Recruitment and Selection Process of Elite

HR practices

A Project Report
Submitted in the partial fulfillment of the requirement for the award
of the
Degree of Master of Business Administration
2017-2019

Submitted By: Under the Guidance of:

Student Undertaking

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This is to certify that I have completed the Project Report titled
“Recruitment and Selection Process of Elite HR Practices” under the
guidance of Mr. Yashwant Kumar in the partial fulfillment of the
requirement for the award of Master of Business Administration of Bharati
Vidyapeeth University, Pune. This is an original piece of work & I have
neither copied from anywhere nor submitted it earlier elsewhere.

Students Signature

PREFACE

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This project is done in an effort to show in brief the profile of the ELITE HR
PRACTICES, its recruitment and selection process & the current market players
in consulting industry along with their current market position. It has the
necessary information required for studying & analyzing the present trends in
consultancies. It includes all the necessary charts, graphs & tables to facilitate
understanding of the study undertaken. It also covers the stepwise process of data
collection & the representation of the data together with the analysis. It also
includes some suggestions put forward hoping it would help the company achieve
its vision to be a leader in the market as well as it believes in the inherent
motivation and capacity of the human being for progress in the long run.

Thus, this project is a step towards gaining knowledge about the real world
as they say and putting the theory to practice. I shall look forward to gratefully
acknowledge all suggestions on this small step I have taken.

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 ACKNOWLEDGEMENT

Doing a project requires the assistance of many people. These people do their part
by guiding us, efficiently developing an outline & providing us the feedback. This
project is an honest effort towards putting forward whatever I have gained as a
valuable experience that surely, will help me in the path I have chosen.

I owe my sincere & heartiest gratitude to Ms. Jyoti Beri , who gave me the
opportunity to work in Elite HR Practices as a internship trainee & helped me
whenever I needed them.

I would like to express my heartiest gratitude to Mr. Yashwant Kumar,

esteemed faculty of New Delhi who helped me in this project and also provided
such stress free & friendly environment to work.

I hereby acknowledge the sincere help & co-operation that was given to me by all
the staff members in completion of my project.

I also thank my friends and many people to whom I visited during my training
period.

Contents

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TABLE OF CONTENTS

TITLE PAGE No.

CHAPTER I. INTRODUCTION

1.1 Overview of the Industry as a Whole 8

1.2 Profile of the Organization 15
1.3 Problems of the Organization 22
1.4 Competitive Information 23
1.5 SWOT Analysis 27
1.6 Competitive Information 29

CHAPTER 2. RESEARCH METHODOLOGY

2.1 Objectives of the study 31

2.2 Scope of the study 31

2.3 Managerial usefulness of the study 32

2.4 Research Methodology 33

2.5 Limitations of the study 37

CHAPTER 3. CONCEPTUAL DESCPRITION

3.1 Conceptual discussion 39

3.2 Recruitment and Selection Process 41
3.3 Recruitment process Outsourcing (RPO) 52

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CHAPTER 4. DATA ANALYSIS

4.1 Data analysis and Interpretation 57

CHAPTER 5. FINDINGS

5.1 Findings 66

CHAPTER 6. CONCLUSIONS & SUGGESTIONS

6.1 Conclusions 69

6.2 Suggestions 70

APPENDICES 73

BIBLIOGRAPHY 78

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 CHAPTER I

INTRODUCTION

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1.1

Placement Industry Overview

The human capital marketplace remains highly competitive and is poised for
enormous growth in the next 10 years, since; companies around the world are
investing heavily in their human resources infrastructure.

 Human Resources Sourcing or the Placement Industry (engaged in

international/national recruitment) is recognized as the fastest growing industry.
Establishments classified under this industry may assist either employers or those
seeking employment. In India only, while 150 lac agencies help non-professional
labor with placements such as construction, transport and certain industrial jobs,
about 800lacs work with professionals in ever-widening fields, such as nursing
and teaching.

HR Sourcing (placement) is a large and complex universe in itself, encompassing

the many different functions associated with the HR department.

The Rise of the Placement Industry

Any and all aspect of HR can be outsourced. According to research by Gartner,
Inc., 80 percent of companies now outsource at least one HR activity, and the
number is swiftly growing. Increasing numbers of organizations are turning to
specialized firms to supplement various aspects of human resource management.
While outsourcing makes sense for many reasons, the primary benefit is
containment/reduction of costs of routine transactional and administrative work.
Another key reason is the belief that a company should outsource all non-mission
critical aspects of its business. The Placement consultant agencies, popularly
known as the professional employer organization (PEO), have sprung up and are
well-equipped to take on the entire scope of human resources activity. Most PEO
clients are small- to medium-sized companies that sign up with a PEO, obtaining

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better deals on the purchase of benefits as a group rather than as a single small
entity. By contracting with a PEO, small firms can afford to give employees a
range of benefits comparable to those offered by larger companies. This helps
level the playing field for small companies, who are competing with large firms in
hiring top candidates.

Larger companies are also outsourcing HR tasks, but they more typically go with
specialty firms. The most commonly outsourced function is employee assistance,
and outplacement services.

Key Players in Placement Industry are:

 Hewitt Associates
 Towers Perrin
 Watson Wyatt
 Sibson
 Mercer Human Resources Consulting
 AON Consulting

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Management consulting refers to both the industry of, and the practice of,
helping organizations improve their performance, primarily through the analysis
of existing business problems and development of plans for improvement.

Organizations hire the services of management consultants for a number of

reasons, including gaining external (and presumably objective) advice, access to
the consultants' specialized expertise, or simply as extra temporary help during a
one-time project, where the hiring of more permanent employees is not required.

Because of their exposure to and relationships with numerous organizations,

consultancies are also said to be aware of industry "best practices", although the
transferability of such practices from one organization to another is the subject of
debate.

Consultancies may also provide organizational change management assistance,

development of coaching skills, technology implementation, strategy
development, or operational improvement services. Management consultants
generally bring their own, proprietary methodologies or frameworks to guide the
identification of problems, and to serve as the basis for recommendations for
more effective or efficient ways of performing business tasks.

History

Management consulting grew with the rise of management as a unique field of

study. The first management consulting firm was Arthur D. Little, founded in
1886 by the MIT professor of the same name. Though Arthur D. Little later
became a general management consultancy, it originally specialized in technical
research. Booz & Company was founded by Edwin G. Booz, a graduate of the
Kellogg School of Management at Northwestern University, in 1914 as a
management consultancy and the first to serve both industry and government
clients.

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After World War II, a number of new management consulting firms formed, most
notably Boston Consulting Group, founded in 1963, which brought a rigorous
analytical approach to the study of management and strategy. Work done at
Boston Consulting Group, McKinsey, Booz & Company, and the Harvard
Business School during the 1960s and 70s developed the tools and approaches
that would define the new field of strategic management, setting the groundwork
for many consulting firms to follow. In 1983, Harvard Business School's
influence on the industry continued with the founding of Monitor Group by six
professors.

One of the reasons why management consulting grew first in the USA is because
of deep cultural factors: it was accepted there, (contrary to say, Europe), that
management and boards alike might not be competent in all circumstances;
therefore, buying external competency was seen as a normal way to solve a
business problem. This is referred to as a "contractual" relation to management .
By contrast, in Europe, management is connected with emotional and cultural
dimensions, where the manager is bound to be competent at all times. This is
referred to as the "pater familias" pattern Therefore seeking (and paying for)
external advice was seen as inappropriate. However, it is sometimes argued that in
those days the average level of education of the executives was significantly
lower in the USA than in Europe, where managers were Grandes Ecoles graduates
(France) or "Doktor" (Germany), though this is very difficult to quantify given the
vastly differing management structures in American and European businesses.

It was only after World War II, in the wake of the development of the
international trade led by the USA, that management consulting emerged in
Europe. The current trend in the market is a clear segmentation of management
consulting firms.

Another branch of management consulting is Human Resource consulting. Such

firms provide advice to their clients regarding the financial and retirement

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security, health, productivity, and employment relationships of their global
workforce

Approaches

In general, various approaches to consulting can be thought of as lying

somewhere along a continuum, with an 'expert' or prescriptive approach at one
end, and a facilitative approach at the other. In the expert approach, the consultant
takes the role of expert, and provides expert advice or assistance to the client,
with, compared to the facilitative

approach, less input from, and less collaboration with, the client(s). With a
facilitative approach, the consultant focuses less on specific or technical expert
knowledge, and more on the process of consultation itself. Because of this focus
on process, a facilitative approach is also often referred to as 'process consulting,'
with Edgar Schein being considered the most well-known practitioner. The
consulting firms listed above are closer toward the expert approach of this
continuum.

Many consulting firms are organized in a matrix structure, where one 'axis'
describes a business function or type of consulting: for example, strategy,
operations, technology, executive leadership, process improvement, talent
management, sales, etc. The second axis is an industry focus: for example, oil and
gas, retail, automotive. Together, these form a matrix, with consultants occupying
one or more 'cells' in the matrix. For example, one consultant may specialize in
operations for the retail industry, and another may focus on process improvement
in the downstream oil and gas industry.

Specializations

Management consulting refers generally to the provision of business consulting

services, but there are numerous specializations, such as information technology
consulting, human resource consulting, and others, many of which overlap, and

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most of which are offered by the large diversified consultancies listed below. So-
called "boutique" consultancies, however, are smaller organizations specializing
in one or a few of such specializations.

Current state of the industry

Management consulting has grown quickly, with growth rates of the industry
exceeding 20% in the 1980s and 1990s. As a business service, consulting remains
highly cyclical and linked to overall economic conditions. The consulting industry
shrank during the 2001-2003 period, but has been experiencing slowly increasing
growth since. In 2007, total global revenues for management consulting are
expected to exceed the $300 billion mark.

Currently, there are four main types of consulting firms:

1. Large, diversified organizations that offer a range of services, including

information technology consulting, in addition to a strategy consulting practice
(e.g. Accenture, Cap Gemini, Deloitte, IBM). Some very large IT service
providers have moved into consultancy as well and are also developing strategy
practices (e.g. Wipro, Tata, Infosys)
2. Medium-sized information technology consultancies that blend boutique
style with some of the same services and technologies bigger players offer their
clients (e.g. IDS Scheer, arinso).
3. Large management and strategic consulting specialists that offer primarily
strategy consulting but are not specialized in any specific industry (e.g. Bain &
Company, Booz & Company,McKinsey & Company, The Boston Consulting
Group, Oliver Wyman, A.T. Kearney).
4. Boutique firms, often quite small, which have focused areas of consulting
expertise in specific industries, functional areas or technologies (e.g. Heidrick &
Struggles, Towers Perrin, the Avascent Group, Newton Industrial Consultants).
Most of the boutiques were founded by famous business theorists. Small firms
with less than 50 employees are often referred to as niche consultancies (e.g.

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Agility Works, iProCon HCM). If they have a unique concept and market it
successfully, they often grow out of this segment very fast or are bought by larger
players interested in their know how.

A fifth type that is emerging is the sourcing advisory firm, that advise buyers on
sourcing choices related to in sourcing, outsourcing, vendor selection, and
contract negotiations. The top 10 sourcing advisors (as ranked by the Black Book
of Outsourcing) were TPI, Gartner, Hackett Group, Everest Group, PwC,
Avasant, PA Consulting, and EquaTerra. Although a fast growing sector, the
largest sourcing advisory practices would likely be classified as boutiques when
considering the management consulting industry as a whole - with one of the
largest players, TPI, for example, citing 2006 revenues of less than US$150M
during its acquisition by ISG.

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1.2

About The Company

Elite HR Practices’s core competency remains its people. The teams that make up
Elite HR Practices’s project workforces worldwide comprise of individuals who
have developed competencies in specific industries.
These competencies enable clients to benefit from the accumulated knowledge
base of Elite HR Practices. Elite HR Practices is now one of the leading
consulting firms of the world, continuously assisting its clients in improving
performance beyond benchmarks.
Elite HR Practices recruits people with true strength of character and integrity,
who they feel genuinely share their values and they treat every assignment as a
step towards building long-term relationships.
HR and manpower consulting division of Elite HR Practices –specializes in
providing comprehensive HR consulting service to our clients. We do not hire for
junior level positions with any of their clients. The hiring process begins at middle
level positions to senior level positions. We facilitate our client in understanding,
developing, implementing and quantifying the effectiveness of their human
resource programs and policies.

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 Elite’s core specializations are:

 Recruitment Process Outsourcing

 Hr Outsourcing
 Training Services

1. Recruitment Process Outsourcing-

We partner with our clients’ HR Departments and take responsibility of all of
their recruitment needs, from shaping the recruitment infrastructure to delivering
the right candidates within the right cost and timescales. We recruit through
dedicated team of recruitment consultants and various sourcing vehicles we
select qualified and interested candidates for the open position, prescreen
the candidates and provide a full report including resumes, joining,
screening etc. to the organization.

You can outsource or contracting out full or select components/processes

within the Recruitment Cycle. To achieve this, we adapt to our client business
style quickly and our clients think and work with us as equal partners and
internal members.

RPO Services

1. Job Postings: We provide job posting service to save your time and
improve productivity. Jobs are posted manually. You free up valuable time
so that you can focus your efforts on recruiting functions. You provide us
with all the basic information, job title, geographic location, skills required,
job type, job reference number and description. We will post your job
requirements on job boards where you have subscribed or free job boards and
user groups, and your corporate website where ever you specify. Let we take
care of your job posting so you can focus on more important things - like
recruiting. Our job posting service is very cost effective.

2. Resume Screening: If you have advertised on job boards or your corporate

website and are flooded with resumes, we can help you screen the resumes
you receive in response to your job ads. You give us your job specifications,
criteria, must have skills and other parameters. We will carefully sift through
all the resumes and screen for the best resumes as per your specifications and
present you those who match very close to your requirements.

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3. Candidate Information Management: We undertake information management
projects which may include but not limited to: data entry, resume formatting
text to document or document to text, resumes entry into your applicant
tracking system, converting raw or text data into database or spreadsheets,
converting files into different other formats like PDF, image processing,
transaction processing, e-mail response management and also your internal
job posting or your internal employee Referral Program Support

4. Candidate Management: If you have screened candidates for your positions, we

can do the complete candidate management for you including the following:

• Interview at convenient pre-scheduled or on the spot times

• Support compliant interview documentation and dispositions
• Provide comprehensive interviewing solutions
• Support scalable, event based or on-going interviewing solutions
• Coordinate all aspects of event like testing and assessments
• Qualify the right candidates
• Ensure compliance
• Provide flexibility, real-time results and consistent test administration
• On boarding Coordination, our recruiters make sure that your candidate
receives regular communication, accurate expectations, and all of the
information needed for a successful first day. You extend the offer, we’ll
do the rest.

5. Leadership Hiring - Class Recruitment: Clearly, recruiting t h e right leaders

is paramount to the success, or failure, of any o r g a n i z a t i o n . Thanks to
our hands-on experience we have adopted international practice and methodology
to ensure timely and successful executive search. We emphasize a lot on
R&D that helps building a cohesive p r o f e s s i o n a l group. Expertise and
q u a l i t y in carrying o u t our tasks i s the foundation for our market leading
position.

6. Background Verifications & Investigations: We can help you in the hiring

process by conducting a wide range of thorough background investigations.
From routine to highly detailed investigations, we will help uncover any
discrepancies in the applicant’s past and can create a program of specialized
checks whenever needed.

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2. HR OUTSOURCING

We partner with our clients’ HR departments and take responsibility of

end to end HR needs, from setting up HR department from scratch to
implementation of HR Policies within the right cost and timescales. We
have a dedicated team of HR Consultants covering each and every aspect of:

HR which includes:
1. Defining HR Policies
2. Implementing HR policies
3. Employee engagement
4. Performance Management
5. Employee Attrition
6. Payroll
7. Compensation and Benefits
8. Climate Survey
9. Grievance Handling

We understand the complete need of the customer, wherever so required and

provide skilled manpower to undertake specific HR activities as required by the
customer on the basis of SLA’s laid down in the contract thus offering a need
based solution. This piece includes and takes care of the following needs of
Customer:

3. Training Services
Customized Solutions
 Functional Training
Sales Skills
Customer Service Excellence
Excelling in the ITES Domain
Excellence in Supply Chain Management
 Behavioral Training
Leadership Excellence
Communication Skills

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 Team Building
Excellence in Personality & Image Management
Excellence in Building & Managing Teams
Motivation
Time Management
 Strategic and Corporate Training
Train the Trainer
OD Interventions
Change Management
Vision Alignment
And Others!!

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Elite’s Recruitment Skill Set
Elite has the following skill set for recruitments as it majorly deals in IT recruitments for good
and reputed brands in the industry

Segregating the skills on the basis of domain and technology family History:
 
Example:
 
Windows Family            : .Net Technologies, Database etc, Operating systems.
Sun Microsystems         : Java Technology, Operating Systems, Database, Infrastructure software
ERP / CRM                   : SAP, Oracle applications, JD Edwards, Siebel, Axapta, People soft
Mainframes                   : Cobol, JCL, AS400, RPG 400
Testing                          : Types of testing and its importance                  
 

MICROSOFT TECHNOLOGIES:

ENTERPRISE RESOURCE PLANNING (ERP):

TESTING:

JAVA FAMILY:

DATAWAREHOUSING:

MAINFRAMES:

INFRASTRUCTURE:

VOIP:
.

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Clients of Elite Hr Practices:
Elite believes in dealing with reputed names in the market for whatever industry
they are hiring for. Its clients list includes MNC’s with reputation in the market.
The following are some of the clients which elite deals in:

1. Sapient Corporation

2. Ness Technologies

3. Cadence Design Systems

4. Make My Trip

5. Yatra Online

6. Capgemini

7. FICO

8. Clickable

9. Infogain

10. Bechtel Corporation

11. Genpact

12. Arcot

13. Arctern

14. Iprof

15. Mydala.com

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1.3

Problems of the Organization

1) This firm is a part of big group having so many verticals, so it becomes

difficult to promote a single product of it individually.

2) Due to recession, it becomes difficult for the firm to retain its existing
value employees (related to huge salary cut-offs) in other divisions and branches.

3) As in different branches of this firm, there has been a huge lay-off of

employees, so it becomes difficult for the concerned HR to recruit so many
employees in a period when people are not ready to leave their existing firm for a
new opening in other firm.

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1.4
Competitive Information

1. Team Lease services

Team Lease Services is India’s leading staffing company and provides a range of
Temporary and Permanent manpower solutions to over 1000 clients.

The Temporary staffing group establishes a co-employment relationship with

clients and takes responsibility for all compliance, HR and administrative of
employees on assignment. The Permanent staffing group undertakes turnkey and
recruitment mandates for permanent fulfillment. We view ourselves as a liquidity
provider that enables better matching of demand and supply in labour markets.

Services of Team lease

 Temporary Staffing
a. Temping
b. Pay rolling
 Permanent Staffing
a. Database selection
b. Executive search
c. Advertised selections
d. Turnkey solutions

2. Manpower services
Manpower provides a wide range of employment services that allow companies to
anticipate and benefit from the changes happening now and next in the
contemporary world of work. Manpower is more than its core of temporary staff
recruiting, assessment and selection. In addition to recruiting and screening for
permanent positions, Manpower supports clients' cost savings through its

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Managed Service Programs. Under the Manpower Professional  brand, we place
superior talent in areas such as information technology, scientific, engineering and
finance verticals. We fulfill clients' recruitment process outsourcing needs, and
other innovative solutions, through Manpower Business Solutions.

Services of Manpower

 Permanent Staffing
 Temporary Staffing

 Training & development

 Out placement

 Outsourcing

3. Mafoi Consultant services

Ma Foi is an international HR service provider offering a wide suite of specialist

services to our customers- from executive search, selection and specialist
staffing to training, consulting and outsourcing.
Started in 1992 Ma Foi has grown extensively into a global one-stop shop for all
HR services. Headquartered in India, we are a part of Randstad, the second largest
HR Company in the world. Ma Foi has a strong global presence across Europe,
US, Middle East, South and Southeast Asia. A network of over 110 offices in 13
countries gives us extensive reach and wide coverage.
At Ma Foi we constantly look at improving our delivery, ensuring that we add
value to our client's business at every opportunity. Our end-to-end capability and
expertise across a wide spectrum of HR related services has made us the preferred
partner for many global Fortune 500 clients.

Services of Mafoi

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 Executive search
 Selection
 Specialist staffing
 Consulting
 Outsourcing
 Talent Transition service
 Assessment

4. Adecco Group
The Adecco Group is the world’s leading provider of HR solutions. With over
31,000 employees and 6,000 offices, in more than 60 countries and territories
around the world, we offer a wide variety of services and connect more than
500,000 associates with over 145,000 clients every day. Registered in
Switzerland, Adecco S.A. is a Global Fortune 500 company.

Solutions include:
 Complete staffing solutions across all skill sets for contingent workforce,
permanent recruitment or both, frequently working with customers on a European
or Global basis
 Contingent workforce migration programmes to a more cost-effective
supplier management
 Cost management consultancy, using our proprietary “Adjust”
methodology
 Technology implementation of both Vendor Management Systems (VMS)
and Recruitment Management Systems (RMS)
 Recruitment Process Outsourcing (RPO) whereby Adecco Group
Solutions takes responsibility for the delivery of a full range of our customers’
recruitment needs

5. Kelly Services

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Kelly Services, Incs a world leader in workforce management services and human
resources solutions headquartered in Troy, Michigan, offering temporary staffing
services, outsourcing, vendor on-site and full-time placement to clients on a
global basis.  Kelly provides employment to nearly 650,000 employees annually,
with skills including office services, accounting, engineering, information
technology, law, science, marketing, creative services, light industrial, education,
and health care.  Revenue in 2008 was $5.5 billion. 

Strengths and values:

 Respected global company
 Dedicated branch network that is 100% company owned
 Solid history and legacy within the staffing industry
 Strong financial stability
 Exemplary reputation for integrity
 Broad spectrum of employment and management solutions
 Proven quality system
 Innovative recruiting and retention strategies
o Global consulting and outsourcing practices for RPO, BPO, CWO, HR,
Career Transition and Executive Search 
 Rewarding and challenging permanent and temporary positions
o Opportunities available across numerous industries—including science,
law, healthcare, IT/technology, engineering, education and many others
 Competitive pay and benefits
 Targeted training courses
 Specialized rewards and recognition programs that value high performers

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1.5
SWOT Analysis
Strengths:

 Strong and motivated workforce who can serve customers and clients
better.

 Highly quality conscious.

 Has set benchmarks for itself.

 Reputed clients on the list.

 Individualistic Approach of the organization.

Weaknesses:

 Employees have to work for long hors for meager salaries in the initial
periods because of which they might suffer burnouts.

 As per my view it faces space crunch which sometimes proves to be a

hindrance in the operating efficiency.

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 It should have a better screening technique before referring the candidates
to clients to bring down the decline rates.

 Less promotional strategies and restricted R&D.

Opportunities:

 Human resource Consulting is one of the fastest growing industry, thus,

there lies huge potential for Elite to grow more and reach great heights.

 There is no dearth of qualified people in India. Even graduates can be well

trained to be good recruiters.

 Exploring National and International boundaries.

 Tapping new industries.

 Gaining expertise in Training & Development.

Threats:

 Competition in the field is ever increasing. You have to be on your toes to

retain your clients.

 There is already a gamut of well established names in the industry.

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1.6
Organizational Structure

Figure 1

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 CHAPTER II

RESEARCH METHODOLGY

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2.1
Objectives of the Study

My primary objective is to study and observe the Recruitment and Selection

Process of Elite HR practices under the following heads:

 To learn the working of consultants.

 To understand the recruitment and selection process for IT companies.

 Procedure followed in the recruitment process.

 To learn the practical aspects of recruitment.

 To learn the preference of recruiters regarding various E-Portals.

2.2
Scope of the Study
 This study helps to know how effective recruitment consultancies are.

This study helps to know how job portals as the medium for recruitment
reduce the paperwork and, thus, channelize the process of recruitment.

 This study provides the information of Elite HR Practices Vs other

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 consultancies.

 The study based on questionnaire gives a practical idea about employees

reaction towards job-portals as a medium of recruitment and selection

2.3
Managerial Usefulness of the Study

Recruitment is an integral part of the business operations of a business. It is

imperative to have recruitment in order to have new talent and hence to become
a strong company. Therefore, recruitment consultancies are becoming the order
of the day for companies who do not have enough time or resources to acquire
the right manpower.

 The usefulness of this study to the manager is as follows:

o To understand consultancies.

o To understand how recruitment is done through job portals and head-

hunting/ cold-calling.

o This study provides feedback to the companies as to how candidates

respond to the job-portals as a medium for recruitment.

o It helps the manager to overcome the problems currently existing in the

company.

o This study would help the manager in the company understand how
employees react to job-portals as a medium of recruitment.

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 o This study would be a handbook for the manager to take valuable decisions about
the idea of making changes in the job-portals as the medium of recruitment of
candidates.

2.4
Research Methodology

MEANING OF RESEARCH

Research in common parlance refers to a search for knowledge one can also
define research as a scientific and systematic search for pertinent information on a
specific topic. Research is an art of scientific investigation.
The advanced learner’s dictionary of current English lays down the meaning of
research as “a careful investigation or inquiry especially through search for new
facts in any branch of knowledge. Some people consider research as a movement,
a movement from the known to the unknown. It is actually a voyage of
discoveries.

MEANING OF RESEARCH DESIGN

Decisions regarding what, where, when, how much, by what means concerning an
enquiry or a research study constitute a research design.
“A research design is the arrangement of conditions for collection and analysis of
Data in a manner that aims to combine relevance to the research purpose with
economy in procedure”. It is a conceptual structure within which research is
conducted.
It constitute the blue print for the collection, measurement and analysis of data.
As such the design includes an outline of what the researcher will do from writing
the hypothesis and its operational implications to the final analysis of data.

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TYPES OF RESEACH DESIGN

1. Exploratory / Formative Research

2. Descriptive / Diagnostic Research

1. Exploratory Design- The main purpose of such studies is that of

formulating a problem for more precise investigation or of developing the
working hypotheses from an operational point of view. The major emphasis is on
the discovery of ideas and insights. It has no structured instruments for collection
of data and the operational design is also not fixed in case of exploratory research
design.

2. Descriptive Design- Descriptive research studies are those studies which

are concerned with describing the characteristics of a particular individual or
group or a situation. In descriptive studies the researcher must be able to define
clearly, what he wants to measure and must find adequate methods for measuring
it along with a clear cut definition of ‘population’ he wants to study.

The Research design used in the above project is the DESCRIPTIVE

RESEARCH DESIGN.

MEANING OF SAMPLE DESIGN

A sample design is a definite plan for obtaining a sample from a given population.
It refers to the technique or the procedure the researcher would adopt in selecting
items from the sample. Sample design is determined before data are collected.
There are many sample designs from which a researcher can choose. Some
designs are relatively more precise and easier to apply than others. Researcher

34
must select a sample design which should be reliable and appropriate for his
research study.

SAMPLING PLAN
 a) SAMPLING UNITS
           HR personnel
 
        b) POPULATION SIZE
            In the organization, there were total fifteen HR personnel’s and for my      
research, I interviewed nine out of the fifteen

  c) SAMPLING TECHNIQUE
             Convenience sampling technique was used for this project to collect data
and information.
 
 RESEARCH PROCESS FOR PROJECT
 
 RESEARCH INSTRUMENT
     The research instrument used in the project was Questionnaire and personal
interview.

Sources of Information: Primary & secondary sources of data

Primary Sources:

 Questionnaire

 Interview Schedule

Secondary Sources:

 Newspapers

 Magazines

35
 Internet

 Reference Books on Human Resource Management

Phases of the Study:

 Questionnaire

 Collection of secondary data

 Formulation of data

 Analysis and interpretation of data

 Report Generation

36
2.5
Limitations

The limitations faced in the research process are as follows:-

 Non-response error: - Some of the respondents were unwilling to be a part of the

study.

 Time constraint on the part of the respondent as well as the confidentiality of the
information.

 There is a possibility of ambiguous replies.

 Random sampling as a method of sampling can be ineffective sometimes due to a

measure of biasness.

 Getting appointments from the top management officials was not easy, owing to
their busy schedules.

37
 CHAPTER III

CONCEPTUAL DISCUSSION

38
3.1
Conceptual Discussion:
Recruitment
Recruitment is the process of identifying the need for a job, defining the
requirements of the position and the job holder, advertising the position and
choosing the most appropriate person for the job. Retention means ensuring that
the best person has been recruited, they stay with the business and is not poached
by the rival companies.

Undertaking this process is one of the main objectives of management. Indeed the
success of any business depends to a large extent on the quality of its staff.
Recruiting employees with the correct skills can add value to a business and
recruiting workers at a wage or salary that the business can afford, will educe
costs.

Employees should therefore, be carefully selected, managed and retained, jus like
any other resource.

SELECTION

Selection involves a series of steps by which the candidates are screened for
choosing the most suitable persons for vacant posts. The process of selection
leads to employment of persons who possess the ability and qualifications to
perform the jobs, which have fallen vacant in an organization.

The process of selection divides the candidates for employment into two
categories, namely, those who will be offered employment and those who will not
be. The basic purpose of the selection process is to choose right type of candidates

39
to man various positions in the organization. In order to achieve this purpose, a
well-organized selection procedure involves many steps and at each step,
unsuitable candidates are rejected.

Both recruitment and selection are the two phases of the employment process.
Recruitment being the first phase envisages taking decisions to the choice of
tapping the sources of workforce supply. Selection is the second phase, which
involves giving various types of test to the candidates and interviewing them in
order to select the suitable candidates only.

40
 3.2
Process of Recruitment and Selection:

DEFINING REQUIREMENTS Unfavorable general Impression

RECEIVING APPLICATIONS
Unfavorable Personal Data
SCREENING OF APPLICATIONS

If found unsustainable
Unfavorable Second Impression
INTERVIEW

REJECTION
Unfavorable Previous History
REFERNCE CHECKS
FINAL SELECTION

Figure 2

1. DEFINING REQIUREMENTS

41
 You talk and meet potential & existing clients to find out about their businesses,
their culture, their current & future recruitment needs and to develop a loyal and
powerful relationship with them- so that when it comes to recruit a professional
they choose to use Michael Page. But in this case we were responsible for the
internal recruitments of Elite HR Practices and did hiring for Elite HR Practices
itself which is a big challenge in itself because when it comes to hiring Elite HR
Practices doesn’t compromise on quality. So choosing the best of the best was a
huge task ahead us.

 How to serve the need (Sourcing/Outsourcing):

Sourcing is a method of collecting the pool of data of those candidates who apply
for a job vacancy. Various methods of sourcing followed at Elite HR Practices
are:

i. JOB-PORTALS- Job-Portals are reliable and inexpensive medium, which

reflects true demand in the market for different types of skills. Job seekers believe
in this medium and feel that it helps in saving time and also provides variety in
terms of jobs available. Various job-portals available are monster.com,
naukri.com, timesjobs.com etc…

ii. HEAD-HUNTING/COLDCALLING- Head- Hunting is a frequently

used name when referring to third party recruiters, but there are significant
differences. In general, a company would employ a head-hunter when the normal
recruitment efforts have failed to provide a viable candidate for the job. Head-
hunters are generally more aggressive than in-house recruiters and will use,
advanced sales technique such as initially posing as clients to gather names of
employees and their positions, personal visits to candidates office and will
purchase expensive lists of names and job titles. In general, in-house recruiters

42
will do their best to attract candidates for specific jobs while head-hunters will
actively seek them out, utilizing large databases, internet strategies, networking,
advertising and sometimes cold calling.

2. RECEIVING APPLICATIONS

Whenever there is a vacancy, it is advertised or enquiries are made from the

suitable sources, and applications are received from the candidates.

3. SCREENING OF APPLICATIONS

After the applications are received, a screening committee screens them and a list
is prepared of the candidates to be interviewed. Applicants are then called on the
basis of certain criteria. The screened applications are the reviewed by the
personnel executives.

4. EMPLOYMENT INTERVIEW

The main purposes of an employment interview are:

 To find out the suitability of the candidate,

 To seek more information about the candidate, and
 To give candidate accurate picture of a job with details of term & conditions
and some idea of organization’s policies.

Employment Interview may consist of number of rounds of interview with

various interviewers.

5. CHECKING REFRENCES

A referee is potentially an important source of information about a candidate’s

ability and personality if he/she holds a responsible position in some organization
or has been an employer of the candidate.

43
6. FINAL SELECTION & ISSUE OF APPOINTMENT LETTER

After the candidate has cleared all the hurdles in the selection procedure, he/se is
formally appointed by issuing an appointment letter by concluding with him/her a
service agreement.

Generally in all organizations, the candidates are not appointed on permanent

basis because it is better to try them for few months on the job itself. Thus all
candidates have a probation period & candidates are expected to show their worth
during the probation period to get permanent employment in the particular
organization.

44
HUMAN RESOURCE MANAGEMENT

Human Resource Management is defined as the people who staff and manage
organization. It comprises of the functions and principles that are applied to retaining,
training, developing, and compensating the employees in organization. It is also
applicable to non-business organizations, such as education, healthcare, etc Human
Resource Management is defined as the set of activities, programs, and functions that are
designed to maximize both organizational as well as employee effectiveness……………
……………………

Scope of HRM without a doubt is vast. All the activities of employee, from the time of
his entry into an organization until he leaves, come under the horizon of HRM.
The divisions included in HRM are Recruitment, Payroll, Performance Management,
Training and Development, Retention, Industrial Relation, etc. Out of all these divisions,
one such important division is training and development.

Recruitment and Selection Policy of the Company

45
 In today’s rapidly changing business environment, a well-defined recruitment
policy is necessary for organizations to respond to its human resource
requirements in time. Therefore, it is important to have a clear and concise
recruitment policy in place, which can be executed effectively to recruit the best
talent pool for the selection of the right candidate at the right place quickly.
Creating a suitable recruitment policy is the first step in the efficient hiring
process. A clear and concise recruitment policy helps ensure a sound recruitment.
It specifies the objectives of recruitment and provides a framework for
implementation of recruitment programme. It may involve organizational system
to be developed for implementing recruitment programmes and procedures by
filling up vacancies with best qualified people.

Components of the Recruitment Policy:

 The general recruitment policies and terms of the organization

 Recruitment services of consultants

Recruitment of temporary employees

 Unique recruitment situations

 The selection process

 The job descriptions

 The terms and conditions of the employment

A recruitment policy of an organization should be such that:

 It should focus on recruiting the best potential people.

 To ensure that every applicant and employee is treated equally with dignity and
respect.
 Unbiased policy.

46
 To aid and encourage employees in realizing their full potential.
 Transparent, task oriented and merit based selection.
 Weight age during selection given to factors that suit organization needs.
 Optimization of manpower at the time of selection process.
 Defining the competent authority to approve each selection.
 Abides by relevant public policy and legislation on hiring and employment
relationship.
 Integrates employee needs with the organizational needs.

Factors Affecting Recruitment Policy:

 Organizational objectives

 Personnel policies of the organization and its competitors.

 Government policies on reservations.
 Preferred sources of recruitment.
 Need of the organization.

The following trends are being seen in recruitment:

 OUTSOURCING
In India, the HR processes are being outsourced from more than a decade now. A
company may draw required personnel from outsourcing firms. The outsourcing
firms help the organization by the initial screening of the candidates according to
the needs of the organization and creating a suitable pool of talent for the final
selection by the organization. Outsourcing firms develop their human resource

47
 pool by employing people for them and make available personnel to various
companies as per their needs. In turn, the outsourcing firms or the intermediaries
charge the organizations for their services.

Advantages of outsourcing are:

1. Company need not plan for human resources much in advance.

2. Value creation, operational flexibility and competitive advantage

3. Turning the management's focus to strategic level processes of HRM
4. Company is free from salary negotiations, weeding the unsuitable
resumes/candidates.
5. Company can save a lot of its resources and time

 POACHING/RAIDING
“Buying talent” (rather than developing it) is the latest mantra being followed by
the organizations today. Poaching means employing a competent and experienced
person already working with another reputed company in the same or different
industry; the organization might be a competitor in the industry. A company can
attract talent from another firm by offering attractive pay packages and other
terms and conditions, better than the current employer of the candidate. But it is
seen as an unethical practice and not openly talked about. Indian software and the
retail sector are the sectors facing the most severe brunt of poaching today. It has
become a challenge for human resource managers to face and tackle poaching, as
it weakens the competitive strength of the firm.

 E-RECRUITMENT

Many big organizations use Internet as a source of recruitment.E- recruitment is

the use of technology to assist the recruitment process. They advertise job
vacancies through worldwide web. The job seekers send their applications or

48
curriculum vitae i.e. CV through e-mail using the Internet. Alternatively job
seekers place their CV’s in worldwide web, which can be drawn by prospective
employees depending upon their requirements.

Advantages of recruitment are:

 Low cost.

 No intermediaries
 Reduction in time for recruitment.
 Recruitment of right type of people.
 Efficiency of recruitment process.

Both recruitment and selection are the two phases of the employment process.
The differences between the two are:

1. Recruitment is the process of searching the candidates for employment and

stimulating them to apply for jobs in the organization WHEREAS selection
involves the series of steps by which the candidates are screened for choosing the
most suitable persons for the post.

2. The basic purpose of recruitments is to create a talent pool of candidates to

enable the selection of best candidates for the organization, by attracting more and
more employees to apply in the organization WHEREAS the basic purpose of
selection process is to choose the right candidate to fill the various positions in the
organization.

3. Recruitment is a positive process i.e. encouraging more and more employees to

apply WHEREAS selection is a negative process as it involves rejection of the
unsuitable candidates.

4. Recruitment is concerned with tapping the sources of human Resources

WHEREAS selection is concerned with selecting the most suitable candidate

49
through various interviews and tests.

5. There is no contract of recruitment established in recruitment WHEREAS

selection results in a contract of service between the employer and the selected
employee.

The objectives of a recruitment process

1. Support the organization ability to acquire, retain and develop the best
talent and skills.
2. Determine present and future manpower requirement of the organization
in coordination with planning and job analysis activities.
3. Obtain the number and quality of employees that can be selected in order
to help the organization to achieve its goals and objectives.
4. Create a pool of candidates so that the management can select the right
candidate for the right job from this pool
5. Attract and encourage more and more candidates to apply in the
organization
6. Increase the pool of candidates at minimum cost.
7. Acts as a link between the employers and the job seekers
8. Infuse fresh blood at all levels of the organization

Meet the organization's legal and social obligations regarding the composition of
its workforce.

50
3.3

Recruitment Process Outsourcing (RPO)

Recruitment Process Outsourcing is a form of business process outsourcing where
an employer outsources or transfers all or part of its recruitment activities to an
external service provider.

The Recruitment Process Outsourcing Association defines RPO as follows: "when

a provider acts as a company's internal recruitment function for a portion or all of
its jobs. RPO providers manage the entire recruiting/hiring process from job
profiling through the on-boarding of the new hire, including staff, technology, and
method and reporting. A properly managed RPO will improve a company's time
to hire, increase the quality of the candidate pool, provide verifiable metrics,
reduce cost and improve governmental compliance.

51
Occasional recruitment support, for example temporary, contingency and
executive search services are more analogous to out-tasking, co-sourcing or just
sourcing. In this example the service provider is "a" source for certain types of
recruitment activity. The biggest distinction between RPO and other types of
staffing is Process. In RPO the service provider assumes ownership of the
process, while in other types of staffing the service provider is part of a process
controlled by the organization buying their services

History

While temporary, contingency and executive search firms have provided staffing
services for many decades, the concept of an employer outsourcing the
management and ownership of part or all of their recruiting process wasn't first
realized on a consistent basis until the 1970s in Silicon Valley's highly
competitive high tech labor market. Fast-growing high tech companies were hard-
pressed to locate and hire the technical specialists they required, and so had little
choice but to pay large fees to highly specialized external recruiters in order to
staff their projects. Over time, companies began to examine how they might
reduce the growing expenses of recruitment fees while still hiring hard-to-find
technical specialists. Toward this end, companies began to examine the various
steps in the recruiting process with an eye toward outsourcing only those portions
that they had the greatest difficulty with and that added the greatest value to them.
Initial RPO programs typically consisted of companies purchasing lists of
potential candidates from RPO vendors. This "search/research" function, as it was
called, generated names of competitors' employees for a company and served to
augment the pool of potential candidates from which that company could hire.

Over time, as business in general embraced the concept of outsourcing more and
more, RPO gained favor among Human Resource management: not only did RPO
reduce overhead costs from their budgets but it also helped improve the
company's competitive advantage in the labor market. As labor markets became
more and more competitive, RPO became more of an acceptable option.

52
Furthermore, through the advent in the 1980's and 1990's of human resources
outsourcing (HRO) companies that began taking on the processes associated with
benefits, taxes, and payroll, companies began recognizing that recruiting--a
significant cost of HR--should also be considered for outsourcing. In the early
2000's more companies began considering the outsourcing of recruitment for
major portions of their recruiting need.

There have been fundamental changes in the US labor market that serve to
reinforce the use of RPO as well. The labor market has become increasingly
dynamic: workers today change employers more often than in previous
generations. De-regulated labor markets have also created a shift towards contract
and part-time labor and shorter work tenures. These trends increase recruitment
activity and may encourage the use of RPO.[citation needed] It should also be noted that
even in slower economic times or higher unemployment, RPO is still considered
by companies to assist in an increasing need to screen through a larger candidate
pool.

Benefits

RPO's promoters claim that the solution offers improvement in quality, cost,
service and speed.

RPO providers claim that leveraging economies of scale enables them to offer
recruitment processes at lower cost while economies of scope allow them to
operate as high-quality specialists.[citation needed]. Those economies of scale and scope
arise from a larger staff of recruiters, databases of candidate resumes, and
investment in recruitment tools and networks.

RPO solutions are also claimed to change fixed investment costs into variable
costs that vary with fluctuation in recruitment activity. Companies may pay by
transaction rather than by staff member, thus avoiding under-utilization or forcing
costly layoffs of recruitment staff when activity is low.

53
Problems

If a company failed to define its overall recruitment strategy and hiring objectives,
then any recruiting program may fail to meet the company's needs. This is
especially true for outsourced programs like RPO: RPO can only succeed in the
context of a well-defined corporate and staffing strategy.

As with any program, a company must manage its RPO activities. A company
must provide initial direction and continued monitoring to assure the desired
results. Overall, providing guidance to external activities can present a significant
management challenge. Outsourcing of company processes may fail or prove a
poor organizational fit. Improperly implemented RPO could reduce the
effectiveness of recruitment.

The costs charged for outsourced recruitment transactions may total more than the
cost of the internal recruitment department.

RPO service providers may fail to provide the quality or volume of staff required
by their customers.

Placing all recruitment in the hands of a single outside provider may discourage
the competition that would arise if multiple recruitment agencies were used.

An RPO solution may not work if the company's existing recruitment processes
are performing poorly. An RPO solution may not work if the service provider has
inadequate recruitment processes or procedures to work with the client.

RPO may not resolve difficulties that organizations have hiring staff when the
organization is perceived negatively by potential employees. This will instead
require improved branding and an adjustment of image. The perception is that
very few RPOs can successfully integrate their client's brand and therefore do not
represent their client's brand as well as a retained search or internal recruiting
resource may drive brand representation and or marketing.

54
Further, most RPOs perform their staffing functions and service offsite, further
disconnecting the client's growth & recruiting strategy from the actual workforce
within the client company. This is important because during a period of rapid
recruitment growth, one of the many positive effects that a company typically
enjoys is an increase in the workforce wellness or an overall workforce positivity
of sentiment of optimism that comes with personnel additions... this may be
lessened with an offsite recruiting function.

Organizations with efficient hiring process that are viewed as employers of choice
by potential staff may stand to gain negligible benefits from RPO.

CHAPTER IV

DATA ANALYSIS

55
QUESTIONNAIRE

Q1. Which job-portals are you aware of?

56
 Awareness about job-portals

2% 5%
8%
1
2
3
25% 4
60%
5

Figure 3

1. Naukri.com (60)
2. Monster.com (25)
3. Jobstreet.com (8)
4. Jobsahead.com (2)
5. Timesjobs.com (5)

Q2. Which job portal do you prefer?

57
 Preference

6%
7%

1
2
54% 3
33% 4

Figure 4

1. Naukri.com (54)
2. Monster.com (33)
3. Timesjobs.com (7)
4. Others (6)

Q3. Which according to you is most used by job-seekers?

58
 Most used by job-seekers

13%

1
2
30% 57% 3

Figure 5

1. Naukri.com (57)
2. Monster.com (30)
3. Others (13)

Q4. How much time does it take to filter a resume?

59
 Time taken to filter a resume

19% 22%

1
2
3

59%

Figure 6

1. > 5 Mins (22%)

2. 5-15 Mins (59%)
3. >15 Mins (19%)

Q5. Do you prefer job-portals to cold-calling/head-hunting?

60
 Prefer job-portals over cold
calling/head hunting

37%
1
2
63%

Figure 7

1. Yes (63)
2. No (37)

INTERVIEW: INTERPRETATION

61
Q1. Is there any well defined recruitment and selection policy?

Interpretation:
Yes, they believe in doing things systematically in order to grow and develop

Q2. What are the ways that you use to recruit applicants?

Interpretation-
Through internet was the option chosen by majority of the personnel. Based on
the positions, they also sometimes use all the tools plus some business networking
sites like LinkedIn.

Q3. How do you come to know about any vacant position or manpower
requirement in any organization?

Interpretation:
Company has a Business Development Team, they pitch lot of clients and are in
constant touch with HR/Recruitment Heads of the companies, once they empanel
us we automatically get the open positions from all over clients.

Q4. How much time is spent on the recruitment/selection process? Are there any
level wise time limits for filling vacancy?

Interpretation:
Depends from position to position.

Q5. What criteria does your organization use for short listing the candidates?

Interpretation:

62
Elite HR Practices is very conscious about quality. Since they don’t compromise
on quality they refer the criteria of selecting through work-experience, education,
reference and their industry experience.

Q6. On an average how much time is spent on screening process?

Interpretation-
All of them simply answered that it solely depends on the kind of recruitment.

Q7. Does your organization proactively seek feedback so as to improve the hiring
process of the employment standards?

Interpretation-
Since they don’t want to compromise on quality standards they frequently keep
seeking feedback from their clients and customers to improve their processes and
standards.

Q8. How often is the hiring process revised?

Interpretation-
They keep updating their hiring process very frequently

Q9. When is the concerned person intimated?

Interpretation:
Depends on the speed of the feedback from the client.
Q10. How is the concerned person intimated?

63
 Interpretation-
The concerned person is usually intimated by one-on-one process and sometimes
by a call or e-mail.

Q11.. What different ways are used in the process of screening?

Interpretation-
There are various ways used for the process of screening but the most commonly
used is the telephone screening interview as it supposed to be the best for both the
parties-the job seeker as well as the recruiter.

Q12.. What modifications would you like to make in your recruitment and
selection process?

Interpretation-
There are no as such changes or modifications that they would like to incorporate
in their hiring processes. They seem to be happy with the process we are
following at the moment, just would like to automate it more.

64
 CHAPTER V

FINDINGS

5.1

65
 Findings
Recruiters prefer job-portals because of ease and the availability of vast pool of
job seekers, its ease of use and familiarity.

Recruiters prefer Linkedin to some extent as well to find people of good quality
with rich experience in various Brands.

They only search on well established and well known job portals while the
upcoming portals like jobstreet, timesjobs are still unused.

More recruiters prefer Indian job portals like naukri, monster because feel that it
has the highest market penetration.

Cold calling / headhunting is still used as a secondary option to job-portals. Cold-

calling is found to be more frustrating and time consuming than using job-portals
to find candidates.

But job-portals lead to more duplication of candidates than head-hunting / cold

calling.

Elite has clients who don’t usually place fresher or people with experience less
than 1 year.

Elite does not have any software that will help them store huge amounts of
database. They store candidate data on manually prepared excel sheets which can
be time consuming and bothersome.

Naukri remains the leader of the job-portals market. Second place taken by
Monster. Most employers and job-seekers restrict their search to naukri and
monster in spite of other new portals coming up.

66
Naukri is the most common job-portals in the market with both-the seekers as
well as the employers.

67
 CHAPTER VI

CONCLUSION & SUGGESTIONS

6.1
Conclusion

68
Elite HR Practices has a well developed policy of Recruitment and selection
process.

Different HR is dedicated to different division. The HRs are very dedicated to

their work and they have the ability to recruit and select and then retain a high
quality of workforce as they have result oriented performance culture. They have
result oriented performance culture and personality issue is never compromised
here as according to them the employees represent the whole organization to the
clients and in HR, personality matters a lot. This organization has clients from all
sectors of industry like from IT and telecom being their expertise etc. They are
very dedicated to expand themselves nationally and internationally and also
working very hard to achieve the same.

6.2
Suggestions

69
The recruiters should be made aware of upcoming job portals to gain access to
larger pool of candidates.

They should not only concentrate on bigger names in the market.

They should make a separate team dedicated to cold calling and head-hunting.
This team should be made of experienced recruiters who are specialized in this
technique.

They should undertake some more channels to advertise and build image to
increase their clients.

They should also consider drop in resumes for people who don’t prefer job-
portals.

They should also target international talents and not limit themselves to Indian
nationals.

They should have a dedicated team for market research so that they can tap into
the ever increasing growing market of start-up companies coming to India.

They should pursue their clients to get into exclusive contracts with them. They
can hire them by giving them discounts etc.

The advertisement is also a good way of inviting applicants which no organization

is using and it can be used as a method. Even visiting different campuses also
bring fresh talent in the organization.
In most of the organization there is no formal training for recruitment, selection
process and good practice interview approaches, induction training and
interviewing technology. So it can also be included in training sessions.

70
The organization takes 15-20 days time for new position and for senior position
takes up to 1-2 months. This shows they are very particular about selecting a right
candidate. So other department can also implement this strategy.

They can also follow the approach of giving CD’s during induction programs.

Involvement of top management should be included in the induction process so as

to make the new employee comfortable in the organization.

Recruitment and Selection process should be cost effective. So the budget should
be set-in advance and it should be taken care of that the budget should not
increase.

In recruitment and selection process more training session should be included and
one to one feedback sessions should also be included.

Companies should also give chance to fresher i.e., the budding talent in the
market without experience. They can also prove to be the assets for the company,
if a proper candidate is selected

There should be more offices to keep up the pace with the growing industry and
also to tap into more local knowledge.

71
 APPENDICES

QUESTIONNAIRE:

72
Dear respondent,
I am a MBA student from BVIMR, Paschim Vihar. I am currently undertaking
my training internship in Elite HR Practices.
This questionnaire is to seek information regarding my summer training project.
Kindly help me filling up this questionnaire. I assure you that this information
would be kept confidential and will solely be used for academic purpose.

Name: ______________________

Designation: ______________________

Q1. Which job-portals are you aware of?

 Naukri.com
 Monster.com
 Jobstreet.com
 Jobsahead.com
 Timesjobs.com

Q2. Which job portal do you prefer?

Q3. Which according to you is the most used by job-seekers?

Q4. How much time does it take to filter a resume?

 <5 Mins
 5-15 Mins

73
 >15 Mins

Q5. Do you prefer job-portals to cold-calling or head-hunting?

 Yes
 No

INTERVIEW:

Q1. Is there any well defined recruitment and selection policy?

 Yes

74
 No

Q2. What are the ways that you use to recruit applicants?
 Advertising
 Internal Posting
 Through Internet
 Employee Referrals
 Campus Placement
 Other-(Please Specify)

Q3. How do you come to know about any vacant position or manpower
requirement in any organization?

Q4. How much time is spent on the recruitment/selection process? Are there any
level wise time limits for filling vacancy?
 7-15 days
 15-20 days
 15-30 days
 More than a month

Q5. What criteria does your organization use for short listing the candidates?
 Work experience, Education, Reference & Industry Experience
 Work experience, Education, Reference
 Work experience, Education

Q6. On an average how much time is spent on screening process?

 2-3 days
 3-5 days

75
 Depends on the kind of Requirement

Q7. Does your organization proactively seek feedback so as to improve the hiring
process of the employment standards?
 Yes
 No

Q8. How often is the hiring process revised?

 Frequently
 Never

Q9. When is the concerned person intimated?

 On the spot
 Next day
 Later

Q10. How is the concerned person intimated?

 By phone call
 One-on-One
 By e-mail

Q11. What different ways are used in the process of screening?

 Resume Scanning Systems
 Application Short-list
 Telephone Screening Interview
 Reference Check

Q12. What modifications would you like to make in your recruitment and
selection process?

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 NAME : __________________________________
AGE : _____________________

ELITE TABLE:

The following table is sent with every profile shared with any of the
clients that Elite has so as to give a quick look at the profile shared
with the client.

Date
Total Exp
Relevant Exp
Current CTC Annual
Current CTC monthly
Expected annual CTC
Expected monthly CTC
Notice Period/ Availability
Reason for relocation/change
Status
Current location
10th marks // year
12th marks // year
Higher education// year
Date of birth

Bibliography

77
BOOKS Referred
 Kothari, C.R., Research Methodology. Wishwa Prakashan, Bangalore,
1994

 Chuchjill.,Iacobucci, Marketing Reasearch (Methodological Foundations)

Thompson Corporation,. Bangalore.,2007

 Ashwathappa, K., Human Resources and Personnel Management, Tata

Mc.Graw
Hill Publishing, New Delhi., 1997.,

WEBSITES:
 www.elitepractices.com

 www.citehr.com

 www.hrguru.com

 www.google.com

 www.wikipedia.com

MAGAZINES:
 HRD times

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