A STUDY ON TALENT ACQUISITION PROCESS

AT

L&T CONSTRUCTION

By

SIVAKUMAR.P

Reg. No : 110516631041

A PROJECT REPORT

Submitted to the

FACULTY OF MANAGEMENT SCIENCE

in partial fulfillment for the award of the degree

of

MASTER OF BUSINESS ADMINISTRATION

ANNA UNIVERSITY

CHENNAI - 600 025

JUNE 2018
 BONAFIDE CERTIFICATE

Certified that the project report titled A STUDY ON TALENT ACQUISITION PROCESS
AT L&T CONSTRUCTION is the bonafide work of Mr.SIVAKUMAR.P (Reg.
No.110516631041) who carried out the research under my supervision. Certified further, that to
the best of my knowledge the work reported herein does not form part of any other project report
dissertation on the basis of which a degree or award was conferred on an earlier occasion on this
or any other candidate.

Signature of Supervisor Signature of the HOD

Mr. M. Ebenezer Dr. N. Nagaraj

Asst., Professor Professor & Head of the Department

Submitted to project Viva Voce held on ……………….

Internal Examiner External Examiner

2
 DECLARATION

I, SIVAKUMAR.P, 2nd year MBA student of GOJAN SCHOOL OF BUSINESS AND

TECHNOLOGY, Redhills, Chennai, hereby declare that the project entitled A STUDY ON
TALENT ACQUISITION AT L&T CONSTRUCTION submitted for the M.B.A. Degree
is my original work under the guidance of Mr. M. Ebenezer MBA Assistant Professor
Department of Management Science, Gojan School of Business and Technology, and the
dissertation has not formed the basis for the award of any degree, associate ship, fellowship
or any other similar titles.

Place: Signature of the student

Date: (SIVAKUMAR.P)

3
 ABSTRACT

The project conducted in L&T Construction aims to find out the general opinion of the
Talent acquisition process attended by the employees at L&T Construction.

The main objective of project is to study the process of Talent acquisition in L&T
Construction. The secondary objectives are to assess the perception of the employers regarding
recruitment process they have undergone, to identify whether the recruitment is done from
internal or external sources, to analyse the effectiveness of talent acquisition process, to identify
the factors of talent acquisition process, to identify new ways of improving the present
recruitment procedure, to identify the average time spent for selection process.

The need for this project is to determine the present and future requirements of the
organization personnel-planning and job analysis activities, to understand the talent
acquisition process in organization and to analysis of the time management in the recruitment
process. Study helps to make decision in selecting the right candidates for the right job,
study helps the organization to identify the area of problem and suggest ways to improve the
talent acquisition process, study focus on understanding talent acquisition process this study
helps to manage a manpower budget for the talent acquisition process, Study helps to
evaluate the time constraint for the recruitment process. Most of the employees were satisfied
but changes are required according to the changing scenario as recruitment process has a great
impact on the working of the company as a fresh blood, new idea enters in the company.

4
 ACKNOWLEDGEMENT

Foremost, I thank the almighty without whose grace anything is possible. We are
indebted to our Founder Chairman Dr. G. NATRAJAN Ph.D and Secretary Mr. E. BABU
for providing generous opportunity, excellent environment and infrastructure at GOJAN
SCHOOL OF BUSINESS AND TECHNOLOGY, Chennai.

I express our sincere gratitude to our Principal, Dr. T. SASIMURUGAN for his
enthusiastic support and enlightening guidance.

I extend my thanks to our beloved Head of the Department – Department of Master of

Business Administration, Dr. N. NAGARAJ who also happens to be my internal guide for this
project, for his encouragement throughout the project. I would also like to thank Mr. M.
EBENEZER Assistant professor for guiding me in all works in a kind manner and Showing me
the path to march towards the successful finishing of this project.

I would also like to thank all the teaching and non teaching staff of my institute for their
continuous support and encouragement.

I would like to express my gratitude to Dr. C. JAYAKUMAR, GENERAL

MANAGER & HEAD DIVISIONAL CORPORATE HUMAN RESOURCE who has kindly
permitted me to undertake the project in the organization. I am also thankful to all the members
of the organization for their support and providing the required information.

My hearty thanks to my parents and friends for their continuous support and
encouragement in the successful completion of the project.

5
 TABLE OF CONTENTS
CHAPTER
PARTICULARS PAGE NO
NO.
1 Introduction

1.1 Introduction 12

1.2 Scope of the study 14

1.3 Need for the study 15

1.4 Objectives of the Study 16

1.5 Research Methodology 17

2 Company Profile 21

3 Literature Survey

3.1 Conceptual and theoretical review 30

3.2 Literature review 34

4 Data Analysis and Interpretation

Analysis Part –I

4.1 Percentage Analysis 35

Analysis Part –II

4.2 Chi-Square test 61

4.3 One Way ANOVA 64

4.4 Rank Correlation 65

5 Conclusions

5.1 Findings 67

5.2 Limitations 68

5.3 Suggestions 70

6
5.4 Conclusion 71

Appendix 72

Bibliography 76

LIST OF TABLES

7
TABLE NO CONTENTS PAGE NO.
4.1.1 Table Showing Distribution of Respondents by Gender 37
4.1.2 Table Showing Distribution of Respondents by Age. 38
4.1.3 Table Showing Distribution of Respondents by Marital Status 39
4.1.4 Table Showing Distribution of Respondents by Monthly Income 40
4.1.5 Table Showing Distribution of Respondents by Educational 41
Qualification.
4.1.6 Table Showing Distribution of Respondents by Experience 42
4.1.7 Table Showing Distribution of Respondents by Nature of Job 43
4.1.8 Table Showing Rating the Recruitment Procedure 44
4.1.9 Table Showing Satisfaction of the Rounds of Interview Conducted 45
4.1.10 Table Showing Average Time Spent for Selection Process 46
4.1.11 Table Showing Forms of Interview 47
4.1.12 Table Showing Recruitment Process for Different Grades of Employees 48
4.1.13 Table Showing Innovative Techniques Adopted in the Company 49

4.1.14 Table Showing Types of Test Conducted in Selection Process 50

4.1.15 Table Showing Modification of Talent Acquisition Practices in L&T 51
Construction
4.1.16 Table Showing: Factors: Good Educational Qualification 52
4.1.17 Table Showing Technical Skill Requirement 53
4.1.18 Table Showing Work Experience 54
4.1.19 Table Showing Good Intellectual Potential 54
4.1.20 Table Showing English Fluency 55
4.1.21 Table Showing Importance Given While Recruiting Employees 56
Qualification
4.1.22 Table Showing Importance Given While Recruiting Employees : 56
Experience
4.1.23 Table Showing Importance Given While Recruiting Employees : 57
Communication
4.1.24 Table Showing Importance Given While Recruiting Employees : 58

8
 Leadership Quality

LIST OF CHARTS

CHART CONTENTS PAGE NO.

NO
4.1.1 Chart Showing Distribution of Respondents by Gender 37
4.1.2 Chart Showing Distribution of Respondents by Age. 38
4.1.3 Chart Showing Distribution of Respondents by Marital Status 39
4.1.4 Chart Showing Distribution of Respondents by Monthly Income 40
4.1.5 Chart Showing Distribution of Respondents by Educational 41

9
 Qualification.
4.1.6 Chart Showing Distribution of Respondents by Experience 42
4.1.7 Chart Showing Distribution of Respondents by Nature of Job 43
4.1.8 Chart Showing Rating the Recruitment Procedure 44
4.1.9 Chart Showing Satisfaction of the Rounds of Interview Conducted 45
4.1.10 Chart Showing Average Time Spent For Selection Process 46
4.1.11 Chart Showing Forms of Interview 47
4.1.12 Chart Showing Recruitment Process for Different Grades of Employees 48
4.1.13 Chart Showing Innovative Techniques Adopted in the Company 49

4.1.14 Chart Showing Types of Test Conducted in Selection Process 50

4.1.15 Chart Showing Modification of Talent Acquisition Practices in L&T 51
Construction
4.1.16 Chart Showing Factors: Good Educational Qualification 52
4.1.17 Chart Showing Technical Skill Requirement 53
4.1.18 Chart Showing Work Experience 54
4.1.19 Chart Showing Good Intellectual Potential 54
4.1.20 Chart Showing English Fluency 55
4.1.21 Chart Showing Importance Given While Recruiting Employees : 56
Qualification
4.1.22 Chart Showing Importance Given While Recruiting Employees : 56
Experience
4.1.23 Chart Showing Importance Given While Recruiting Employees : 57
Communication
4.1.24 Chart Showing Importance Given While Recruiting Employees : 58
Leadership Quality

10
 CHAPTER 1

INTRODUCTION

Recruitment is the process of searching for prospective employees and stimulating them
to apply for jobs in the organization. Selection may be defined as the process by which the
organization chooses from among the applicants, those people whom they feel would best meet
the job requirement, considering current environmental condition. The project title conducted in
L&T Construction aims to find out the general opinion of the Talent acquisition process attended
by the employees at L&T Construction. The main objective of this project is to study on the
talent acquisition process of L&T Construction. The secondary objectives are to identify
whether the recruitment is done from internal or external sources, to analyse the effectiveness of
talent acquisition process, to identify the factors of talent acquisition process, to identify new
ways of improving the present recruitment procedure, to identify the average time spent for
selection process.

11
 For this project the primary data has been collected directly from the respondents using a
questionnaire while the secondary data was collected from books, articles and the internet. In this
study, a questionnaire was used to collect data from the sample. In this study stratified sampling
technique is used. The population size is 220 and the sample size for the study is 145. The tools
that are used in this project are Percentage analysis, Two-way Anova, Chi-Square , Weighted
Average, Median and Rank Correlation.

The need for this project is to determine the present and future requirements of the
organization personnel-planning and job analysis activities, to understand the talent
acquisition process in organization and to analysis of the time management in the recruitment
process. This study helps to make decision in selecting the right candidates for the right job,
this study helps the organization to identify the area of problem and suggest ways to improve
the talent acquisition process, this study focus on understanding talent acquisition process
this study helps to manage a manpower budget for the talent acquisition process, this study
helps to evaluate the time constraint for the recruitment process

The limitations of this study are the feedback is just the representative of the entire
population; it only states the opinion of a few respondents, time constraint was a major
limitation, people were not very responsive, unavailability of secondary data, the Sample size
used for the research is less, an employee has fear to reveal the negative aspects, the information
collected is based on the perception of the respondents, the data needs to be updated at times
when it comes to have further usage of this research study report.

The problem that has been found in this study is that the most of the respondents need
modifications in the present talent acquisition process, the company is using only four sources
for talent acquisition process, many of the candidates are not aware of the company policies
before joining in the company, most of the employees are not aware of video conferencing, non-
popularity of the video conferencing and to rectify this problems the suggestions that can be
given to the company are the company have to make some modifications like using new
techniques for recruiting and to increase the time spent for selecting the employees.

The company can adopt some more sources like getting information from the
employment exchange, magazines and newspapers for recruiting the employees, training can be

12
given to those candidates to know clearly about the company policies, the company can take
more measures to improve the recruiting and selection process, the company should make use of
video conferencing of candidates in the future to reduce their time and the organization can make
use of web to large extent to make recruitment simpler, faster, cheaper and effective.

Most of the employees were satisfied but changes are required according to the
changing scenario as recruitment process has a great impact on the working of the company as a
fresh blood, new idea enters in the company. Selection process is good but it should also be
modified according to the requirements and should job profile so that main objective of selecting
the candidate could be achieved. Further from this survey I hope the organization will be
benefited and with the help of the suggestions given the organization can improve its functioning
and the overall Talent acquisition Process in the organization and its performance will increase.

1.2 NEED FOR THE STUDY

In this age of rapid technological development human resources management is the emerging
scientific discipline. In the globally competitive and challenging business scenario the success of
an organization will be a great extent, influenced by the human resources. The people who make
things happen are managed. In present scenario it is of great importance to effectively recruit
people as they are the greatest assets of the organization.

 Determine the present and future requirements of the organization personnel-

planning and job analysis activities..
 Understanding the talent acquisition process in organization
 Analysis of manpower budget Analysis of the time management in the
recruitment process.

13
 1.3 SCOPE OF THE STUDY

In today's rapidly changing business environment, organizations have to respond quickly to

requirements for people. Hence, it is important to have a well-defined recruitment policy in
place, which can be executed effectively to get the best fits for the vacant positions. Selecting the
wrong candidate or rejecting the right candidate could turn out to be costly mistakes for the
organization. Selection is one area where the interference of external factors is minimal. Hence
the HR department can use its discretion in framing its selection policy and using various
selection tools for the best results. Therefore there should be total commitment and
involvement while recruiting the employees, aim to identify the recruitment process followed
by respondent. The scope for the study is explained as follows:

 This study helps to make decision in selecting the right candidates for the right job
 This study helps the organization to identify the area of problem and suggest ways to
improve the recruitment and selection process

14
  This study focus on understanding talent acquisition process
 This study helps to manage a manpower budget for the talent acquisition process.
 This study helps to evaluate the time constraint for the recruitment process

1.4 OBJECTIVES

PRIMARY OBJECTIVE
To assess the employee perception towards the talent acquisition process in L&T
Construction.

SECONDARY OBJECTIVES
 To assess the perception of the employers regarding recruitment process they have
undergone.
 To identify whether the recruitment is done from internal or external sources.
 To analyze the effectiveness of talent acquisition process.
 To identify the factors of talent acquisition process.
 To identify new ways of improving the present recruitment procedure
 To identify the average time spent for selection process.

15
 1.5 RESEARCH METHODOLOGY

Research is defined as, it is often described as an active, diligent & systematic process of inquiry
aimed at discovering, interpreting & revising facts. This intellectual investigation produces a
greater knowledge’s application possible.

The research is also used to describe an entire collection of information about a particular subject
& finding solution.

Methodology is defined as, “A body of method, rules & postulates employed by discipline”. “A
particular procedure or set of procedure”. Or “The analysis of the principle or procedure of
inquiry in a particular field”.

“The manipulation of thing, concept or symbols for the purpose of generalizing to extend correct
or verify knowledge, whether that knowledge aid in construction of theory or in the practice of
an art “M.STEPHSON

RESEARCH DESIGN
16
 Research design is the decision regarding what, where, when, how much, by what means
concerning an inquiry or a research study constitute a research design. It can be defined as the
arrangement of conditions for collection and analysis of data in a manner that aims to combine
the relevance to the research purpose to the economy procedure. Research design is needed
because it facilitate the smooth sailing of the various research operations, thereby making
research as efficient as possible yielding maximal information with minimal expenditure of
effort, time and money. In fact, research design has a great bearing on the reliability of the results
arrived at end as such constitutes the firm foundation of the entire edifice of the research work.

SOURCES OF DATA COLLECTION:

There are two types of data:
 Primary
 Secondary

PRIMARY DATA are those which are collected afresh and for the first time and thus
happen to be original in character.
SECONDARY DATA on the other hand, are those which have already been collected by
someone else and which have already being passed through the statistical process. The methods
of collecting primary and secondary data differ since; primary data are to be originally collected,
while in the case of secondary data, the nature of data collection work is merely that of
compilation.
FOR THIS STUDY:
In this study, primary data has been collected directly from the respondents using a
questionnaire while the secondary data was collected from books, articles and the internet.

RESEARCH INSTRUMENT:

17
QUESTIONNAIRE:
A questionnaire is sent to the persons concerned with the request to answer the question
and return the questionnaire. The questionnaire consists of a number of questions printed in a
definite order on a form or set of forms. The questionnaire is mail to respondents who are
expected to read and understand the questions and write down the reply in the space lent for the
purpose in the questionnaire itself. The respondents have to answer the questions on their own
In this study, a questionnaire was used to collect data from the sample.
SAMPLING METHOD
Sampling is the process of selecting a sufficient number of elements from the population,
so that a study of the sample and an understanding of its properties or characteristics would make
it possible for us to generalize such properties or characteristics to the population element.
In this study stratified sampling technique is used.

STRATIFIED RANDOM SAMPLING:

Stratified random sampling involves a process of stratification or segregation, followed
by random selection of subjects from each stratum. The population is first divided into mutually
exclusive groups that are relevant, appropriate and meaningful in the context of the study.
The various stratum of this study is
 Recruitment
 Selection
 Training and Development
 Web designing and Web development
SAMPLE SIZE:
The population size is =220
The sample size for the study is = 120

TOOLS FOR DATA ANALYSIS

PERCENTAGE ANALYSIS:
Percentage analysis is the method which is used for finding the average of collected
information. Percentage analysis can be calculated as follows:

18
 First the number of respondents is noted in a tabular form and then the percentage is
calculated by dividing the number of respondents by total number of respondents which is then
multiplied by 100.
No. of respondents
Percentage = --------------------------------------- * 100
Total no. of respondents
WEIGHTED AVERAGE METHOD:
In weighted average each value of the variable is multiplied by its weights and the
products so obtained are summed up. This total is divided by the total of weights and the
resulting figure is the weighted arithmetic average.
X1W1 + X2W2 + X3W3 + ……….. + XnWn
Weighted Average = -------------------------------------------------------------
W1 + W2 + W3 + …………. + Wn
Where X1, X2, X3, ……. ,Xn are the values of the variable and
W1, W2, W3, …… , Wn are their respective weights.

TWO WAY ANOVA

In statistics, one-way analysis of variance (abbreviated one-way ANOVA) is
a technique used to compare means of two or more samples (using the F distribution). This
technique can be used only for numerical data.

Source of Variation Sum of Squares DF Mean Square F-Statistics

Between Columns SSC c-1 MSC=SSC/c-1
Fc=MSE/MSC
Between Rows SSR r-1 MSR=SSR/r-1

Residual (Error) SSE N-c-r+1 MSE= SSE/ N-c-r+1 FR=MSR / MSE

Errors SST N-1

19
CHI-SQUARE TEST:
Chi-square Test is a useful measure of comparing experimentally obtained results with
those expected theoretically and based on hypothesis. The Expected frequencies are the
frequencies that should be uniformly distributed over a given period of time.
X 2 = ∑[ (O-E) 2 /E ]
Where O-Observed frequency
E-Expected frequenc

CHAPTER 2

COMPANY PROFILE

History and growth of L&T

Larsen & Toubro was established in the year 1938 by two Danish engineers, Henning
Holck-Larsen and Soren Kristian Toubro.Their frst office was set up at Bombay, India.
Both of them were strongly committed to develop India's engineering capabilities to meet
the demands of industry. Beginning with the import of machinery from Europe, L&T
rapidly took on engineering and construction assignments of increasing sophistication.
Today, the company sets global engineering benchmarks in terms of scale and complexity.

In the early years the company represented Danish manufacturers of dairy equipment. But in
1939 with the start of II World War imports were restricted. As a result they were forced to start
a small workshop to undertake jobs and provide service facilities. Germany's invasion of
Denmark in 1940 stopped supplies of Danish products. This crisis forced the partners to stand on
their own feet and innovate. They started manufacturing dairy equipment indigenously. These
products proved to be a success, and L&T came to be recognized as a reliable fabricator with

20
high standards. The war-time need to repair and refit ships offered L&T an opportunity, and led
to the formation of a new company, Hilda Ltd., to handle these operations. L&T also started two
repair and fabrication shops - the Company had begun to expand. Again, the sudden internment
of German engineers (because of the War) who were to put up a soda ash plant for the Tata’s,
gave L&T a chance to enter the field of installation - an area where their capability became well
respected.

In 1944, ECC (presently the construction division of L&T) was incorporated. By 1945, the
Company represented British manufacturers of equipment used to manufacture products such as
hydrogenated oils, biscuits, soaps and glass. In 1945, L&T signed an agreement with Caterpillar
Tractor Company, USA, for marketing earthmoving equipment. At the end of the war, large

numbers of war-surplus Caterpillar equipment were available at attractive prices, but the finances
required were beyond the capacity of the partners. This prompted them to raise additional equity
capital, and on 7th February 1946, Larsen & Toubro Private Limited was born. Independence
and the subsequent demand for technology and expertise offered L&T the opportunity to
consolidate and expand. Offices were set up in Kolkata (Calcutta), Chennai (Madras) and
NewDelhi. In 1948, fifty-five acres of undeveloped marsh and jungle was acquired in Powai.
Today, Powai stands as a tribute to the vision of the men who transformed this uninhabitable
swamp into a manufacturing landmark.

In December 1950, L&T became a Public Company with a paid-up capital of Rs.2 million. The
sales turnover in that year was Rs.10.9 million. Prestigious orders executed by the Company
during this period included the Amul Dairy at Anand and Blast Furnaces at Rourkela Steel Plant.
With the successful completion of these jobs, L&T emerged as the largest erection contractor in
the country. In 1956, a major part of the company's Bombay office moved to ICI House in
Ballard Estate. A decade later this imposing grey-stone building was purchased by L&T, and
renamed as L&T House –it’s Corporate Office. The sixties saw a significant change at L&T - S.
K. Toubro retired from active management in 1962. The sixties were also a decade of rapid
growth for the company, and witnessed the formation of many new ventures: UTMAL (set up in
1960), Audco India Limited (1961), Eutectic Welding Alloys (1962) and TENGL (1963).

21
By 1964, L&T had widened its capabilities to include some of the best technologies in the world.
In the decade that followed, the company grew rapidly, and by 1973 had become one of the Top-
25 Indian companies. In 1976, Holck Larsen was awarded the Magsaysay Award for
International Understanding in recognition of his contribution to India's industrial development.
He retired as Chairman in 1978. In the decades that followed, the company grew into an
engineering major under the guidance of leaders like N. M. Desai, S.R. Subramaniam, U. V.
Rao, S. D. Kulkarni and A. M. Naik. Today, L&T is one of India's biggest and best known
industrial organizations with a reputation for technological excellence, high quality of products
and services, and strong customer orientation. It is also taking steps to grow its international
presence.

Work culture
Work Culture emphasizes:
 Freedom to experiment
 Continuous learning and training
 Transparency
 Quality in all aspects of work
 Rewards based on performance and potential

L&T policies

 Corporate social responsibility policy: L&T fosters a culture of caring, trust and
continuous learning while meeting the expectations of all stakeholders and society at large.
As a responsible corporate citizen, the company contributes towards inclusive growth by
empowering communities and accelerating development.
 Corporate human resource policy: They believe that people are most valuable resource and
play a pivotal role in helping them realize is there vision.

22
 Corporate environment health & safety policy: As an integral part of the business
philosophy, they are committed to conserving the environment and providing a safe and
healthy workplace to their employees and stakeholders.

Quality policy
In L&T; Environment, Health & Safety (EHS) is given the highest priority. The EHS policy
enunciated by the Corporate Management lays emphasis on Environment, Health and Safety
through a structured approach and well defined practices. Systems and procedures have been
established for implementing the requisites at all stages of construction and they are accredited to
the International standards of ISO 9001:2008, ISO 14001:2004 and OHSAS 18001:2007.

HR policy

23
Vision

24
The L&T vision reflects the collective goal of the company. It was drafted through a large scale
interactive process which engaged employees at every level, worldwide. The vision statement of
the company is as follows:

Mission

“To provide engineering solutions using cutting edge PLM technologies to help their customers
achieve their objectives of innovation, cost reduction and faster time-to-market.”

25
 BUSINESSES OF L&T

CONSTRUCTION M &M SBG ELECTRICAL EWAC ALLOYS TECHNOLOGY

SERVICES

HYDROCARBON CONSTRUCTION & L&T INFOTECH METRO RAIL

HEAVY ENGINEERING
ENGINEERING MINING MACHINERY

POWER SHIP BUILDING VALVES IDPL FINANCE & REALTY

-DEFENCE &
MERCHENT

Businesses of L&T

L&T Construction is among the world’s Top 30 contractors. The business encompasses multiple
businesses as follows:

Hydrocarbon Engineering

L&T Hydrocarbon Engineering, a wholly owned subsidiary of L&T, is dedicated to serving the
oil and gas sector around the world. It delivers turnkey engineering and construction solutions to
offshore and onshore hydrocarbon projects. 

Power

26
L&T provides integrated concept - to - commissioning solutions for supercritical thermal power
plants. We also offer comprehensive services for gas-based power plants.

M&M - SBG

The business undertakes EPC projects for ferrous and non-ferrous metal industries, as well as
bulk material and ash handling systems in the power, port, steel and mining sectors.

Heavy Engineering

L&T Heavy Engineering manufactures and supplies custom designed equipment & critical
piping to process industries such as fertilizer, chemical, refinery, petrochemical, and oil & gas, as
well as to sectors such as thermal & nuclear power, aerospace and defence.

Shipbuilding – Defence & Merchant

L&T’s shipbuilding arm offers total solutions – from concept to design for new builds as well as
repair and retrofit – for defense and commercial vessels.

Electrical & Automation

L&T Electrical & Automation offers a wide range of products and solutions for electricity
distribution and control, across various sectors: industries, utilities, buildings, residences, marine
vessels and agriculture.

Construction & Mining Machinery

L&T’s construction equipment business manufactures, distributes and provides after-sales

support for construction and mining equipment.

L&T Valves

27
L&T Valves is a leader in flow-control solutions for critical services. The business has a
marketing network that spans the globe and is reinforced through strategic alliances with
international distributors.

EWAC alloys

A market leader in maintenance and repair welding, EWAC Alloys offers consumables,
specification-grade electronics and flux-cored welding wires.

L&T InfoTech

A subsidiary of L&T, L&T Infotech is a global IT services and solutions provider with presence
in 23 countries. With twenty-two delivery centre and a diversified work force worldwide, the
business is expanding into new geographies even as it consolidates its client facing organization
in North America and Europe.

L&T Technology Services

L&T Technology Services offers design and development solutions through the entire
development chain in multiple industries. The Company has design and delivery locations in six
centers in India, as well as two delivery centers in the US.

L&T IDPL

L&T Infrastructure Development Projects Ltd (L&T IDPL) is India’s premier infrastructure
developer. A leading player in ‘Public-Private-Partnership’ projects, it has business interests in
Roads & Bridges, Ports, Metro Rail and Power Transmission.

L&T Metro Rail

The Hyderabad Metro Rail is one of the world’s largest projects of its kind involving public-
private partnership in the mass transport sector. It will cover 72 km across three corridors,
transforming Hyderabad, triggering robust economic activity around the city.

L&T Finance

28
L&T Finance Holdings offers a diverse set of financial products and services, covering mutual
funds, infra finance, home loans and more.

L&T Realty

The real estate arm of L&T extends the Company’s values of trust, professionalism and
commitment to the domain of commercial and residential properties. All properties of L&T
Realty embody a sustainable design philosophy and focus on fostering integrated communities.

L&T Construction – ECC Division

L&T Construction is one among top 30 global contractors. L&T Construction’s ECC Division
consists of 7 Independent Companies (ICs) which tremendously contribute to L&T’s revenue.
They are namely

 Buildings & Factories

 Transportation Infrastructure
 Heavy Civil Infrastructure
 Geo Structure
 Smart World & Communication
 Water & Renewable Energy and

 Power Transmission & Distribution

 Material Management and Handling - SBG

29
 CHAPTER 3

3.1 CONCEPTUAL AND THEORITICAL REVIEW

RECRUITMENT:
Recruiting is the discovering of potential applicants for actual and anticipated
organizational vacancies. In other words, it is a `linking activity' bringing together those with
jobs and those seeking jobs.

DEFINITIONS:
Recruitment is defined as,” the process of discovering potential candidates for
actual and anticipated organizational vacancies “.- Yodel.
Recruitment is defined as,” the process of searching for prospective employees and stimulating
them to apply for jobs in the organization”.
-Edwin B.Flippo

FACTORS INFLUENCING RECRUITMENT

• Strategic plans:
The steps most commonly used in developing an HR strategy:
1.Setting the strategic direction
2. Designing the Human Resource Management System
3. Planning the total workforce
4.Generating the required human resources
5.Investing in human resource development and performance
6.Assessing and sustaining organizational competence and performance

• Organizational policies:
1. Basic Overviews of Human Resource Management
2.Getting the Best Employees

30
3.Paying Employees (and Providing Benefits)
4.Training Employees
5. Ensuring Compliance to Regulations
6. Ensuring Safe Work Environments
7. Sustaining High-Performing Employees.

• Recruitment Criteria:
1. Technical criteria, i.e. know-how, professional skills, and experience in your field.
2. The candidate’s personality and charisma are the most influential criteria in the process of
recruitment in France.
3. Communication skills and the knowledge of foreign languages are also very important, to
ensure the smooth flow of communication between the company and its subsidiary.

SOURCES OF RECRUITMENT

A. INTERNAL SOURCES
• Promotions:
The process of elevating a person to higher level job is what is known as promotion.
• Transfers:
Transfer of an employee may be either from one section to another or from one department to
another.
• Job rotation:
Moving an employee to get specialized in various posts of the organization.
• Re-employment of ex-employees:
Re-employment of ex-employees is one of the internal sources of recruitment in which
employees can be invited and appointed to fill vacancies in the concern. There are situations
when ex-employees provide unsolicited applications also.

B. EXTERNAL SOURCES
External sources of recruitment have to be solicited from outside the organization. External
sources are external to a concern. But it involves lot of time and money. The external sources of

31
recruitment include – Employment at factory gate, advertisements, employment exchanges,
employment agencies, educational institutes, labor contractors, recommendations etc.
1. Employment at Factory Level – This a source of external recruitment in which the
applications for vacancies are presented on bulletin boards outside the Factory or at the Gate.
This kind of recruitment is applicable generally where factory workers are to be appointed.
There are people who keep on soliciting jobs from one place to another. These applicants are
called as unsolicited applicants. These types of workers apply on their own for their job.

2. Advertisement – It is an external source which has got an important place in recruitment

procedure. The biggest advantage of advertisement is that it covers a wide area of market and
scattered applicants can get information from advertisements. Medium used is Newspapers and
Television.

3. Employment Exchanges – There are certain Employment exchanges which are run by
government. Most of the government undertakings and concerns employ people through such
exchanges. Now-a-days recruitment in government agencies has become compulsory through
employment exchange.
4. Employment Agencies – There are certain professional organizations which look towards
recruitment and employment of people, i.e. these private agencies run by private individuals
supply required manpower to needy concerns.

SELECTION PROCESS

Definition of selection:
According to Dale,” selection may be defined as the process by which the organization
chooses from among the applicants, those people whom they feel would best meet the job
requirement, considering current environmental condition”.

Factors influencing selection process:

1. Nature of the organization
2. Nature of the labor market

32
3. Union requirements
4. Government requirements
5. Composition of the labor force
6. Location of the organization.

Steps in selection procedure:

• Receiving application:
The candidates mar be asked to submit their applications together with their bio data on a plain
paper.
• Preliminary interview:
The object of this interview is to see the candidate personally to ensure whether he is physically
and mentally suitable for job.
• Application blank
The printed applications contain the details desired by the employer from the candidate with
sufficient space for the candidate to furnish the particulars.
• Tests
A test is a sample measurement of a candidate’s ability and interest for the job.
• Final interview
An interview is a face to face oral examination of a candidate by an employer.
• Back ground verification
The background verification is done to check the honesty and integrity of the candidate.
• Final selection
If the employer is satisfied with the candidate, then the selection will be made.
• Physical examination
It is important that a person selected for the job must also be medically fit to perform it.
• Placement
If the employer is satisfied with the medical report of the candidate, he may place in the concern.

33
 3.2 RESEARCH REVIEW

Title: Talent Acquisition Process

Author: Manik Rao
Year Of Publication: 2005
Abstract
It was found that company has used internal search for recruiting the employees into more
higher or the positions in different departments who can fit into the job. It was found that the
company has done it by considering it as the most cost effective way of filling the vacancies. It
has also been found that the company opted for external sources such as advertisement agencies
to fill vacancies. Employee referrals were also one of the internal sources of recruitment.

Title: Talent Acquisition Process

Author: Abhishek
Year Of Publication:2008
Abstract
In the study conducted on talent acquisition in DW PRACTICE LLC which is a HR
consultancy, it was found that most of the employees felt that the telephonic interview is not
effective and instead direct interviews are more feasible.

Title: Talent Acquisition Process

Author: Pratiti Shah
Year Of Publication:2009
Abstract
At Acme recruitment is done as per requirement and not on timely basis. The main sources
they use for this purpose are Placement agencies, newspaper ads, referral i.e. internal as well as
external sources, and finally job portals. The procedure takes time depending on the position
vacant. If the position is that of a senior level employee then it takes a longer duration. And the
position such as that of a driver can be decided on the day of interview itself.

34
 CHAPTER 4

Data Analysis and Interpretation

Analysis Part –I
4.1PERCENTAGE ANALYSIS

TABLE 4.1.1 Table showing distribution in gender

GENDER FREQUENCY PERCENTAGE

MALE 41 34

FEMALE 79 66

TOTAL 120 100

Source: Data gathered from respondents.

CHART 4.1.1 Chart showing distribution in gender

INFERENCE:

35
 From the above table it is inferred that 66% of respondents are females and 34%
respondents are male.

TABLE 4.1.2: Table showing distribution in age of respondents

AGE FREQUENCY PERCENTAGE

21-30 44 36
31-40 30 25
41-50 20 17
51-60 14 12
>61 12 10
TOTAL 120 100

Source: Data gathered from respondents

CHART 4.1.2: Chart showing distribution in age of respondents

INFERENCE:
From the above table it is inferred that 36% of respondents are between the age of 21-30, 25% of
respondents are between the age group of 31-40, 17% of respondents are in the age of 41-50,
12% of respondents are between the age group of 51-60 and only 10% of respondents are
greater than 61

36
 TABLE 4.1.3: Table showing distribution in marital status of the respondents

MARITAL STATUS FREQUENCY PERCENTAGE

SINGLE 34 28

MARRIED 86 72

TOTAL 120 100

Source: Data gathered from respondents

CHART 4.1.3: Chart showing distribution in marital status of the respondents

INFERENCE:
From the above table it is inferred that 72% of respondents are married and 38% of
respondents are single.

TABLE 4.1.4: Table showing distribution in monthly income of respondents

MONTHLY INCOME FREQUENCY PERCENTAGE

BELOW 10000 47 39
10001-30000 19 16

37
 30001-50000 31 26
ABOVE 50001 23 19
Total 120 100

Source: Data gathered from respondents

CHART 4.1.4: Chart showing distribution in monthly income of respondents

INFERENCE:
From the above table it is inferred that 39% of respondents are getting the monthly
income above RS.10000, 16% of respondents are getting their income between 10001 – 30000,
26% of respondents are between 30001 – 50000 and 19% are getting above 50001.

TABLE 4.1.5: Table showing distribution in education qualification of the respondents

AGE FREQUENCY PERCENTAGE

DIPLOMA 12 10

UNDER GRADUATION 43 36

38
 POST GRADUATION 65 54

TOTAL 120 100

Source: Data gathered from respondents

CHART 4.1.5: Chart showing distribution in education qualification of the respondents

PERCENTAGE
60 54
50
40 36

30
PERCENTAGE
20
10
10
0
DIPLOMA UNDER POST GRADUATION
GRADUATION

INFERENCE:
From the above table it is inferred that 54% of respondents are Post graduates,36% of
respondents are Under graduates and 10% of respondents have finished Diploma.

4.1.6: Table showing distribution in experience of the respondents

YEAR OF
FREQUENCY PERCENTAGE
EXPERIENCE
LESS THAN 1 YEAR 54 45

39
 1-2 YEAR 24 20
3-4 YEAR 16 13
5-6 YEAR 24 22
TOTAL 120 100

Source: Data gathered from respondents

CHART 4.1.6: Table showing distribution in experience of the respondents

INFERENCE:
From the above it is inferred that 13% of respondents having the experience between 3-4
years, 20% of respondents are having the experience between 1 – 2 years, 22% of employees
have the experience between 5-6 years and 45% of respondents having experience for less than 1
year.

TABLE 4.1.7: Table showing distribution in nature of job of the respondents

NATURE OF JOB FREQUENCY PERCENTAGE

TRAINEE 47 39

40
 STAFF 53 44

EXECUTIVE 20 17

TOTAL 120 100

Source: Data gathered from respondents

CHART 4.1.7: Chart showing distribution in nature of job of the respondents

INFERENCE:
From the above table it is inferred that 44% of respondents are staff, 39 % of respondents
are trainees and 17% of respondents are Executives.

TABLE4.1.8: Table showing distribution in rating the recruitment procedure

RATE FREQUENCY PERCENTAGE

SHORT 31 26

41
 AVERAGE 44 37

LONG 26 22

VERY LONG 19 15

TOTAL 120 100

Source: Data gathered from respondents

CHART4.1.8: Chart showing distribution in rating the recruitment procedure

PERCENTAGE
40 37
35
30 26
25 22
20
15 PERCENTAGE
15
10
5
0
SHORT AVERAGE LONG VERY LONG

INFERENCE:
From the above table it is inferred that 26% of respondent’s recruitment process is short,
37.2% of respondent’s recruitment process is average, 22% of respondent’s recruitment process
is long and 15% of respondent’s recruitment process is long.

TABLE 4.1.9: Table showing distribution in satisfaction of the round of interviews

conducted

ROUNDS OF FREQUENCY PERCENTAGE

INTERIEW

42
 YES 120 100

NO - -

TOTAL 120 100

Source: Data gathered from respondents

CHART 4.1.9 : Chart showing distribution in satisfaction of the round of interviews

conducted

YES

PERCENTAGE

100

INFERENCE:
From the above table it is inferred that 100% of respondents are satisfied with the rounds
of the interview conducted.

TABLE 4.1.10: Table showing distribution in average time spent for the selection process

AVERAGE TIME SPENT FOR

FREQUENCY PERCENTAGE
SELECTION
10 MIN 38 32
11-20 MIN 47 39

43
 21-30 MIN 24 20
MORE 11 9
TOTAL 120 100

Source: Data gathered from respondents

CHART 4.1.10 : Chart showing distribution in average time spent for the selection process

INFERENCE:
From the above table it is inferred that 32% of respondents spent 10 mins in the selection
process, 39% of respondents spent 11-20 mins, 20% of respondents spent 21-30 mins and 9% of
respondents spent more than 30mins.

TABLE 4.1.11: Table showing distribution in forms of interview

FORM OF INTERVIEW FREQUENCY PERCENTAGE

PERSONAL INTERVIEW 60 50
TELEPHONIC INTERVIW 26 21
VIDEO CONFERENSING 14 12

44
 ANY 2 14 12
ALL THREE 6 5
TOTAL 120 100

Source: Data gathered from respondents

CHART 4.1.11: Chart showing distribution in forms of interview

INFERENCE:
From the above table it is inferred that 50% of respondents prefer personal interview, 21% of
respondents prefer telephonic interview, 11% of respondents prefer video interview, 12% of
respondents prefer any 2 of the form and 5% of respondents prefer all the three.
TABLE 4.1.12: Table showing distribution in recruitment process for different grades of
employees

DIFFERENT GRADES OF
FREQUENCY PERCENTAGE
EMPLOYEES
YES 65 65

NO 55 55

45
 TOTAL 120 100

Source: Data gathered from respondents

CHART 4.1.12: Chart showing distribution in recruitment process for different grades of

INFERENCE:
From the above table it is inferred that 100% of respondents feel that there is a different
process for different grades of employees.

TABLE 4.1.13: Table showing distribution in innovative techniques

INNOVATIVE TECHNIQUE TO
FREQUENCY PERCENTAGE
BE ADOPTED
FULLY 16 13
TO A GREAT EXTENT 40 33
TO SOME EXTENT 32 27
VERY LITTLE 22 19

46
 NOT AT ALL 10 8
TOTAL 120 100

Source: Data gathered from respondents

CHART 4.1.13 Chart showing distribution in innovative techniques

INFERENCE:
From the above table it is inferred that 13% of respondents think that new techniques should be
adopted in the L&T Construction, 33%of respondents think that new techniques should be
adopted to a great extent, 27% of respondents think that new techniques should be adopted to
some extent, 19% of respondents think that new techniques should be adopted very little and 8%
of respondent think that new techniques should not be adapted.

TABLE 4.1.14: Table showing distribution in type of tests conducted in selection process

TYPES OF TESTS FREQUENCY PERCENTAGE

PSYCHOMETRIC TEST 12 10
APTITUDE TEST 52 43
PERFORMANCE TEST/WORK 31 26

47
 SAMPLE TEST
TECHNICAL ABILITY TEST
25 21

TOTAL 120 100

Source: Data gathered from respondents

CHART 4.1.14: Chart showing distribution in type of tests conducted in selection process

INFERENCE:
From the above table it is inferred that 10% of respondents choose psychometric test, 43% of
respondents choose Aptitude, 21% of respondents choose Technical and 26% of respondents
choose performance test for selecting candidate.

TABLE 4.1.15: Table showing distribution in modification of talent acquisition practices

MODIFICATION OF R&S FREQUENCY PERCENTAGE

48
 YES 17 14

NO 103 86

TOTAL 120 100

Source: Data gathered from respondents

CHART 4.1.15 : Chart showing distribution in modification of talent acquisition practices

INFERENCE:
From the above table it is inferred that 86% of respondents do not need any modifications
in the talent acquisition in L&T Construction and 14% of respondents need modifications in the
L&T Construction.

TABLE 4.1.16: Table showing distribution in good education qualification

GOOD EDUCATIONAL
FREQUENCY PERCENTAGE
QUALIFICATION

49
 STRONGLY AGREE 17 14
AGREE 38 32
NEUTRAL 32 27
STRONGLY DISAGREE 23 19
DISAGREE 10 8
TOTAL 120 100

Source: Data gathered from respondents

CHART 4.1.16: Chart showing distribution in good education qualification

INFERENCE:
From the above table it is inferred that 14% of respondents strongly agree that good education
qualification should be adopted for selecting a candidate, 32% of respondents agree that good
education qualification should be adopted for selecting a candidate, 27% of respondents gave a
neutral, and 19% of respondents strongly disagree that good education qualification should be
adopted for selecting a candidate and 8% of respondents disagree for the adoption of good
educational qualification in selecting a candidate.

TABLE 4.1.17: Table showing distribution in technical skill requirements

50
 TECHNICAL SKILL
FREQUENCY PERCENTAGE
REQUIREMENTS
STRONGLY AGREE 60 50
AGREE 25 21
NEUTRAL 35 29
STRONGLY DISAGREE 0 0
DISAGREE 0 0
TOTAL 120 100

Source: Data gathered from respondents

CHART 4.1.17: Chart showing distribution in technical skill requirements

INFERENCE:
From the above table it is inferred that 50%, of the respondents strongly agree the
technical skill requirement ,21% of respondents are agree about the technical requirement and
29% of respondents are neutral for the technical requirement.

TABLE 4.1.18: Table showing distribution in work experience

51
 WORK EXPERIENCE FREQUENCY PERCENTAGE
STRONGLY AGREE 34 28
AGREE 60 50
NEUTRAL 26 22
STRONGLY DISAGREE - -
DISAGREE - -
TOTAL 120 100

Source: Data gathered from respondents

CHART 4.1.18: Chart showing distribution in work experience

INFERENCE:
From the above table it is inferred that by 28%, of respondents strongly agree that the work
experience is required for selecting candidate, 50% are agree that the work experience is required
for selecting candidate and 22% of respondents are neutral for the work experience

TABLE 4.1.19: Table showing distribution in good intellectual potential

52
 GOOD INTELLECTUAL
FREQUENCY PERCENTAGE
POTENTIAL
STRONGLY AGREE 56 47
AGREE 37 31
NEUTRAL 27 22
STRONGLY DISAGREE - -
DISAGREE - -
TOTAL 120 100

Source: Data gathered from respondents

CHART 4.1.19: Chart showing distribution in good intellectual potential

INFERENCE:
From the above table it is inferred that 47% of respondents strongly agree for the Good
Intellectual Potential, 31% of respondents agree for the good intellectual potential and 22% of
respondents feel neutral for the good intellectual potential.

TABLE 4.1.20: Table showing distribution in English fluency

ENGLISH FLUENCY FREQUENCY PERCENTAGE

53
 STRONGLY AGREE 32 27
AGREE 66 55
NEUTRAL 22 18
STRONGLY DISAGREE - -
DISAGREE - -
TOTAL 120 100

Source: Data gathered from respondents

CHART 4.1.20: Chart showing distribution in English fluency JUNIOR LEVEL

INFERENCE:
From the above table it is inferred that 27%, of respondents strongly agree for the English
fluency, 55% of respondents agree to English fluency and 18% of respondents feels neutral for the
English fluency.

TABLE 4.1.21: Table showing distribution in importance given while recruiting employees
qualification

54
 QUALIFICATION FREQUENCY PERCENTAGE
1 54 45
2 24 20
3 28 23
4 14 12
TOTAL 120 100

Source: Data gathered from respondents

CHART 4.1.21: Chart showing distribution in importance given while recruiting employees
qualification

INFERENCE:
From the above table it is inferred that in the junior level for education
qualifications, 45% of respondents have ranked 1, 20% of respondents have ranked 2,
23%of respondents have ranked 3 and 12% of respondents have ranked 4.

TABLE 4.1.22: Table showing distribution in experience

EXPERIENCE FREQUENCY PERCENTAGE

1 35 29

55
 2 31 26
3 43 36
4 11 9
TOTAL 120 100

Source: Data gathered from respondents

CHART 4.1.22: Chart showing distribution in experience

INFERENCE:
From the above table it is inferred that in the junior level for experience, 39% of
respondents ranked it 1, 26% of respondent’s ranked 2, 36% of respondents ranked 3 and
9% of respondents ranked 4.

TABLE 4.1.23: Table showing distribution in communication

COMMUNICATION FREQUENCY PERCENTAGE

1 42 35

2 29 24

56
 3 28 23

4 21 18

TOTAL 120 100

Source: Data gathered from respondents

CHART 4.1.23: Chart showing distribution in communication

INFERENCE:
From the above table it is inferred that in the junior level for communication, 35%
of respondents ranked it 1, 24% of respondent’s ranked 2, 23% of respondents ranked 3
and 18% of respondents ranked 4.

TABLE 4.1.24: Table showing distribution in leadership qualities

LEADERSHIP QUALITIES FREQUENCY PERCENTAGE

1 31 26

2 44 37

57
 3 27 22

4 18 15

TOTAL 120 100

Source: Data gathered from respondents

CHART 4.1.24: Chart showing distribution in leadership qualities

INFERENCE:
From the above table it is inferred that in the junior level for Leadership qualities,
26% of respondents ranked it 1, 37% of respondent’s ranked 2, 22% of respondents rank 3
and 15% of respondents ranked 4.

MIDDLE LEVEL
TABLE4.1.25: Table showing distribution in qualification

58
 QUALIFICATION FREQUENCY PERCENTAGE
1 26 22
2 48 40
3 10 8
4 36 30
TOTAL 120 100

Source: Data gathered from respondents

CHART 4.1.25: Chart showing distribution in qualification

INFERENCE:
From the above table it is inferred that in the Middle level for Qualification, 22%
of respondents ranked it 1, 40% of respondent’s ranked 2, 8% of respondent’s ranked 3
and 30% of respondent’s ranked 4.

59
Analysis Part –II

STATISTICAL TOOLS
CHI- SQUARE TEST I – (ψ2)

Chi-square is the sum of the squared difference observed (o) and the expected (e) data (or the
deviation, d), divided by the expected data in all possible categories.

AIM:
Null hypothesis (Ho):
There is a relationship between the Education Qualification and Nature Of Job.
Alternate hypothesis (H1):
There is no relationship between the Education Qualification and Nature Of Job.

Case Processing Summary

Cases
Valid Missing Total
N Percent N Percent N Percent
EDUCATION 120 100.0% 0 .0% 120 100.0%
QUALIFICATION *
NATURE OF JOB

60
EDUCATION QUALIFICATION * NATURE OF JOB Cross tabulation
NATURE OF JOB
TRAINEE STAFF EXECUTIVE Total
EDUCATION DIPLOMA Count 12 0 0 12
QUALIFICATION % within 100.0% .0% .0% 100.0%
EDUCATION
QUALIFICATION
% within 25.5% .0% .0% 10.0%
NATURE OF JOB
% of Total 10.0% .0% .0% 10.0%
UNDER Count 35 8 0 43
GRADUATION % within 81.4% 18.6% .0% 100.0%
EDUCATION
QUALIFICATION
% within 74.5% 15.1% .0% 35.8%
NATURE OF JOB
% of Total 29.2% 6.7% .0% 35.8%
POST Count 0 45 20 65
GRADUATION % within .0% 69.2% 30.8% 100.0%
EDUCATION
QUALIFICATION
% within .0% 84.9% 100.0% 54.2%
NATURE OF JOB
% of Total .0% 37.5% 16.7% 54.2%
Total Count 47 53 20 120
% within 39.2% 44.2% 16.7% 100.0%
EDUCATION
QUALIFICATION
% within 100.0% 100.0% 100.0% 100.0%
NATURE OF JOB
% of Total 39.2% 44.2% 16.7% 100.0%

61
Chi-Square Tests

Asymp. Sig.
Value df (2-sided)
Pearson Chi-Square 94.205a 4 .000
Likelihood Ratio 124.845 4 .000
Linear-by-Linear 70.320 1 .000
Association
N of Valid Cases 120
a. 2 cells (22.2%) have expected count less than 5. The
minimum expected count is 2.00.
Degree of Freedom= (r-1) *(c-1)

= 2*2= 4

Calculated value = 94.205

Tabulated value = 9.488
Z = Z cal >Z tab
Z= 94.205>9.488
Hence, the Alternate hypothesis [H1] is accepted

INFERENCE:

Since the calculated value is greater than the tabulated value, we accept the alternate
hypothesis and hence there is a relationship between the Education Qualification and Nature
Of Job.

ONE-WAY ANOVA CLASSIFICATION

AIM:
Null hypothesis (Ho):

There is a significance difference between the Experience.

62
Alternate hypothesis (H1):

There is no significance difference between the Experience.

Descriptives
EXPERIENCE
95% Confidence
Interval for Mean
Std. Std. Lower Upper
N Mean Deviation Error Bound Bound Minimum Maximum
10 MIN 46 1.00 .000 .000 1.00 1.00 1 1
11-20 53 1.72 .690 .095 1.53 1.91 1 3
MIN
21-30 38 2.66 1.341 .218 2.22 3.10 1 4
MIN
MORE 11 4.00 .000 .000 4.00 4.00 4 4
Total 148 1.91 1.168 .096 1.72 2.10 1 4

Test of Homogeneity of Variances

EXPERIENCE
Levene
Statistic df1 df2 Sig.
104.401 3 144 .000

EXPERIENCE
Sum of Mean
Squares Df Square F Sig.
Between 109.368 3 36.456 57.495 .000
Groups
Within Groups 91.307 144 .634
Total 200.676 147

63
Calculated value = 57.495

Tabulated value = 2.70

F = F cal >F tab F=57.495> 2.70

Hence, the Alternate hypothesis [H1] is accepted.

INFERENCE:

The calculated value of F is greater than the tabulated value. Hence, we reject the null hypothesis
and conclude that there is no significance difference between the Experience.

ANALYSIS USING KARL PEARSON’S CORRELATION

Correlation analysis is the statistical tool used to measure the degree to which two variables are
linearly related to each other. Correlation measures the degree of association between two
variables.

AIM:

Null hypothesis (H0):

There is positive relationship between the Education qualification is considered while

selecting a candidate and Technical skill is considered while selecting a candidate.

Alternate hypothesis (H1):

There is negative relationship between the Education qualification is considered while

selecting a candidate and Technical skill is considered while selecting a candidate.

64
 Correlations
Education Technical
qualification skill is
is considered considered
while while
selecting a selecting a
candidate candidate
Education qualification Pearson 1 .903**
is considered while Correlation
selecting a candidate Sig. (2-tailed) .000
N 120 120
Technical skill is Pearson .903** 1
considered while Correlation
selecting a candidate Sig. (2-tailed) .000
N 120 120

**. Correlation is significant at the 0.01 level (2-tailed).

r= .903

INFERENCE:

Since r is positive, there is positive relationship between the Education qualification is

considered while selecting a candidate and Technical skill is considered while selecting a
candidate.

CHAPTER 5

5.1 MAJOR FINDINGS:

 It is found that from 13% of respondents having the experience between 3-4 years, 20% of
respondents are having the experience between 1-2 years,22% of employess having the
experience between 5-6 years and 45% of respondents having experience for less than 1

65
 year

 It is found that from 54% of the respondents are recruited through campus interview,24%
of respondents are through job portals, 13% of respondents are recruited through Casual
applicants and 9% of respondents are through consultancy

 It is found that 44% of respondents feel that the interview panel was excellent, 22% of
respondents feel that the interview panel was good, 34% of respondents feel that the
interview panel is satisfactory

 It is found that 32% of respondents spent 10 mins in the selection process, 39% of
respondents spent 11-20 mins, 20% of respondents spent 21-30 mins and 9% of
respondents spent more than 30mins.

 It is found that 86% of respondents do not need any modifications in the talent acquisition
in L&T Construction and 14% of respondents need modifications in the L&T
Construction.

OTHER FINDINGS:

 Most of respondents are females

 Most of the respondents are between the age group of 21-30
 Most of respondents are married
 Most of the respondents are getting the monthly income above RS.10000
 Most of the respondents are Post graduated
 Most of the respondents having experience for less than 1
 Most of the respondents are staff

5.2 LIMITATIONS OF THE STUDY

 Feedback is just the representative of the entire population; it only states the opinion of a
few respondents.

66
  Time constraint was a major limitation.
 People were not very responsive.
 Unavailability of secondary data.
 The Sample size used for the research is less.
 An employee has fear to reveal the negative aspects.
 The information collected is based on the perception of the respondents.
 The data needs to be updated at times when it comes to have further usage of this research
study report.

5.3 SUGGESTIONS

1. The company is using only the job portals, consultancy, casual applicants and campus
interview sources for recruiting the employees. So the company is suggested to adopt some
more sources like getting information from the employment exchange, magazines and
newspapers for recruiting the employees.

2. The company can increase their candidate pool through internal sources.

3. Many of the candidates are not aware of the company policies before joining in the company.
Training can be given to those candidates to know clearly about the company policies.
4. The company can take more measures to improve the recruiting and selection process.

5. Organization can make use of web to large extent to make recruitment simpler, faster,

67
 cheaper and effective.

6. The talent acquisition procedure should not to lengthy and time consuming
7. The recruitment process can be modify based on different grade level due to this they can
avoid unnecessary time taken for candidate waiting time for experienced person.
8. Time management is very essential and it should not be ignored at any level of the process.

5.4 CONCLUSION

The conclusion is drawn from the study and survey of the company regarding the Talent
acquisition process carried out there. A study on the Talent acquisition Process conducted in L&T
Construction has brought out various information about the company’s talent acquisition
procedure. Using this survey the researcher could identify the recruiting modules conducted in the
organization, various factors considered for the talent acquisition process and the satisfaction level
of the employee towards the Recruiting.

Most of the employees were satisfied but changes are required according to the changing
scenario as recruitment process has a great impact on the working of the company as a fresh
blood, new idea enters in the company.

Selection process is good but it should also be modified according to the

requirements and should job profile so that main objective of selecting the candidate could
be achieved. Further from this survey I hope the organization will be benefited and with the
help of the suggestions given the organization can improve its functioning and the overall
Talent acquisition Process in the organization and its performance will increase.

68
 A STUDY ON TALENT ACQUISITION PROCESS

QUESTIONNAIRE
Employee Name:
Gender:
Male Female
Age:
a.21-30 b.31-40 c.41-50 d.51-60 e. >61
Marital Status:
a. Married b. Unmarried
Monthly Income:
a. Below 10000 b. 10001 – 30000
c. 30001 – 50000 d. Above 50001
Education Qualification:
a. Under Graduation b. Post Graduation
c. Diploma
Employee Year of Experience:
a. Less than 1 year b. 1 – 2 Year
c. 3 – 4 Year d.5 – 6 Year
Employee Nature of Job:

69
 a. Trainee b. Staff c. Executive

NOTE: Please select the appropriate option

1. What do you think is the most challenging step in the entire talent acquisition procedure?

2. How do you rate the recruitment procedure?

a. Short b. Average c. Long d. Very long
3. How you feel about the interview panel?
a. Excellent b. Good c. Satisfactory d. Poor
4. What is the average time spent for the selection (for each candidate)?
a. 10 mins b. 11 – 20 mins c. 21 – 30 mins d. more
5. What form of interview do you prefer?
a. Personal Interview b. Telephonic Interview
c. Video Interview d. Any 2 (then tick those two)
e. All three
6. Is the recruitment process different for different grades of employees?
Yes
No

7. In the selection process, do you think innovative techniques (like stress level test, psychometric
test) should be adopted?
a. Fully b. To a great extent c. To some extent
d. very little e. Not at all
8. What type of tests is conducted for you in selection process?

Middle level Junior Level

a. Psychometric test
b. Aptitude test
c. Technical ability test
d. Performance test/work sample test
e. Other (Pls specify)

9. Do you feel the talent acquisition practices presently being followed by the company should be
modified?

70
 Yes
No
To some extent

10. According to you what percentage of companies are using the E-recruitment?
a. <30% b. 31 – 50% c. 51 – 70 d. > 71%
11. Do you agree that following factors must be considered while selecting a candidate?

Strongly Strongly
FACTORS OPTIONS Disagree Neutral Agree
Disagree Agree
1. Good Educational
Qualification
2. Technical skill
requirements

3. Work experience
4. Good intellectual
potential

5. English fluency

12. Rank the following according to importance given while recruiting employees?
[Kindly put the rank 1 for the most important attribute, NA (Not Applicable) for the attribute(S)
that are taken into consideration for that particular level]
Factors Junior Level Middle Level
1. Qualification
2. Experience
3. Communication
4. Leadership Qualities
5. Others (Please Specify)

13. Did you fully know about the company policies before joined in this company?
a) Yes

71
b) No
14. Rank the Job Portals in India?
[1 - Top, 7- Low]
Naukri -
Times Job -
Monster -
Job Street -
Click in Jobs -
Facebook -
Other -

15. Do they collect candidate feedback after the recruitment process?

a) Yes
b) No

72
16. According to you potential candidates in the organization are generated through the following
recruitment sources:

Strongly Strongly
FACTORS OPTIONS Disagree Neutral Agree
Disagree Agree

1 Direct Applicants          

2 PlacementcCnsultants          

3  Job Portals          

4 Employee referrals          

5      Through temporary          

Head hunting (Search

of employees from
6           
competitor’s
company)
Body shopping
(Hiring cheaper
7          
employees from other
country)

Any other sources

8          
(Please specify)

17. How do you rate our company’s talent acquisition procedure?

a) Excellent b) Very good c) Good d) Satisfactory e) Unsatisfactory

73
 BIBLIOGRAPHY

BOOKS:

 C. R. Kothari. “Research Methodology”, Methods and Techniques,

Graw-Mill Publishing Company Limited, New Delhi.

 K. Robert Wood “Competency-Based Talent acquisition” Tata M.C.

 P.R.Vittal “Quantitative Techniques”, Margham Publishing House, Chennai.
 Umasekaran “Research methods for business”, Wiley India pvt ltd, New Delhi
Wishma Prakashan, New Delhi

WEBSITES

 www.lntecc.com
 www.citehr.com

 www.allprojectreports.com

 www.investopedia.com

74