A STUDY ON EMPLOYEE JOB SATISFACTION AND WORK PLACE MORALEY SURVEY

By J.ABDUL RAHMAN (B2917002) Under the guidance of Dr.P.C.SEKAR MBA,Ph.D, Asst. Professor
Department of Management Studies

DEPARTMENT OF MANAGEMENT STUDIES MADURAI KAMARAJ UNIVERSITY MADURAI JUNE-2013

BONAFIDE CERTIFICATE

This is to certify that the project work entitled A Study on Recruitment and selection process in NOKIA INDIA PVT. LTD. CHENNAI, is a bonafide record of work done by S.Gowtham Rajagopal (B129017) submitted in partial fulfillment of the requirement for the Degree of Master of Business Administration, 2011-2013.

Signature of the Faculty Guide

Dr.K.Chandrasekaran

S.Gowtham Rajagopal Reg .No: B129017 Master of Business Administration, Department of Management Studies, Madurai Kamaraj University

STATEMENT BY THE CANDIDATE

I hereby, state that the project entitled, A Study on Recruitment and Selection Process in Nokia India PVT LTD Chennai. Submitted to the Madurai Kamaraj University for the award of the Degree of Master of Business Administration is my original work and no part of this project has been submitted for the award of any Degree, Diploma, Fellowship or other part of any similar titles.

Place: Madurai Date: [S.Gowtham Rajagopal] (B129017)

ACKNOWLEDGEMENT
I would like to acknowledge all the persons who have contributed to a great extent towards the initialization, the development and the success in my project work. I express my profound sense of gratitude to Dr. C.Chandran, Head of the Department of Management studies for providing me an opportunity to explore my talents. I express my sincere thanks and deep sense of gratitude to our Asst.Professor Dr.K.Chandrasekaran, Department of Management Studies for providing me with an opportunity to study and for his encouragement, support and guidance to complete this project work successfully. I express my sincere thanks to NOKIA INDIA PRIVATE LIMITED CHENNAI for providing me with a wonderful opportunity to study and complete this Project successfully. I convey my gratitude to Mr.D.Soundararajan Head - HR Nokia India Private Limited Chennai, for permitting me to take up this Project.

I record my heart full thanks to Mr.M.Manivannan, Recruitment Manager, Mr.S.Kumaraguru, Recruitment Specialist, Mr.T.Maheswaran HR Specialist, and Ms.R.Charanya, HR - Coordinator Nokia India Private Limited Chennai they helped a lot to bring this project neatly and promptly. I wish to thank all HR Members in Nokia India Private Limited Chennai Factory.

SUMMARY OF THE PROJECT

I have undergone my project in the following company. The company name and address are as follows Name of the Company Nokia India Private Limited Address Nokia India Private Limited, Nokia Telecom Sez, Sipcot Industrial Park, Phase III, A1, Sriperumbudur, Chennai, Tamil Nadu, India. Area of the Study My study was carried out in the Human Resource Department. Knowledge Gained It helped me to gain more practical & management knowledge. Time Period of the Study The time period of the study was 45days.

Contents
5

S.No

Chapters
1.1 Introduction 1.2 Need of the Study 1.3 Scope of the Study 1.4 Objective of the Study 1.5 Limitations of the Study 1.6 Research Methodology 2.1 Introduction 2.2 Industrial Profile 2.3 Company Profile

Page.No

11 to19

20 to 44

3.1 Introduction 3.2 Recruitment Meaning and Concepts 3.3 Recruitment Types 3.4 Recruitment Process at Nokia

45 to 72

4.1 Introduction 4.2 Analysis and Interpretation

73 to 106

5.1 Findings of the study 5.2 Suggestions 5.3 Conclusions Annexure Bibliography Annexure 1Questionnaire

107 to 110

111 to112 117

LIST OF TABLES
6

TABLE No.
4.1 4.2 4.3 4.4 4.5 4.6 4.7 4.8 4.9 4.10 4.11 4.12 4.13 4.14 4.15 4.16 4.17 4.18 4.19 4.20 4.21 4.22 4.23 4.24 4.25 4.26 4.27

TITLE OF THE TABLE

Gender of the respondents Qualification of the respondents Age of the respondents Experience of the respondents Awareness of recruitment process Vacancy of the organization Preference of recruitment Sources of recruitment Internal Sources of recruitment External Sources of recruitment Role of consultants Factor influencing recruitment Knowledge and experienced recruiter Satisfaction of recruitment& selection process Challenging task of recruitment& selection process Screening of the candidate Selection Process of the candidate Preference of interview in selection process Factor Influencing selection process Satisfaction of candidate eligibility verification Kind of verification followed Selection process adherence to Hr Policies Preference of female candidates Selection tests on the basis of job requirements Manpower requirements Satisfaction of selection procedure Rate of recruitment& selection process

PAGE No.

75 76 77 78 78 79 80 81 82 83 84 85 86 87 88 89 90 91 92 93 94 95 96 97 98 99 101
7

4.28 4.29

Rank the recruitment& selection process Rank the recruitment& selection process

102 105

LIST OF FIGURES
TABLE No. TITLE OF THE FIGURES PAGE No.
8

4.1 4.2 4.3 4.4 4.5 4.6 4.7 4.8 4.9 4.10 4.11 4.12 4.13 4.14 4.15 4.16 4.17 4.18 4.19 4.20 4.21 4.22 4.23 4.24 4.25 4.26 4.27 4.28 4.29

Gender of the respondents Qualification of the respondents Age of the respondents Experience of the respondents Awareness of recruitment process Vacancy of the organization Preference of recruitment Sources of recruitment Internal Sources of recruitment External Sources of recruitment Role of consultants Factor influencing recruitment Knowledge and experienced recruiter Satisfaction of recruitment& selection process Challenging task of recruitment& selection process Screening of the candidate Selection Process of the candidate Preference of interview in selection process Factor Influencing selection process Satisfaction of candidate eligibility verification Kind of verification followed Selection process adherence to Hr Policies Preference of female candidates Selection tests on the basis of job requirements Manpower requirements Satisfaction of selection procedure Rate of recruitment& selection process Rate of recruitment& selection process Rank the recruitment& selection process

75 76 77 78 79 80 81 82 83 84 85 86 87 88 89 90 91 92 93 94 95 96 97 98 99 100 102 104 105

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10

Chapter 1

INTRODUCTION 11

Better recruitment and selection strategies result in improved organizational outcomes. With reference to this context, the research paper entitled Recruitment system has been prepared to put a light on Recruitment process. The main objective is to identify general practices that organizations use to recruit and select employees and, to determine how the recruitment and selection practices affect organizational outcomes at Nokia India Private Limited. The research methodology applied is the descriptive study. The data was collected through well structured questionnaires. The source of data was both primary and secondary. Sample size was 20.The company considered job portals and recruitment agencies as the most important medium of hiring employees. The employees working in the company consider the employee references are one of the most reliable source of hiring the new employees. This paper focus on Effectiveness of Recruitment process. Recruitment is a process to discover the source of manpower to meet the requirement of the staffing and to employ effective measures for attracting that manpower in adequate number to facilitate effective selection of on efficient workforce.

NEED FOR THE STUDY

12

To Increase the effectiveness of different recruiting techniques To identify the various sources of recruitment. To obtain the number and quality of employees that can be selected in order to help the company to achieve its goals and objectives

SCOPE OF THE STUDY To understand the various sources of recruitment provided in the company. It helps to analyze the recruitment policy of the company. 13

It enables us to evaluate the effectiveness of different recruiting techniques and sources for all types of job applicants in the company.

OBJECTIVES OF THE STUDY Primary objective: To study the effectiveness of recruitment and selection process in Nokia India Private Limited. 14

To give suitable recommendation to streamline the hiring process

Secondary objectives: To study the various sources of recruitment. To study the factors influencing the recruitment and selection procedure. To study the present and future manpower requirements of the company. To identify areas where there can be scope for improvement

LIMITATIONS

The main limitation of the study is the collection of information because most of the informations are confidential. So they dont disclose them. Due to time constrains a discussions could not be held with other employees as to their personnel level of satisfaction. 15

RESEARCH METHODOLOGY Nokia India Private Limited marked with a high level of attrition and therefore recruitment process becomes a crucial function of the company. At Nokia India Private Limited, recruitment is all time high during April to July. The recruitment is high during these months due to the fact of high production. 16

I had the opportunity of involving myself directly with the recruitment process and analyzing the process so that suitable recommendations can be given. This project is centered on identifying best hiring practices in the company. It therefore requires great amount of research work. The methodology adopted was planned in advance so as to collect data in the most organized way. The first task was to understand the various job profiles for which recruitment was to be done.

Understanding what kinds of database are maintained and how they help in keeping a record.

Research design:
The problem that follows the task of defining the research problem is the preparation of the design of the research project is called as research design. The research design undertaken by researcher is Descriptive research design. This research design concerned with the research studies with a focus on the portrayal of the characteristics of a group of individual or a situation.

Sampling technique:
The non- probability sampling procedure has been used by the researcher because it does not give a representative sample of population.

Sampling method:
Convenience sampling method has been used by the researcher.

Sampling size:
The sample size chosen by the researcher is 150 respondents The targeted respondents are both middle level and lower level employees.

SOURCES OF DATA COLLECTION:

Primary data 17

Secondary data

PRIMARY DATA:
The Primary data used by the researcher is questionnaire.

SECONDARY DATA:
The secondary data used in this research are Books referred and websites

RESEARCH INSTRUMENT:
The instrument used for this study by the researcher is questionnaire.

STATISTICAL TOOLS:
In order to come out with the findings of the study, the following statistical tools are used by the researcher Percentage analysis method Chi- square method Weighted average method

PROJECT SCHEDULE :First week Second week :-Training program from the company. :- Study Recruitment System and Process

18

Third week Fourth week Fifth week Sixth week

:- Designing the questionnaire :-. Conducting the survey in HR Department :- Analysis of Data Collection. :- Final Report preparation and presentation

19

Chapter 2

INDUSTRY PROFILE As its strap line suggests, Nokia is really good at connecting people. This Finnish icon is the worlds largest manufacturer of mobile devices and has around 40% of the global device market. Nokia is very, very successful and, in 2006, generated revenue that for the first time 20

was in excess of Finlands state budget. Nokia has always used innovation as a key driver for growth: first, by pioneering GSM and then by reinventing the concept of product personalisation. These days Nokias challenge is to maintain its position in a world increasingly converged and dominated by the likes of Google and Microsoft. However, while these companies have strong brands and interesting plans for the future, they dont have control over the handset. Nokia is bundling great services with tailored, user-friendly hardware. With a billion customers and relationships with hundreds of operators around the world, Nokia may well manage to hold its place. A wired and wireless telecommunications company, Nokia India is a pioneer of cellular network in the country. It manufactures a wide range of mobile devices and provides people with experiences in music, navigation, video, television, imaging, games and business mobility through these devices. It handles research and development, network infrastructure businesses and company handsets. Nokia has its manufacturing unit in Chennai. Nokia Chennai is one of Nokias biggest facilities, its also big on sustainability. In 2010 it received the Golden Peacock Award for its high standards of environment management. And its highly active in the community with projects ranging from a local library programme to village regeneration projects. Nokia was selected as one of the worlds most sustainable technology companies on the Dow Jones Sustainability World Index (DJSI World) and the Dow Jones Sustainability Europe Index (DJSI Europe) for 2011. Nokia has now been included in DJSI World index since 2000. In July 2011, Nokia was recognised as the best place to work in Central America and the Caribbean for its great culture and work environment. It was also selected for Economic Times Most Trusted Brand in India in 2010, at the number one position. It is a fast paced organization with a competitive work environment. It appreciates novel suggestions from its people. It is multicultural and believes in just treatment for its employees

Nokia Corporation Is a Finnish multinational communications and information technology corporation headquartered in Keilaniemi, Espoo, Finland. Its principal products are mobile telephones and portable IT devices. It also offers Internet services, including applications games, music, media and messaging through its Ovi platform, and free-of-charge digital map information and navigation services through its wholly owned subsidiary Navteq. Nokia has a

21

joint venture with Siemens, Nokia Siemens Networks, which provides telecommunications network equipment and services. Nokia has around 105,000 employees across 120 countries, sales in more than 150 countries and annual revenues of around 38 billion. As of 2012 it is the world's second-largest mobile phone maker by unit sales (after Samsung), with a global market share of 22.5% in the first quarter. Nokia is a public limited-liability company listed on the Helsinki Stock

Exchange and New York Stock Exchange. It is the world's 143rd-largest company measured by 2011 revenues according to the Fortune Global 500. Nokia was the world's largest vendor of mobile phones from 1998 to 2012. However, over the past five years it has suffered declining market share as a result of the growing use of Smartphones from other vendors, principally the Apple iPhone and devices running on Google's Android operating system. As a result, its share price has fallen from a high of US$40 in 2007 to under US$3 in 2012. Since February 2011, Nokia has had a strategic partnership with Microsoft, as part of which all Nokia smartphones will incorporate Microsoft's Windows Phone operating system (replacingSymbian). Nokia unveiled its first Windows Phone handsets, the Lumia 710 and 800, in October 2011.

Our vision and strategy Nokias mission is simple: Connecting People. Our goal is to build great mobile products that enable billions of people worldwide to enjoy more of what life has to offer. Our challenge is to achieve this in an increasingly dynamic and competitive environment. Ideas. Energy. Excitement. Opportunities. In today's mobile world, it feels like anything is possible - and that's what inspires us to get out of bed every day.

Key elements of Nokias strategy

build a new winning mobile ecosystem in partnership with Microsoft bring the next billion online in developing growth markets invest in next-generation disruptive technologies 22

increase our focus on speed, results and accountability

History
The predecessors of the modern Nokia were the Nokia Company (Nokia Aktiebolag), Finnish Rubber Works Ltd (Suomen Gummitehdas Oy) andFinnish Cable Works Ltd (Suomen Kaapelitehdas Oy). Nokia's history started in 1865 when mining engineer Fredrik Idestam established a groundwood pulp mill on the banks of the Tammerkoski rapids in the town of Tampere, in southwestern Finland in the Russian Empire and started manufacturing paper. In 1868, Idestam built a second mill near the town of Nokia, fifteen kilometres (nine miles) west of Tampere by the Nokianvirta river, which had better resources for hydropowerproduction. In 1871, Idestam, with the help of his close friend statesman Leo Mechelin, renamed and transformed his firm into a share company, thereby founding the Nokia Company, the name it is still known by today. Toward the end of the 19th century, Mechelin's wishes to expand into the electricity business were at first thwarted by Idestam's opposition. However, Idestam's retirement from the management of the company in 1896 allowed Mechelin to become the company's chairman (from 1898 until 1914) and sell most shareholders on his plans, thus realizing his vision. In 1902, Nokia added electricity generation to its business activities.

Industrial conglomerate
In 1898, Eduard Poln founded Finnish Rubber Works, manufacturer of galoshes and other rubber products, which later became Nokia's rubber business. At the beginning of the 20th century, Finnish Rubber Works established its factories near the town of Nokia and they began using Nokia as its product brand. In 1912, Arvid Wickstrm founded Finnish Cable Works, producer of telephone, telegraph and electrical cables and the foundation of Nokia's cable and electronics businesses. At the end of the 1910s, shortly after World War I, the Nokia Company was nearing bankruptcy. To ensure the continuation of electricity supply from Nokia's generators, Finnish Rubber Works acquired the business of the insolvent company. In 1922, Finnish Rubber Works acquired Finnish Cable Works. In 1937, Verner Weckman, a sport wrestler and Finland's first Olympic Gold medalist, became president of Finnish Cable Works, after 16 years as its technical director. After World War II, Finnish Cable Works supplied cables to the Soviet Union as part of Finland's war reparations. This gave the company a good foothold for later trade. 23

The three companies, which had been jointly owned since 1922, were merged to form a new industrial conglomerate, Nokia Corporation in 1967 and paved the way for Nokia's future as a global corporation. The new company was involved in many industries, producing at one time or another paper products, car and bicycle tires, footwear (including rubber boots), communications cables, televisions and other consumer electronics, personal computers, electricity generation machinery, robotics, capacitors, military communications and

equipment (such as the SANLA M/90device and the M61 gas mask for the Finnish Army), plastics, aluminium and chemicals. Each business unit had its own director who reported to the first Nokia Corporation President, Bjrn Westerlund. As the president of the Finnish Cable Works, he had been responsible for setting up the company's first electronics department in 1960, sowing the seeds of Nokia's future in telecommunications. Eventually, the company decided to leave consumer electronics behind in the 1990s and focused solely on the fastest growing segments in telecommunications. Nokian Tyres, manufacturer of tires, split from Nokia Corporation to form its own company in 1988 and two years later Nokian Footwear, manufacturer of rubber boots, was founded. During the rest of the 1990s, Nokia divested itself of all of its non-telecommunications businesses.

1967 to 2000
The seeds of the current incarnation of Nokia were planted with the founding of the electronics section of the cable division in 1960 and the production of its first electronic device in 1962: a pulse analyzer designed for use in nuclear power plants. In the 1967 fusion, that section was separated into its own division, and began manufacturing

telecommunications equipment. A key CEO and subsequent Chairman of the Board was vuorineuvos Bjrn "Nalle" Westerlund (19122009), who founded the electronics department and let it run at a loss for 15 years.

First mobile phones

24

The Mobira Cityman 150, Nokia's NMT-900 mobile phone from 1989 (left), compared to theNokia 1100 from 2003. The Mobira Cityman line was launched in 1987. The technologies that preceded modern cellular mobile telephony systems were the various "0G" pre-cellular mobile radio telephony standards. Nokia had been producing commercial and some military mobile radio communications technology since the 1960s, although this part of the company was sold some time before the later company rationalization. Since 1964, Nokia had developed VHF radio simultaneously with Salora Oy. In 1966, Nokia and Salora started developing the ARP standard (which stands for Autoradiopuhelin, or car radio phone in English), a car-based mobile radio telephony system and the first commercially operated public mobile phone network in Finland. It went online in 1971 and offered 100% coverage in 1978. In 1979, the merger of Nokia and Salora resulted in the establishment of Mobira Oy. Mobira began developing mobile phones for the NMT (Nordic Mobile Telephony) network standard, the first-generation, first fully automatic cellular phone system that went online in 1981. In 1982, Mobira introduced its first car phone, the Mobira Senator for NMT-450 networks. Nokia bought Salora Oy in 1984 and now owning 100% of the company, changed the company's telecommunications branch name to Nokia-Mobira Oy. The Mobira Talkman, launched in 1984, was one of the world's first transportable phones. In 1987, Nokia introduced one of the world's first handheld phones, theMobira Cityman 900 for NMT-900 networks (which, compared to NMT-450, offered a better signal, yet a shorter roam). While the Mobira Senator of 1982 had weighed 9.8 kg (22 lb) and the Talkman just under 5 kg 25

(11 lb), the Mobira Cityman weighed only 800 g (28 oz) with the battery and had a price tag of 24,000Finnish marks (approximately 4,560). Despite the high price, the first phones were almost snatched from the sales assistants' hands. Initially, the mobile phone was a "yuppie" product and a status symbol. Nokia's mobile phones got a big publicity boost in 1987, when Soviet leader Mikhail Gorbachev was pictured using a Mobira Cityman to make a call from Helsinkito his communications minister in Moscow. This led to the phone's nickname of the "Gorba". In 1988, Jorma Nieminen, resigning from the post of CEO of the mobile phone unit, along with two other employees from the unit, started a notable mobile phone company of their own, Benefon Oy (since renamed to GeoSentric).[33] One year later, Nokia-Mobira Oy became Nokia Mobile Phones.

Involvement in GSM
Nokia was one of the key developers of GSM (Global System for Mobile Communications), the second-generation mobile technology which could carry data as well as voice traffic. NMT (Nordic Mobile Telephony), the world's first mobile telephony standard that enabled international roaming, provided valuable experience for Nokia for its close participation in developing GSM, which was adopted in 1987 as the new European standard for digital mobile technology. Nokia delivered its first GSM network to the Finnish operator Radiolinja in 1989. The world's first commercial GSM call was made on 1 July 1991 in Helsinki, Finland over a Nokia-supplied network, by then Prime Minister of Finland Harri Holkeri, using a prototype Nokia GSM phone. In 1992, the first GSM phone, the Nokia 1011, was launched. The model number refers to its launch date, 10 November. The Nokia 1011 did not yet employ Nokia's characteristic ringtone, the Nokia tune. It was introduced as a ringtone in 1994 with the Nokia 2100 series. GSM's high-quality voice calls, easy international roaming and support for new services like text messaging (SMS) laid the foundations for a worldwide boom in mobile phone use. GSM came to dominate the world of mobile telephony in the 1990s, in mid-2008 accounting for about three billion mobile telephone subscribers in the world, with more than 700 mobile operators across 218 countries and territories. New connections are added at the rate of 15 per second, or 1.3 million per day. 26

Personal computers and IT equipment

The Nokia Booklet 3G mini laptop. In the 1980s, Nokia's computer division Nokia Data produced a series of personal computers called MikroMikko. MikroMikko was Nokia Data's attempt to enter the business computer market. The first model in the line, MikroMikko 1, was released on 29 September 1981, around the same time as the first IBM PC. However, the personal computer division was sold to the British ICL (International Computers Limited) in 1991, which later became part of Fujitsu. MikroMikko remained a trademark of ICL and later Fujitsu. Internationally the MikroMikko line was marketed by Fujitsu as the ErgoPro. Fujitsu later transferred its personal computer operations to Fujitsu Siemens Computers, which shut down its only factory in Espoo, Finland (in the Kilodistrict, where computers had been produced since the 1960s) at the end of March 2000, thus ending large-scale PC manufacturing in the country. Nokia was also known for producing very high quality CRT and early TFT LCD displays for PC and larger systems application. The Nokia Display Products' branded business was sold to ViewSonic in 2000. In addition to personal computers and displays, Nokia used to manufacture DSL modems and digital set-top boxes. Nokia re-entered the PC market in August 2009 with the introduction of the Nokia Booklet 3G mini laptop.

27

2000 to present

Product releases

Reduction in size of Nokia mobile phones

Evolution of the Nokia Communicator. Models 9000, 9110, 9210, 9300 and 9500 shown. Nokia launched its Nokia 1100 handset in 2003, with over 200 million units shipped, was the best-selling mobile phone of all time and the world's top-selling consumer

electronics product. Nokia was one of the first players in the mobile space to recognize that there was a market opportunity in combining a game console and a mobile phone (both of which many gamers were carrying in 2003) into the N-Gage. The N-Gage was a mobile phone and game console meant to lure gamers away from the Game Boy Advance, though it cost twice as much. In May 2007, Nokia released its first touch screen phone, the Nokia 7710, which was also a huge success. In November 2007, Nokia announced and released the Nokia N82, its first Nseries phone with Xenon flash. At the Nokia World conference in December 2007, Nokia announced their "Comes With Music" program: Nokia device buyers are to receive a year of complimentary access to music downloads. The service became commercially available in the second half of 2008. 28

Nokia Productions was the first ever mobile filmmaking project directed by Spike Lee. Work began in April 2008, and the film premiered in October 2008. In 2008, Nokia released the Nokia E71 which was marketed to directly compete with the other BlackBerry-type devices offering a full "qwerty" keyboard and cheaper prices. Nokia announced in August 2009 that they will be selling a high-end Windows-based mini laptop called the Nokia Booklet 3G. On 2 September 2009, Nokia launched two new music and social networking phones, the X6 and X3. The Nokia X6 features 32GB of on-board memory with a 3.2" finger touch interface and comes with a music playback time of 35 hours. The Nokia X3 is a first series 40 Ovi Store-enabled device. The X3 is a music device that comes with stereo speakers, built-in FM radio, and a 3.2 megapixel camera. On 10 September 2009, Nokia unveiled the 7705 Twist, a phone sporting a square shape that swivels open to reveal a full QWERTY keypad, featuring a 3 megapixel camera, web browsing, voice commands and weighting around 3.44 ounces (98 g). On 9 August 2012, Nokia launched for the Indian market two new Asha range of handsets equipped with cloud accelerated Nokia browser, helping users browse the Internet faster and lower their spend on data charges.

Symbian

The Nokia N8 smartphone is the worlds first Symbian device, and the first Nokia smartphone to feature a 12megapixel autofocus lens. 29

Originally Nokia phones had a custom Nokia OS operating system developed specifically for Nokia mobile phones. The first Nseries device, the N90, utilised the older Symbian OS 8.1 mobile operating system, as did the N70. Subsequently Nokia switched to using SymbianOS 9 for all later Nseries devices (except the N72, which was based on the N70). Newer Nseries devices incorporate newer revisions of SymbianOS 9 that include Feature Packs.

The N800, N810, N900, N9 and N950 are as of April 2012 the only Nseries devices (therefore excluding Lumiadevices) to not use Symbian OS. They use the Linuxbased Maemo. Nokia stated that Maemo would be developed alongside Symbian. Maemo had since (Maemo "6" and beyond) merged with Intel's Moblin, and became MeeGo. MeeGo was later canceled and a development is now continued under name Tizen. The Nokia N8 is the first device to function on the Symbian mobile operating system. Nokia revealed that the N8 will be the last device in its flagship N-series devices to ship with Symbian OS. Instead, Nokia will use Microsoft Windows Phone for its high-end flagship Lumia devices, and revealed the Nokia N9 will function on the MeeGo mobile operating system.

Alliance with Microsoft

Market share of Symbian, Windows Mobile and Windows Phone 7 among US smartphone owners from Q1 2011 to Q2 2012 according to Nielsen Company.

30

On 11 February 2011, Nokia's CEO Stephen Elop, a former head of Microsoft business division, unveiled a new strategic alliance with Microsoft, and announced it would replace Symbian and MeeGo with Microsoft's Windows Phone operating system except for mid-to-low-end devices, which would continue to run under Symbian. Nokia was also to invest into the Series 40 platform and release a single MeeGo product in 2011. As part of the restructuring plan, Nokia planned to reduce spending on research and development, instead customising and enhancing the software line for Windows Phone 7. Nokia's "applications and content store" (Ovi) becomes integrated into the Windows Phone Store, and Nokia Maps is at the heart of Microsoft's Bing and AdCenter. Microsoft provides developer tools to Nokia to replace the Qt framework, which is not supported by Windows Phone 7 devices. Symbian became described by Elop as a "franchise platform" with Nokia planning to sell 150 million Symbian devices after the alliance was set up. MeeGo emphasis was on longer-term exploration, with plans to ship "a MeeGo-related product" later in 2012. Microsoft's search engine, Bing was to become the search engine for all Nokia phones. Nokia also intended to get some level of customisation on WP7. After this announcement, Nokia's share price fell about 14%, its biggest drop since July 2009. As Nokia was the largest mobile phone and smartphone manufacturer worldwide at the time, it was suggested the alliance would make Microsoft's Windows Phone 7 a stronger contender against Android and iOS. Because previously increasing sales of Symbian smartphones began to fall rapidly in the beginning of 2011, Nokia was overtaken by Apple as the world's biggest smartphone maker by volume in June 2011. Nokia reported "well above 1 million" sales for its Lumia line up to 26 January 2012, 2 million sales for the first quarter of 2012, and 4 million for the second quarter of 2012. In this quarter, Nokia only sold 600000 smartphones (Symbian and Windows Phone 7) in North America. For comparison, Nokia sold more than 30 million Symbian devices world-wide still in Q4 2010 and the Nokia N8alone sold almost 4 million in its first quarter of sale. In Q2 2012, 26 million iPhones and 105 million Android phones have been shipped, but only 6.8 million devices with Symbian and 5.4 million with Windows Phone While announcing an alliance with Groupon, Elop declared "The competition... is not with other device manufacturers, it's with Google.

31

European carriers have stated that Nokia Windows phones are not good enough to compete with Apple iPhone or Samsung Galaxyphones, that "they are overpriced for what is not an innovative product" and that "No one comes into the store and asks for a Windows phone". In June 2012, Nokia chairman Risto Siilasmaa told journalists that Nokia had a back-up plan in the eventuality that Windows Phone failed to be sufficiently successful in the market. On October 29, 2012, Nokia said its high-end Lumia 820 and 920 phones, which will run on Microsoft's Windows Phone 8 software, will reach first operators and retail outlets in some Europeanmarkets including France and Britain and later in Russia and Germany as well as other select markets. On December 5, 2012, Nokia introduced two new smartphones, the Lumia 620 and Lumia 920T.

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Operations

Nokia House, Nokia's headquarters inKeilaniemi, Espoo, Finland In 2011 Nokia had 130,000 employees in 120 countries, sales in more than 150 countries, global annual revenue of over 38 billion, and operating loss of 1 billion. It was the world's largest manufacturer of mobile phones in 2011, with global device market share of 23% in the second quarter. The Nokia Research Center, founded in 1986, is Nokia's industrial research unit consisting of about 500 researchers, engineers and scientists; it has sites in seven

countries: Finland, China, India, Kenya, Switzerland, the United Kingdom and the United States. Besides its research centers, in 2001 Nokia founded (and owns) INdT Nokia Institute of Technology, a R&D institute located in Brazil. Nokia operates a total of 9 manufacturing facilities located at Salo, Finland; Manaus, Brazil; Cluj, Romania; Beijing and Dongguan, China; Komrom, Hungary; Chennai, India; Reynosa, Mexico;

and Changwon, South Korea. Nokia's industrial design department is headquartered in Soho in London, UK with significant satellite offices in Helsinki, Finland and Calabasas, California in the US. Nokia is a public limited-liability company listed on the Helsinki, Frankfurt, and New York stock exchanges. Nokia plays a very large role in the economy of Finland. It is an important employer in Finland and several small companies have grown into large ones as its partners and subcontractors. In 2009 Nokia contributed 1.6% to Finland's GDP, and accounted for about 16% of Finland's exports in 2006.

33

Mobile Solutions

The Nokia

N900,

a Maemo

5 Linux based

mobile

Internet

device

and touchscreensmartphone from Nokia's Nseries portfolio. Mobile Solutions is responsible for Nokia's portfolio of smartphones and mobile computers, including the more expensive multimedia and enterprise-class devices. The team is also responsible for a suite of internet services under the Ovi brand, with a strong focus on maps and navigation, music,messaging and media. This unit is led by Anssi Vanjoki, along with Tero Ojanper (for Services) and Alberto Torres (for MeeGo Computers).

Markets

The flagship Nokia store in Sao Paulo, Brazil Markets is responsible for Nokia's supply chains, sales channels, brand and marketing functions of the company, and is responsible for delivering mobile solutions and mobile phones to the market. The unit is headed by Niklas Savander.

34

Corporate governance
The control and management of Nokia is divided among the shareholders at a general meeting and the Nokia Leadership Team (left), under the direction of the Board of Directors (right). The Chairman and the rest of the Nokia Leadership Team members are appointed by the Board of Directors. Only the Chairman of the Nokia Leadership Team can belong to both, the Board of Directors and the Nokia Leadership Team. The Board of Directors' committees consist of the Audit Committee, the Personnel Committee and the Corporate Governance and Nomination Committee. The operations of the company are managed within the framework set by the Finnish Companies Act, Nokia's Articles of Association and Corporate Governance Guidelines, and related Board of Directors adopted charters.

Electronic products such as cell phones impact the environment both during production and after their useful life when they are discarded and turned into electronic waste. Nokia is listed inGreenpeace's Guide to Greener Electronics that scores leading electronics manufacturers according to their policies on sustainability, climate and energy and how green their products are. In November 2011 Nokia ranked 3rd out of 15 listed electronics companies, falling two places due to its weaker performance on the Energy criteria and scoring 4.9/10. All of Nokia's mobile phones are free of toxic polyvinyl chloride (PVC) since the end of 2005 and all new models of mobile phones and accessories launched in 2010 are on track to be free of brominated compounds, chlorinated flame retardants and antimony trioxide. Nokia's voluntary take-back programme to recycle old mobile phones spans 84 countries with almost 5,000 collection points. However, the recycling rate of Nokia phones was only 35% in 2008, according to a global consumer survey released by Nokia. The majority of old mobile phones are simply lying in drawers at home and very few old devices, about 4%, are being thrown into landfill and not recycled. All of Nokia's new models of chargers meet or exceed the Energy Star requirements. Nokia aims to reduce its carbon dioxide emissions by at least 18 percent in 2010 from a baseline year of 2006 and cover 50 percent of its energy needs through renewable energy sources. Greenpeace is challenging the company to use its influence at the political level as

35

number 85 on the Fortune 500 to advocate for climate legislation and call for global greenhouse gas emissions to peak by 2015. Nokia is researching the use of recycled plastics in its products, which are currently used only in packaging but not yet in mobile phones. Since 2001, Nokia has provided eco declarations of all its products and since May 2010 provides Eco profiles for all its new products. In an effort to further reduce their environmental impact in the future, Nokia released a new phone concept, Remade, in February 2008. The phone has been constructed of solely recyclable materials. The outer part of the phone is made from recycled materials such as aluminium cans, plastic bottles, and used car tires. The screen is constructed of recycled glass, and the hinges have been created from rubber tires. The interior of the phone is entirely constructed with refurbished phone parts, and there is a feature that encourages energy saving habits by reducing the backlight to the ideal level, which then allows the battery to last longer without frequent charges.

Connecting the next billion In feature phones, Nokias strategy is to leverage its innovation and strength in growth markets to connect even more people to their first internet and application experience. By providing compelling, affordable and localised mobile experiences, particularly to emerging markets, our ambition is to bring the next billion online. We will continue the renewal of our Series 40 platform in QWERTY, touch & type, dual SIM, Nokia services, including Maps, Browser, Life Tools, Web apps and Money. We are also investing in the future; developing assets (platform, software, apps), which will bring a modern mobile experience to consumers and enable business opportunities for developers.

36

COMPANY PROFILE

NOKIA TELECOM SEZ is one of the first private special economic zones in India. It is promoted by Nokia India Ltd and spreads over 220 acres. It houses a total of 6 units, from the Nokia factory.

Six Suppliers of Nokia-

1. Foxconn 2. Lite on Mobile (Perlos) 3. Laird 4. Salcomp 5. Wintek 6. Jabil

In all, the Zone has a workforce close to 26000 in number (including NOKIA)

Nokia Vision and Mission

Nokias mission is simple: Connecting People. Our goal is to build great mobile products that enable billions of people worldwide to enjoy more of what life has to offer.

Nokia Culture
In a world where everyone can be connected, we take a very human approach to technology.

Nokia Code of Conduct

Nokia Code of Conduct has been approved by Nokias Group Executive Board (GEB)

37

Nokia Values
Engaging You Engaging our customers our partners our suppliers,consumers and employees with what Nokia stands for in the world. Achieving Together Reaching out to others to come and join us to work with us and sharing risks and achievements and moving into the world of formal and informal networks. Passion for Innovation We have to live dreams find courage and make the leap into the future through innovation in technology ways of working and unleashing our passion for understanding the world around us. Very Human Encompasses our actions and behaviour in all their aspects and dimensions across the world; including people,the environment and the way we do business.

The Journey So Far...

April July 2005 2005 : MoU Signed : Building construction starts : Production commences with 550 people US $210 Million : 1 millionth device rolled out : 25 million devices produced in first year of operation

January March

2006 2006

December 2006

August

2007

: Export base increased to over 50 countries : Headcount 6000 people : Production of 100 million reached in less than 2 years : Foundation stone on Phase III expansion laid US $75 Million : Headcount reaches 8000 people : 200 Millionth device rolled out

November 2007 December 2007

January March October

2008 2008 2008

February 2009 : Her Excellency, Tarja Halonen, President of Finland visits the factory 38

April October

2009 : Phase III of the expansion nearing completion 2009 : 300 Million devices

September 2010 : 400 Million devices

March

2011 : 500 Million devices

Nokia Manufacturing Network (Devices)

1. Salo in Finland 2. Cluj in Romania 3. Beijing in China 4. Reynosa in Mexico 5. Masan in South Korea

Are part of mobile solutions operations focused in the manufacturing of smartphones and mobile computer devices as well as offerings that require greater product customization.

While factories in

6. Manaus in brazil 7. Dongguan in China 8. Chennai in India

Belong to mobile phones operations focused in the manufacturing of affordable mobile devices,such as S30s and S40s phones.

39

Why India was added to Nokia Manufacturing Network

Burgeoning domestic market

India is the fastest growing market and second largest market for Nokia.

Proximity to other markets with similar growth opportunity

SEAP, Middle East and Africa countries.

Availability of competent labour force

Though relevant manufacturing experience was lacking.

Risk Management and fit to our manufacturing network roadmap

Diversity of geography is essential to robustness of network.

Government support

Immense support from Director, Industries Tamil Nadu for Single Window Clearance.

40

World Class Manufacturing Culture at Nokia Chennai

500 million production achieved in 5 years (March 2011) Chennai Factory has the distinction of the fastest ramp up by a Nokia factory Manufacturing excellence and employee friendly atmosphere World class training and Manufacturing culture Kaizen Championships, SMART etc. Nurturing Employees and Schooling Talents (NEST) is a seven semester credit based on-site programme that gives opportunity to eligible employees to earn a bachelor of Technology sponsored by Nokia. Higher education (distance) assistance for all shop floor employees. Work Life Balance Environment Nokia Chennai anniversary celebrations Tejas, regular interactive internal events, multi cuisine 24 hour cafeteria, etc. Health awareness programs and camps on regular basis. Significant Business achievement through partnership with the Government. 5 Business partners co-exist in the Nokia Telecom SEZ park Nokia and Community Fence line school improvement program Village upliftment programs and Nokia helping hands employee voluntary service to the society

41

Company Structure

42

Human Resource Department Structure

43

Nokia Telecom SEZ: First Electronic Manufacturing SEZ in India

211 acres 0.5 billion investments Domestic and Export Markets

Nokia Factory construction from ground breaking to manufacturing of first handset took 5 months Six suppliers of Nokia (Foxconn, Lite on Mobile, Laird, Salcomp, Wintek, Jabil) Started with 550 people in January 2006 and grown to 11000 people by May 2011, more than 70% of them are women Exporting since May 2006. Currently exporting to 80 countries Establishes the Made in India brand. Located in India Tamil Nadu Sriperumbudur (Chennai)

Nokia has led the investment train and economic progress of the region Sriperumbudur region today a leading electronic manufacturing hub Nokia employs 11000 people, 70% are women Around 80% of the employees were from economically poor

Commuting Facility for Employees

170 buses and about 95 tempo traveller are plying / day Pickup / drop points : 1650

Canteen Facility

Food served : 370,590 Pax / Month

44

Chapter 3

45

INTRODUCTION The art of choosing men is not nearly so difficult as the art of enabling those one has chosen to attain their full worth. Recruitment is the process by which organizations locate and attract individuals to fill job vacancies. Most organizations have a continuing need to recruit new employees to replace those who leave or are promoted in order to acquire new skills and promote organizational growth. Recruitment follows HR planning and goes hand in hand with selection process by which organizations evaluate the suitability of candidates. With successful recruiting to create a sizeable pool of candidates, even the most accurate selection system is of little use Recruiting begins when a vacancy occurs and the recruiter receives authorization to fill it. The next step is careful examination of the job and enumeration of skills, abilities and experience needed to perform the job successfully. Other steps follow: Creating an applicant pool using internal or external methods Evaluate candidates via selection Convince the candidate And finally make an offer

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MEANING & CONCEPTS OF RECRUITMENT Recruitment refers to the process of attracting, screening, selecting, and onboarding a qualified person for a job. At the strategic level it may involve the development of an employer brand which includes an 'employee offering'. The stages of the recruitment process include: job analysis and developing a person specification; the sourcing of candidates by networking, advertising, or other search methods; matching candidates to job requirements and screening individuals using testing (skills or personality assessment); assessment of candidates' motivations and their fit with organisational requirements by interviewing and other assessment techniques. The recruitment process also includes the making and finalising of job offers and the induction and onboarding of new employees. Depending on the size and culture of the organisation recruitment may be undertaken inhouse by managers, human resource generalists and / or recruitment specialists. Alternatively parts of all of the process might be undertaken by either public sector employment agencies, or commercial recruitment agencies, or specialist search consultancies.

47

RECRUITMENT PROCESS Job analysis The starting point to a recruitment effort is to perform a job analysis and/or in some cases a task analysis, to document the actual or intended requirements of the job. From these the relevant information is captured in such documents as job descriptions and job specifications. Often a company will already have job descriptions that represent a historical collection of tasks performed. Where already drawn up, these documents need to be reviewed or updated to reflect present day requirements. Prior to initiating the recruitment stages a person specification should be finalised to provide the recruiters commissioned with the requirements and objectives of the project. Sourcing Sourcing is the use of one or more strategies to attract or identify candidates to fill job vacancies. It may involve internal and/or external advertising, using appropriate media, such as local or national newspapers, specialist recruitment media, professional publications, window advertisements, job centres, or in a variety of ways via the internet. Alternatively, employers may use recruitment consultancies to find otherwise scarce candidates who may be content in their current positions and are not actively looking to move companies may be proactively identified. This initial research for so-called passive candidates, also called name generation, results in a contact information of potential candidates who can then be contacted discreetly to be screened and approached. Screening and selection Suitability for a job is typically assessed by looking for

relevant skills, knowledge, aptitude, qualifications and educational or job related experience. These can be determined via: screeningrsums (also proactive known as CVs); job methods

applications; interviews.

More

idenification

include psychological, aptitude, numeracy and literacy testing. the testimony of references, Many recruiters and agencies use applicant tracking systems to perform the filtering process, along with software tools for psychometric testing. In many countries, employers are legally mandated to ensure their screening and selection processes meet equal opportunity and ethical standards.

48

In addition to the above selection assessment criteria, employers are likely to recognise the value of candidates who also have the so-called 'soft skills', such as interpersonal or team leadership and have the ability to reinforce the company brand through their behaviour in front of customers and suppliers. Multinational organisations and those that recruit from a range of nationalities are also concerned candidates will fit into the prevailing company 'culture'.

Lateral hiring "Lateral hiring" refers to a form of recruiting; the term is used with two different, almost opposite meanings. In one meaning, the hiring organization targets employees of another, similar organization, possibly luring them with a better salary and the promise of better career opportunities. An example is the recruiting of a partner of a law firm by another law firm. The new lateral hire then has specific applicable expertise and can make a running start in the new job. In some professional branches such lateral hiring was traditionally frowned upon, but the practice has become increasingly more common. An employee's contract may have a non-compete clause preventing such lateral hiring. In another meaning, a lateral hire is a newly hired employee who has no prior specific applicable expertise for the new job, and for whom this job move is a radical change of career. An example is the recruiting of a university professor to become chairman of the board of a company. Onboarding "Onboarding" is a term which describes the process of helping new employees become productive members of an organization. A well-planned introduction helps new employees become fully operational quickly and is often integrated with a new company and environment. Onboarding is included in the recruitment process for retention purposes. Many companies have onboarding campaigns in hopes to retain top talent that is new to the company; campaigns may last anywhere from 1 week to 6 months.

49

RECRUITMENT APPROACHES There are a variety of recruitment approaches and most organisations will utilise a combination of two or more of these as part of a recruitment exercise or to deliver their overall recruitment strategy. In summary five basic models more commonly found are:

An in-house personnel or human resources function may in some case still conduct all stages of the recruitment process. In the smallest organisations recruitment may be left to individual managers. More frequently whilst managing the overall recruitment exercise and the decision-making at the final stages of the selection process external service providers may undertake the more specialised aspects of the recruitment process.

Outsourcing of recruitment to an external provider may be the solution for some small businesses and at the other extreme very large organisations

Employment agencies are established as both publicly-funded services and as commercial private sector operations. Services may support permanent, temporary, or casual worker recruitment. They may be generic agencies that deal with providing unskilled workers through to highly-skilled managerial or technical staff or so-called niche agencies that specialize in a particular industrial sector or professional group.

Executive search firms for executive and professional positions. These firms operate across a range of models such as contingency or retained approaches and also hybrid models where advertising is also used to ensure a flow of candidates alongside relying on networking as their main source of candidates.

Internet recruitment services including recruitment websites and job search engines used to gather as many candidates as possible by advertising a position over a wide geographic area. In addition social network sourced recruitment has emerged as a major method of sourcing candidates.

In-house recruitment Many employers undertake at least some if not most of their own in-house recruitment, using their human resources department, front-line hiring managers and recruitment personnel who handle targeted functions and populations. In addition to coordinating with the agencies 50

mentioned above, in-house recruiters may advertise job vacancies on their own websites, coordinate internal employee referrals, work with external associations, trade groups and/or focus on campus graduate recruitment. Some large employers choose to outsource all or some of their recruitment process (recruitment process outsourcing) however a much more common approach is for employers to introduce referral schemes where employees are encouraged to source new staff from within their own network. Internal recruiters An internal recruiter (alternatively in-house recruiter or corporate recruiter) is member of a company or organization and typically works in the human resources (HR) department. Internal recruiters may be multi-functional, serving in an HR generalist role or in a specific role focusing all their time on recruiting. Activities vary from firm to firm but may include, screening CVs or resumes, conducting aptitude or psychological checks, hiring; testing, interviewing, advising

undertaking reference and background

administering contracts,

candidates on benefits, onboarding new recruits and conducting exit interviews with employees leaving the organisation. 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. The responsibility is to filter candidates as per the requirements of each client.

Employee referral. An employee referral program is a system where existing employees recommend prospective candidates for the job offered, and if the suggested candidate is hired, the employee who referred receives a cash bonus. In some cases the organization provides the employee referral bonus only if the referred employee stays with the organization for stipulated time duration (most cases 3 6 months). Referral bonus depends on the grade of the referred employee, higher the grade higher the bonus however the method is not used for senior level hiring. Outsourcing An external recruitment provider may suit small organisations without the facilities to recruit. In typically the largest organisations a formal contract for services has been negotiated with a specialist recruitment consultancy. These are known in the industry as Recruitment Process Outsourcing. Recruitment process outsourcing may involve strategic consulting for talent 51

acquisition, sourcing for select departments or skills, or total outsourcing of the recruiting function. RPO has gained traction among large firms, and is now a billion dollar industry with strong growth potential.

Employment agencies Employment agencies operate in both the public and private sectors. Publicly-funded services have a long history, often having been introduced to mitigate the impact on unemployment of economic downturns. The commercial recruitment industry is based on the goal of providing a candidate to a client for a price. At one end of the spectrum there are agencies that are paid only if they deliver a candidate that successfully stays with the client beyond the agreed probationary period. On the other end of the spectrum there are agencies that are paid a retainer to focus on a client's needs and achieve milestones in the search for the right candidate, and then again are paid a percentage of the candidate's salary when a candidate is placed and stays with the organization beyond the probationary period. The agency recruitment industry is highly competitive, therefore agencies have sought out ways to differentiate themselves and add value by focusing on some area of the recruitment life cycle. Traditional agency Also known as employment agencies, recruitment agencies have historically had a physical location. A candidate visits a local branch for a short interview and an assessment before being taken onto the agencys books. Recruitment consultants then work to match their pool of candidates to their clients' open positions. Suitable candidates are short-listed and put forward for an interview with potential employers on a contract or direct basis. Executive search firms ("Headhunters") An executive search firm or "headhunter" are industry terms for a third-party recruiters who seeks out candidates often when normal recruitment efforts have failed. Headhunters are generally considered more aggressive than in-house recruiters or may have pre-existing industry experience and contacts. They may use advanced sales techniques. They may also purchase expensive lists of names and job titles but more often will generate their own lists. They may arrange a meeting or a formal interview between their client and the candidate and 52

will usually prepare the candidate for the interview, help negotiate the salary and conduct closure to the search. They are frequently members in good standing of industry trade groups and associations. Headhunters will often attend trade shows and other meetings nationally or even internationally that may be attended by potential candidates and hiring managers. Headhunters are typically small operations that make high margins on candidate placements (sometimes more than 30% of the candidates annual compensation). Due to their higher costs, headhunters are usually employed to fill senior management and executive level roles. Headhunters are also used to recruit very specialized individuals; for example, in some fields, such as emerging scientific research areas, there may only be a handful of top-level professionals who are active in the field. In this case, since there are so few qualified candidates, it makes more sense to directly recruit them one-by-one, rather than advertise internationally for candidates. While in-house recruiters tend to attract candidates for specific jobs, headhunters will attract both candidates and actively seek them out as well. To do so, they may network, cultivate relationships with various companies, maintain large databases, purchase company directories or candidate lists and cold call prospective recruits. Headhunters are increasingly using social media to find and research candidates. This approach is often called social recruiting. Executive research firms and passive candidate sourcing firms These firms are the new hybrid operators in the recruitment world able to combine the research aspects (discovering passive candidates) of recruiting and combine them with the ability to make hires for their clients. These firms provide competitive passive candidate intelligence to support companies' recruiting efforts. Normally they will generate varying degrees of candidate information from those people currently engaged in the position a company is looking to fill. These firms usually charge a daily rate or fixed fee. Executive research can help companies uncover names that cannot be found through traditional recruitment methods and will allow human resource managers and internal recruiters more time to deal with face to face interviews. Internet recruitment services Recruitment websites Such sites have two main features: job boards and a resume/curriculum vitae (CV) database. Job boards allow member companies to post job vacancies. Alternatively, candidates can upload a rsum to be included in searches by member companies. Fees are charged for job 53

postings and access to search resumes. Since the late 1990s, the recruitment website has evolved to encompass end-to-end recruitment. Websites capture candidate details and then pool them in client accessed candidate management interfaces (also online). Key players in this sector provide e-recruitment software and services to organizations of all sizes and within numerous industry sectors, who want to e-enable entirely or partly their recruitment process in order to improve business performance. The online software provided by those who specialize in online recruitment helps organizations attract, test, recruit, employ and retain quality staff with a minimal amount of administration. Online recruitment websites can be very helpful to find candidates that are very actively looking for work and post their resumes online, but they will not attract the "passive" candidates who might respond favorably to an opportunity that is presented to them through other means. Also, some candidates who are actively looking to change jobs are hesitant to put their resumes on the job boards, for fear that their companies, co-workers, customers or others might see their resumes. Job search engines The emergence of meta-search engines allows job-seekers to search across multiple websites. Some of these new search engines index and list the advertisements of traditional job boards. These sites tend to aim for providing a "one-stop shop" for job-seekers. However, there are many other job search engines which index solely from employers' websites, choosing to bypass traditional job boards entirely. These vertical search engines allow job-seekers to find new positions that may not be advertised on traditional job boards, and online recruitment websites. Social recruiting Social recruiting is the use of social media for recruiting including sites

like Facebook, Twitter, and LinkedIn. Talent Acquisition Talent acquisition is the targeted recruitment/acquisition of high performing teams for example; in sales management or financial traders into a company from a competitor or similar type of organisation. Organisations requiring external recruitment or head-hunting firms are now employing "talent acquisition" specialists whose job it is to identify, approach and recruit top performing teams from competitors. This role is a highly specialised role akin to that of a traditional recruiter/headhunter specialist but carrying greater visibility and 54

strategic importance to a business. In many cases the talent acquisition person is linked directly to a company's executive management, given the potential positive impact a company can benefit from by getting high performing sales people into the business, whilst removing the same performing sales people from competitors.

An applicant tracking system (ATS) is a software application that enables the electronic handling of recruitment needs. An ATS can be implemented on an enterprise or small business level, depending on the needs of the company. An ATS is very similar to customer relationship management systems, but are designed for recruitment tracking purposes. Nearly all major corporations use some form of applicant tracking system to handle job applications and to manage resume data. A dedicated ATS is not uncommon for recruitment specific needs. On the enterprise level it may be offered as a module or functional addition to a human resources suite or Human Resource Information System (HRIS). The ATS is expanding into small and medium enterprises through open source or software as a service offerings (SaaS). The principal function of an ATS is to provide a central location and database for a company's recruitment efforts. ATSs are built to better assist management of resumes and applicant information. Data is either collected from internal applications via the ATS frontend, located on the company website or is extracted from applicants on job boards. The majority of job and resume boards (Monster, Hotjobs, Career Builder) have partnerships with ATS software providers to provide parsing support and ease of data migration from one system to another. Modern ATSs allow applicants to be sourced from the company's own database of past job applicants. Functionality of an ATS is not limited to data mining and collection, ATS applications in the recruitment industry include the ability automate the recruitment process via a

defined workflow. Another benefit of an applicant tracking system is analyzing and coordinating recruitment efforts - managing the conceptual structure known as human capital. A corporate career site or company specific job board module may be offered, allowing companies to provide opportunities to internal candidates prior to external recruitment efforts. Candidates may be identified via pre-existing data or through information garnered through other means. This data is typically stored for search and retrieval processes. Some systems have expanded 55

offerings that include off-site encrypted resume and data storage, which are often legally required by equal opportunity employment laws. Applicant tracking systems may also be referred to as talent management systems (TMS) and are often provided via an application service provider or software as a service (SaaS) model. The level of service and cost can vary greatly across providers. In the UK and Ireland, Applicant Tracking Systems which are specifically for Agency Recruiters are often referred to as Recruitment Software and this is a term used mainly in the recruitment agency industry (representative bodies include the REC in the UK and the NRF in Ireland). Although proprietary systems dominate the ATS space, there are open-source alternatives. This table lists the available free and open-source ATS. As the data held within recruitment software is predominantly personal data it is often tightly controlled by data protection legislation, preventing the data from being held offshore, which frequently places a legal restriction on the use of SaaS offerings. Human resource management (HRM, or human or simply HR) It is is the management of responsible while for also

an organization's workforce,

resources.

the attraction, selection, training, assessment,

and rewarding of

employees,

overseeing organizational leadership and culture, and ensuring compliance with employment and labor laws. In circumstances where employees desire and are legally authorized to hold a collective bargaining agreement, HR will typically also serve as the company's primary liaison with the employees' representatives (usually a labor union). HR is a product of the human relations movement of the early 20th century, when researchers began documenting ways of creating business value through the strategic management of the workforce. The function was initially dominated by transactional work such

as payroll and benefits administration, but due to globalization, company consolidation, technological advancement, and further research, HR now focuses on strategic initiatives like mergers and acquisitions, talent management, succession planning, industrial and labor relations, and diversity and inclusion. In startup companies, HR's duties may be performed by a handful of trained professionals or even by non-HR personnel. In larger companies, an entire functional group is typically dedicated to the discipline, with staff specializing in various HR tasks and functional leadership engaging in strategic decision making across the business. To train practitioners

56

RECRUITMENT PROCESS AT NOKIA

Nokia undergoes the Nokia Global Recruitment process which is followed by all Nokia companies. Service Level Agreement (SLA) it discusses about the vacancies to be fulfilled SLA ranking is given globally by Nokia in which Nokia India achieved 2nd place. The hiring manager sorts out the replacement and new vacancies required.

Taleo is an individual company which designs the tool for Nokia. Talleo designs the Software tool required for requirement process.

It is an end to end process

Recruitment Request (R.R) is created in the software tool and proceeded for approval

Approval Process

Hiring Manager enters the required replacement or new vacancy in the software tool the required vacancy is further proceeded to the Manager the Manager checks the recruitment request and he sends the R.R to the Functional Head then it is proceeded to the Unit Head. In case of new vacancy these R.R approval is proceeded to the Global approval. The approved Recruitment Request is received by the Human Resource Team. Service Level Agreement (SLA)

Hiring Manager Kick Off Meeting takes place within 48Hrs from Recruitment Request approval. Strategy Discussion like Behaviour, Differences and the type of resources needed are discussed. Profile Review 1st interview 2nd interview - Within 30 days - Within 45 days - Within 60 days

Filling the Recruitment Request - Within 90 days

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Recruitment Sources

Internal Sources 1. IJM Portal. IJM Internal Job Market Internal employees will be given first importance.

2. Employee referral External Sources -

1. Job portals.

2. Social Media i.e. Facebook LinkedIn etc.

3. Campus Recruitment.

4. Partners (Consultants). INTERNAL JOB MARKETS Internal job markets (IJM) are an administrative unit within a firm in which pricing and allocation of job is governed by a set of administrative rules and procedures. The remainder of jobs within the IJM is filled by the promotion or transfer of workers who have already gained entry. Internal job markets are shielded from the competition of external job markets (EJM). However, competition of IJM exists within the firm in the form of job promotions and pay. Why an internal job market? Employer branding: A good internal job market increases our ability to attract new talent as well as keep and develop existing talent.

Cost effectiveness: It is cost effective to recruit internally and the introduction time is shorter. The risk of a bad recruitment is lessened. 58

Increases exchange across company boundaries: Co-operation and exchange of experience/knowledge/best practice across company boundaries increases, which contributes to business advantage and the Group develops.

The main reasons why internal Job markets were developed are as follows: Skill Specificity Skill specificity has two effects important to the generation of the IJM: it increases the proportion of training costs borne by the employer, as opposed to by the trainee and it increases the absolute level of such costs. Companies are ever more seeking individuals with

59

specific talents that can be an asset to their organization. Firms that require specifically trained individuals look for a stable labor force. On the Job Training Many firms are willing to train internal employees for other positions. Since they find no use in workers with experience from other places, they prefer to promote young workers and train them on-the-job. Firms want to maintain the investment afterwards; therefore they offer the employees job security and structured promotions. Due to the importance of on the job training, the promotion is often given by seniority. Also, this way of promotion encourages on the job training, since the eldest worker is not afraid that the young one replaces him. Employers benefit from this more stable relationship because they reduce the cost of training. Analysis Analysis of Internal Job Markets concerns the causes of an organizations (or geographys) workforce dynamics attraction, development, and retention as well as the rewards that motivate them. Statistical models are often used to explain and predict outcomes because internal Job markets are a complex system of interactions between workers, company management practices and job market dynamics. Customary Law Custom at the workplace is an unwritten set of rules based largely upon past practices or precedent. These rules can govern any aspect of the work relationship

from discipline to compensation. Work customs appear to be the outgrowth of employment stability within the internal Job markets. Customary law is of special interest in the analysis of internal Job markets both because of the stabilizing influence which it imparts to the rules of the workplace and because the rules governing the pricing and allocation of Job within the market are particularly subject to the influence of custom. The internal Job market is composed of many facts. The first is IJMs which consist of clusters of jobs related by the skills and capacities required for their successful performance. Second, the sets of skills required within one job cluster are similar, but different from those required in other job clusters. Third, within any one job cluster, there exists a hierarchy of skills and capacities such that the demands for application of skills on certain jobs facilitate the development of further skills required for other jobs. In this hierarchy those with lowerlevel jobs requiring skills are usually available in the EJM and higher level jobs require capacities developed from the performance of lower-level jobs usually within the IJM. 60

Fourth, different job levels receive different compensation; high level jobs are associated with higher levels of compensation. Finally, selection and assignment of persons to higher level jobs occurs according to the rules that describe the criteria to be used in these decisions.

EMPLOYEE REFERRAL

Employee referral is an internal recruitment method employed by organizations to identify potential candidates from their existing employees' social networks. An employee referral scheme encourages a company's existing employees to select and recruit the suitable candidates from their social networks. As a reward, the employer typically pays the referring employee a referral bonus. Recruiting candidates using employee referral is widely acknowledged as being the most cost effective and efficient recruitment method to recruit candidates and as such, employers of all sizes, across all industries are trying to increase the volume of recruits through this channel. Proponents of employee referral schemes claim the benefits to be an improved candidate quality, fit, and retention levels, while at the same time delivering a significant reduction in recruitment expenditure. However, there are a number of potential drawbacks. One of the greatest concerns tends to be that relying too heavily on employee referrals could limit diversity in the workplace, with new staff recruited in the likeness of existing employees. But, provided that there is already a diverse workforce in place this ceases to be such an issue. Improved Candidate Quality, Fit and Retention The one-to-one direct relationship between the candidate and the referring employee and the exchange of knowledge that takes place allows the candidate to develop a strong understanding of the company, its business and the application and recruitment process. With this information the candidate is ideally placed to assess their own suitability and likelihood of success at the company and make an informed decision, with the support of the referring employee as to whether to apply. This is the start of the companys recruitment process where, at no cost to the employer, candidates and employees remove unsuitable and poor quality candidates, from the recruitment process ensuring a consistently high quality of applications 61

Candidates who are interviewed are thoroughly prepared resulting in superior interview to job offer conversion rates. In addition, successful candidates get up to speed faster compared to other recruitment methods. Candidate fit to the companys culture, departments and teams is improved as the expectations of candidate and employer match. This significantly increases the level of staff retention and builds a loyal and committed workforce - ultimately reducing the companys future recruitment requirements Reduction in Recruitment Expenditure Employee referral schemes allows existing employees to screen, select and refer only the best candidates to the recruitment process. This eliminates the often considerable cost of third parties service providers who would have previously conducted the screening and selection process. The costs of operating an employee referral scheme extends to the cash bonus paid to employees and internal promotion and administration, the total of which is considerably lower than the expense of recruiting using traditional recruitment consultants, headhunters and online recruitment methods As candidate quality improves and interview to job offer conversion rates increase the amount of time spent interviewing decreases meaning the companys Human

Resources headcount can be streamlined and be used more efficiently. Marketing and advertising spend decreases as existing employees source potential candidates from the existing personal networks of friends, family, acquaintances and associates. The opportunity to improve candidate quality, fit, and retention levels, while at the same time significantly reduce recruitment expenditure has seen the emphasis employers place on increasing the volume of recruits by employer referral increase dramatically. Through referrals, employers can access employees' networks, through social media or personal networks, to find qualified talents to fill the open positions,

An employees social network is limited only a small proportion of the network may be suitable for referral Recruiting from an employees limited social network may compromise the diversity of the workforce Actively referring candidates increases an employees workload and may be detrimental to their main responsibilities 62

The best and most relevant candidates may not be acquainted with an existing employee of the company and therefore cannot be recruited via the referral scheme

An employee referral scheme is only as good as the volume and quality of candidates applying through the channel. Firstly why would you want to create an employee referral program?

Attract new candidates. Involve employees in the growth of the company. Motivate staff. Reduce costs Decreased hiring time Better quality candidates

Employee referral schemes generally function best when they are simple. At a very basic level an employee referral scheme allows employers to set an amount they will pay an existing member of staff who recommends a person for the role who is subsequently offered the job.. Since the priority of the referral system is to pay the referrer, the company should decide on and allocate the intended reward before starting the process. For the scheme to function best you should set the reward to the highest amount which you feel comfortable paying. The reward needs to be large enough to tempt the employee to act immediately and also to proactively promote the role. In order for a successful referral scheme to function correctly, it is vital to create a process by which staff are notified of active vacancies and the referral fee is publicized. For the scheme to be successful publicity is KEY, so if it is not already happening it will be a good idea to start sending round an all staff vacancy email which lists all the active vacancies and also gives details about the rewards available. Since the whole system is run on the credibility of the referred applicants, companies should encourage the employees to conduct an initial screening before they forward their recommendations. This will save lots of wasted time. One good method for encouraging referrals is to give priority to referred candidates. They should be given attention and ideally the processing of these applicants should be done first. Swift

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processing and regular feedback on the referred applicant's status in the process will ensure that your employees stay motivated to send more referrals in the future. The referral process is completed when the referred applicant is selected to the post. After the candidate accepts the role, the referrer should be recognized and awarded the promised amount. This will reinforce the credibility of the scheme as well as encourage others to actively participate. Should a referred candidate accept the job, the fact that the new starter joined through the referral process should be publicised within the company. A good referral system should have these characteristics;

Public recognition of successful referrals. Prompt bonus rewards. Regular promotional incentives. Converting the program from a passive to a proactive tool. Creative devices to enhance employee participation. Good communications feedback about referrals.

A good referral program will have many benefits, both in cost and the time savings and also since the new employee will have come via an existing social connection it is likely that they will fit in well; hence less time and money spent for orientation and training.

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JOB PORTALS Job portals have become "the most popular and widely used recruitment tool," Job portals allow users to search for open positions but require applicants to register. Registration entails creating an account with a user ID and email address. Once registered, users can submit, store and edit resumes and profiles, apply online and track applications. They can also request email alerts on future openings or click links to company, industry and career-specific information.

Employers Filling positions faster from a broader candidate base at a lower cost through job portals has changed the face of recruiting. Technology gives employers the capability to conduct resume database searches using a variety of parameters, store recruitment information for EEO compliance, correspond with applicants via email and track candidates. Company website job portals serve as a selling tool to attract talent, with video profiles of the organization and commentary from existing employees that present corporate culture and values. Features
Some features that job portals offer include resume-building; search options, such as location, keyword, job type and experience level; audio and video resume recording; job agents for position matching and interview tips.

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SOCIAL RECRUITMENT Social networks like Facebook, Twitter and professional networks like Linkedin offer employers another way of reaching potential employees. Many employers use their Facebook Fan pages and Facebook applications to promote their vacancies to wider networks. Most companies will also use Twitter to promote jobs. And LinkedIn offers a range of recruitment tools. However, rather like search engine marketing above, recruiting via social media requires some expertise and still remains the preserve of larger employers and recruitment consultants. Myth: Social media is free While many of the applications and channels, such as Facebook, Twitter or LinkedIn, are free or low cost, you're going to need to invest plenty of time and resource in to learning how to make the social channels work for resourcing. You're going to need to spend plenty of time identifying contacts and then filtering them into a worthwhile network. You also need to spend time being interesting and creating posts that will promote you in the right way. None of this is free.

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CAMPUSRECRUITMENT

Campus Recruitment has always been one of the most vital sources of hiring the right talent into Persistent. It provides a platform for our Organization to meet the aspirants and pick up intelligent, committed youth who will become valuable assets for Persistent. Employees form the core of our organization and we take efforts to get the "Best Talent" through our Campus Recruitment drives. Our Recruitment activity commences as per business needs. The crux of these activities is to pick up the employable youths who have the requisite enthusiasm and zeal to prove their worth. Our Campus team comprises of Persistent Interviewers including Alumni from Campus Colleges, who are currently our Employees. They are a very important constituent, for our efforts to get transformed into fruits of success. Campus placement or campus interview is the program conducted within educational institutes or in a common place to provide jobs to students pursuing or in the stage of completing the programme. In this programme, industries visit the colleges to select students depending on their ability to work, capability, focus and Aim. The major objective of campus placement is to identify the talented and qualified professionals before they complete their education. This process reduces the time for an industry to pick the candidates according to their need.

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PARTNERS (CONSULTANTS) Third-party recruiters/Partners are agencies, organizations, or individuals recruiting candidates for temporary, part-time, or full-time employment opportunities other than for their own needs. This includes entities that refer or recruit for profit or not for profit, and it includes agencies that collect student information to be disclosed to employers for purposes of recruitment and employment; Employment agencies Organizations that list positions for a number of client organizations [employers] and receive payment when a referred candidate is hired. The fee for listing a position is paid either by the firm listing the opening (fee paid) or by the candidate who is hired.

Search firms Organizations that contract with clients [employers] to find and screen qualified persons to fill specific positions. The fees for this service are paid by the clients [employers].

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Contract recruiter Organizations that contract with an employer to act as the employers agent in the recruiting and employment function.

Online job posting or resume referral services For-profit or commercial organizations that collect data on job seekers and display job opportunities to which job seekers may apply. The data collected on job seekers are sent to prospective employers. Fees for using the services may exist for the employer, school, or job seeker. Temporary agencies or staffing services Temporary agencies or staffing services are employers, not third-party recruiters, and will be expected to comply with the professional practice principles set forth for employment professionals. These organizations contract to provide individuals qualified to perform specific tasks or complete specific projects for a client organization. Individuals perform work at the client organization, but are employed and paid by the agency. Outsourcing contractors or leasing agencies Outsourcing contractors or leasing agencies are employers, not third-party recruiters, and will be expected to comply with the professional practice principles set forth for employment professionals. These organizations contract with client organizations to provide a specific functional area that the organization no longer desires to perform, such as accounting, technology services, human resources, cafeteria services, and so forth. Individuals hired by the outsourcing or leasing firm are paid and supervised by the firm, even though they work on the client organizations premises.

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RECRUITMENT PROCESS (Raised in recruitment tool)

(Approval flow in recruitment tool itself)

(Goes to recruitment team)

Feedback and thanks given to candidate

( From R.R.Approval meeting Starts within 48hrs)- SLA (Meeting between the Hiring Manager & recruiter) (Discussion about the candidate skills and his qualities etc)

(Internal Job Market IJM: for all open Recruitment Requests Internal employees are always given priority.)

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Within 30 days

Within 45 days

Within 60 days

SLA Service Level Agreement

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Filling the R.R. within 90 days after Offering the candidate (Hiring Manager Satisfaction Survey)

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Chapter 4

73

INTRODUCTION

DATA ANALYSIS AND INTERPRETATION

The data collected has to be processed and analyzed for the purpose of developing the research plan. This is essential for a scientific study and for ensuring that we have all the relevant data. Processing implies editing, coding, classification, and tabulation of collected data and so that they acquiescent to analyzes.

The term analysis refers to the computation of certain measures along with searching for patterns of relationship that exists among data groups. Thus, In the process of analysis, relationships with original or new hypothesis should be subjected to statistical tests of significance to determine with that validity data can say as to indicate any conclusions.

Analysis of data in a general way involves a number of closely related operation that are performed with the purpose of summarizing the collected data and organizing them in such a manner that answer the research questions.

The whole chapter of analysis and interpretation is based on the responses of 150 respondents who were administered with a questionnaire which contain the personal data their views about the recruitment and selection process and procedure.

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DATA ANALYSIS AND INTERPRETATION

TABLE NO 4.1 TABLE SHOWING THE GENDER OF THE RESPONDENTS S.No. PARTICULARS No. Of RESPONDENTS 1. 2. TOTAL Source: Primary data MALE FEMALE 57 93 150 PERCENTAGE (%) 38 62 100

CHART 4.1 CHART SHOWING THE GENDER OF THE RESPONDENTS

62% 38%

INTERPRETATION: Among 150 respondents 62 per cent of respondents come under female category and rest of them belongs to male.

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TABLE NO 4. 2 TABLE SHOWING QUALIFICATION OF RESPONDENTS

S.No. 1 2 3

PARTICULARS IT/DIPLOMA DEGREE POST GRADUATE TOTAL

No. Of RESPONDENTS 0 0 150 150

PERCENTAGE (%) 0 0 100 100

Source: Primary data CHART 4.2 CHART SHOWING QUALIFICATION OF RESPONDENTS 90

80 70 60 TABLE 50 40 30 20 10 0 IT/DIPLOMA DEGREE POST GRADUATE 100 100%

0%

0%

NO 4. 3

TABLE SHOWING AGE OF RESPONDENTS

INTERPRETATION: From the table it is vivid that 150 per cent of respondents are having post Graduate qualification.

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TABLE NO 4. 3 TABLE SHOWING AGE OF RESPONDENTS No. Of S.No. 1 2 3 PARTICULARS BELOW 30YRS BELOW 40 YRS BELOW 50 YRS TOTAL Source : Primary Data RESPONDENTS 142 8 0 150 PERCENTAGE (%) 94.67 5.33 0 100

CHART 4.3 CHART SHOWING AGE OF RESPONDENTS

94.67% 100 80 60 40 20 0 BELOW 30YRS BELOW 40 YRS 5.33%

BELOW 50 YRS

INTERPRETATION: From the table it is understood that 94.67 per cent of respondents are having age between below 30 years and followed by 5.33 per cent of respondents are having age between below 40 years.

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TABLE NO 4. 4 TABLE SHOWING EXPERIENCE OF RESPONDENTS No. Of S.No. 1 2 3 4 PARTICULARS BELOW 5 YRS BELOW 10 YRS BELOW 15 YRS ABOVE 15 YRS TOTAL Source: Primary data CHART 4.4 CHART SHOWING EXPERIENCE OF RESPONDENTS
90

PERCENTAGE (%) 80 13.33 6.67 0 100

RESPONDENTS 120 20 10 0 150

80
70 60 50 40

80%

30
20 10 0 BELOW 5 YRS BELOW 10 YRS BELOW 15 YRS ABOVE 15 YRS 13.33% 6.67%

INTERPRETATION: From the table it is vivid that 80 per cent of respondents are having experience less than 5 years and 13.33 per cent of respondents are having experience less than 10years and 6.67 per cent of respondents are having experience less than 15 years.

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TABLE NO 4.5 TABLE SHOWING AWARENESS OF RECRUITMENT PROCESS

No. Of S.No. 1 2 PARTICULARS RESPONDENTS YES NO TOTAL Source: Primary data 150 0 150

PERCENTAGE (%) 100 0 100

CHART 4.5 CHART SHOWING AWARENESS OF RECRUITMENT PROCESS

100% 100 80 60 40 20 0 YES NO 0%

INTERPRETATION: From the table it is analyzed that 100 per cent of respondents are aware of recruitment and selection process of the organization.

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TABLE NO 4.6 TABLE SHOWING VACCANCY OF ORGANIZATION

S.No.

PARTICULARS INTERNAL ANNOUNCEMENTS ADVERTISEMENTS CONSULTANTS ACAMPUS INTERVIEW TOTAL

No. Of RESPONDENTS 108 42 0 0 150

PERCENTAGE (%) 72 28 0 0 100

1 2 3 4

Source: Primary data CHART 4.6 CHART SHOWING VACCANCY OF ORGANIZATION

80 70 60 50 40 30 20 10 0 72%

28% 0% 0%

INTERPRETATION: From the table it is analyzed that 72 per cent of respondents came to know about the vacancy due to the internal announcements and 28 per cent of respondents through advertisements.

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TABLE NO 4.7 TABLE SHOWING SOURCES OF RECRUITMENT PROCESS

S.No. 1 2 3

PARTICULARS INTERNAL SOURCES EXTERNALSOURCES BOTH TOTAL

No. Of RESPONDENTS 0 15 135 150

PERCENTAGE (%) 0 10 90 100

Source: Primary data

CHART NO 4.7 CHART SHOWING SOURCES OF RECRUITMENT PROCESS

90% 90 80 70 60 50 40 30 20 10 0 INTERNAL SOURCES EXTERNAL SOURCES BOTH 0% 10%

INTERPRETATION: From the table it is analyzed that 90 per cent of respondents are aware of the both sources of recruitments and 10 per cent of respondents are aware about the external sources of recruitment.

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TABLE NO 4.8 TABLE SHOWING INTERNAL SOURCES OF RECRUITMENT

S.No. 1 2 3 4

PARTICULARS TRANSFER & PROMOTION EMPLOYEE REFERENCE FORMER EMPLOYEE PREVIOUS APPLICANTS TOTAL

No. Of RESPONDENTS 0 150 0 0 150

PERCENTAGE (%) 0 100 0 0 100

Source: Primary data

CHART NO 4.8 CHART SHOWING INTERNAL SOURCES OF RECRUITMENT

100% 100 80 60 40 20 0 TRANSFER & PROMOTION EMPLOYEE REFERENCE FORMER EMPLOYEE 0% 0%

INTERPRETATION: From the table it is understood that100 per cent of respondents preferred only employee referral.

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TABLE NO 4.9 TABLE SHOWING EXTERNAL SOURCES OF RECRUITMENT

No. Of S.No. PARTICULARS EMPLOYMENT 1 2 3 4 5 6 EXCHANGES CONSULTANTS ADVERTISEMENTS CAMPUS INTERVIEW RIVAL FIRMS ALL THE ABOVE TOTAL Source: Primary data 0 84 12 10 0 44 150 RESPONDENTS

PERCENTAGE (%)

0 56 8 6.67 0 29.33 100

CHART NO 4.9 CHART SHOWING EXTERNAL SOURCES OF RECRUITMENT

56% 60 50 40 30 20 10 0 29.33% 0% 8% 6.67% 0

INTERPRETATION: From the table it is understood that 56 percent of respondent preferred consultants and 6.67 per cent of respondent said campus interview and 29.33 per cent of respondent told all the five mentioned above.

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TABLE NO 4.10 TABLE SHOWING ROLE OF CONSULTANTS

No. Of S.No. 1 2 3 PARTICULARS YES TO SOME EXTENT NO TOTAL Source: Primary data RESPONDENTS 107 43 0 150

PERCENTAGE (%) 71.33 28.67 0 100

CHART NO 4.10 CHART SHOWING ROLE OF CONSULTANTS

28.67% 0% 71.33%

INTERPRETATION: From the table it is vivid that71.33 per cent of respondent said that role of consultants are more and 28.66 per cent of respondent said that role is to some extent.

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TABLE NO 4.11 TABLE SHOWING FACTORS INFLUENCING RECRUITMENT

No. Of S.No. PARTICULARS UNSKILLED JOB 1 APPLICANTS AVAILABILITY OF 2 JOB SEEKERS HR PLOICIES OF THE 3 4 ORGANIZATION ALL THE ABOVE TOTAL Source: Primary data 103 8 150 36 0 RESPONDENTS

PERCENTAGE (%)

24

70.67 5.33 100

CHART NO 4.11 CHART SHOWING FACTORS INFLUENCING RECRUITMENT

70.67%

80 60 40 20 0 0% 24%

5.33%

INTERPRETATION: From the table it is understood that 70.67 per cent of respondent said that HR policies influences badly and 24 per cent of respondent said the availability of job seekers and 5.33 per cent of respondent has mentioned all the above. 85

TABLE NO 4.12 TABLE SHOWING RECRUITER KNOWLEDGE AND EXPERIENCED PERSONNEL No. Of S.No. 1 2 3 4 PARTICULARS STRONGLY AGREE AGREE NEUTRAL DISAGREE STRONGLY 5 DISAGREE TOTAL Source: Primary data 0 150 0 100 RESPONDENTS 116 34 0 0 PERCENTAGE (%) 77.33 22.67 0 0

CHART NO 4.12 CHART SHOWING RECRUITER KNOWLEDGE AND EXPERIENCED PERSONNEL

80 70 60 77.33%

50 40
30 20 10 22.67% o% 0% 0%

0
STRONGLY AGREE AGREE NEUTRAL DISAGREE STRONGLY DISAGREE

INTERPRETATION: From the table it is analyzed that 77.33 per cent of respondent strongly agree for the recruiter knowledge and 22 per cent of respondent agreed for the recruiter knowledge.

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TABLE NO 4.13 TABLE SHOWING FACTORS INFLUENCING RECRUITMENT

No. Of S.No. PARTICULARS HIGHLY 1 2 3 4 SATISFIED SATISFIED NEUTRAL DISSATISFIED HIGHLY 5 DISSATISFIED TOTAL Source: Primary data 0 150 64 65 21 0 RESPONDENTS

PERCENTAGE (%)

42.67 43.33 14 0

0 100

CHART NO 4.13 CHART SHOWING FACTORS INFLUENCING RECRUITMENT

45 40 35 30 25 20 15 10 5 0 42. 67% 43. 33%

14% 0% 0%

INTERPRETATION: From the table it is understood that 42.67 per cent of respondent are highly satisfied with the recruitment and selection process and 43.33 said that they are satisfied and 14 per cent of respondents are in neutral.

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TABLE NO 4.14 TABLE SHOWING CHALLENGING TASK OF RECRUITER

S.No. PARTICULARS 1 2 3 4 STRONGLY AGREE AGREE NEUTRAL DISAGREE STRONGLY 5 DISAGREE TOTAL Source: Primary data

No. Of RESPONDENTS 57 72 13 8

PERCENTAGE (%) 38 48 8. 67 5. 33

0 150

0 100

CHART NO 4.14 CHART SHOWING CHALLENGING TASK OF RECRUITER

60

50 40 30 20 10 0

48% 38%

STRONGLY AGREE AGREE NEUTRAL DISAGREE 8. 67% 5.33% 0% STRONGLY DISAGREE

INTERPRETATION: From the table it is vivid that 38 per cent of respondent strongly agree that recruiting is a challenging task and 48 per cent of respondents agreed that recruiting is challenging task to some extent and 5.33 per cent of respondents have disagreed.

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TABLE NO 4.15 TABLE SHOWING SCREENING FACTORS OF CANDIDATES No. Of S.No. 1 2 PARTICULARS QUALIFICATION EXPERIENCE COMMUNICATION 3 4 5 SKILL ATTITUDE ALL THE ABOVE TOTAL Source: Primary data 8 7 114 150 5. 33 4. 67 76 100 RESPONDENTS 10 11 PERCENTAGE (%) 6. 67 7. 33

CHART NO 4.15 CHART SHOWING SCREENING FACTORS OF CANDIDATES

76% 80 70 60 50 40 30 20 10 0

6. 67%

7. 33%

5. 33%

4. 67%

INTERPRETATION: From the table it is understood that 6.67 per cent of respondent said that qualification is a major screening factor and 4.33 per cent of respondents says experience and 5.33 per cent of respondents says communication skills and 4.67 per cent of respondents says attitude and 76 per cent of respondents says that is mentioned in above.

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TABLE NO 4.16 TABLE SHOWING SCREENING TESTS No. Of S.No. 1 PARTICULARS APTITUDE TEST INTELLIGENCE 2 TEST PERSONALITY 3 4 5 TEST ABILITY TEST ALL THE ABOVE TOTAL Source: Primary data CHART NO 4.16 CHART SHOWING SCREENING TESTS
56.67% 60 33.35% 40 20 0 0% 5.33% 4.667%

PERCENTAGE (%) 33.33

RESPONDENTS 50

8 7 85 150

5.33 4.67 56.67 100

INTERPRETATION: From the table it is analyzed that 33.33 per cent of respondent said that the aptitude test and5.33 per cent said personality test and 4.67 per cent preferred ability test and 56.67 per cent preferred all the above.

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TABLE NO 4.17 TABLE SHOWING INTERVIEW PREFERRED No. Of S.No. 1 2 3 4 5 PARTICULARS STRESS INTERVIEW TECHNICAL INTERVIEW HR INTERVIEW DEPTH INTERVIEW ALL THE ABOVE TOTAL Source: Primary data CHART NO 4.17 CHART SHOWING INTERVIEW PREFERRED
38% 40 35 30 25 20 15 10 5 0 STRESS TECHNICAL HR DEPTH INTERVIEW INTERVIEW INTERVIEW INTERVIEW ALL THE ABOVE 0% 0% 31. 33% 30. 67%

PERCENTAGE (%) 0 31.33 30.67 0 38 100

RESPONDENTS 0 47 46 0 57 150

INTERPRETATION: From the table it is understood that 31.33 per cent of respondents prefer technical interview and 30.67 33percent of respondents prefer HR interview and 38 33percent of respondents prefer all types of interview.

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TABLE NO 4.18 TABLE SHOWING FATORS INFLUENCING SELECTION PROCESS

No. Of S.No. 1 PARTICULARS TECHNICAL KNOWLEDGE DISCREPANCY IN 2 3 4 DOCUMENTS SALARY ISSUES ALL THE ABOVE TOTAL Source: Primary data CHART NO 4.18 8 14 99 150 RESPONDENTS 29

PERCENTAG E (%) 19. 33

5. 33 9. 33 66 100

CHART SHOWING FATORS INFLUENCING SELECTION PROCESS

66%

70 60 50 40 30 20 10 0

19.33% 5.33%

9.33%

TECHNICAL DISCREPANCY KNOWLEDGE IN DOCUMENTS

SALARY ISSUES

ALL THE ABOVE

INTERPRETATION: From the table it is vivid that 19.33 percent of respondents said that technical knowledge is a high factor and 5.33 percent of respondents said discrepancy and 9.33 said salary issues and 66 per cent said all the above.

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TABLE NO 4.19 TABLE SHOWING SATISFACTION OF RESPONDENTS

No. Of S.No. PARTICULARS HIGHLY 1 2 3 4 SATISFIED SATISFIED NEUTRAL DISSATISFIED HIGHLY 5 DISSATISFIED TOTAL 0 150 Source: Primary data 78 51 21 0 RESPONDENTS

PERCENTAGE (%)

52 34 14 0

0 100

CHART NO 4.19 CHART SHOWING SATISFACTION OF RESPONDENTS

52% 60 50 40 30 20 10 0 34% 14% 0% 0%

INTERPRETATION: From the table it is understood that 52 per cent of respondents are highly satisfied and 34 per cent of respondents are satisfied and 14 per cent of respondents are in neutral stage.

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TABLE NO 4.20 TABLE SHOWING VERIFICATION OF RESPONDENTS No. Of S.No. PARTICULARS EDUCATIONAL 1 QUALIFICATION LEGAL 2 3 BACKGROUND REFERENCE CHECK FAMILY 4 5 BACKGROUND ALL THE ABOVE TOTAL Source: Primary data 0 93 150 0 62 100 21 0 14 0 36 24 RESPONDENTS PERCENTAGE (%)

CHART NO 4.20 CHART SHOWING VERIFICATION OF RESPONDENTS

62% 24% 80 60 40 20 0 14% 0% 0%

INTERPRETATION: From the table it is analyzed that 24 per cent of respondents said that

education is a common factor to be verified and 14 per cent of respondents for legal background and 62 per cent of respondents said all the above.

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TABLE NO 4.21 TABLE SHOWING ADHERENCE TO HR POLICIES S.No. ADHERENCE OF SELECTION PROCESS TO HR POLICIES 1 2 3 YES TO SOME EXTENT NO TOTAL Source: Primary data 142 8 0 150 94.67 5.33 0 100 No. Of RESPONDENTS PERCENTAGE (%)

CHART NO 4.21 CHART SHOWING ADHERENCE TO HR POLICIES 90 80

100 94.67%

70 60 50 40 30 20 10 0 YES

5.33%

0%

TO SOME EXTENT

NO

INTERPRETATION: From the table it is vivid that 94.67 per cent of respondents are accepting that selection is based on HR policies and 5.33 per cent of respondents are not accepting

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TABLE NO 4.22 TABLE SHOWING PREFERENCE OF FEMALE CANDIDATES S.No. PREFERNCE OF FEMALE CANDIDATES 1 2 3 YES TO SOME EXTENT NO TOTAL Source: Primary data CHART NO 4.22 CHART SHOWING PREFERENCE OF FEMALE CANDIDATES
80 70 60 50 40

No. Of RESPONDENTS

PERCENTAGE (%)

8 36 106 150

5. 33 24 70. 67 100

24%

70.67%

30 20 10 0 YES 5.33%

TO SOME EXTENT

NO

INTERPRETATION: From the table it is understood that 5.33 per cent of respondents said no preference is given to female candidates and 24 per cent says to some extent is given and 70.67 per cent says it is not given.

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TABLE NO 4.23 TABLE SHOWING JOB REQUIREMENTS S.No. JOB REQIREMENTS No. Of RESPONDENTS 1 2 3 4 STRONGLY AGREE AGREE NEUTRAL DISAGREE STRONGLY 5 DISAGREE TOTAL Source: Primary data 0 150 0 100 99 36 15 0 PERCENTAGE (%) 66 24 10 0

CHART NO 4.23 CHART SHOWING JOB REQUIREMENTS

70 60 50 40 30 20 10 0 STRONGLY AGREE AGREE NEUTRAL DISAGREE STRONGLY DISAGREE 66%

24% 10% 0% 0%

INTERPRETATION: From the table it is analyzed that 66 per cent of respondents strongly agree that recruitment is done based on job requirements and 24 per cent agree and 10 per cent are in neutral.

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TABLE NO 4.24 TABLE SHOWING MANPOWER REQUIREMENTS S.No. MANPOWER REQUIREMENTS 1 2 3 4 ANNUALY HALF YEARLY QUARTERLY NEED BASED TOTAL Source: Primary data No. Of RESPONDENTS 0 0 86 64 150 PERCENTAGE (%) 0 0 57.33 42.67 100

CHART NO 4.24 CHART SHOWING MANPOWER REQUIREMENTS

NEED BASED

42.67%

QUARTERLY

57.33%

YEARLY HALF
0%

ANNUALY

10

20

30

40

50

60

INTERPRETATION: From the table it is understood that 57.33 per cent of respondents says manpower requirements are fulfilled in half yearly and 42.67 33per cent of respondents says it is fulfilled in need based.

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TABLE NO 4.25 TABLE SHOWING SATISFACTION OF SELECTION PROCEDURE S.No. SATISFACTION OF SELECTION PROCEDURE 1 2 3 4 5 HIGHLY SATISFIED SATISFIED NEUTRAL DISSATISFIED HIGHLY DISSATISFIED TOTAL Source: Primary data CHART NO 4.25 CHART SHOWING SATISFACTION OF SELECTION PROCEDURE
45 40 35 30 25 20 15 10 5 0 38% 43.33%

No. Of RESPONDENTS

PERCENTAGE (%)

57 65 28 0 0 150

38 43.33 18.67 0 0 100

18.67% 0% 0%

INTERPRETATION: From the table it is understood that 38 per cent of respondents are highly satisfied with the selection procedure and 43.33 per cent of respondents are satisfied with the selection procedure and 18.67 per cent are in neutral.

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TABLE NO 4.26 TABLE SHOWING RATING OF RECRUITMENT SELECTION PROCESS S.No. RATING OF RECRUITMENT &SELECTION PROCESS 1 2 3 4 5 EXCELLENT VERY GOOD NEUTRAL POOR VERY POOR TOTAL Source: Primary data 57 50 43 0 0 150 38 33.33 28.67 0 0 100 No. Of RESPONDENTS PERCENTAGE (%)

CHART NO 4.26 CHART SHOWING RATING OF RECRUITMENT SELECTION PROCESS

40

38%

33.33% 28.67%

30 20 10 0 EXCELLENT VERY GOOD NEUTRAL POOR VERY POOR 0% 0%

INTERPRETATION: From the table it is vivid that 38 per cent of respondents said that recruitment and selection process are excellent and 33.33 per cent of respondents said that recruitment and selection process are very good and28.67 per cent of respondents said that recruitment and selection process are good.

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WEIGHTED AVERAGE METHOD Aim: To test the preference among respondents towards selection process, selection test, selection policy, human resource planning, interview method by using ranking method.

TABLE.No.4.27 OPINION Selection process Selection Test Selection Policy HR Planning Interview Method Source: Primary data 1 65 54 21 10 0 2 76 53 21 0 0 3 87 52 9 2 0 4 82 59 0 9 0 5 79 61 8 2 0

WEIGHT 5 4 3 2 1 TOTAL

X1 65 54 21 10 0 150

WX1 325 216 63 20 0 624

X2 76 53 21 0 0 150

WX2 380 212 63 0 0 655

X3 87 52 9 2 0 150

WX3 435 208 27 4 0 674

X4 82 59 0 9 0 150

WX4 410 236 0 18 0 664

X5 79 61 8 2 0 150

WX5 395 244 24 4 0 667

W1 = Selection process W2 = Selection Test W3 = Selection Policy W4 = HR Planning W5 = Interview Method XW = XW/ XW W1= 624/15=41.6 W2 =655/15=43.67 W3 =674/15=44.93 W4 =664/15=44.27 101

W5 =667/15=44.47 RANKING THE ATTRIBUTE

ATTRIBUTE Selection process Selection Test Selection Policy HR Planning Interview Method 5 4 1 3 2

RANKING

CHART .No.4.27

5 4 3 2 1 0 Selection process Selection Test Selection Policy HR Planning Interview Method

INTERPRETATION: From the ranking method it is observed that most of the employee ranked selection policy among all the above said factors. RESULT RANK1: Selection Policy RANK 2: Interview Method RANK 3: Human Resource Planning RANK 4: Selection Test RANK 5: Selection Process

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CHI-SQUARE TEST Aim: To test the significant difference between the GENDER and OPINION ON RECRUITMENT AND SELECTION PROCESS.

H0: There is no significant difference between the GENDER and OPINION ON RECRUITMENT AND SELECTION PROCESS.

H1: There is a significant difference between the GENDER and OPINION ON RECRUITMENT AND SELECTION PROCESS.

Observed Frequency Table .No.4.28 Factors Excellent Very Good Male Female Total 14 36 50 21 29 50 22 28 50 0 0 0 0 0 0 53 97 150 Neutral Poor Very Poor Total

Source: Primary data

Tabular Column Observed Frequency (Oi) 14 21 22 36 29 28 TOTAL Expected Frequency (Ej) 19 19 19 31 31 31 -5 2 3 5 -2 -3 25 4 9 25 4 9 1.316 0.211 0.474 0.806 0.129 0.290 3.226 (OI Ej) (OI Ej)2 (OI Ej)2/(Ej)

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Degrees of Freedom: r = no. of rows c = no. of columns (r-1) (c-1) = = = (2-1) (3-1) (1) (2) 2

Degrees of freedom at 5% level of significance is 5.99 Calculated value = 3.226

Therefore, Table value <calculated value So, Alternate hypothesis H1 is accepted. Chart No.4.28
50 45 40 35 30 25 20 15 10 5 0 Excellent Very Good Neutral Poor Very Poor Male Female Total

INTERPRETATION: From the chart it is observed that there is a significance difference between gender and recruitment and selection process.

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CHI-SQUARE TEST Aim: To test the significant difference between the AGE and FACTORS INFLUENCING THE SELECTION PROCEDURE

H0.: There is no significant difference between the AGE and FACTORS INFLUENCING THE SELECTION PROCEDURE

H1 : There is a significant difference between the AGE and FACTORS INFLUENCING THE SELECTION PROCEDURE

Observed Frequency Table No. 4.29 AGE TECHNICAL KNOWLEDGE 20 30 30 40 TOTAL DISCREPANCY IN DOCUMENTS 29 0 29 Source: Primary data 0 0 0 0 0 0 99 22 121 128 22 150 SALARY ISSUSE ALL THE ABOVE TOTAL

Tabular Column Observed Frequency (Oi) 29 99 0 22 TOTAL Expected Frequency (Ej) 25 103 4 18 4 -4 -4 4 16 16 16 16 0.64 0.156 4.00 0.889 5.685 (OI Ej) (OI Ej)2 (OI Ej)2/(Ej)

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Degrees of Freedom: r = no. of rows c = no. of columns (r-1) (c-1) = = = (2-1) (2-1) (1) (1) 1

Degrees of freedom at 5% level of significance is 3.84 Calculated value = 5.685 Therefore, Table value >calculated value So, Alternate hypothesis H1 is rejected.

Chart No. 4.29

100 90 80 70 60 50 40 30 20 10 0

20 30 30 40

INTERPRETATION: From the chart it is observed that there is no significance difference between age and factors influencing selection procedure.

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Chapter 5

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FINDINGS OF THE STUDY

By the way of collecting survey through Primary data and by applying statistical tools, the researcher analyzed some of the findings are: 100 per cent of respondents are having awareness of recruitment and selection process of the organization. 90 per cent of respondents preferred both sources of recruitment. 100 per cent of respondents said that employee referral is the main source of internal recruitment. 56 per cent of respondents came to know about vacancy through consultants. 71.333 per cent of respondents feel that consultants play a vital role in recruitment process. 70.67 per cent of respondents agreed that HR policies are the factor influences recruitment process. 77.33 per cent of respondents believe that recruiter should be knowledgeable and experienced personnel. 43.33 per cent of respondents are satisfied with the recruitment and selection process of the organization. 5.33 per cent of respondents are disagreeing in saying that recruitment is a challenging task for the recruiter. 30.67 per cent of respondents prefer technical interview in case of selection process. 31.33 per cent of respondents prefer HR interview in case of selection process. 52 per cent of respondents are highly satisfied with the candidate eligibility verification followed in the organization. 94.67 per cent of respondents agreed that selection of candidates is strictly adherence to the HR policies of the organization. 70.67 per cent of respondents said that no preference is given to female candidates.

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SUGGESTIONS

The study proved that Nokia has an effective Human Resource Department which meets all the manpower requirements of the company.

The company can go for campus interview in order to get talented candidates improve the organization effectiveness.

to

Some changes can be implemented in recruitment policies as it stands as an obstacle of recruiting talented candidates.

Intelligence test should be implemented in selection process to test the knowledge of the candidates.

The organization can minimize the candidate eligibility verification process.

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CONCLUSION

The process of recruitment and selection in Wipro is awesome. The company sources of recruitment are very effective. The main source of internal recruitment is

employee referral as rewards are provided to employee to encourage this kind of recruitment. Recruitment is a never ending process in the organization. Selecting the qualified and skilled candidate is the main motto of the organization.

The excellent pattern of interview is followed in case of selection process. Candidate eligibility verification program is a greatest merit to the organization to avoid unfaithful candidates in the organization. The systematic procedure is followed in recruitment and selection process.

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Chapter 6

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BIBILOGRAPHY

Books:
Memoria.C.B Gankar.S.V Personnel Management-Himalaya publishing House 21st Revised Edition. Aswathappa.K-Human companies- 6th Edition. Kothari.C.R-Reseach Methodology- Methods & Techniques- Vikas PublishingEdition. 2nd Resource Personnel Management-The McGraw Hill

Websites:
www.scribd.com www.indianmba.com www.wiprotechnologies.com

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QUESTIONNARIE

Personal Details:
Name (optional): Department: Gender: Qualification: Age Group: Experience: Income Level: [ ] Male [ ] Female

[ ] IT/Diploma [ ] Degree [ ] Post Graduate [ ] Below 20yrs [ ] 20-30yrs [ ] 30-40yrs [ ] Below 5yrs [ ] 5-10yrs [ ] Below 20k [ ] 20-30k [ ] 10-15yrs [ ] 30-40k [ ] 40-50yrs [ ] Above 15yrs [ ] Above 40K

1.

Are you aware of recruitment and selection process of your organization? [ ] Yes [ ] To Some Extent [ ] No

2.

How do you come to know about the Vacancies in your organization? [ ] Internal Announcements [ ] Advertisements [ ] Consultant [ ] Campus Interview Type of recruitment preferred in your organization [ ] Internal Source [ ] External Source [ ] Both

3.

4.

If internal, what is the main source of recruitment on your organization? [ ] Transfer & Promotion [ ] Employee Reference [ ] Former Employee [ ] Previous Applicants

5.

If external, what is the main source of recruitment on your organization? [ ] Employment Exchanges 113

[ ] Consultants [ ] Advertisements [ ] Campus Interview [ ] Rival Firms [ ] All the Above

6.

Is consultant plays a vital role in the process of recruitment and selection of the candidate in the organization? [ ] Yes [ ] To Some Extent [ ] No

7.

Which factor is influencing the recruitment process of the candidate in your organization? [ ] Unskilled Job Applicants [ ] Availability of Job Seekers [ ] HR policies of the organization [ ] All the Above Does the recruiter should be a knowledgeable and experienced personnel [ ] Strongly Agree [ ] Agree [ ] Neutral [ ] Disagree [ ] Strongly disagree

8.

9.

Are you satisfied with the recruitment and selection process of your organization? [ ] Highly Satisfied [ ] Satisfied [ ] Neutral [ ] Dissatisfied [ ] Highly Dissatisfied

10.

Does the recruitment and selection process a challenging task for the recruiter? [ ] Strongly Agree [ ] Agree 114

[ ] Neutral [ ] Disagree [ ] Strongly Disagree

11.

What is the important factor that they consider while screening the candidate? [ ] Qualification [ ] Experience [ ] Communication Skill [ ] Attitude [ ] All the Above

12.

Which type of test is followed in the selection process of the candidate in your organization? [ ] Aptitude Test [ ] Intelligence Test [ ] Personality Test [ ] Ability Test [ ] All the Above

13.

Which type of interview is preferred in the selection process of the candidate in your organization? [ ] Stress Interview [ ] Technical Interview [ ] HR Interview [ ] Depth Interview [ ] All the Above

14.

Which factor influences the selection process of the candidate in your organization? [ ] Technical Knowledge [ ] Discrepancy in the Documents [ ] Salary Issues [ ] All the Above

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15.

Are you satisfied with the candidate eligibility verification made in your organization? [ ] Highly Satisfied [ ] Satisfied [ ] Neutral [ ] Dissatisfied [ ] Highly Dissatisfied

16.

What kind of verification is followed in your organization? [ ] Educational Qualification [ ] Legal Background [ ] Reference Check [ ] Family Background [ ] All the Above

17.

Whether selection process is strictly adherence to the HR policies of your organization? [ ] Yes [ ] To Some Extent [ ] No

18.

Is any preference given for the female candidates in the selection process? [ ] Yes [ ] To Some Extent [ ] No

19.

Does selection tests are conducted on the basis of the job requirements? [ ] Strongly Agree [ ] Agree [ ] Neutral [ ] Disagree [ ] Strongly Disagree

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20.

In your company the manpower requirement of each department are identified well in advance. [ ] Annually [ ] Half Yearly [ ] Quarterly [ ] Need Based

21.

Are you satisfied with the selection procedure of your organization? [ ] Highly Satisfied [ ] Satisfied [ ] Neutral [ ] Dissatisfied [ ] Highly Dissatisfied

22.

Rate the recruitment and selection process followed in your organization? [ ] Excellent [ ] Very Good [ ] Neutral [ ] Poor [ ] Very Poor

23. Please rate it on the basis of your preference [ ] Selection Process [ ] Selection Test [ ] Selection Policy [ ] Human Resource Planning [ ] Interview Method

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