MBA PROJECT REPORT

ON
POLICY CHANGES DURING POST COVID 19 IN
INTERVIEW PROCESS OF TECHVOLT
COMPANY
DONE BY
M.JENIFER SHYLAJA
113219611012
VELAMMAL ENGINEERING COLLEGE
GUIDE
MRS. BHANU PRIYA
 CHAPTER 1
1.1 INDUSTRY PROFILE

The word "software" was coined as early as 1953, but did not appear in print until the
1960s. Before this time, computers were programmed either by customers or the few
commercial computer vendors of the time such as UNIVAC and IBM. The first company
founded to provide software products and services was Computer Usage Company in 1955.
The software industry expanded in the early 1960s, almost immediately after
computers were first sold in mass-produced quantities. Universities, government, and
business customers created a demand for software. Many of these programs were written in-
house by full-time staff programmers. Some were distributed freely between users of a
particular machine for no charge. Others were done on a commercial basis, and other firms
such as Computer Sciences Corporation (founded in 1959) started to grow. Other influential
or typical software companies begun in the early 1960s included Advanced Computer
Techniques, Automatic Data Processing, Applied Data Research and Informatics General.
The computer makers started bundling operating systems, systems software and
programming environments with their machines.
When Digital Equipment Corporation (DEC) brought a relatively low
priced microcomputer to market, it brought computing within the reach of many more
companies and universities worldwide, and it spawned great innovation in terms of new,
powerful programming languages and methodologies. New software was built for
microcomputers, so other manufacturers including IBM, followed DEC's example quickly,
resulting in the IBM AS/400 amongst others.
The industry expanded greatly with the rise of the personal computer in the mid-
1970s, which brought desktop computing to the office worker for the first time. In the
following years, it also created a growing market for games, applications, and
utilities. DOS, Microsoft's first operating system product, was the dominant operating system
at the time.
In the early years of the 21st century, another successful business model has arisen for
hosted software, called software-as-a-service, or SaaS. This was at least the third time this
model had been attempted. From the point of view of producers of some proprietary software,
SaaS reduces the concerns about unauthorized copying, since it can only be accessed through
the Web and by definition no client software is loaded onto the end user's PC.
As technology improved, the speed at which information needed to be transmitted increased,
and with that the importance of IT was also compounded.

INDIA
Information technology in India is an industry consisting of two major
components: IT services and business process outsourcing (BPO). The sector has increased
its contribution to India's GDP from 1.2% in 1998 to 7.5% in 2012. According
to NASSCOM, the sector aggregated revenues of US$160 billion in 2017, with export
revenue standing at US$99 billion and domestic revenue at US$48 billion, growing by over
13%. USA accounts for more than 60 per cent of Indian IT exports.
India's IT Services industry was started in Mumbai in 1967 with the establishment of the
Tata Group in partnership with Burroughs. The first software export zone, SEEPZ – the
precursor to the modern-day IT park – was established in Mumbai in 1973. More than 80
percent of the country's software exports were from SEEPZ in the 1980s.
The Indian economy underwent major economic reforms in 1991, leading to a new era of
globalization and international economic integration, and annual economic growth of over
6% from 1993–2002. The new administration under Atal Bihari Vajpayee (who was Prime
Minister from 1998–2004) placed the development of Information Technology among its top
five priorities and formed the Indian National Task Force on Information Technology and
Software Development.
Wolcott & Goodman (2003) report on the role of the Indian National Task Force on
Information Technology and Software Development:
Within 90 days of its establishment, the Task Force produced an extensive background report
on the state of technology in India and an IT Action Plan with 108 recommendations. The
Task Force could act quickly because it built upon the experience and frustrations of state
governments, central government agencies, universities, and the software industry. Much of
what it proposed was also consistent with the thinking and recommends notions of
international bodies like the World Trade Organization (WTO), International
Telecommunications Union (ITU), and World Bank.
In addition, the Task Force incorporated the experiences of Singapore and other nations,
which implemented similar programs. It was less a task of invention than of sparking action
on a consensus that had already evolved within the networking community and government.
Regulated VSAT links became visible in 1994. Desai (2006) describes the steps taken to
relax regulations on linking in 1991.
In 1991 the Department of Electronics broke this impasse, creating a corporation
called Software Technology Parks of India (STPI) that, being owned by the government,
could provide VSAT communications without breaching its monopoly. STPI set up software
technology parks in different cities, each of which provided satellite links to be used by firms;
the local link was a wireless radio link. In 1993 the government began to allow individual
companies their own dedicated links, which allowed work done in India to be transmitted
abroad directly. Indian firms soon convinced their American customers that a satellite link
was as reliable as a team of programmers working in the clients’ office.
Videsh Sanchar Nigam Limited (VSNL) introduced Gateway Electronic Mail Service in
1991, the 64 kbit/s leased line service in 1992, and commercial Internet access on a visible
scale in 1992. Election results were displayed via National Informatics Centre's NICNET.
"The New Telecommunications Policy, 1999" (NTP 1999) helped further liberalize India's
telecommunications sector. The Information Technology Act, 2000 created legal procedures
for electronic transactions and e-commerce.
A joint EU-India group of scholars was formed on 23 November 2001 to further promote
joint research and development. On 25 June 2002, India and the European Union agreed to
bilateral cooperation in the field of science and technology. India holds observer status
at CERN, while a joint India-EU Software Education and Development Center will be
located in Bangalore.

1.2 COMPANY PROFILE:

Techvolt Software Pvt.Ltd classified as Non-govt Company and is registered at
Registrar of Companies, Coimbatore. Its authorized share capital is Rs.10,00,000 and its
paid-up capital is Rs. 500,000. It is involved in Software publishing, consultancy and supply
[Software publishing includes production, supply and documentation of ready-made (non-
customized) software, operating systems software, business & other applications software,
computer games software for all platforms. Consultancy includes providing the best solution
in the form of custom software after analysing the user’s needs and problems. Custom
software also includes made-to-order software based on orders from specific users. Also,
included are writing of software of any kind following directives of the users; software
maintenance, web-page design.
The company is blended with a strong culture of ethics and excellence, built over a
strong foundation of commitment, credibility and quality, Techvolt Software Pvt.Ltd assures
clients a best-in-class experience.
To provide world class, scalable and reliable software to a variety of industries their
solutions will always be designed keeping in mind, their customers’ belief and need to meet
their challenges.
Their goals are focused at understanding, migrating, adapting and re-engineering key
business processes to meet the need of clients.

1.2.1 VISION
Our vision is to develop in a constant manner and grow as a major IT service provider to
become a leading performer, in providing quality Web and Software Development solutions
in the competitive global marketplace. Our professional, flexible and integrated process
reflects in what we do. We always guide our customers to success. We have the ability to
accelerate and quickly share the great work or products of your organization or business
1.2.2 MISSION
Techvolt Software Pvt.Ltd delivers its solutions through an empowered team of
professionals, where all the members are encouraged to innovate, explore, and take
responsibility for their own growth both technically and professionally. Techvolt Software
Pvt.Ltd, an open work environment and culture that encourages personal and group
achievement with a clear focus on delivering customer satisfaction.
1.2.3 AIM
To deliver effective business solutions and to satisfy our clients by providing high standards
this in return will generate customer value.
1.2.4 OBJECTIVES
To become a leading software company that delivers effective business solutions meeting all
the required standards within and across the state.
1.2.5 PRODUCT PROFILE
1.2.5.1 SOFTWARE DEVELOPMENT
We work with latest technologies and architecture in turn provides the best Software
application. Techvolt Software Pvt.Ltd offers best effective solutions for any software
development need. Our Software Development team works hand in hand to understand your
each and every need. Our team will then develop a user-friendly Software that fulfill each of
your requirement, fit with your company vision and help you to enhance the overall
performance of your unit.
Team of Software Programmers & developers at Techvolt Software Pvt.Ltd, is highly skilled,
qualified and having wide experience of custom Software Development. Unless required, we
avoid giving you a complex and costly business solutions or applications. Our goal is to
provide the straight and simple Software Application which is easy to use, less complicated,
effective and enhancing the overall business performance. This is why; we are well known,
reputed & leading Software Development Company in the area, who provides best effective,
expert and affordable Customized Software Application.
As reputed and professional Software Company, we maintain an everlasting, healthy &
friendly relationship with our customers. And to maintain this, we provide Point-to-Point and
best affordable custom Software Applications & Web applications for almost every type of
businesses. We provide our best services and deliver best suitable Software Applications,
covering wide scope of Industries, Educational sectors, Corporate, Small Business, Service
Industries, Retailers, Traders, Manufacturers as well as Individuals.
 CHAPTER 2
2.1 EXECUTIVE SUMMARY
The overall hiring sentiment in the country is likely to witness an adverse impact in the short
term with 60-65 per cent interviews getting delayed, especially in the services sector,
following the slowdown across industries triggered by the coronavirus pandemic, industry
experts said.

Since the outbreak of COVID-19, companies have been cancelling interviews. We expect 60-
65 per cent interviews getting dropped or delayed as there is lockdown in many parts of the
country and people are encouraged to stay at home to curtail the spread of the virus.

Sectors including banking, financial services and insurance (BFSI), retail, logistics (delivery)
where a lot of frontline-hiring takes place are likely to witness this delay. More and more
companies will now depend on technology as an alternate channel to continue with the same
pace of productivity. It will be a big learning for many organisations, who will see this as a
medium to improve their productivity.

That in the short term, this will also impact the overall hiring scenario as many sectors will
witness slowdown following the spread of COVID-19, however, it is too early to quantify it.

Echoing a similar view, staffing firm said that COVID-19 has emerged as a global challenge
and "this is going to push many critical projects to slow track and impact revenues and
profitability. As a result, companies will delay their hiring plans". The results are hard to
predict but are certainly disquieting and it will result in a slowdown in hiring, which is likely
to be 10-15 per cent in the next quarter across all sectors especially the services industry.

Job search platform Shine.com CEO Zairus Master, however, said there will be some sectors
that are likely to witness an uptick in hiring due to COVID-19.

Healthcare, of course, will lead but as people are staying indoors, e-commerce and online
delivery portals should also see a gradual increase in demand. This is also an opportune time
for people to upskill themselves as they have more time and fewer entertainment option.
The coronavirus pandemic has changed the world forever. Going out for meals, going to the
office and working, and even meeting friends will never be the same again. The world has
undergone a seismic shift in the past few months. So, it is hardly surprising that COVID-19
has also changed the way people hunt for jobs and the way companies look for new
employees. More and more people are turning to technology to find the perfect fit for them. 
Recruitment is undergoing a revolution, and this revolution is being led by technology and
automation. If you hire at scale, you are bound to run into challenges like talent sourcing and
screening. The growing needs of the recruitment industry has fuelled the popularity of
Artificial Intelligence (AI), Machine Learning (ML), and Robotic Process Automation
(RPA). The three are having a huge impact on the hiring process. 
 2.2 Introduction:

RECRUITMENT

Recruitment is a positive process of searching for prospective employees and stimulating

them to apply for the jobs in the organisation. When more persons apply for jobs then there
will be a scope for recruiting better persons. The job-seekers too, on the other hand, are in
search of organizations offering them employment. Recruitment is a linkage activity bringing
together those with jobs and those seeking jobs. In simple words, the term recruitment refers
to discovering the source from where potential employees may be selected. The scientific
recruitment process leads to higher productivity, better wages, high morale, reduction in labor
turnover and enhanced reputation. It stimulates people to apply for jobs; hence it is a positive
process.

Recruitment is concerned with reaching out, attracting, and ensuring a supply of qualified
personnel and making out selection of requisite manpower both in their quantitative and
qualitative aspect. It is the development and maintenance of adequate man- power resources.
This is the first stage of the process of selection and is completed with placement.

Definition:
According to Edwin B. Flippo, “It is a process of searching for prospective employees and
stimulating and encouraging them to apply for jobs in an organization.” He further elaborates
it, terming it both negative and positive.

He says, “It is often termed positive in that it stimulates people to apply for jobs, to increase
the hiring ratio, i.e., the number of applicants for a job. Selection, on the other hand, tends to
be negative because it rejects a good number of those who apply, leaving only the best to be
hired.”

Process of Recruitment:
Recruitment Process Passes through the Following Stages:
(i) Searching out the sources from where required persons will be available for recruitment. If
young managers are to be recruited then institutions imparting instructions in business
administration will be the best source.

(ii) Developing the techniques to attract the suitable candidates. The goodwill and reputation
of an organization in the market may be one method. The publicity about the company being
a professional employer may also assist in stimulating candidates to apply.

(iii) Using of good techniques to attract prospective candidates. There may be offers of
attractive salaries, proper facilities for development, etc.

(iv) The next stage in this process is to stimulate as many candidates as possible to apply for
jobs. In order to select a best person, there is a need to attract more candidates.
Factors Influencing Recruitment:
All enterprises, big or small, have to engage themselves in recruitment of persons. A number
of factors influence this process.

Some Of The Main Factors Are Being Discussed Below:

1. Size of the Enterprise:
The number of persons to be recruited will depend upon the size of an enterprise. A big
enterprise requires more persons at regular intervals while a small undertaking employs only
a few employees. A big business house will always be in touch with sources of supply and
shall try to attract more and more persons for making a proper selection. It can afford to
spend more amounts in locating prospective candidates. So the size of an enterprise will
affect the process of recruitment.

2. Employment Conditions:
The employment conditions in an economy greatly affect recruitment process. In under-
developed economies, employment opportunities are limited and there is no dearth of
prospective candidates. At the same time suitable candidates may not be available because of
lack of educational and technical facilities. If the availability of persons is more, then
selection from large number becomes easy. On the other hand, if there is a shortage of
qualified technical persons, then it will be difficult to locate suitable persons.

3. Salary Structure and Working Conditions:

The wages offered and working conditions prevailing in an enterprise greatly influence the
availability of personnel. If higher wages are paid as compared to similar concerns, the
enterprise will not face any difficulty in making recruitments. An organization offering low
wages can face the problem of labor turnover.

The working conditions in an enterprise will determine job satisfaction of employees. An

enterprise offering good working conditions like proper sanitation, lighting, ventilation, etc.
would give more job satisfaction to employees and they may not leave their present job. On
the other hand, if employees leave the jobs due to unsatisfactory working conditions, it will
lead to fresh recruitment of new persons.

4. Rate of Growth:
The growth rate of an enterprise also affects recruitment process. An expanding concern will
require regular employment of new employees. There will also be promotions of existing
employees necessitating the filling up of those vacancies. A stagnant enterprise can recruit
persons only when present incumbent vacates his position on retirement, etc.

SELECTION:

Selection is the process of choosing the most suitable candidates from those who apply for
the job. It is a process of offering jobs to desired candidates. Once the potential applicants are
identified, the next step is to evaluate their qualification, qualities, experience, capabilities,
etc. & make the selection. It is the process of offering jobs to the desired applicants.

Selection means choosing a few from those who apply. It is picking up of applicants or
candidates with requisite qualifications and qualities to fill jobs in the organization.
Definition of Selection

According to Harold Koontz, “Selection is the process of choosing from the candidates, from
within the organization or from outside, the most suitable person for the current position or
for the future positions.”

Dale Yoder said, “Selection is the process by which candidates for employment are divided
into classes those who will be offered employment and those who will not.”

David and Robbins said, “Selection process is a managerial decision-making process as to

predict which job applicants will be successful if hired.”

Selection is the process of choosing from a group of applicants those individuals best suited
for a particular position. Most managers recognize that employee selection is one of their
most difficult, and most important, business decisions. This process involves making a
judgment -not about the applicant, but about the fit between the applicant and the job by
considering knowledge, skills and abilities and other characteristics required to perform the
job Selection procedures are not carried out through standard pattern and steps in this. The
process can vary from organization to organization some steps performed and considered
important by one organization can be skipped by other organization.Personnel Selection is
the methodical placement of individuals into jobs. Its impact on the organization is realized
when employees achieve years or decades of service to the employer.

The process of selection follows a methodology to collect information about an individual in

order to determine if that individual should be employed. The methodology used should not
violate any laws regarding personnel selection.

Steps in Selection Process

1. Initial Screening.
2. Completion of the Application Form.
3. Employment Tests.
4. Job Interview.
5. Conditional Job Offer.
6. Background Investigation.
7. Medical Examination.
8. Permanent Job Offer.

1. Initial Screening

The selection process often begins with an initial screening of applicants to remove
individuals who obviously do not meet the position requirements. At this stage, a few straight
forward questions are asked. An applicant may obviously be unqualified to fill the advertised
position, but be well qualified to work in other open positions. The Purpose of Screening is to
decrease the number of applicants being considered for selection.

Sources utilized in the screening effort

Personal Resume presented with the job application is considered a source of information that
can be used for the initial screening process. It mainly includes information in the following
areas:

 Employment &
education history.
 Evaluation of
character.
 Evaluation of job
performance.

Advantages of Successful
Screening

If the screening effort is

successful, those applicants
that do not meet the
minimum required
qualifications will not move
to the next stage in the
selection process. Companies
utilizing expensive selection
procedures put more effort
into screening to reduce
costs.

2. Completion of the
Application Form

Application Blank is a formal record of an individual’s application for employment. The next
step in the selection process may involve having the prospective employee complete an
application for employment. This may be as brief as requiring only an applicant’s name,
address, and telephone number. In general terms, the application form gives a job-
performance-related synopsis of applicants’ life, skills and accomplishments. The specific
type of information may vary from firm to firm and even by job type within an organization.
Application forms are a good way to quickly collect verifiable and fairly accurate historical
data from the candidate.

3. Employment Tests

Personnel testing is a valuable way to measure individual characteristics. Hundreds of tests

have been developed to measure various dimensions of behavior. The tests measure mental
abilities, knowledge, physical abilities, personality, interest, temperament, and other attitudes
and behaviors. Evidence suggests that the use of tests is becoming more prevalent for
assessing an applicant’s qualifications and potential for success. Tests are used more in the
public sector than in the private sector and in medium-sized and large companies than in
small companies. Large organizations are likely to have trained specialists to run their testing
programs.
4. Job Interview

An interview is a goal-oriented conversation in which the interviewer and applicant exchange

information. The employment interview is especially significant because the applicants who
reach this stage are considered to be the most promising candidates.

Interview Planning

Interview planning is essential to effective employment interviews. The physical location of

the interview should be both pleasant and private, providing for a minimum of interruptions.
The interviewer should possess a pleasant personality, empathy and the ability to listen and
communicate effectively. He or she should become familiar with the applicant’s
qualifications by reviewing the data collected from other selection tools. In preparing for the
interview, a job profile should be developed based on the job description.

Content of the Interview

The specific content of employment interviews varies greatly by an organization and the level
of the job concerned.

1. Occupational experience: Exploring an individual’s occupational experience

requires determining the applicant’s skills, abilities, and willingness to handle
responsibility.
2. Academic achievement: In the absence of significant work experience, a person’s
academic background takes on greater importance.
3. Interpersonal skills: If an individual cannot work well with other employees,
chances for success are slim. This is especially true in today’s world with increasing
emphasis being placed on the use of teams.
4. Personal qualities: Personal qualities normally observed during the interview include
physical appearance, speaking ability, vocabulary, poise, adaptability, and
assertiveness.
5. Organizational fit: A hiring criterion that is not prominently mentioned in the
literature is organizational fit. Organizational fit is ill-defined but refers to
management’s perception of the degree to which the prospective employee will fit in
with, for example, the firm’s culture or value system.

5. Conditional Job Offer

Conditional job offer means a tentative job offer that becomes permanent after certain
conditions are met. If a job applicant has passed each step of the selection process so far, a
conditional job offer is usually made. In essence, the conditional job offer implies that if
everything checks out – such as passing a certain medical, physical or substance abuse test –
the conditional nature of the job offer will be removed and the offer will be permanent.

6. Background Investigation

Background Investigation is intended to verify that information on the application form is

correct and accurate. This step is used to check the accuracy of application form through
former employers and references. Verification of education and legal status to work, credit
history and criminal record are also made. Personal reference checks may provide additional
insight into the information furnished by the applicant and allow verification of its accuracy.
Past behavior is the best predictor of future behavior. It is important to gain as much
information as possible about past behavior to understand what kinds of behavior one can
expect in the future. Knowledge about attendance problems, insubordination issues, theft, or
other behavioral problems can certainly help one avoid hiring someone who is likely to repeat
those behaviors. Background investigations primarily seek data from references supplied by
the applicant including his or her previous employers. The intensity of background
investigations depends on the level of responsibility inherent in the position to be filled.

Common sources of background information include:

 References are provided by the applicant and are usually very positive.
 Former employers should be called to confirm the candidate’s work record and to
obtain their performance appraisal.
 Educational accomplishments can be verified by asking for transcripts.
 Legal status to work.
 Credit references, if job-related.
 Criminal records can be checked by third-party investigators.
 Background checks are conducted by third-party investigators.
 Online searches as simple as “Google” search of a candidate can turn up information
on press releases or news items about a candidate that was left off the application or
resume.

7. Medical/Physical Examination

After the decision has been made to extend a job offer, the next phase of the selection process
involves the completion of a medical/physical examination.

This is an examination to determine an applicant’s physical fitness for essential job

performance. Typically, a job offer is contingent on successfully passing this examination.

For example, firefighters must perform activities that require a certain physical condition.
Whether it is climbing a ladder, lugging a water-filled four-inch hose or carrying an injured
victim, these individuals must demonstrate that they are fit for the job.

8. Permanent Job Offer

Individuals who perform successfully in the preceding steps are now considered eligible to
receive the employment offer. The actual hiring decision should be made by the manager in
the department where the vacancy exists.

Notification to Candidates

The selection process results should be made known to candidates—successful and

unsuccessful—as soon as possible. Any delay may result in the firm losing a prime candidate,
as top prospects often have other employment options. As a matter of courtesy and good
public relations, the unsuccessful candidates should also be promptly notified.
E-RECRUITMENT

“Online Recruitment is also known as e-recruitment. Online recruitment is the process of

matching people to appropriate jobs, using the Internet. The most common form of online
recruitment is the advertisement of job openings on job site and corporate sites. This may
generate a lot of responses, but simply attracting large numbers of potential candidates is only
part of the online recruitment process. The real benefit of online recruitment is apparent when
recruiters streamline the recruitment process by automation through HR software.”

Digital Recruitment Strategies:

Digital recruitment strategies can revamp your entire recruitment process. So, here check
some of the latest digital recruitment strategies that you must consider.

1. Mobile-Friendly Career Websites:

You may not find it obvious to optimize career website for mobile, but without a doubt, it is
what that most other companies are already doing it. Even, many modern recruiting
companies invest a huge sum in their mobile career website. It is no more only about the
increased use of a smartphone; it is about optimizing the mobile website to attract high
performing candidates. It is important to do this as around 70% of job seekers check the
websites of companies and look for jobs on their mobile. If in case your career website is not
mobile-friendly, you may lose such candidates as they will switch to other websites. Hence, a
company must ensure that its landing pages, career websites, or other digital hiring resources
are readable and work efficiently on mobile devices.

2. Adopt Digital Tactics In Every Step of Recruitment:

Assess your present recruiting process to find out ways to make it more efficient by
integrating digital recruiting tactics.

For example, if your career website has a long application process go to collect details about
candidates, it must be replaced at once. Candidates now prefer quick application process that
needs very less time to fill. Moreover, it reduces the bounce rate of the careers page. Hence,
you can go for a video interview that reduces the cost of recruiting and save the expense of
losing a candidate. Also, assess each step of the hiring funnel – from sourcing to selection to
identifying the digital technology and practices, you can cut down the cost and time involved
in hiring.

3. Utilize the Power of Social Media:

Leveraging social media into your hiring process renders innumerable benefits. Right from
the quality of hire to enhancing the recruitment process, social media can improve the quality
of the recruitment process to a great extent. The best thing is that it is an excellent platform to
make people aware of your brand. Many millennials rely on social media platforms to collect
more details about the company. Such factors make it critical for companies to adopt a social
recruiting strategy. But there are various social platforms available. You can find the one that
is best that contains landing pages and job postings matching to your openings. Hence, the
best way to use social recruiting at its best is to create your own social recruiting platform
and understand the presence of your target candidates. This includes postings jobs on
LinkedIn, to showcasing videos of company culture or employee stories, to tweets about the
organization, Twitter events, and more.

4. More is Not Always the Best Way to Go:

It is believed that the number of digital platforms is available, the better results they will offer
for digital recruitment. It is vital to be accessible, but everything has to be perfectly balanced.
Digital recruitment is essential to bring a beneficial end, and it must not become an end in
itself. If this happens, your recruiting teams will have to spend more time on managing such
online channels and spend less time to actually recruit talent. Search for the top platforms that
work best for you and check how they can be used in a scalable way to shortlist, search, and
select candidates.

5. Employ Customized Digital Strategies:

Every company has its own, unique digital recruitment plan that clearly defines its goals.
Anything that might work best for your competitors, may not work the best for you. For this
reason, it is of utmost importance to customize the recruitment plan to your business and its
related goals.

For example, your competitors might be using Instagram to examine a candidate’s account.
But this may not work in a similar way for you especially if your target audience is not
engaging on that particular channel. Therefore, it is best to plan a customized strategy for
your business. There are infinite combinations available and only an organization that know
its target audience and goals better can create a customized strategy that meets its
requirements.

6. Couple It with the Latest Technologies:

Your digital recruitment strategy is incomplete if it is not supported with adequate

technologies. Hiring managers can utilize a recruitment management system to post job
openings on their website and on innumerable job boards, rank applicants, and screen. Also,
they must integrate digital recruitment with human resource management tools for hassle-free
and uninterrupted operations. Organizations can utilize online assessment tools for
identifying individuals who are high – performing and screen them by using convenient tests
that can be administered remotely. Moreover, there are many tools available that can let
recruiters determine passive candidates or those who are presently not planning a job change.
Organizations who are relying on checklists of college degrees and those who possess
experience in screening candidates are greatly finding the approach redundant.

7. Synchronize Everything:

The different recruiting strategies have to work in harmony. When you digitize the recruiting
strategy, you must ensure that any transformation to the process must make it easier for
applicants. You must make the entire experience enhanced for applicants, no matter from
where they access the site. The candidates must not struggle while viewing the profile or
finding details of the company. They must submit applications or express interest of any kind.
It is essential to use the same theme on all social media platforms, like the same banners,
icons, and company branding to support quick recognition. It is mandatory that the
information you share is consistent across all platforms.

8. Keep Into Consideration the Future Requirements:

Time has altered and presently modern recruiting strategies are already being used by
companies and organizations. By not using such techniques, organizations are not just
offering opportunities to others to attract quality talent, but also offering a chance to reduce
the burden on hiring experts. Candidates evaluate each and everything and would like to fetch
every detail when making purchase decisions. Hence, any organization who is unable to hit
multiple channels to catch the attention, engage them, and eventually alter them with a
convenient application process will find it difficult to hire the best talent.

2.2 OBJECTIVES:

1. To understand the trends and practices of e-Recruitment in the recruitment process of a

company
2. To compare the traditional recruitment process with e-Recruitment and also discuss the
advantages and disadvantages of e-Recruitment
3. To analyse the potential of e-Recruitment and the challenges faced by it.
4. To analyse the recent trends of Recruitment practices

2.3 PROBLEM STATEMENT:

1. Attracting the right candidates
2. Engaging qualified candidates
3. Hiring fast
4. Using data-driven recruitment
5. Building a strong employer brand
6. Ensuring a good candidate experience
7. Recruiting fairly
8. Creating an efficient recruiting process

2.4 NEED AND SCOPE OF THE STUDY:

It will be useful for the E-recruiters to focus on the limitation of it and problems associated, with the
aim of eliminating the discrepancies and effectively implementing E-recruitment.
2.5 RESEARCH METHODOLOGY:
Definition of Research
Research is an organized and systematic way of finding answers to questions.
1. Sources of Data Collection
Primary and secondary sources of data were gathered for the research. Primary source of data was
collected through the use of questionnaires and survey interviews. The secondary sources of
information were collected from past research work, books, journals, articles, internet search, etc.
2. Methods for collecting Primary Data:
In collecting data for the study, questionnaire and direct interview methods were employed. The
questionnaire was used to ensure that only relevant questions were asked and also to ensure that
the questions were properly structured.
3. RESEARCH METHODOLOGY
Data Collection Tool The questionnaire was the only tool used to collect data. Likert type (close
ended) questionnaire was employed to generate data. The importance of the use of close ended
questions was to avoid delays in responding to the questionnaire, thus enabling the respondents
who had busy schedules to respond quickly. Another reason for using close ended questions was
that coding of close ended questions did not take much time as compared to open ended questions/
and also for testing hypothesis.
4. Sampling
A sample of hundred (100) respondents were drawn from thirty (30) multinational companies
located in our country. Convenience sampling technique has been used to derive data from different
levels of employees.
2.6 LIMITATIONS:
1) Sample constraint.
2) Time constraint.
3) Respondents did not take the questionnaire method seriously.
4) Respondents were very much reluctant in answer the question.
 CHAPTER 3
3.1 LITERATURE REVIEW

1. Author name:

Varun Shenoy, P. S. Aithal

Title/ abstract:Literature Review on Primary Organizational Recruitment
Sources

The process of recruitment is a primary method of people absorption function in any

organization. Various companies small and big, strategize and adopt various tactics in
choosing the right source of recruitment or hiring quality professionals on to their
workforce. Therefore, this research aims to investigate or enquire the various research
literature published on various main recruitment methods implemented in company's
recruitment process or function. In this paper, the resultant outcomes based on last 20
years literature investigation are discussed in detail through a systematic review.
Accordingly, the relevant resultant outcomes post the literature investigation is
published by making suggestions for sustenance in the industry.
Year and mode of publications:
International Journal of Management, Technology, and Social Sciences (IJMTS),
3(1), 37-58. (2018).

2. Author name:
M Kroezen, G Dussault, I Craveiro, M Dieleman
Title/abstract :
Recruitment and retention of health professionals across Europe: A literature review
and multiple case study research:
Many European countries are faced with health workforce shortages and the need to develop
effective recruitment and retention (R&R) strategies. Yet comparative studies on R&R in
Europe are scarce. This paper provides an overview of the measures in place to improve the
R&R of health professionals across Europe and offers further insight into the evidence base
for R&R; the interaction between policy and organisational levels in driving R&R outcomes;
the facilitators and barriers throughout these process; and good practices in the R&R of health
professionals across Europe. The study adopted a multi-method approach combining an
extensive literature review and multiple-case study research. 64 publications were included in
the review and 34 R&R interventions from 20 European countries were included in the
multiple-case study. We found a consistent lack of evidence about the effectiveness of R&R
interventions. Most interventions are not explicitly part of a coherent package of measures
but they tend to involve multiple actors from policy and organisational levels, sometimes in
complex configurations. A list of good practices for R&R interventions was identified,
including context-sensitivity when implementing and transferring interventions to different
organisations and countries. While single R&R interventions on their own have little impact,
bundles of interventions are more effective. Interventions backed by political and executive
commitment benefit from a strong support base and involvement of relevant stakeholders.

Year and mode of publications:

Health Policy( Volume 119, Issue 12),  December 2015, Pages 1517-1528

3. Author name:
Y Melanthiou, F Pavlou
Title/abstract :
The Use of Social Network Sites as an E-Recruitment Tool

The purpose of this article is to present an initial exploratory investigation on e-recruiting and
the role of social network sites (hereafter SNSs) during the process. Particularly, the aim is to
identify if companies use social media during their recruitment processes to attract and screen
applicants. Three critical elements guided the research: the use of social media to attract and
screen applicants; the legal implication of e-recruitment and social network screening; and
the possibility of using e-recruitment as the main hiring strategy. Beyond the information
generated through the literature review, primary data were collected from Cypriot
organizations. The findings of this research endeavor indicate that the online recruitment
method has a lot of benefits but also pitfalls of which recruiters should be aware.
Furthermore, it seems that the contemporary practice of employee screening through social
media can highly affect the hiring decision and legal implications are likely to arise with the
wrong use of information. On the contrary, a well-designed system and strategic utilization of
available information about potential candidates may significantly assist the recruitment of
employees with the most suitable skills and competencies.

Year and mode of publications:

Journal of Transnational Management Volume 20, 2015 - Issue 1

4. Author name:
M.H. Onik 1 ; M.H. Miraz 2 ; Chul-Soo Kim 
Title/abstract :
A Recruitment and Human Resource Management Technique Using Blockchain Technology
for Industry 4.0:
Application of Information Technology (IT) in the domain of Human Resource
Management (HRM) systems is a sine qua non for any organization for successfully adopting
and implementing Fourth Industrial Revolution (Industry 4.0). However, these systems are
required to ensure non-biased, efficient, transparent and secure environment. Blockchain, a
technology based on distributed digital ledgers, can help facilitate the process of successfully
effectuating these specifications. A detailed literature review has been conducted to identify
the current status of usage of Information Technology in the domain of Human Resource
Management and how Blockchain can help achieve a smart, cost-effective, efficient,
transparent and secure factory management system. A Blockchain based Recruitment
Management System (BcRMS) as well as Blockchain based Human Resource Management
System (BcHRMS) algorithm have been proposed. From the analysis of the results obtained
through the case study, it is evident that the proposed system holds definite advantages
compared to the existing recruitment systems. Future research directions have also been
identified and advocated.
Year and mode of publications:
for equity in …, 2016 - equityhealthj.biomedcentral.com

5. Author name:
ES Rice, E Haynes, P Royce
Title/abstract :
Social media and digital technology use among Indigenous young people in
Australia: a literature review:
Introduction
The use of social media and digital technologies has grown rapidly in Australia and around
the world, including among Indigenous young people who face social disadvantage. Given
the potential to use social media for communication, providing information and as part of
creating and responding to social change, this paper explores published literature to
understand how Indigenous Australian youth use digital technologies and social media, and
its positive and negative impacts.

Methods
Online literature searches were conducted in three databases: PubMed, Google Scholar and
Informit in August 2014; with further searches of additional relevant databases (Engineering
Village; Communication & mass media complete; Computers & applied sciences complete;
Web of Science) undertaken in May 2015. In addition, relevant literature was gathered using
citation snowballing so that additional peer-reviewed and grey literature was included.
Articles were deemed relevant if they discussed social media and/or digital technologies and
Indigenous Australians. After reading and reviewing all relevant articles, a thematic analysis
was used to identify overall themes and identify specific examples.

Results
A total of 22 papers were included in the review. Several major themes were identified about
how and why Indigenous young people use social media: identity, power and control, cultural
compatibility and community and family connections. Examples of marketing for health and
health promotion approaches that utilize social media and digital technologies were
identified. Negative uses of social media such as cyber bullying, cyber racism and the
exchange of sexually explicit content between minors are common with limited approaches to
dealing with this at the community level.

Year and mode of publications:

for equity in …, 2016 - equityhealthj.biomedcentral.com