FAIT6 I& CO(PA&7BS PO+ICIES9
PO+ICIES &'(#ER OF PERCE&TA*E
RESPO&)E&T
7ES .1 1113
&O 1 13
TOTA+ .1 1113
T6E A#O<E C6ART S6O5S A++ T6E RESPO&)E&TS 6A<E FAIT6
I& T6EIR CO(PA&7BS PO+ICIES
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)! (re you happy 6ith the Recruitment processP
Recruitment "o! of Respondents Percentage
Bes -. +$!=
"o = +!;
0otal =% )$$
Feed Bac><
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:! ,o6 do you feel about intervie6 panelP
Recruitment "o! of Respondents Percentage
/Dcellent ;$ *$
Good ;; **
Satisfactory )$ );!;
Poor : :!=
0otal =% )$$
Feed Bac><
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;! &id the Pragathi meet your eDpectationsP
Recruitment "o! of Respondents Percentage
Bes =$ +;!;
"o ## ##
ant 0ell % -!=
0otal =% )$$
Feed Bac><
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*! (re you happy 6ith the salary 6hat you offered from the companyP
Recruitment "o! of Respondents Percentage
Bes :* ;:
"o %) -.
0otal =% )$$
Feed Bac><
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%! &id Pragathi Managing fulfill the commitments 6hich are given to
you at the time of intervie6P
Recruitment "o! of Respondents Percentage
Bes *: %-
"o ); )=!;
ant 0ell :$ :-!=
0otal =% )$$
Feed Bac><
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Periyar University
-! ,o6 do you come to >no6 about openings in PSP
BG hec>s "o! of Respondents Percentage
Friends % -!=
'nternet :; ;$!=
"e6s Papers *$ %;!;
3thers = +!;
0otal =% )$$
Feed Bac><
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=! &o you 6ant to refer more friends to PSP
BG hec>s "o! of Respondents Percentage
Bes %. ==!;
"o . )$!=
"ot Replied + ):
0otal =% )$$
Feed Bac><
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.! &id you have the right &esignationsP
BG hec>s "o! of Respondents Percentage
Bes ;* *%!;
"o := ;-
"ot Replied )* ).!=
0otal =% )$$
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Periyar University
Feed Bac><
+! Hhat should be the companyJs main source of BG hec>P
BG hec>s "o! of Respondents Percentage
/mployment Bureau
* %!;
&irect 5erification
)= ::!=
0hird Party 5erification
;+ %:
Placement agency
); )=!;
3thers : :!=
0otal =% )$$
Feed Bac><
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)$!Hhat should be the best recruitment sources according to your
preferenceP
Recruitment "o! of Respondents Percentage
'nternal Recruitment
-; .*
/Dternal Recruitment
* %!;
Both . )$!=
0otal =% )$$
Feed Bac><
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))! &id you fully >no6 about the company policies before 4oined in this
companyP
Recruitment "o! of Respondents Percentage
Bes )$ );!;
"o -% .-!=
0otal =% )$$
Feed Bac><
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):!&id you under gone any Hritten 0est during RecruitmentP
Recruitment "o! of Respondents Percentage
Bes =% )$$
"o $ ##
0otal =% )$$
Feed Bac><
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Periyar University
);!,o6 do you thin> about Recruitment and selection procedure in your
companyP
Recruitment "o! of Respondents Percentage
Satisfactory =$ +;!;
Unsatisfactory % -!=
0otal =% )$$
Feed Bac><
6&estionnaires
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)9 (re you happy 6ith the Recruitment processP
a9 Bes
b9 "o
:9 ,o6 do you feel about intervie6 panelP
a9 /Dcellent
b9 Good
c9 Satisfactory
d9 Poor
;9 &id the Saptha meet your eDpectationsP
a9 Bes
b9 "o
*9 (re you happy 6ith the salary 6hat you offered from the companyP
a9 Bes
b9 "o
%9 &id Saptha Managing commitment 6hich is given to you at the time
of intervie6P
a9 Bes
b9 "o
-9 ,o6 do you come to >no6 about openings in SapthaP
a9 Friends
b9 'nternet
c9 "e6s Paper
d9 3thers
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=9 &o you 6ant to refer more friends to SapthaP
a9 Bes
b9 "o
.9 &id you have the right &esignationsP
a9 Bes
b9 "o
+9 Hhat should be the companyJs main source of recruitmentP
a9 /mployment Bureau
b9 "e6s Paper ads
c9 &irect Recruitment
d9 Placement agency
e9 3thers
)$9 Hhat should be the best recruitment sources according to your
preferenceP
a9 'nternal Recruitment
b9 /Dternal Recruitment
c9 Both
))9 &id you fully >no6 about the company policies before 4oined in this
companyP
a9 Bes
b9 "o
):9 &id you under gone any Hritten 0est during recruitmentP
a9 Bes
b9 "o
);9 ,o6 do you thin> about Recruitment and selection procedure in
your companyP
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a9 Satisfactory
b9 Unsatisfactory
)*9 Hhat are your Guidelines to Saptha RecruitmentsP
)%9 ,o6 about ,R Feed bac> in SapthaP
"indings fro( the st&d*
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0he data collected and analy@ed and general observation has proven
that M7S Pragathi onsultancy Services! ,as done remar>able 4ob in its
,uman resource development!
The (ain findings are as follo:s:
)! /ach and every employee is 6ell prepared to meet todayJs challenges!
:! 0he organi@ation gives encouragement in career planning for every
employee!
;! 0here are employees in all eDperience level in the organi@ation!
*! 0he internal department of core competencies and continuous process
improvements has made Saptha Business Solution Pvt! Atd! 3ne of
the most eDciting S(P companies to 6or> for!
%! 0he management sho6ing their full efforts for the gro6th of Saptha
Business Solution Pvt! Atd!
-! 0he company is having s>illed employees 6ho can give prime
solutions to the clients more effectively!
=! 0he management is sho6ing there individual attention to each and
every employees for their betterment and to groom there s>ills!
S&ggestions
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)! reate a6areness about customerJs requirements among the
employees by maintaining high level of motivation and focus!
:! 'ncrease the competence levels among the employees by giving
suitable 0raining and &evelopment Program!
;! 'dentify the competencies and behavior pattern to be developed in
each individual by obtaining there feedbac> and requirements!
*! Provide training to the employees so that they get better >no6ledge?
s>ills and attitude!
%! onvert Saptha Business Solution Pvt! Atd! into a Qlearning and
development organi@ationJ to ma>e it a 1GA3B(A PA(B/R ("&
A/(&/R2!
Bi.liogra%h*
Pri(ar* So&rce
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)! Principles of Management
# By R!"!Gupta!
:! Business Management
# By Reddy and (ppanaiah
;! Personal Management and 'ndustrial Relations
#By &r!0!"!Bhagoli6ali
Secondary source
*! 666!Google!com
%! 666!Rarnata>a,RGroup!com
-! 666!,R ommunity !com
=! 666!,R'ndia!com
.! Mr!B5 Raghunath K 8,R& Professional9
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