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ABSTRACT

A STUDY ON

EFFECTIVENESS

OF

RECRUITMENT AND SELECTION PROCESS in SPi technologies was used to study the existing recruitment and selection process and various factor

involved in it.

Both primary and secondary sources were used to collect data. The primary data is collected from both employers and employees of SPi technologies through a well constructed questionnaire.

The secondary data was collected from various journals, maga ines, articles, various sites and company records.

!rom the analysis it was inferred that the organi ation gave preference to internal sources rather than external sources. Some of the employees felt that the company would still fasten the process.

!rom the study it was found that the employers and employees are satisfied with their present recruitment and selection process

CHAPTER-I INTRODUCTION INTRODUCTION TO THE STUDY The study was conducted in SPi T"#$%&'&()"S, Puducherry to find the effectiveness of recruitment and selection process. *ecruitment and selection process is a crucial factor in any organi ation for selecting the right person for the right job. The study intends to find how effectively recruitment and selection process followed in the organi ation. The study on effectiveness of recruitment and selection process provides the organi ation to +now how effectively the process is going on because attrition rate is one of the major factors in call centers.

CHAPTER - II REVIEW OF RELATED LITERATURE 2.1 Recru !"e#! De$ # ! %# Recru !"e#! refers to the process of finding possible candidates for a job or function, usually underta+en by recruiters. )t also may be underta+en by an employment agency or a member of staff at the business or organi ation loo+ing for recruits. ,dvertising is commonly part of the recruiting process, and can occur through several means through online, newspapers, using newspaper dedicated to job advertisement, through professional publication, using advertisements placed in windows, through a job center, through campus interviews, etc. 2.1.1 Recru !"e#! Me&# #' "mploying the right staff is an important human resource challenge faced by all employers. *ecruitment is an expensive business, which includes the cost of advertising and the cost of current employees- time interviewing and selecting the right candidate. (ood recruitment and selection can result in. a/ reduced labour turnover b/ reduced absence c/ reduced stress levels , recruitment process should be. a/ efficient 0 cost effective in method and sources b/ effective 0 producing enough suitable candidates c/ fair 0 ensuring that decisions are made on merit without discrimination.

2.2 Recru !"e#! &#( Se)ec! %# 2.2.1 De$ # ! %# *ecruitment is the process of identifying and attracting a group of potential candidates from within and outside the organi ation to evaluate for employment. &nce these candidates are identified, the process of selecting appropriate employees for employment can begin. 2.2.2 Recru !"e#! &#( Se)ec! %# Pr&c! ce* Better recruitment and selection strategies result in improve organi ational outcomes. The more effectively organi ations recruit and select candidates, the more li+ely they are to hire and retain satisfied employees. 2.2.+ Pur,%*e a1 The objectives of this study were to. 2. )dentify general practices that organi ations use to recruit and select employees. 3. 4etermine which recruitment and selection practices are most effective. 5. 4etermine how the recruitment and selection practices affect organi ational outcomes. b1 *ecruitment is the process of identifying and attracting potential candidates from within and outside an organi ation to begin evaluating them for future employment. &nce candidates are identified, an organi ation can begin the selection process. This includes collecting, measuring, and evaluating information about candidates- qualifications for specified positions. The study, based on survey results from 263 members of the 44) $* Benchmar+ (roup, addresses the following issues. a. (eneral recruitment and selection profiles. b. *ecruitment strategies. c. &rgani ational offerings and their impact on prospective employees. d. #urrent and future selection practices. f. &utsourcing recruitment and selection activities. g. Barriers to effective recruitment and selection.

2.2.- .e#er&) Pr%$ )e &/ F #( #'* O0er0 e1 ,lthough internal candidates typically stay in positions and are more successful than external candidates, organi ations fill positions with external candidates, on average, 25 percent more often than internal candidates. )n the next two years. a.78 percent of the organi ations surveyed plan to increase spending on recruiting. b.69 percent of the organi ations plan to increase their spending on selection. c.,lmost half of the organi ations plan to significantly change their current approach to both recruitment :;7 percent1 and selection :;2 percent1 within the next two years. 2.2.2 Recru !"e#! S!r&!e' e* &/ F #( #'* O0er0 e1 &rgani ations were as+ed what strategies they use to recruit both managerial<professional and non management candidates. a. !or recruiting managerial<professional candidates, the )nternet is the most popular advertising medium, used by 76 percent of the organi ations surveyed. b. &rgani ations regularly utili e internal resources :e.g., internal job postings and employee referrals1 when recruiting both internal and external candidates. c. 4ifferent +inds of agencies are used to recruit for positions at different levels. i1 Temporary and government agencies are used mainly to recruit non management candidates. ii1 "mployment agencies, colleges, and professional organi ations are used more often to recruit managerial<professional candidates. 2.2.3 Or'&# 4&! %#&) O$$er #'* The quality of an organi ation-s offerings affects its ability to attract job candidates. a. &rgani ations believe they offer candidates a strong company reputation :6= percent1 and high0quality benefits pac+ages :68 percent1 and learning opportunities :88 percent1. b. >any organi ations do not offer stoc+ options :57 percent1 or child care options :56

percent1. 2.2.5 Be*! Pr&c! ce* &rgani ations with the most effective recruiting strategies were 28 to 2= percent more li+ely to offer candidates high0quality options such as. Potential for advancement, #ompany reputation, Stoc+s, Benefits pac+age etc. . 2.2.6 Curre#! &#( Fu!ure Se)ec! %# Pr&c! ce* &/ F #( #'* O0er0 e1 &rgani ations were as+ed to indicate how extensively they use several selection practices and how much they anticipate using them in the future. a. >ost organi ations ma+e extensive use of applications :9= percent1, manual resume screening :9? percent1, and reference chec+s :78 percent1 in their selection systems. b. 'ess than 3? percent of organi ations currently use testing or assessment methods extensively in their selection process 2.2.7 B&rr er* !% E$$ec! 0e Recru !"e#! &#( Se)ec! %# &/ F #( #'* O0er0 e1 The surveyed organi ations report that the top barriers to effective recruitment and selection of candidates are. a. Shortage of qualified applicants :63 percent1. b. #ompetition for the same applicants :63 percent1. c. 4ifficulty finding and identifying applicants :;9 percent1. B8 S9e )& M. R %u:; P9.D.; &#( P&u) Ber#!9&); P9.D. 2.+ Se&rc9 < Se)ec! %# 2.+.1 I#!r%(uc! %# The search and selection process is the foundation for all future employee relations activities. ,s such, a considerable amount of employee resources is rightfully spent on wor+ing on screening committees and in hiring employees. This document has been developed to assist hiring supervisors, committee members and others in defining effective search and selection processes, thereby maximi ing the efforts to identifying and attracting the best candidates.

2.+.2 P)&## #' ,s will become evident in further review of this document, planning is an essential component to nearly every step of the search and selection process. @e must plan the way the position can meet the needs of the department while appropriately using available resources, plan a recruitment strategy, and plan a screening strategy and, finally, a selection strategy. &/ Nee(* &**e**"e#! The first step in any process is to determine the goals that you would li+e to accomplish. )n Search and Selection, this process usually ta+es one of two forms. 1/ A# &(( ! %# !% *!&$$ )n the event that the job is new and has not been graded before, it will be necessary for the supervisor to complete the Position ,nalysis Auestionnaire, which will identify the job responsibilities and competencies required, as well as aid in establishing the appropriate salary grade for the position. 2/ A re,)&ce"e#! %$ *!&$$. The time when a current employee vacates an existing position can be an optimal time to review the organi ation and determine if a reallocation of position responsibilities is appropriate. &ften, a juggling of responsibilities within a unit can create promotional opportunities, new s+ills, job enrichment and could better match the remaining incumbents s+ills with the s+ills required for the position. 2.+.- I(e#! $ c&! %# %$ " # "u" re=u re"e#!* &#( ,re$erre( =u&) ! e* 4uring the posting and recruitment process, the college identifies and announces minimum requirements for fulfilling the responsibilities of the position as well as those qualities which the supervisor believes will lead to further success in the position. 2.+.2 De0e)%,"e#! %$ Scree# #' M&!er &)* &nce the position requirements and preferred qualities are identified, it should be easy for the supervisor to identify the screening questions. Since the committee should only be as+ing questions which related to the decision of who to forward to the supervisor in the next step of the process, the only topics the committee needs to address are those which have been

identified by the supervisor as being either preferred or necessary qualities :as defined in the %otice of Bacancy1. T9e !9ree ,&r!* !% !9e *cree# #' ,r%ce** a1 Paper review b1 )nterviews with the candidates c1 )nterviews with each, respective candidates references 2.+.3 T9e #!er0 e1* 1 !9 !9e c&#( (&!e* ,s addressed previously, the interview questions should cover specific areas of concern. )n the previous section, sample interview questions are offered for the hiring supervisor in developing the interview questionnaire. Similar to developing the rating scale in the paper review process, the supervisor will assign maximum point values to each question, based on their relative importance to other criteria being reviewed. Aualities that could fall into this category include. ability to adapt to change ability to display a positive outloo+ ability to follow instructions

2.+.5 De0e)%,"e#! %$ Recru !"e#! *!r&!e'8 "ven though s<he is not part of the screening process, the hiring supervisor steers the search by developing the recruitment criteria, the position requirements and preferred qualities, the rating scales and interview questions. The recruitment strategy is the stage where the hiring supervisor determines, with assistance from $uman *esources, the timing for the search as well as the way that the position vacancy will be communicated. 2.- Recru !"e#! Me!r c* *ecruitment can be an expensive and time0consuming endeavor, and understanding the value of the results means +nowing whether or not the time and money are being used effectively. , few common recruitment metrics. 21 Ne1 H re >u&) !8. Three to six months after hire, the hiring manager should complete an evaluation of the new employee that compares expectations prior to recruiting with the actual performance of

the employee. !acets of quality to be evaluated include +nowledge and s+ills, performance, experience, motivation, multitas+ing abilities, learning curve, customer compatibility, and organi ation compatibility. 31 Recru ! #' C%*! R&! %. The *#* is used to determine average $* spending on recruiting activities in relation to the starting compensation of new hires :positions filled1 that result from staffing activities.This metric calculates the Total *ecruiting #osts :both internal and external1 and divides it by the Total #ompensation *ecruited :the sum of the base annual compensation of the positions filled through recruitment1. 51 Recru ! #' E$$ c e#c8. #losely related to *#* is the metric for *ecruiting "fficiency. *ecruiting "fficiency gives a percentage in relation to complete efficiency, which is considered to be 2??C.

CHAPTER- III OB?ECTIVES

D To study the existing recruitment and selection process the organi ation is using. D To study various factors involved in recruitment process. D To study the methods and techniques used in recruitment process. D To study and identify how the present process affect organi ational outcomes. D To find employers and employees opinion about present process and provide a suggestion for improvement.

CHAPTER - IV RESEARCH METHODOLO.Y -.1 DATA COLLECTION@ -.1.1 S%urce* %$ (&!& c%))ec! %#@ -.1.1.1 Pr "&r8 (&!& Primary data are collected afresh and for the first time. )t is the data originated by the researcher specifically to address the research problem. )n this study, primary data is collected primarily to understand the existing recruitment and selection process the organi ation is using. -.1.1.2 Sec%#(&r8 D&!& Secondary data is collected from internet, registers, records, journals, articles, maga ines and annual reports of the organi ation -.1.1.+ D&!& c%))ec! %# I#*!ru"e#!@ Auestionnaire 4esign begins with an understanding of the capabilities of a questionnaire and how they can help in research. )f it is determined that a questionnaire is to be used, the greatest care goes into the planning of the objectives. -.2 DATA SAMPLIN.@ 4ata sampling process includes the following steps that are sequentially shown D 4efine the Target Population D 4efine the Sampling frame D 4etermine the sample si e D "xecute the sampling process

-.2.1 S&",)e S 4e De* '# )t refers to the number of elements to be included in the study. , sample design is a definite plan for obtaining a sample from a definite population. )t refers to the technique or the procedure the researchers would adopt in selecting items for the sample. )t is determined before data is collected. )n this study D 8? samples is collected from the employers. D 8? samples is collected from employees. -.2.2 S&",) #' Pr%ce** #onvenience Sampling. , convenience is obtained by selecting Econvenientpopulation units. The method of convenience sampling is also called the chun+. , chun+ refers to that fraction of the population being investigated which is neither by probability nor by judgement but by convenience. -.+ TOOLS FOR ANALYSIS@ D Percentage ,nalysis D #hi0square analysis D #orrelation D !0test -.+.1 Perce#!&'e A#&)8* *@ )n percentage analysis, charts li+e bar chart and pie charts are used to graphically represent the results from percentage analysis of the questionnaire

-.+.2 C9 -S=u&re A#&)8* * The chi0square is one of the most widely used non0parametric tests in statistical wor+. The #hi0Square was first used by Farl Pearson in the year 2=??. )t is defined as :2A B CO-ED 2EE

#hi0square test is applicable to a very large number of problems in practice. @ith the help of this test we can find out whether two or more attributes are associated or not. -.+.+ C%rre)&! %#@ RA 1- 3 B D2 E N+ -N #orrelation analysis deals with the association between two or more variables. #orrelation does not necessarily imply causation or functional relationship though the existence of causation always implies correlation. By itself it establishes only co variation. )n this research ran+ correlation was used.The formula used to finn ran+ correlation is

-.+.- F-Te*! !0test is used to find out whether the two independent estimates of population differ significantly or whether the two samples may be regarded as drawn from the normal populations having the same variance. ! is defined as FA S12 E S22

CHAPTER F V DATA ANALYSIS AND INTERPRETATION

TABLE 2.1.1 RESPONDENTS BASED ON YEARS OF EGPERIENCE S.N% 2 3 5 Ye&r*= ?03 years 508 years 609 years Total Re*,%#(e#!* 5; 2; 3 8? Perce#!&'e 69 39 ; 2??

I#$ere#ce 5; respondents belong to ?03 years of experience, 2; respondents belong to 508 years of experience and 3 respondents belong to 609 years of experience. CHART 2.1.1 RESPONDENTS BASED ON YEARS OF EGPERIENCE

80

P e r c e n t a g e

70 60 50 40 30 20 10 0

0-2 years 3-5 years 6-8 years

Years of experience

TABLE 2.1.2 CLASSIFICATION BASED ON THE SOURCES OR.ANIHATION RELY HEAVILY S).# % 2 3 S%urce* )nternal "xternal Total Re*,%#(e#!* 5? 3? 8? Perce#!&'eI 6? ;? 2??

I#$ere#ce 5? respondents said that organi ation rely heavily on internal sources and3? respondents said that organi ation rely heavily on external sources. CHART 2.1.2 CLASSIFICATION BASED ON THE SOURCES OR.ANIHATION RELY HEAVILY

70 60 50 40

P e r c e n t a g e

Internalsources
30 20 10 0

Externalsources

Source

TABLE 2.1.+ EMPLOYEES CHANNEL PREFERENCE TO POST THE RESUME S).# C9&##e)* Re*,%#(e#! Perce#!&'eI

% 2 3 5 ;

* Gob sites #ompany sites #onsultancies *eferrals Total 27 3? = ; 8? 5; ;? 29 9 2??

I#$ere#ce 5;C of employees prefer jobsites to post the resume, ;?C of employees prefer company sites to post the resume, 29C of employees prefer consultancies to post the resume and 9C of employees prefer employee referrals to post the resume.

CHART 2.1.+ EMPLOYEES CHANNEL PREFERENCE TO POST THE RESUME

45 P e r c e n t a g e 40 35 30 25 20 15 10 5 0 Channels Jobsites Companysites Consultancies e!errals

TABLE 2.1.- EMPLOYEEJS PREFERENCE OF SOURCES THAT REACHES SOON

S).#% 2 3 5 ;

S%urce* %ewspaper Gournals<Periodicals #ampus *ecruitment "mployee *eferral Total

Re*,%#(e#!* 2= ; 2? 27 8?

Perce#!&'e 59 9 3? 5; 2??

I#$ere#ce 59C of employees said that newspaper source reaches them soon, 9C of employees said that journals<periodicals reaches them soon, 3? of employees said that campus recruitment reaches them soon and finally 5;C of employees said that employee referral reaches them soon. CHART 2.1.- EMPLOYEEJS PREFERENCE OF SOURCES THAT REACHES SOON

40 P e r c e n t a g e 35 30 25 20 15 10 5 0 Source s
"e#spaper Journals$%a&a'ines Campusrecruitment Employee e!erral

TABLE 2.1.2 EMPLOYEEJS OPINION ABOUT RESPONSE AFTER RECRUITMENT S).# Re*,%#*e % 2 3 Satisfied %ot Satisfied Total Re*,%#(e#! * ;; 6 8? 99 23 2?? Perce#!&'eI

I#$ere#ce ;; respondents are satisfied with the response given after recruitment and 6 respondents are not satisfied with the response given after recruitment CHART 2.1.2 EMPLOYEEJS OPINION ABOUT RESPONSE AFTER RECRUITMENT

100

P e r c e n t a g e

(0 80 70 60 50 40 30 20 10 0

)atis!ie* "ot )atis!ie*

Response

TABLE 2.1.3 EMPLOYERJS OPINION ABOUT THE PROCESS FOR IDENTIFYIN. ?OB VACANCIES S).# Pr%ce** % 2 3 Step by step process %o step by step process Total Re*,%#(e#!* Perce#!&'eI 53 26 8? 6; 56 2??

I#$ere#ce 53 respondents said that their organi ation follow a step by step process with certain rules and regulations in identifying job vacancies and 26 respondents said that their organi ation does not follow a step by step process with certain rules and regulations in identifying job vacancies. CHART 2.1.3 EMPLOYERJS OPINION ABOUT THE PROCESS FOR IDENTIFYIN. ?OB VACANCIES

70

P e r c e n t a g e

60 50 40 30 20 10 0 )tep by step process "o step by step process

Process

TABLE 2.1.5 EMPLOYERJS OPINION ABOUT ?OB ANALYSIS S).# ?%K &#&)8* * % 2 3 Hes %o Re*,%#(e#!* 58 28 Perce#!&'e 7? 5?

Total

8?

2??

I#$ere#ce 58 respondents inferred that job analysis is conducted for each position,28 respondents inferred that job analysis is not conducted for each position. CHART 2.1.5 EMPLOYERJS OPINION ABOUT ?OB ANALYSIS

80

P e r c e n t a g e

70 60 50 40 30 20 10 0

+es "o

Job analysis

TABLE 2.1.6 CLASSIFICATION ABOUT THE RECRUITMENT SOURCES OR.ANIHATION USE MOSTLY S).# S%urce* % 2 3 5 ; 8 %ewspaper sources Gournals #ampus *ecruitment "mployee *eferral #onsultancies Total Re*,%#(e#!* Perce#!&'eI 28 7 ; 2= 8 8? 5? 2; 9 59 2? 2??

I#$ere#ce 28 respondents said that their organi ation uses newspaper source mostly, 7 respondents said that their organi ation uses journals, ; respondents said that their organi ation uses campus recruitment, 8 respondents said that they use consultancies and finally 2= respondents said that their organi ation uses employee referral mostly. CHART 2.1.6 CLASSIFICATION ABOUT THE RECRUITMENT SOURCES OR.ANIHATION USE MOSTLY

40

P e r c e n t a g e

35 30 25 20 15 10 5 0

"e#spaper source Journals$,erio*icals Campus Employee ecruitment e!erral

Consultancies

Sources

TABLE 2.1.7 EMPLOYERJS OPINION ABOUT SCREENIN. OF CANDIDATES S).#% 2 3 Scree# #' %$ c&#( (&!e* Hes %o Total Re*,%#(e#!* Perce#!&'eI 58 28 8? 7? 5? 2??

I#$ere#ce 58 respondents said that all initial screening of candidates is performed by $* department and 28 respondents said that all initial screening of candidates is not performed by $* department. CHART 2.1.7 EMPLOYERJS OPINION ABOUT SCREENIN. OF CANDIDATES

80

P e r c e n t a g e

70 60 50 40 30 20 10 0

+es "o

Screening of candidates

TABLE 2.1.1L EMPLOYEES OPINION ABOUT FINAL SATISFACTION S).# % 2 3 5 ; 8 O, # %# Satisfied $ighly Satisfied 4issatisfied $ighly dissatisfied %o opinion Total Re*,%#(e#!* 32 25 8 ; 7 8? Perce#!&'eI ;3 36 2? 9 2; 2??

I#$ere#ce@ ;3C of employees are satisfied with the present process, 36C of employees are highly satisfied with the present process, 2?C of employees are dissatisfied with the present process, 9C employees are highly dissatisfied with the present process, and 2;C employees said that they have no opinion about the process. CHART 2.1.1L EMPLOYEES OPINION ABOUT FINAL SATISFACTION

satis!ie* -i&.ly satis!ie* /issatis!ie* -i&.ly*issatis!ie* "o opinion Final opinion about the process

TABLE 2.1.11 EMPLOYERS RATIN. ABOUT THE PROCESS S).# % 2 3 5 ; O, # %# "ffective Bery effective %ot effective %o opinion Total Re*,%#(e#!* 23 32 22 6 8? Perce#!&'eI 3; ;3 33 23 2??

I#$ere#ce@ 3;C employers rated that the process is effective, ;3C of employers rated that the process is very effective, 33C of employers rated that the process is not effective, 23C of employers said no opinion about the process. CHART 2.1.11 EMPLOYERS RATIN. ABOUT THE PROCESS

E!!ecti0e 1ery e!!ecti0e "ot e!!ecti0e "o opinion

Final rating about the process

2.2 ANALYSIS USIN. CHI-S>UARE ANALYSIS OF EMPLOYERS OPINION RE.ARDIN. PANEL MEMBER AS

REFEREE AND RATIN. ABOUT RECRUITMENT< SELECTION PROCESS

OBSERVED COUNT@ TABLE 2.2.1 R&! #' &K%u! recru !"e#!< *e)ec! %# P&#e) "e"Ker &* re$eree Hes %o T%!&) "ffecti ve 8 7 23 Bery "ffecti ve 2; 7 32 %ot "ffective 8 6 22 %o opinion 2 8 6 Tot al 38 38 8?

EGPECTED COUNT TABLE 2.2.2 R&! #' &K%u! recru !"e#! < *e)ec! %# P&#e) "ffec Bery %ot "e"Ker &* re$eree Hes %o T%!&) 6 6 23 tive "ffecti ve 2?.8 2?.8 32 8.8 8.8 22 5 5 6 38 38 8? "ffective

%o opinion

Tot al

CHI-S>UARE CALCULATION TABLE 2.2.+ O 8 2; 8 2 7 7 6 8 E 6 2?.8 8.8 5 6 2?.8 8.8 5 CO-ED2 2 23.38 ?.38 ; 2 23.38 ?.38 ; CO-ED2EE ?.27 2.27 ?.?8 2.55 ?.27 2.27 ?.?8 2.55 I J 2.--

Nu)) H8,%!9e* * H%@ There is no significant difference between the referee as a panel member and final rating about recruitment and selection process. I#$ere#ce@ #alculated value K L&0"/ 3<" J 8.;; 4egrees of freedom :m021 :n021 J :3021 :;021 J5 The tabulated value for 5 degrees freedom at 8C level of significance is 23.=9. The calculated value is lesser than tabulated value. Therefore hypothesis is accepted.

ANALYSIS OF EMPLOYERS OPINION RE.ARDIN. RECRUITMENT COST AND FINAL RATIN. ABOUT RECRUITMENT AND SELECTION PROCESS OBSERVED COUNT TABLE 2.2.-

R&! #' &K%u! recru !"e#! < *e)ec! %# Recru ! "ffective Bery %ot "e#! c%*! Hes %o T%!&) 6 6 23 "ffectiv "ffectiv e 22 2? 32 e 8 6 22

%o opinion 3 ; 6

Total

3; 36 8?

EGPECTED COUNT TABLE 2.2.2

R&! #' &K%u! recru !"e#! < *e)ec! %# Recru !"e "ffecti Bery %ot #! c%*! Hes %o T%!&) ve 8.9 6.3 23 "ffectiv "ffectiv e 2? 22 32 e 8.5 8.7 22

%o opinion 3.= 5.2 6

Total

3; 36 8?

CHI-S>UARE CALCULATION TABLE 2.2.3

O 6 22 8 3 6 2? 6 ;

E 8.9 2? 8.5 3.= 6.3 22 8.7 5.2

CO-ED2 ?.?; 2 ?.?7 ?.92 ?.?; 2 ?.?= ?.92

CO-ED2EE ?.69 ?.2 ?.?3 ?.39 ?.68 ?.?= ?.?3 ?.36 MA 2.11

Nu)) H8,%!9e* * H%@ There is no association between the measurement of recruitment cost and final satisfaction about recruitment and selection process. I#$ere#ce@ #alculated value K L&0"/ 3<" J 3.22 4egrees of freedom :m021 :n021 J :3021 :;021 J5 The tabulated value for 5 degrees freedom at 8C level of significance is 23.=9. The calculated value is lesser than tabulated value. Therefore hypothesis is accepted.

ANALYSIS OF EMPLOYERS OPINION RE.ARDIN. MEDICAL EGAMINATION AND FINAL RATIN. ABOUT RECRUITMENT AND SELECTION PROCESS OBSERVED COUNT T&K)e 2.2.5 R&! #' &K%u! recru !"e#!< *e)ec! %# Me( c&) "ffectiv Bery E:&" #&! %# Hes %o T%!&) e 8 7 23 "ffectiv e 9 25 32

%ot "ffective 7 ; 22

%o opinion 5 5 6

Tot al 35 37 8?

EGPECTED COUNT T&K)e 2.2.6 R&! #' &K%u! recru !"e#!< *e)ec! %# Me( c&) "ffectiv Bery E:&" #&! %# Hes %o T%!&) e 8.83 6.;9 23 "ffectiv e =.7 22.5; 32

%ot "ffective 8.2 8.=; 22

%o opinion 3.76 5.3; 6

Tot al 35 37 8?

CHI-S>UARE CALCULATION TABLE 2.2.7 & 8 9 7 5 7 25 ; 5 " 8.83 =.66 8.?6 3.76 6.;9 22.5; 8.=; 5.3; L&0"/3 ?.37 3.76 5.76 ?.?6 ?.37 3.76 5.76 ?.?6 L&0"/3<" ?.?8 ?.3= ?.7; ?.?3 ?.;3 ?.3; ?.65 ?.?3 MA2.-1

Nu)) H8,%!9e* * H%@ There is no association between the medical examination conducted on employees and final satisfaction about recruitment and selection process. I#$ere#ce@ #alculated value K L&0"/ 3<" J 3.;2

4egrees of freedom :m021 :n021 J :3021 :;021 J5 The tabulated value for 5 degrees freedom at 8C level of significance is 23.=9. The calculated value is lesser than tabulated value. Therefore hypothesis is accepted.

ANALYSIS OF EMPLOYEES OPINION RE.ARDIN. RECRUITMENT SOURCE OR.ANIHATION USE HEAVILY AND FINAL DECISIONS ABOUT APPOINTMENT OBSERVED COUNT TABLE 2.2.1L

F #&) (ec * %# &K%u! &,,% #!"e#! S%urce* Hes %o %r'&# 4&! %# re)8 9e&0 )8 )nternal sources "xternal sources Total 38 2; 5= 8 6 22

Total

5? 3? 8?

EGPECTED COUNT TABLE 2.2.11 F #&) (ec * %# &K%u! &,,% #!"e#! S%urce* Hes %o %r'&# 4&! %# re)8 9e&0 )8 )nternal sources "xternal sources Total 35.; 28.6 5= 6.6 ;.; 22 5? 3? 8?

Total

CHI-S>UARE CALCULATION TABLE 2.2.12 & 38 8 2; 6 " 35.; 6.6 28.6 ;.; L&0"/3 3.86 3.86 3.86 3.86 L&0"/3<" ?.22 ?.5= ?.26 ?.89

MA1.2-

Nu)) H8,%!9e* * H%@ There is no association between sources organi ation rely heavily and final decisions about appointment. I#$ere#ce@ #alculated value K L&0"/ 3<" J 2.3; 4egrees of freedom :m021 :n021 J :3021 :3021 J2 The tabulated value for2 degrees freedom at 8C level of significance is 7.99. The calculated value is lesser than tabulated value. Therefore hypothesis is accepted.

2.+ ANALYSIS USIN. RANN CORRELATION

ANALYSIS OF EMPLOYEES OPINION RE.ARDIN. TEST<INTERVIEW PROCESS AND SATISFACTION ABOUT SELECTION TECHNI>UE USED

TABLE 2.+.1 Sl.n o 2 3 M 3; 36 *x 2 3 H 5= 22 *y 3 2 L *x0 *y / 43 2 2 B D2 A 2

CACULATIONS@ RA 1- 3 B D2 E N+ -N

J 20 6 N 3 3503 J 20 23

J 203 R A -1

INFERENCE@

The test O interview process and satisfaction about selection technique used is highly negatively correlated.

ANALYSIS OF EMPLOYERS OPINION RE.ARDIN. RECRUITMENT SOURCE OR.ANIHATION USE AND SOURCE PREFERRED EFFECTIVE BY THEM TABLE 2.+.2 S).# % 2 3 5 ; 8 G 28 7 ; 2= 8 R: ; 5 2 8 3 Y 2; 6 9 28 7 R8 ; 2 5 8 3 C R:- R8 D D2 ? ; ; ? ? B D2 A 6

CACULATIONS@ RA 1- 3 B D2 E N+ -N

20 6 N 9

8508 J 20 ;9 23?

J 20?.; RA L.3

INFERENCE@

The recruitment source organi ation use and source preferred effective by them is positively correlated.

ANALYSIS OF EMPLOYEES OPINION RE.ARDIN. >UESTIONS .AVE PRIOR TO THE INTERVIEW AND COMFORTABLENESS WITH THE INTERVIEWER TABLE 2.+.+ S).# % 2 3 G 23 59 R: 2 3 Y 35 37 R8 2 3 C R:- R8 D D2 ? ? B D2 A L

CACULATIONS@ RA 1- 3 B D2 E N+ -N

J 20 6 N ? 3503 J 20 ? 6 J 20?

A 1

INFERENCE@

)f the questions given prior to the interview means then the comfortableness with the interviewer will be increased. So it is highly positively correlated.

2.- ANALYSIS USIN. F-TEST ANALYSIS OF EMPLOYEES AND EMPLOYERS OPINION RE.ARDIN. FINAL SATISFACTION ABOUT RECRUITMENT AND SELECTION PROCESS NULL HYPOTHESIS HL@ The two populations have the same variance. T&K)e 2.-.1 S&",)e*1 G1 23 32 22 6 ?.8 9.8 02.8 06.8 ?.38 73.38 3.38 ;3.38 G1 G12 S&",)e*2 G2 32 25 8 ; 22 5 08 06 23 2 = 38 56 G2 G22

7 B G12 J 227

05

B G22 J 3??

G1 is employee-s opinion about the process and G2 is employers rating about the process. S23 J 8? FA1.26 S33 J 5= FA 1.26 F A S12 < S22

INFERENCE@ !or v2J; and v3J8, !?.?8J6.35. The calculated value is less than the tabulated value. Therefore hypothesis is accepted. )t means the two different populations have the same variance. CHAPTER - VI 3.1 FINDIN.S OF THE STUDY D , majority of the respondents prefer to post their resume through company web sites and job sites. D The percentage analysis shows that the organi ation relies heavily on internal sources. D >ost of the employees said that a newspaper source reaches them soon. D , majority of employees inferred that they are satisfied with the response given after recruitment. D >ost of the employees said that the final decisions about appointment should be based only on merit. D , majority of employers inferred that there organi ation is following a step by step process with certain rules and regulations in identifying job vacancies.

D The percentage analysis shows that the organi ation is conducting job analysis and job description for each job position. D , majority of employers said that there organi ation using newspaper and employee referral sources mostly. D >ost of the employers inferred that they are measuring the cost for the recruitment sources by comparing the validated budget versus approved budget. D The correlation analysis shows that the questions as+ed in the interview and comfortableness with the interviewer is positively correlated. D >ost of the employees are satisfied with the present recruitment and selection process. D , majority of the employers inferred that the present recruitment and selection process is effective.

3.2 SU..ESTIONS AND RECOMMENDATIONS !rom the study, it is found that majority of the employees prefer to post their resume in companies website. So the company can have exclusive career lin+ in its website to post resume. By using a separate lin+ with resume screening software, the resumes can be screened and managed effectively. !rom the study, it is found that newspaper is the effective medium to advertise for recruitment. Since this company focus on candidates from Pondicherry, they can advertise for mass recruitment. *elocation is the main problem for a candidate-s rejecting an offer. So by providing a good salary and accommodation, relocation problem can be solved. Thus the recruitment process can be made effective by retaining the recruited candidate. Some of the employees said that the response given after recruitment is not satisfactory. )f the recruitment feedbac+ mechanism is not effective, there is high ris+ of loosing good candidates to other companies. So they can give the response for candidates immediately

whether they are short listed or rejected. )t is found that the company is not conducting the medical examination for employees during selection process. They can conduct medical examination in order to prevail themselves if any problem happens to the employees.

CHAPTER-VII CONCLUSION This project P, STQ4H &% "!!"#T)B"%"SS &! *"#*Q)T>"%T ,%4 S"'"#T)&% P*&#"SSR was helpful to +now about the recruitment and selection process in "0 Publishing #ompany. This study inferred that most of the employers and employees are satisfied with the present process. This study was helpful to study the sources of recruitment and selection techniques O methods used. The study on recruitment and selection is more an ,*T rather than a process. $* professional is having a big responsibility to hire a best person from the available talent pool. ,t the same time, one needs to be cost conscious. The employer should judge on individual merits and set the same standards for all. )n the present scenario, P)t is the biggest challenge for a $* manager to hunt for talent.R

CHAPTER F VIII 6.1 LIMITATIONS D The entire study applies only to the specific concern. D The period for study is one month, so the detailed analysis about the process is difficult. D The study was made only with limited number of samples. D The respondents may give false information.

6.2 SCOPE FOR FURTHER STUDY The Project throws light on the need for learning about recruitment and selection process. This study will be useful to find out the sources and techniques used in the recruitment and selection process. )t will be helpful for the company to +now the effective sources and techniques in recruitment and selection process.

ANNEGURE - I

A STUDY ON EFFECTIVENESS OF RECRUITMENT AND SELECTION PROCESS IN SP TECHNOLO.IES EMPLOYER PERSONAL DETAILS 2. %ame 3. 4esignation 5. ,ge. a1 29 038 a1 >arried b1 36 S 58 c1 56 0;8 d1 above ;8 ;. >arital status. b1 unmarried c1 )T) or others d1 Q( &* P( 8. "ducational Aualification. a1 Below $r. Sec. b1 $r. Sec 6. Hears of "xperience. a1 ? S 3 years b1 5 S 8 years c1 6 S 9 years d1 ,bove 9 years RECRUITMENT 2. @hat type of process are there for identifying job vacancies in your organi ationT a1 !ollow step by step process with certain rules. b1 %o step by step process. c1 %ot aware. 3. )s job analysis conducted for each positionT a1 Hes beginsT a1 Hes a1 Hes a1 Hes b1 %o b1 %o b1 %o ;. 4o you accept late applicationsT 8. )s there any job description for each vacancy including the purpose, tas+s and responsibilitiesT 6. @hat +ind of recruitment sources does your organi ation useT a1 %ewspaper sources b1 %o 5. 4o you give consideration to internal candidates for all jobs before outside recruitment . .

b1 Professional journals<periodical c1 #ampus recruitment d1 "mployee referral e1 #onsultancies 7. @hich recruitment source do you prefer very effective from the aboveT 9. 4oes your organi ation measure the cost of these recruiting sourcesT a1 Hes b1 %o )f yes specify, =. To whom are the performance measure and recruiting costs are usually communicatedT a1 !inance department b1 ,ccounts department c1 ,dministration department 2?. )dentify any one factor which affects you to recruit best candidateT a1 )mage of the organi ation b1 (overnment influence c1 )nternal organi ational policies d1 %one of the above SELECTION 22. 4o you have any standard pattern in selection processT :!rom initial interview to final placement1 a1 Hes a1 Hes b1 %o b1 %o 23. 4oes $* department perform all initial screening of candidatesT 25. $ow many candidates are typically interviewed before final placementT a1 2? b1 Below 2? c1 ,bove 2? d1 %one of the above 2;. ,re panel interviews are usedT a1 Hes a1 Hes b1 %o b1 %o 28. #an you allow a referee as a panel memberT

26. ,re reference chec+s considered on all candidatesT a1 Hes b1 %o 27. ,re candidate telephone interviews, teleconferencing or video conferencing conducted before personnel interviewT a1 Hes b1 %o 29. @hat type of tests are mostly used in your organi ation during selection processT a1 Personality tests b1 Psychometric tests c1 Gudgement tests c1 ,bility tests d1 %ot aware 2=. 4o you professionally validate the tests used in selection processT a1 Hes b1 %o 3?. @hat your organi ation will do if short listed applicant cannot be interviewed on the scheduled dayT a1 &ffer another date, location. b1 @ill hold the applicant and used whenever needed. c1 #onsideration may be given to exclude that person from the process. d1 %o opinion. 32. 4oes your organi ation conduct medical examination for employees during selection processT a1 Hes b1 %o 33. !inally rate the recruitment and selection process used in your organi ation a1 "ffective b1 Bery effective c1 %ot effective d1 %o opinion A STUDY ON EFFECTIVENESS OF RECRUITMENT AND SELECTION PROCESS IN SP TECHNOLO.IES EMPLOYEE PERSONAL DETAILS

2. %ame 3. 4esignation 5. ,ge. a1 29 038 a1 >arried b1 36 S 58 b1 unmarried

. . c1 56 0;8 d1 above ;8

;. >arital status. 8. "ducational Aualification. a1 Below $r. Sec. 6. Hears of "xperience. a1 ? S 3 years b1 5 S 8 years c1 6 S 9 years d1 ,bove 9 years b1 $r. Sec c1 Q( or P( d1 )T) or others

RECRUITMENT AND SELECTION 2. 4id you visit the website of this company before coming for the interviewT a1 Hes b1 %o 3. @hat is your experience in this companyT a1 ? S 3 years b1 5 S 8 years c1 6 S 9 years d1 ,bove 9 years 5. @hich sources your organi ation rely heavily for recruitmentT a1 )nternal sources b1 "xternal sources ; .@hich channel do you prefer easy to post your resumeT a1 job sites b1 company websites c1 consultancy d1 referrals 8. Through which source did you get recruited in this companyT a1 %ewspaper sources b1 Professional journals<periodicals c1 #ollege recruiting

d1 "mployee referral e1 )nternal computeri ed applicant database 6. @hich type of recruitment sources reaches you soonT a1 %ewspaper sources b1 Professional journals<periodicals c1 #ollege recruiting d1 "mployee referral 7. $ave you ever rejected an offer in any companyT a1 Hes b1 %o 9. State the reason for rejecting the offer. a1 relocation b1 salary c1 growth d1 others =. State the reason for accepting the offer in this organi ationT 2?. ,re you satisfied with the response given after recruitmentT a1 Hes b1 %o 22. ,re you satisfied with the selection techniques used in your organi ationT a1 Hes b1 %o )f %o means give reason. 23. 4o you feel that the test and the interview process is lengthyT a1 Hes b1 %o 25. @hat type questions they as+ed you in the interviewT a1 *elaxing questions b1 Tough questions c1 )cebrea+ing questions 2;. 4id they give the questions prior to the interviewT a1 Hes b1 %o 28. 4id you felt comfortable with your interviewerT

a1 Hes b1 %o 26. 4o all people have to be interviewed in the same wayT a1 Hes b1 %o )f %o means state reason. 27. The people who are all involved in the recruitment and selection process were very supportive to you a1 Hes b1 %o 29. The final decisions about the appointment should be based only on meritT a1 Hes b1 %o )f %o means state reason. 2=. 4oes your organi ation provide you induction or orientation programme after placementT a1 Hes b1 %o )f yes means mention how effective and useful, 3?. !inally how much you satisfied with the present recruitment and selection process followed in your organi ationT a1 Satisfied b1 $ighly satisfied c1 4issatisfied d1 $ighly dissatisfied e1 %o opinion )f you are not satisfied with the present process means provide suggestion for improvement. A##e:ure - II B K) %'r&,98 B%%O* Re$erre( 2. #hristopher >abey, PStrategic $uman *esource >anagementR S "dition 2. 3. F. ,swathappa, P$uman *esource and Personnel >anagementR S "dition 2.

5. 4onnelly , P>anaging $uman *esourceR S "dition 2 ;. Statistical methods by S.P.(upta S !e* V * !e( 2. www.spi.com 3. www.citehr.com 5. www.explorehr.com