SUMMER TRAINING PROJECT REPORT

TransWeb Educational Services Pvt Ltd.

SUBMITTED IN PARTIAL FULFILLMENT OF THE

REQUIREMENT OF POST GRADUATE DIPLOMA IN MANAGEMENT
INSTITUTE OF TECHNOLOGY& SCIENCE, GHAZIABAD

Report On
Analyzing effectiveness & challenges of recruitment and
selection in TransWeb

Submitted by
Isha Rampal
PGDM
Session: 2011-13
Enrollment no: PG2K11047

Under the guidance of

Ms. Pallavi Behera Mishra (HR manager)
Ms. Neha Gupta (Sr. Executive, HR)
Prof. Charu Chaudhry (Faculty Mentor)

I.T.S MANAGEMENT & IT INSTITUTE, MOHAN NAGAR-GHAZIABAD

1
 DECLARATION
.

I, ISHA RAMPAL, of PGDM, Enrollment No.P2K11047 of I.T.S Management& IT

Institute, Mohan Nagar-Ghaziabad hereby declare that the Summer Training report entitled
“RECRUITMENT & SELECTION” is an original work and the same has not been submitted
to any other institute for the award of any other degree.

Date: Isha Rampal

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 ACKNOWLEDGEMENT
This project is a combination of guidance, support and blessings of well wishers who made
a significant contribution in the completion of my project. I extend my deep sense of
gratitude, respect and sincere thanks to all those who extended their help and gave
guidance to me at every stage of this project.

I am extremely thankful to my institution, I.T.S Management & IT Institute for giving me a

platform to work on and apply my theoretical knowledge with the help of this project into
practical application. Then I would like to thank TransWeb Educational Services Pvt Ltd.
for giving me an opportunity to do my internship in their esteemed organization.

This project would be incomplete without mentioning the name of the person who has
contributed a lot toward the completion of this project. As a token of gratitude, I express
my sincere thanks to our Internship Co-coordinators, Ms.Pallavi Behera Mishra and Ms.
Neha Gupta for their guidance and unflinching support throughout the phases of my
Internship.
My heartfelt thanks to the Directors Mr.Aditya Singhal and Mr. Nishant Sinha of the
company who have provided me the opportunity to work with them and gain knowledge.

I would also like to thank to all the Managers and executives under whose suitable
guidance and direction, I was able to give shape to my training. Their constant review and
excellent suggestions throughout the project are highly commendable.

Every effort has been made to enhance the quality of work. However, I owe the sole
responsibility of the shortcoming, if any, in the study.

Thank You!
Isha Rampal

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Executive Summary

The project entitled “Analyzing effectiveness & challenges of recruitment and selection in
TransWeb” undertaken in TransWeb Educational Services Pvt ltd is one of the India's fastest
growing online tutoring companies. It is a market leader in a wide spectrum of educational
services.
It has been started in the year 2007.

With reference to this context, this project is been prepared to put a light on Recruitment and
Selection process. This project includes profile, history, product description, SWOT analysis of
the organization, Objective, research methodology, data analysis, literature review.
Sample size has been taken of 50 respondents and convenient sampling has been opted and the
findings are based upon questionnaire in which it has found that the company is facing the
problem in generating pool of applicants and has limited financial resources.
Recommendations has been provided based upon this finding that they should go for employers
branding, encourage E-recruiting to fill permanent employee, introduce applicant tracking
system, option like drop box on the website could be introduced.

Recruitment and Selection are simultaneous process and are incomplete without each other.
They are important components of the organization and are different from each other.

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 TABLE OF CONTENTS

Chapter 1- Introduction to Project 6-7

Chapter 2- Literature Review 8-14
Chapter 3- Objective 15-16
Chapter 4- Company Profile 17-24
1.1 Profile of the Organization
1.2 History of the Organization
1.3 Mission & Vision
1.4 Product profile
1.5 HR Department of the Organization
1.6 S.W.O.T Analysis
Chapter 5- Research Methodology 25-26
Chapter 6- My Job at TransWeb 27-28
Chapter 7- Data Analysis 29-45
Chapter 8- Findings & Recommendations 46-48
Bibliography 49-50
Annexure 51-56

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Chapter-1

6
Introduction to Project

This project has undertaken for the requirement of Post Graduate Diploma in Management.

The Project is based upon the research conducted during summer internship in TransWeb
Educational Services Pvt. Ltd.

The project report is on the topic analyzing the effectiveness & challenges of recruitment and
selection in TransWeb.

I have analyzed the above mentioned topic through questionnaire which is filled by the
employees of the company.

Data Analysis is based upon this questionnaire.

I have set up many objectives to reach the final conclusion of the project.

At last project has been wind up through findings & recommendations.

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Chapter 2

8
Literature Review

According to research by Claudio Fernandez, Boris Groysberg and Nitin Nohria

Most companies react to hiring situations as emergencies; that might explain

why so many do it so poorly. When they surveyed 50 CEOs of global
companies, along with a pool of executive search consultants who rated
about 500 firms, we found hiring practices to be disturbingly vague:
Respondents relied heavily on subjective personal preferences or on largely
unquestioned organizational traditions, often based on false assumptions.

The executives they surveyed held widely differing views regarding the
desirable attributes of new hires. They emphatically disagreed on whether it
was best to hire insiders or outsiders, on who should be involved in the
recruiting process, on what assessment tools were most suitable, and on
what the keys were to successful hiring and retention.

The focus of their research was on recruiting at the top three levels of
organizations—C-level executives, their direct reports, and the layer below
that. They call this the “top- x group,” where x is the number of senior
executives constituting the critical leadership pool in the company. The size
of this pool can vary from 20 to 50 people in a midsized organization to as
many as 1,000 in a large multinational. They are primarily concerned with
external recruiting, although our findings can be applied to internal hiring
efforts as well.

Of course, any leader currently faced with the unhappy prospect of

downsizing may find it difficult to think about staffing right now. But
whatever the future brings, firms that learn to hire talent and retain it
successfully will have a distinct advantage in the years ahead.

9
According to A National Survey of fortune 100 firms by Chris Piotrowisky,
University of west Florida, USA.

The findings indicate that the majority of companies rely on traditional

Recruitment and personnel selection techniques over the use of online
Assessment instruments. Personality testing is popular in about 20% of
the firms and one-fifth of the respondents plan to implement online
testing in the future. Furthermore, screening for honesty-integrity
(28.5%) and violence potential (22%) was found to be somewhat popular.
It would be helpful if future research could pinpoint the reservations that
companies have about online pre-employment tests.

According to the Journal of Management: Staffing in the 21st Century: New Challenges
and Strategic Opportunities.
Modern organizations struggle with staffing challenges stemming from increased knowledge
work, labor shortages, competition for applicants, and workforce diversity. Yet, despite such
critical needs for effective staffing practice, staffing research continues to be neglected or
misunderstood by many organizational decision makers. Solving these challenges requires
staffing
scholars to expand their focus from individual-level recruitment and selection research to
multilevel research demonstrating the business unit/organizational− level impact of staffing.
Toward
this end, this review provides a selective and critical analysis of staffing best practices covering
literature from roughly 2000 to the present. Several research-practice gaps are also identified.

Staffing is broadly defined as the process of attracting, selecting, and retaining competent
individuals to achieve organizational goals. Every organization uses some form of a staffing
procedure, and staffing is the primary way an organization influences its diversity and human
capital. The nature of work in the 21st century presents many challenges for staffing. For

10
example, knowledge-based work places greater demands on employee competencies; there
are widespread demographic, labor, societal, and cultural changes creating growing global
shortfalls of qualified and competent applicants; and the workforce is increasingly diverse. A
survey of 33,000 employers from 23 countries found that 40% of them had difficulty finding
and hiring the desired talent (Manpower Inc., 2006), and approximately 90% of nearly 7,000
managers indicated talent acquisition and retention were becoming more difficult (Axelrod,
Handfield-Jones, & Welsh, 2001).
These challenges might lead one to think that organizational decision makers recognize
staffing as a key strategic opportunity for enhancing competitive advantage. Because talent
is rare, valuable, difficult to imitate, and hard to substitute, organizations that better attract,
select, and retain this talent should outperform those that do not (Barney & Wright, 1998).
Yet surprisingly, a study by Rynes, Brown, and Colbert (2002) found the staffing domain
demonstrated the largest differences between academic findings and the beliefs of managers.
This means that, although staffing should be one of the most important strategic mechanisms
for achieving competitive advantage, organizational decision makers do not understand
staffing or use it optimally. Given that the war for talent is very real and relevant to organizations
around the globe, it is critical that organizations and organizational scholars recognize the value
of staffing.
Recruitment
Most definitions of recruitment emphasize the organization’s collective efforts to identify,
attract, and influence the job choices of competent applicants. Organizational leaders are
painfully aware that recruiting talent is one of their most pressing problems. Tight labor markets
give applicants considerable choice between employers, particularly for those in professional,
information/knowledge-based, technical, and service occupations. Some
reports indicate that nearly half of all employees are at least passively looking for jobs, and
a sizable minority are continually actively searching (Towers Perrin, 2006). This is such a
problem that many organizations actually face a greater recruiting challenge than a selection
challenge. Selection will only be effective and financially defensible if a sufficient quantity
of applicants apply to the organization. Compounding this challenge is that many organizations
struggle with how to attract a diverse workforce. Thus, there is growing recognition that

11
recruiting—by itself and irrespective of selection—is critical not only for sustained competitive
advantage but basic organizational survival (Taylor & Collins, 2000). Reflecting this
importance, there have been several excellent reviews on recruitment (Breaugh & Starke,
2000; Highhouse & Hoffman, 2001; Rynes & Cable, 2003; Saks, 2005; Taylor & Collins,
2000). This review obviously does not provide the depth or detail of those reviews. Rather,
this review selects the more recent developments with the greatest implications for
organizational effectiveness.
An excellent place to start the review is with the recruitment meta-analysis conducted by
Chapman, Uggerslev, Carroll, Piasentin, and Jones (2005). They summarized 71 studies to
estimate the effect sizes and path relationships between recruiting predictors (job/organizational
attributes, recruiter characteristics, perceptions of recruitment process, perceived fit, perceived
alternatives, hiring expectancies) and applicant attraction outcomes (job pursuit intentions,
job/organization attraction, acceptance intentions, job choice). This meta-analysis helps
organize and clarify a rather diverse literature, and there are many specific findings, with the
key ones listed below:
• Perceptions of person-organization fit (PO fit) and job/organizational attributes were the
strongest predictors of the various recruiting outcomes. The next strongest set of predictors
tended to be perceptions of the recruitment process (e.g., fairness), followed by recruiter
competencies and hiring expectancies. Interestingly, recruiter demographics or functional
occupation
showed almost no relationship to the recruitment outcomes.
• Gender and study context (lab-field) were the only two moderators found to be important
(although others may exist that could not be tested). Interestingly, job/organizational attributes
and justice perceptions were weighed more heavily by real applicants, suggesting lab studies
may be primarily useful for studying early stages of recruitment.
• There was support for mediated recruitment models, such that recruitment predictors influence
job attitudes and job acceptance intentions, which in turn influence job choice. Although
acceptance intentions are the best proxy for actual job choice, they are an imperfect proxy.
• Discouragingly, actual job choice was studied infrequently and was poorly predicted. On the
other hand, given the nominal nature of job choice measures, one must wonder how large this
effect should be.

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Personnel Selection Best Practices

Personnel selection practices (e.g., interviews, ability and personality tests) continue to capture
the most attention from staffing scholars. There are several comprehensive reviews of

selection practices (e.g., Evers, Anderson, & Voskuijl, 2005; Schmitt, Cortina, Ingerick, &

Wiechmann, 2003), as well as discussions of research and practical applications (Guion &

Highhouse, 2006; Ployhart, Schneider, & Schmitt, 2006; Ryan & Tippins, 2004). Rather than

review all this research, the present review summarizes the major new developments.

Various Tests Like:

 Cognitive Ability
 Personality Test
 Situational Judgment
 Assessment Centers
 Work Samples
 Interviews
 Selection Using Internet

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Research on these and other selection practices will continue. One must wonder if part of the
appeal in selection methods (SJTs, assessment centers) is their generally

lower racial/gender subgroup differences and greater face validity. Research on these methods
tends to first demonstrate their criterion-related validity and then tries to understand their

construct validity. Research may be close to solving the construct validity question for
assessment centers, but it will surely dominate the study of SJTs for the next several years
(Schmitt

& Chan, 2006). A comment on this entire line of research is that researchers tend to limit their

focus to correlations with various individual-level criteria, convergent/discriminate validity,

and subgroup differences. These are obviously important issues, but practitioners also consider
such factors as cost, manager acceptability, efficiency, and so on. Has this research had

an effect on managers’ decisions to implement these methods? Are the more valid predictors

more likely to be implemented, or do job relatedness perceptions override validity concerns?

Validity is important, but it is not the only factor influencing final acceptance.

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Chapter-3

15
Objectives

 To study the effectiveness of recruitment and selection procedure in TransWeb and find
the probable area of improvement if any
 To know the employees satisfaction level about recruitment and selection of the company
 To know the best sources of recruitment and selection followed in TransWeb
 To find out challenges faced by the company during recruitment and selection.

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Chapter-4

17
Profile of the Organization

TransWeb is one of the India’s fastest growing online tutoring companies. It is a market leader in
a wide spectrum of educational services. It has been providing quality education with the help of
a 100+ team of highly skilled and qualified members. The organization makes its educational
resources available to students from grade 4th to university level, through its five different
websites- askiitians.com, Transtutors.com, Mycollegeabroad.com, and
Transwebtutors.com.and emedicalprep.com.

Among the five sites, while Askiitians and emedicalprep.com caters primarily to students in
India and the Middle East countries for the preparation of engineering entrance exams like IIT-
JEE and AIEEE and Medical Entrance Exams like AIPMT, AIIMS. Respectively. The aim of the
site is to reach the students in the remote areas of the country and provide them with a coaching
solution. The site tries to achieve this with the help of its group of tutors, who are all IItians with
more than 2000 hrs of online teaching experience. Transtutors provides assignment help to
students around the world. Transwebtutors deals in online tutoring for the same.
Transwebtutors.com has recently expanded its market to include Junior and Leaving Certificates
students. Subjects usually taught include Science, Mathematics and English. Apart from
homework help and regular grade tutoring, the sites also provide preparation for the SAT, ACT
and other such exams. Mycollegeabroad deals with the students needing college admission
consulting.

In case of Askiitians and Transwebtutors both, the teacher and the student make the use of virtual
classrooms that have text chat, audio chat and a shared whiteboard, where the teacher can “hand-
write’ the various steps of an answer. In case of tutoring as well as assignments, online tutors are
available 24 hours a day for one-on-one help. It allows students to log in at their convenience and
discuss the assignments through online chat sessions and voice.

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History of the Organization

TransWeb Educational Services, started in the year 2007 by Aditya Singhal and Nishant
Sinha, is an organization that deals in online tutoring and online assistance with homework
and assignments.

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Mission & Vision

Mission

To provide world class tutoring and quality education accessible to students around the world at
affordable prices.

Vision
 To incorporate or devise all possible options that will enable to reach out more and more
students and help us make a difference to their lives.
 To incorporate technology, education and management in order to improve the education
requirements of students around the world.

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Product Profile

TransWeb has five websites as their products.

21
HR Department of the Organization

HR Manager

HR Senior Executive

HR Executive

22
S.W.O.T Analysis

Strengths

a) Dedicated Employees
b) 360 degree feedback system
c) Adaptability to changes
d) Quality work
e) Experts for assignment help
f) 1500 freelancers associated with it from remote areas of our country.
g) Experienced freelancers from reputed College/University/Institute
h) Assignment done by IITs, IIMs and people from top most institutes/universities of our
country.

g) Domain experts

Weakness

a) Limited funds
b) Less investments
c) Lack of brand value
d) Less number of employees
e) Small size of organization

Opportunities

a) Fastest growing Company

b) Working on a new concept EPO(Education Process Outsourcing)

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 c) Attracting Youth who are interested to make carrier in academics.
d) More attraction of students towards e-learning process in domestic as well as outside
countries.

Threat

a) Competitors in e-learning industry

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Chapter-5

25
Research Methodology

Type of Research-

Exploratory Research

Size of sample-

The research was conducted on 50 respondents

Sampling Technique-

The sampling technique used is convenient sampling

Method for Data Collection

Procedure of data collection

The procedure is survey and interview

Research Instruments

Tools for data collection:

 PRIMARY
Primary data was collected through survey method by distributing questionnaires to
managers of various departments

The tool used is QUESTIONNAIRE

The questionnaires were carefully designed by taking into account the parameters of my study.

 SECONDARY
Websites, Books

26
Chapter-6

27
My Job at TransWeb
 I was in the HR department handling recruitment process.
 I was under the guidance of HR manager and Sr. Executive and reporting to the
Director of TransWeb.
 During my initial one month I was into telecalling and have generated data from
naukri.com of the candidates for various positions in the company.
 I have worked upon many positions like Junior associate (Operations), Operation
manager, business development, sales head admin executive, facility manager, IT
manager, product development manager, front office executive.
 I took many interviews as well and coordinated in off campus placement process.
 I have interacted with many senior position persons who are from IIMs, IITs and
other reputed college.
 I have lined interviews with Director of TransWeb.
 I established many contacts of the Director of company through linked during the
search of IT, operations, sales and business development positions.
 I did head hunting for the profile of business development, sales head, product
development, IT manager.
 I have worked according to the specifications given by the directors of the company.

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Chapter-7

29
Data Analysis

About 50% employees are working from 0-1 Year 34% employees are working from 1-3
years and 16% employees are working from more than 3years.

30
About 86% of employees say that company recruit on the basis of experience, qualification
and communication skills while 8% employees say that it recruit on the basis of
communication skills 4% employees say on the basis of qualification and 2% employees say
that it recruit on the basis of experience.

31
About 25% employees are strongly agree that the recruitment and selection process meet the

Current and legal requirement whereas 41% employees are agree 14% employees

are disagree and 20% have no opinion.

32
About 76% employees prefer internal as well as external source of recruitment whereas 14%
employees would prefer internal source and 10% employees would prefer external source for
recruitment.

33
About 40% employees would prefer campus placement whereas 30% employees would
prefer employee referral 10% employees would prefer for job portals 10% employees would
go prefer head hunting and 10% employees would prefer placement consultant.

34
About 70% employees say that they are aware of the present recruitment policy whereas 30%
employees are not aware of the recruitment policy.

35
About 19% employees strongly agree that the organization meet timely manpower requirement

Whereas 55% employees agree 20% employees disagree and 6% employees are strongly
disagree.

36
About 60% employees are strongly agree that they can communicate with their supervisors
regarding job vacancies while 30% employees are agree 6% employees are disagree and 4%
employees are strongly disagree.

37
About 20% employees say that information was sufficient while 56% are agree whereas 20%
employees are disagree and 4% employees are strongly agree.

38
 About 14%
employees
strongly
agree that
sufficient
training
given to
them after
recruitment
whereas
20%
employees
are agree
40%
employees are disagree and 26% employees are strongly disagree.

39
About 12% employees strongly agree that HR provides adequate pool of candidates whereas
30% employees agree 46% employees disagree and 12% employees strongly disagree.

40
About 30% employees rate effectiveness of interview process excellent whereas 56%

rate adequate and 14% rate poor.

41
About 4% employees are strongly agree that the company use own website for recruitment
whereas 30% employees agree while 40% disagree and 26% employees are strongly disagree

42
About 65% employees are satisfied whereas 21% employees are unsatisfied and 14% employees
have no opinion.

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Questionnaire for recruiter

1. In selection procedure, how many rounds of technical interviews & HR

rounds do you conduct for lower level candidates?  Does the same hold good for
managerial level cadre also
We conduct one technical round and two HR rounds for lower level candidates. No,
for managerial level we do not conduct any technical round, only one hr round is
conducted for them and finally they meet with the Directors of the company.

2. Do you conduct psychometric tests? What are the type of test you conduct
during selection?

No, we don’t conduct psychometric test. Only technical or written

test is conducted, both objective as well as subjective at time of selection.

3. Do you conduct background checks?

Yes
Is it for all level of employees?
It is not for senior positions.
4. Do you bear any expenses of the out-station candidate for the final interview?
No
5. Ideally, how much time does the hiring process take i.e. right from the
Test/interview stage to the offer stage?
It depends upon the candidate how soon he can serve his notice period in his
Previous company. If position is urgent we can buy out the candidate.
6. Do you get an employment agreement signed by the fresher?

If yes, what is the value of the agreement?

If carrier history is unstable or fluctuating within short span of time then we go

for agreement and the amount for agreement is Rs. 50,000.

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 7. What parameters for selecting the candidate according to your present
requirement?
(Rate from 1-5 and 1 being the highest)

Parameters 1 2 3 4 5
Communication skills 

Qualification 

Confidence 
8. How many candidates
Language skills 
conduct the final round of
interview?
Convincing skills 
Below 40%
9. What is the employee
turnover rate in the month of May and June ?
Above 30 %
10. What will be the employee recruitment on 2012?
20-50
11. When do you prefer to go for manpower planning?
Not defined
12. Do you have employee referral scheme?
Yes
Reward given for this scheme is monetary or non monetary
Monetary
13. What are the challenges do you face during recruitment of employees?
We face challenge in generating maximum number of applicant as we are

45
young and growing company and have limitation of financial resources.

Chapter-8

46
Findings and Recommendations

Findings

 Most of the employees in TransWeb is satisfied from HR department 65% employees

say that the recruitment procedure is satisfactory and 30% employees rate interview
process excellent while 56% rate its adequate.
 Most of the employees agree that recruitment process meets legal and current
requirement and employee’s competency meets with job specifications.
 Most of the employees feel that organization clearly define objective during recruitment
and selection procedure.
 Most of the employees would prefer internal as well as external source of recruitment.
 Company is using job portals, employee referrals, campus placements, temporary staffing
as their external source of recruitment.
 They emphasis more on campus placement and employee referrals as a best source of
recruitment for recruiting full time employees.
 For senior positions they prefer head hunting through internet.
 Manpower planning is done timely.
 Employees are willing to participate in giving innovative ideas regarding recruitment.
 The main challenge in TransWeb to generate adequate pool of applicants.
 TransWeb is a starting company therefore has limited financial resources.
 Overall recruitment and selection process is effective.

Limitations

 The sample size is less hence the responses of just 50 respondents does not imply for
complete population.
 There was lack of time and resources that prevents from carrying out a depth study.

47
 There could be some respondent’s bias which cannot be removed.

48
Recommendations

 TransWeb should emphasis more on employer branding as it has challenge to

generate adequate number of pool of applicant.
 Employer branding can be done through adopting e-recruiting which could save
cost of the company to spend on advertisement.
 Company should encourage walk- ins interview that would help to generate more
number of applicant.
 In order to save cost placement consultancies should be the last resort.
 Company should use own website for recruitment of full time employees.
 Option Like “Drop Box” could be implemented so that employees can drop their
resumes; again it will help in generating maximum number of applicants.
 In order to generate quality applicants various types of test could conduct like
personality test etc. to check whether the employee could fit into your
organization and will perform or individual is self driven and motivated.
 Provisions like hit me button, explore opportunities should be there so that
candidates could upload their own resume.
 Company should focus more on internal mobility and should accordingly train the
employees according to their competencies.
 Company could participate in job fairs so as to get adequate pool of applicant.
 Applicant Tracking Systems could be implemented so as to attract, gather, screen,
compile and manage applicants.

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BIBLIOGRAPHY

50
BIBLIOGRAPHY

Important Websites

 http://hbr.org/2009/05/the-definitive-guide-to-recruiting-in-good-times-and-
bad/ar/1
 http://org8220renner.alliant.wikispaces.net/file/view/Selection_recruitment_fortu
ne+1000.pdf
 http://www.uk.sagepub.com/wilton/Online%20readings/Chapter%206/Ployhart
%20article.pdf

Articles

 The definitive guide to recruiting in Good Times and Bad, May 2009 by Claudio
Fernandez-Araoz, Boris Groysberg and Nitin Nohria.
 Current Recruitment & Selection Practices,Chris Piotrowiski, University of Flrodia,USA.

News Papers

 Mint, Workplace, Monday, July9 2012 Page number 13.

Journal

Staffing in the 21st Century: New Challenges and Strategic Opportunities, Journal of
Management, Robert E. Polyhart.

Books

 Human Resource Management (Garry Dessler &Biju varkkey),Chapter-5 &

Chapter-6,Page Number 165-234.

51
ANNEXURE

52
 Questionnaire

1. Name :

2. Designation :

3. Qualification :

4. Previous experience if any.

1. name of the previous employer

2. worked as

3. duration of previous job

_____________________________________________________

53
1. How long have you been with the company?
1. 0 to 1 yr
2. 1 to 2 yr
3. More than 3 years

2. On what basis does your company recruit?

(a).Experience                         (b).Qualification

          (c).Communication skills       (d).All the above 

3. The recruitment and selection process of company meets the current and
legal requirements?
1. Strongly agree
2. Agree
3. Disagree
4. Strongly Disagree
5. No opinion

4. What do you prefer more for recruitment?

4. Internal Recruitment
5. External Recruitment
6. Both
5. What should be the best source of external recruitment according to your preference?

i) Direct applicants
ii) Placement Consultants
iii) Job portals
iv) Employee referral

54
 v) Through temporary staffing
vi) Head hunting
vii) Campus Placement
viii) Any other sources, please specify

6. Are you aware of the present recruitment policy?

a. Yes b. No

7. Is the organization meeting manpower requirement at the right time?

a. Strongly Agree
b. Agree
c. Disagree
d. Strongly Disagree

8. Do you have absolute freedom to communicate with your supervisors regarding job
vacancies in the organization?
a. Strongly agree b. Agree c. Disagree d. Strongly Disagree

9. As a candidate the information given by the recruiter was sufficient to get clarity about the
vacancy?
a. Strongly agree b. Agree c. Disagree d. Strongly Disagree

10. After being recruited by the organization, was sufficient training given in order to
achieve the organization goals?
a. Strongly agree b. Agree c. Disagree d. Strongly Disagree

11. Does HR provide adequate pool of candidate?

a. Strongly agree b. Agree c. Disagree d. Strongly Disagree

12. Rate the effectiveness of interviewing process and other selection instrument such
as testing.

55
 a. Excellent b. Adequate c. Poor

13. Does the company use own website for recruitment apart from freelancers?

a. Strongly agree b. Agree c. Disagree d. Strongly Disagree

14. How do you think about recruitment procedure in your organization?

a. Satisfactory b. Unsatisfactory c. No opinion

Questionnaire for recruiter

1. In selection procedure, how many rounds of technical interviews & HR rounds do

you conduct for lower level candidates?  Does the same hold good for managerial
level cadre also
2. Do you conduct psychometric tests? What are the type of test you conduct during
selection process?
i) Yes ii) No
3. Do you conduct background checks?
i) Yes ii) No
If yes, is it for all levels of employees or only for senior positions? 
4. Do you bear any expenses of the out-station candidate for the final interview?
i) Yes ii) No
If yes, please specify the expenses
5. Ideally, how much time does the hiring process take i.e. right from the
Test/interview stage to the offer stage?
6. Do you get an employment agreement signed by the fresher? If yes, what is the
value of the agreement?

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7. What are the parameters for selecting a candidate according to your present
requirement? (Rate from 1-5 and 1 being the highest).

Parameters 1 2 3 4 5
Communication skills
Qualification
Confidence
Language skills
Convincing skills

8. How many candidates attended the final round of interview?

a) 100% - 85% b) 85% - 70% c) 70% - 55% d) 55% - 40% e) below 40%

9. What is the employee turnover rate in the month of May – June

a) 0% - 10% b) 10% - 20% c) 20% - 30% d) above 30%

10. What would be the employee requirement on 2012?

a) 20-50 b) 50-100 c) 100-150 d) More than 150

11. When do you prefer to go for manpower planning?

a.) Yearly b) Quarterly c) Not defined
12. Do you have employee referral scheme?
a.)Yes b) No
Reward given for this scheme is monetary or non monetary
a.) Monetary b.) Non monetary
13. What are the challenges do you face during recruitment of the employees ?

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