SUMMER TRAINING PROJECT REPORT

Submitted in partial fulfillment of Master of Business Administration

Session- 2019-2021

A study on “Recruitment & Selection” at Enable Employability Excellence Pvt.

Ltd.

Submitted By

Sakshi Gupta

1908480700098

COMPANY GUIDE INTERNAL GUIDE

MR. NAQI ABBAS MR. ROHIT KARMAKAR

Director F​ ACULTY: PSITcom.

PRANVEER SINGH INSTITUTE OF TECHNOLOGY

Affiliated to DR.APJAKTU
 ​DECLARATION

I hereby declare that this submission is my own work. It contains no material previously published or written
by another person, nor has this material to a substantial extent been accepted for the award of any other
degree or diploma of the university or other institution of higher learning.

SAKSHI GUPTA

1908480700098
 ACKNOWLEDGEMENT

Research Project Report is the one of the important part of MBA program, which has helped me to

gain a lot of experience, which will be beneficial in my succeeding career. For this with an ineffable

sense of gratitude I take this opportunity to express my deep sense of indebtedness and gratitude to

Dr. Ashok Tiwari, Director, PSIT and Mr​. ​Durgesh Agnihotri HOD​, department of business

administration for their encouragement, support and guidance in carrying out the project.

I am very much thankful to, my Project Guide , Mr. Rohit Karmakar, Assistant Professor for his

interest, constructive criticism, persistent encouragement and untiring Guidance throughout the

development of the project. It has been my great privilege to work under her inspiring guidance.

I am also thankful to my Parents and my friends for their indelible Co-operation for achieving the

Goal of this study.

 EXECUTIVE SUMMARY

Today, in every organization personnel planning as an activity is necessary. It is an important

part of an organization. Human Resource Planning is a vital ingredient for the success of the
organization in the long run. There are certain ways that are to be followed by every
organization, which ensure that it has right number and king of people, at the right place
and right time, so that organization can achieve its planned objectives.

The objectives of Human Resource Department are Human Resource Planning, Recruitment
and Selection, Training and Development, Career planning, Transfer and Promotion, Risk
Management, Performance Appraisal and so on. Each objective needs special attention and
proper planning and implementation.

For every organization it is important to have a right person on a right person on a right job.

Recruitment and selection plays a vital role in this situation. Shortage of skills and the use of
new technology are putting considerable pressure on how employers about Recruiting and
Selecting staff. It is recommended to carry out a strategic analysis of Recruitment and
Selection procedure. Also training needs identification is necessary after selection process.

A formal definition states, “It is the process of finding and attracting capable applicants for
the employment. The process begins when new recruits are sought and ends when their
applicants are selected”.
 ​TABLE OF CONTENT

❖ CHAPTER 1: INTRODUCTION

● Introduction about the HRM sector

● Overview
● Objectives
● Scope
● Limitation
● Industry Profile

❖ CHAPTER 2: COMPANY PROFILE

● Programmes of Enable’s
▪ Industry Mentorship Programme for Employability
▪ Compus Mock Assesment Programme
▪ Employability Tools for students

● Competitors of Enable’s
● Founder
● Values of Enable’s
● SWOT analysis
 ❖ CHAPTER 3: LITERATURE REVIEW

● Review of Literature
● Statement of the research objective

❖ CHAPTER 4: RESEARCH METHODOLOGY

● Research Methodology
● Research Design
● Sample (Technique)

❖ CHAPTER 5: SECONDARY DATA RESEARCH

▪ Case study
▪ Article

❖ CHAPTER 6: FINDINGS

❖ CHAPTER 7: CONCLUSION

❖ CHAPTER 8: REFERENCES
CHAPTER 1 : INTRODUCTION
INTRODUCTION ABOUT THE HRM SECTOR

Human Resource Management is part of the organization that is concerned with the
‘people’ dimension. HRM can be viewed in one of two ways. First, HRM is a staff, or
support in the organization. Its role is to provide assistance in HRM matters to line
employees, or those directly involved in producing Organization’s goods and
services.HRM is a function of every manager’s job.

Whether or not one in a ‘Formal’ HRM department, the facts remain that to
effectively managers to handle the activities. Human Resource planning helps
determine the number and types of the people an organization needs. Recruitment
follows Human Resource planning and goes hand in hand with the selection process
by which organizations evaluate the suitability of the prospective candidates for the
job. Job analysis and job design specify the tasks and duties of jobs and the
qualifications expected from prospective job holders. The next logical step is to
select the right number of people the right type to fill the jobs. Selection involves two
broad gropes of activities:

(a) Recruitment

&

(b) Selection.

Recruitment and Selection needs Recruitment is the process of finding and

attractive capable applicants for employment. Whereas Selection is the process of
picking individuals with requisite qualifications and competence to fill jobs in the
organization. An organization large or small, profit or service oriented, the ultimate
aim is to achieve organizational goal. This achievement can only be possible through
skillful and management of power. Selection is a key component in the acquisition of
human resources. Without a reliable and erective selection mechanism, a business
can never flourish, especially in the present world market Economy, which is fiercely
competitive. Usually after successful completion of recruitment, selection and
induction process the new employee must be developed to better fit the job and
organization. Human Resource Management Determined Recruitment and Selection
needs Job Analysis Document.
RECRUITMENT & SELECTION

​Recruitment and selection constitutes a staffing

function of management. Scientific selection ensures right man for the right job. For
creating team of efficient, capable and loyal employees, proper attention needs to be
given to scientific selection of managers and other employees. The conventional
approach of selection managers in a casual manner is now treated as outdated and
is being replaced by scientific and rational approach, deciding who should hire under
the employment rule of the organization for the short and long- term interests of the
individual employee and the organization.

Recruitment and selection is the process of getting human resources into

organizations, departments, sections and jobs use. What might be an even more
useful definition of recruitment is that about the art of discovering and procuring
potential applicants for actual and anticipated vacancies in the organization. This
definition has introduced the concept of ‘art’ which is about the soft skills of
management, some of which might be a natural talent of some managers or
acquired through specialized training. The use of the word ‘discover’ emphasizes
effective recruitment, a process that involves exploration which require specialized
methods and techniques, short of which no ‘discovery’ of potential people for the job
can be made. Usually, recruitment and selection depends on the organization’s
policy guiding recruitment and Page 119 selection. The basic principle in selection is
"right man for the right job" and can be achieved only through scientific recruitment
and selection. This is because the ability of an organization is determined to a great
extent by the ability of its workforce. The old belief that capital was fundamental to
the progress of the organization and does not hold good any longer as employers
around the world have begun to believe that a smart workforce is the key to the
success of an organization.
RECRUITMENT

Recruitment means an activity which refers to the discovery and development of workers
and employees in the enterprise at the time they are required. It involves locating,
maintaining and contacting the sources of man power. The recruitment has been defined by
many eminent authors as under:

In the words of Flippo, “Recruitment is the process of searching for prospective employees
and stimulating and encouraging them to apply for jobs in the organization.

According to Dale Yoder, “Recruitment is a process to discover the sources of manpower to

meet the requirement of the staffing schedule and to employ effective measures for
attracting that manpower in adequate numbers to facilitate effective selection of an
efficient working force.

In short recruitment is the process of searching for prospective employees and stimulating
them for jobs in the organization, Thus, the recruitment of employees involves the
identification of the sources of personnel, evaluation of different sources available,
selection of a particular source and stimulating the prospective candidates to apply for the
job so that right candidates may be obtained for right job.

Recruitment Process

The recruitment and selection is the major function of the human resource department.
Recruitment process is the first step towards creating the competitive strength and the
strategic advantage for the organizations. In an ideal recruitment programme, individuals
responsible for the recruitment process must know how many and what types of employees
are needed, where and how to look for individuals with the appropriate qualification and
interests, what inducements to use or to avoid for various types of applicant groups, how to
distinguish applicants who are unqualified from those who have a reasonable chance of
success and how to evaluate their work.5Recruitment process involves a systematic
procedure from sourcing the candidates to arranging and conducting the interviews and
requires many resources and time.
 RECRUITMENT PROCESS STEPS

Recruitment Planning

Strategy Development

Searching the candidates

Screening the Candidates

Evaluation & Control

Sources of Recruitment
It is essential to organization that develops the different sources of recruitment, when the
organization is successful in gathering a large application pool, it can adopt a rigorous procedure in
choosing the best employees without compromising on quality. However, there is no single
combination of resources and methods that will work well for all organization.

The various sources of recruitment can be broadly classified into two categories:

A. Internal Recruitment

B. External Recruitment.

Most organizations depend upon both the sources. The relative emphases may differ from
enterprise to enterprise depending upon the following factors.

1.Training programme of the enterprise whether it prefers trained persons or wants fresh
candidates to be trained by itself.

2. The level of specialization and training required for employees.

3. Management policy towards recruitment whether it prefers internal or external sources.

4. The need for originality and initiative required from employees

5. Trade union’s attitude towards management’s recruitment policy.

Internal Sources​:

Internal sources of recruitment consist of personnel already working in the enterprise. Many
organizations fill job vacancies through promotions and transfer of existing staff and it also refers to
filling open jobs with the current employees of the organization. It is a process designed to create
sufficient interest among the current employees to cause them to formally indicate an interest I a
given position. The position applied for may represent a promotion, transfer or even demotion in the
organization.

​Internal sources​:

The main sources of internal recruitment are as follows

1.Present Employee​: The most common source of internal recruitment is through existing
employees of organization.

Generally, the organization maintains the inventories of qualifications to choose employees for
suitable vacancies. The usual method of creating a pool of internal application through job posting.
The evaluate job opportunities relative to their skill, experience, interests and career goal.
Promotions and transfers from present employees are example of internal sources of recruitment.

2. Employees Referrals​: It is also a good source of internal recruitment. Employee develops good
prospects for their families and friends by acquainting them with the advantages of a job with the
company furnishing letters of introduction and even encouraging them to apply. This source is an
effective source of recruiting because many qualified people are reached at a very low cost to the
organization. A major limitation of employee’s referrals is that the referred individuals are likely to
be similar in type to those who are already working in the organization.

3. Former Employees​: Former employees are another internal source of recruitment. Some retired
employees may be willing to come back to work on a part time basis or recommend someone who
would be interested in working for the company. Sometimes people who have left the company for
some reason or the other are willing to come back and work. An advantage of this source is that the
performance of these people is already known.

Merits of Internal Sources​:

Internal recruitment offers the following advantages.

a) It keeps employees happy and in high morale.

b) It creates a sense of security among employee.

c) Employees know that they stand the chance of promotion to higher positions. This induces them
to work harder so as to prove their worth.

d) Internal recruitment ensures continuity of employment and organizational stability.

e) Prospects of transfer to new posts inspire employees to keep on adding to their knowledge and
experience which leads to their development.

f) Filling of vacancies from internal source is quite economical and convenient. No time and money
is to be spent on advertisement, tests and interview because the knowledge and skill of employees
are already known. There is no need for orientation of employees for preparing them for the new
job.

Demerits of Internal sources​:

Internal recruitment suffers from the following drawbacks:

a) Existing employees may not be fully qualified for the new job. Required talent may not be
available among the present staff.

b) All vacancies cannot be filled through internal sources. The enterprise has to depend upon outside
sources for entry level jobs.

c) Internal candidates become accustomed to the company’s work patterns and as such may lack
originality and fresh outlook. Therefore, internal recruitment involves in breeding of ideas.

d) This method narrows the choice and denies the outsiders an opportunity to prove their worth.

External Sources​:

The main sources of external recruitment are as follows

 1. Advertising​: Advertising in newspapers and journals is the most popular source of recruitment
from outside. It is a very convenient and economical method for different types of personnel.
Detailed information can be given in the advertisement to facilitate self-screening by the candidates.
If necessary, the enterprise can keep its identity secret by giving a post box number.

2. Educational Institutions​: Universities, colleges and institutes of higher education have become a
popular source of recruitment of recruitment for engineers, scientists,. Management trainees,
technicians, etc. Business concerns may hold campus interviews and select students for final
interview at their offices. Universities and institutes generally run placement bureaus to assist in
recruiting students. But educational institutions provide only young and inexperienced candidates.

3. Personnel Consultants​: A consulting firm is a specialized agency which helps client companies in
recruiting personnel. It serves as an intermediary between the enterprise and the jobseekers On a
requisition form a client company, it advertises the vacancy and receives applications. It may pass on
the applications to the client company or may conduct tests and interview of the candidates, It
charges fee from the client company. This source is generally used for recruiting executives.

4. Jobbers and Contractors​: These are sources of recruitment for unskilled and manual labour. They
have close links with towns and villages for this purpose.

5. Employment Exchanges​: Public employment exchanges are important sources of recruitment of

personnel. Job seekers register their names with these exchanges. Employers notify job vacancies to
these exchanges that pass on the names of suitable candidates to the employers.

6. Leasing:​ This method is often used by public sectors organizations. Under it personnel from civil
services, defense services and private sector are employed for specific periods due to shortage of
managerial personnel.

7. Unsolicited Applicants​: Due to unemployment problem in India business concerns receive a large
number of unsolicited candidates at the main gate or through mail. Such jobseekers may be
considered for causal vacancies or for preparing a waiting list for future use.

Merit of External sources​:

The main advantages of external recruitment are as follows:

a) Wide choice​: The enterprise can choose the best personnel from among a large number of
applicants.

b) Fresh Outlook​: Candidates recruited from external sources bring originality and fresh viewpoint.
They are free from the in-built preferences and prejudices.

c) Varies Experience​: The enterprise can secure candidates with varies and broader experience.

Demerits of External sources

External sources of recruitment have the following disadvantages:

 a) Danger of Maladjustment: Some candidates chosen from outside may fail to adjust themselves to
new environment. They may be irritable, quarrelsome or suspicious. They may have to be
terminated and replaced.

b) Expensive: Greater time and money have to be spent on advertising, tests and interviews of
external candidates, cost of inductions of new personnel.

c) Heart-burning: External recruitment creates heart-burning and demoralization among the existing
personnel.

d) Sense of Insecurity: Recruitment from outside creates a sense of insecurity among the present
staff. The staff may refuse to co-operate fully with the enterprise.

Recruitment is marketing tool as well as a social relational exercise. While hiring people, the
organizations are going out into their outside environment and facing cut throat competition with
others for apt candidates. Therefore, it should be carried out in a manner that retains or increases
the image and goodwill of honest and objective recruitment policies and procedures would bring
the image of the companies into the peak elevation of corporate world.

There must be a definite and well defined procedure for making the selection of employees in the
enterprise. The procedure of selection is the, series of steps through which the employees are finally
selected for the enterprise. The selection procedure must be prepared in the manner that more and
more information may be made available about the candidates so that the selection of best
employees may be made. There cannot be any definite selection procedure applicable to all
enterprises. However, the common, steps of selection procedure are as follows:

1. Acceptance of Application Forms:​ First of all applications are invited from the prospective
candidates. These applications may be invited through advertising the vacancies in News Paper,
Magazine, Employment Exchange, School and Colleges, Training Centers, Labour Unions and
other Educational Institutions etc. These applications may be invited on plain paper or on the
prescribed forms which may be issued by the enterprise. The candidates are advised to give the
relevant information in these application forms. These applications provide a record of
qualification, experience etc., of the candidates.

2. Analysis of Application Forms​: A date is declared as the last submitting the application forms.
After this date all the applications received for a post and analyzed in detail. the applications
which are incomplete or which do not meet the requirement of post are set aside and the
applicants of remaining applications are further invited for different tests and interviews etc.

3. Conducting Employment test:​ The selected candidates, the basis of their applications are called
for employment tests. These tests may be of the following types:
Intelligence Tests: Intelligence tests are meant to measure the mental ability of an individual
in terms of his memory, vocabulary, reasoning etc. these tests measure the power of
understanding of the candidates. It is a very common test used in the selection procedure
these days.
 Personality Tests: Personality tests aim at testing the nature, habit, emotion, maturity and
temperament of the candidates. These tests are helpful in deciding the spirit of groupies and
feeling of mutual co-operation.

Aptitude Tests: Aptitude tests are the test which measures the capacity and potentiality for
learning the skills required for the job. These tests are very helpful in forecasting the success
of candidates on a particular job.

Job Tests: These tests measure the level of efficiency and skills of the candidates required for
a particular job. For example, the candidates required for the posts of typist may be asked to
type some material. By this the speed test of typing and accuracy in typing may be judged.

Interest Tests: These are designed to evaluate the likings and disliking of the candidates for
different situations and different occupations. These tests are helpful in determining the
jobs suitable to the individual candidates.

Employment tests are becoming very popular device of making the selection of best candidates for
different posts. These tests help in measuring certain factors of the personality of the candidates.

4. Interview​: The candidate selected in employment tests are invited for interview. The main
object of interview is to find out of whether an individual candidate is suitable for a particular
job or not. Face to face interview is the most important step of the selection procedure. It helps
in judging the personality, ability, capability and the temperament of the candidates. It also
provides an opportunity to check the information given by the candidates in their application
forms. It provides the opportunity to the enterprise to understand the candidates thoroughly. It
also provides the opportunity to the candidates to understand the organization and the job. In
this way, it is a process of two way communication.
Interview must be conducted in a friendly, congenial atmosphere. Frank free and friendly
discussion must be held at the interview. The atmosphere of the interview must be such that
the candidates may feel easy and may express their ideas and opinions freely and frankly. All the
questions related to the educational qualifications, experience, general knowledge, attitude
character, health, family background, hobby etc., must be asked the candidates so that
complete information may be obtained about them. On the other hand, complete information
must be given to the candidates about the organization also.

5. Selection by the Supervisor​: Candidates selected in the interview must be referred to the
supervisor for final selection. If the supervisor feels satisfied, the candidates are selected. If the
supervisor is a member of the interview board, this step of referring the candidates to the
supervisor is not required.
6.Medical Examination​: After making the selection of the candidates they are checked by a
reliable doctor or by a board of doctors to check their health. The main object of medical
examination is to check whether the selected candidates are physically capable or not to
perform the required job. The candidates which are declared medically unfit are rejected.

7. Issue of Appointment Letters​: The candidates, who are approved in the medical examination
also, are issued the appointment letters. These appointment letters must contain all the
necessary information relating to their posts, period of probation scale, terms of appointment
etc. these letters must also mention the date by which the candidates should join the firm.

8. Arrangement of Training​: Necessary arrangements are made for providing training to the
selected candidates, if necessary. The nature of training and the period of training depend upon
the nature job. Training increasing the efficiency and morale of the selected candidates.

9. Allotment of Work​: When the employees are trained, the work is allotted. The allotment of
work must be made keeping in view the capacity, the ability, the past experience and the taste
of candidates. The main point to consider while making the allotment of work must be the ‘Right
man for the right job and right job for the right man.

10. Flow Up​: After making the allotment of the work to the employees, it is followed up. Under
this process, the supervisor checks whether the employees are doing their test work according
to the instructions issued to them or not. If not, necessary instructions and directions are given
to them.
SELECTION
Selection is the process of carefully screening the candidates who offer themselves
for appointment so as to choose the most suitable persons for the jobs that are to be
filled. It is the process of matching the qualifications of candidates with the
requirements of jobs to be filled. The recruitment has been defined by many eminent
authors as under:

In the words of Dale Yoder,

“Selection is the process by which candidates are divided into two classes-those who
will be offered employment and those who will not?”

According to O.Donnell​,

“​Selection is the process of choosing from among the candidates, from within the
organization or from the outside, the most suitable person for the current position or
for the future position.”

Selection process divides the candidates into two categories those who will be
offered employment and those who will not be. This process could be called
‘rejection’ because more candidates may be turned away than hired. It is a process
of weeding out unsuitable candidates. It is for this reasons that selection is often
described as a negative process in contrast with the positive nature of recruitment.

Selection process divides the candidates into two categories those who will be
offered employment and those who will not be. This process could be called
‘rejection’ because more candidates may be turned away than hired. It is a process
of weeding out unsuitable candidates. It is for this reasons that selection is often
described as a negative process in contrast with the positive nature of recruitment.
SELECTION PROCESS
The selection procedure is, concerned with securing relevant information about an
applicant. This information is secured in a number of steps or stages. The objective
of selection process is to determine whether an applicant meets the qualifications for
a specific job and to choose the applicant who is most likely to perform well in that
job.

The hiring procedure is not a single act but it is essentially a series of methods or
steps or stages by which additional information is reduced about the applicant. At
each stage, facts may come to light which may lead to the rejection of the applicant.
A procedure may be compared to a series of successive hurdles or barriers which an
applicant must cross. These are intended as screens, and they are designed to
eliminate an unqualified applicant at any point in the process.

According to Yorder,

​The hiring process is of one or many ‘go, nogo’ gauge. Candidates are
screened by the application of these tools. Qualified applicants go on to the next
hurdle, while the unqualified are eliminated. Thus, an effective selection programme
is a nonrandom process because those selected have been chosen on the basis of
the assumption that they are more likely to be ‘better’ employees than those who
have been rejected.

Selection processes or activities typically follow a standard pattern, beginning with

an initial screening interview and concluding with the final employment decision. The
traditional selection process includes, preliminary screening interview, completion of
application form, employment screening interview, completion of application form,
employment tests, comprehensive interview, background investigations physical
examination and final employment decision to hire
 SELECTION PROCESS STEPS

Preliminary Interview

Blank Application

Sceening of Applicants

Selection Tests

Selection Interview

Checking References

Medical Examination

Final Selection

Placement
OBJECTIVES OF STUDIES

The primary objective of this internship report is to scrutinize the recruitment and
selection practices of Enable Employability Excellence.

Following are the specific objectives of the report:

Discuss in detail the recruitment and selection procedures in Enable

Employability Excellence.

Determine the employee’s perception of the recruitment and selection

practices in Enable Employability Excellence.

Identify the problems in the recruitment and selection procedures in Enable

Employability Excellence.

Discover improvements that can be made in the recruitment and selection

procedures in Enable Employability.
SCOPE OF THE STUDY

Meeting the demands of today s changing business environment requires building an

efficient staff for high growth organizations, attracting and retaining the right talent is
critical. By adding the right players to the team it will have a source of competitive
advantage. attracted the wrong talent and it will have difficulty in meeting the
strategic objectives. The first challenges is to generate a labour pool that is large
enough for the company to draw on when searching for top talet The second is to
develop an effective process for screening and selecting the best candidates. But
finding and keep quality employees can pose a challenge. It is difficult for the
companies to find a large number of efficient candidates, and attract them 'to
apply for Jobs.

Reduces Cost of Selection.

By adopting a good recruitment and selection process the company can reduce the
cost in selecting the prospective candidates.

Motivated employees

:Motivated employed can be brought in by the effective recruitment strategies.

Reduction in Training expenses.

Training expenses can be reduced when the company's recruitment and selection
process Good. The candidates attracted will be efficient and the suitable candidate
for the job will he selected. Because of his efficiency the candidate may not require
additional training for his better performance. This reduces the training expenses.

Employee turnover.

Employee turnover can be reduced when the right candidates is selected in the right
position. There will be job satisfaction which in turn reduces the employee turnover
and enhances the productivity. More work can be done at less cost.

The need of the study is to offer new and improved measures and strategies of
recruitment and selection process to IVRCL Infrastructure & Projects Limited. This
report is an attempt to delve into the area of 'Recruitment and SELECTION and offer
strategies customized for IVRCI Infrastructure & Projects limited. This study will be
helpful to the juniors and will worl as a guide to them.
LIMITATIONS

The limitations I had faced while preparing my internship report in Enable

Employability Excellence were as follows​:

Confidentiality
​Confidentiality of information was an important barrier that I faced while preparing
this internship report. Every organization has their own confidential information which
they maintain, since revealing sensitive information to outsiders could be harmful for
the business. While preparing this report, I sometimes faced restriction from my
supervisor regarding the disclosure of sensitive information of the buying house.

Time Constraint
​Time constraint was a major factor in preparing this internship report. Collecting the
information within a short frame of time and preparing an internship report based on
the results of the research was very time consuming. Furthermore, I had to spend at
least 8 hours doing office work while, simultaneously preparing this internship report.
 INDUSTRY PROFILE

CAREER GUIDENCE

The word “guidance” originated back in the 1530s, and is defined as the process of
directing conduct. Career guidance can be defined as a comprehensive,
developmental program designed to assist individuals in making and implementing
informed educational and occupational choices. In simple words, it is a journey on
which people develop to make mature and informed decisions. It is the act of guiding
or showing the way; it is the act of seeking advice.

Career guidance is the guidance given to individuals to help them acquire the
knowledge, information, skills, and experience necessary to identify career options,
and narrow them down to make one career decision. This career decision then
results in their social, financial and emotional well-being throughout​.

A career guide is a group that provides guidance to people facing a variety

of career challenges. These challenges may include (but are not limited to) dealing
with redundancy. seeking a course; finding colleges; new job; changing careers;
returning to work after a career break; building new skills; personal and professional
development; going for promotion; and setting up a business. The common aim of
the career guide, whatever the particular situation of the individual being guided, is
normally to help that individual gain control of their career and, to some extent, their
life.

TERMINOLOGY

There is considerable variation in the terminology that is used worldwide to describe

this activity. In addition to the linguistic variation between US English
(counseling​)​ and British English (counselling), there are also a range of alternate
terms which are in common use. These include: career guidance; career coaching;
guidance counselling; personal guidance; career consulting and a range of related
terminologies. This frequently leads writers and commentators to combine multiple
terms e.g. ​career guidance and counselling​ to be inclusive.​[2]​ However, care should
be exercised when moving from one terminology to another as each term has its
own history and cultural significance. An alternate term is 'career guidance'. This
term is sometimes used as a synonym for career counselling, but can also be used
to describe a broader range of interventions beyond one-to-one counselling​.
HISTORY & NEW APPROCHES

​Career counselling has a long history going back to at least as far as the late
nineteenth century. An important defining work for the field was Frank
Parsons' ​Choosing a Vocation​ which was published in 1909. Parsons was strongly
rooted in the American progressive social reform movement, but as the field
developed it moved away from this origin and became increasingly understood as a
branch of counselling psychology.

While until the 1970s a strongly normative approach was characterised for theories
(e.g. of Donald E. Super's ​life-span approach)​ and practice of career counseling (e.g.
concept of ​matching​), new models have their starting point in the individual needs
and transferable skills of the clients while managing biographical breaks and
discontinuities. Career development is no longer viewed as a linear process which
reflects a predictable world of work. More consideration is now placed on nonlinear,
chance and unplanned influences.

This change of perspective is evident in the constructivist and social constructionist

paradigms for career counselling. The constructivist/social constructionist paradigms
are applied as narrative career counseling that emphasizes personal stories and the
meaning individuals generate in relation to their education and work.

Postmodern career counselling is a reflective process of assisting clients in creating

self through writing and revising biographical narratives taking place in a context of
multiple choice from a diversity of options and constraints. The shift moves from
emphasizing career choice to empowering self-affirmation and improving decision
making. Recently this approach is widely applied in Australia such as in Athlete
Career and Education (ACE) program by Australian Sports Commission and Scope
for artists by Ausdance​.
CHAPTER 2 : COMPANY PROFILE
‘​ENABLE EMPLOYABILITY EXCELLENCE PRIVATE LIMITED’ is a platform for bridging the
employability gap among young graduates and post graduates. Our programs are rooted in
a deep understanding of the employability problem by considering multiple perspectives
such as those of the employers, academia, students and policy makers.

We are single-mindedly committed to the cause of tackling the depressing employability

situation in India. ENABLE EMPLOYABILITY EXCELLENCE PRIVATE LIMITED will not be
engaging in any activity which doesn’t have a direct positive impact on the Employability
Situation in India.

Our model envisages dual track engagement with the students: directly as well as through
their colleges. The partner institutes can range from MBA institutes to Engineering colleges
to colleges for Science and Commerce vocations​. 

Our PURPOSE is “Lifelong Employability for All” 

 

OBJECTIVES 
 
Our objectives are derived from our purpose of “Lifelong Employability for All” 
 
● Continually refine our ​understanding​ of the Employability Problem through periodic and 
structured engagement with all stakeholders.
 
● Play back​ the ‘Industry Expectations’ to the Academia and Students. Incorporate these 
expectations in all our programs.
 
● Wherever possible, influence the policymaking bodies to incorporate the ‘Industry 
Expectations’ into academic ​curricula.
 
 ● Channelise the energy of our youth of our country towards a purposeful ​career​. Help 
them make an informed choice in synch with their ability, rather than blindly following the 
‘trends’.
 
● Provide a quantifiable measure of ​Employability Readiness ​to the students through 
mock assessments.
 
● Provide a ​platform for practising professionals​ to engage with the student community 
without having to compromise on their work commitments.
 
 
ENABLE’S TEAM 
Enable firmly believe that such a large-scale issue can be best addressed through active
participation of all stakeholders. Therefore, for us, anyone who contributes towards the
Employability mission is a colleague​ ! 

INDUSTRY MENTORS 

Participation of practising professionals from a broad spectrum of Industry is a key feature 

of our Employability Mission. Subject matter expertise coupled with a passion to mentor is 
our criteria for selecting the Industry Mentors. The Industry Mentors empanelled with us are 
alumnus of premier educational institutes and hold positions of responsibility in some of the 
most reputed organizations. 

   
 PROGRAMMES OF ENABLE

INDUSTRY MENTORSHIP PROGRAM FOR EMPLOYABILITY

The objective of this program is to equip the students with employability skills, 
knowledge and ability. This is done through an intensive 2 day monthly engagement 
spanning over 10 months . In this program, the students will discover their strengths 
and areas of improvement through periodic assessments on employability 
readiness index (ERI). The program thus curates a journey from where they currently 
are to their destination on dream careers. 

SALIENT FEATURES OF THE PROGRAM 

 
The approach adopted is a curriculum based, periodic interventions & industry led 
mode of mentorship program. These periodic interventions will be aimed at 
equipping the students with the knowledge, skills and abilities which have been 
identified as critical for employability. The salient features of the program are as 
follows: 

● Employability oriented ​curriculum​ providing exposure to Campus Selection Process, 

Industry Expectation, Domain Expertise & Latest global developments.
 
● Mentoring by Practising ​industry faculty
 
● Small Batch​ Size ( 20-25 students ) to enable focus on each participant
 
● Focus on each mentee through Customised ​Development Action Plans
 
● Periodic ​Assessments​ of Employability Readiness Index (ERI) to track the progress of 
eachmentee on key parameters relating to employability
 
● Continuous engagement ( ​monthly​ touch points ) allowing space for student to reflect, 
learnand implement. We believe that such an approach has a more sustained impact 
thanintermittent training interventions.
 

 
 
LEARNING OUTCOMES 
 
Through this course, students will be able to: 

● Discover their strengths and development opportunities

 ● Track their progress through employability readiness index and address the 
gaps in a programmatic way

● Develop winner mind-set in terms of acquiring a business acumen, creative 

thinking & high impact communication

● Learn how to research a company and leverage every opportunity towards 

gainful employment

● Practice critical talents and traits required for Getting a job like problem 
solving, learning agility, Communication, business math, sales, and 
negotiation.

● Understand the value of mentorship in the success of Entrepreneurs and their 

ventures

METHODOLOGY 
This program focusses heavily on development through intense one –on–one 
coaching and having live development plans. It uses state of art technological 
mediums, like videos, hangouts and other social platforms. The key strength of this 
is derived from working industry professionals who guide them continuously​. 

The Mentoring will be conducted through a combination of Classroom Lectures, 

Online Webinars, Self-study modules, Technology Enabled Platforms ( eg Mobile 
Apps, e-learning) and most importantly, one-on-one mentoring. 

CURRICULUM 
The key modules are as below: 

ERI – employability readiness index 

Coaching based on customised development plans 

Career anchors that help a student decide on the career option most suited for 
them 

Leveraging and milking internships 

Problem solving Techniques 

Domain skills: Application of Academic Concepts to real world problems 

Personal Branding 

● Portfolio making – to develop high impact perception

● Build your LinkedIn Presence

Campus Selection Process: Tutorial, Practice and Feedback on 

● Preparing a CV
● Researching a Company: nuances that students often miss out

● Content Driven Communication during Group Discussion, Extempore Speech 

& Interviews

● Mock Interviews

Managing Self 
 
● Coping with Change
● First Things First: Time Management

 
CAMPUS MOCK ASSESSMENT PROGRAM

It is a replica of the actual assessment done by the Industry. Through this program 
students can assess themselves as how prepared they are and what could be their 
area of improvement. 
Exercises : Numerical Ability, Verbal and Non Verbal Reasoning test, Domain Test, 
Group Discussion, Domain Specific Interview, Behavioral Interview 

● Conducted by Industry Panel

● Individual Feedback
● Duration: 1-2 days
 

 
 

 
  

CAMP PROGRAM STRUCTURE 

 
 EMPLOBILITY TOOLS FOR STUDENTS

PERSONAL BRANDING

INTERNSHIP
COMMUNICATION

 
NETWORKING
 COMPETITORS OF ENABLE’S 

Linkedln

Internshala

www.learningmatters.xyz

www.acadru.com

Mentor to Go

Prowisdom Growth

Career Net

Aspiring Minds

Up Grad

Khan Academy

wheeBox
 

FOUNDER

We, the founders, see our role as that of a nurturer. We have both given up our lucrative
corporate careers for this purpose and we stand firmly on the side of the solution​.

NAQI ABBAS 

 
Connect Naqi Abbas on Linked-in
 
Equipped with a Degree in Electronics Engineering.from Aligarh Muslim University, 
Naqi started his career as a Scientist in Defence Research & Development 
Organization (DRDO). 

He later did his Post-Graduate Diploma in Personnel Management & Industrial 

Relations (PGDPMIR) from XLRI Jamshedpur. 

He has worked in various Human Resource profiles at Dr.Reddy’s Labs and at 
CEAT Ltd. Some of his key contributions include implementation of Self Managed 
Teams, Introduction of HR best practices at CEAT Sri Lanka, Setting up HR 
processes for Halol Greenfield Radial Tyre plant, Design & Delivery of New 
Managers Program, e-learning etc, Setting up the HR processes for Greenfield 
Project at CEAT Bangladesh etc​. 
In June 2017, he quit his lucrative corporate career in order to focus full-time on 
mentoring the upcoming graduates. His last corporate assignment was as HR Head 
of one the API manufacturing plants in Dr Reddy’s Labs. 

Naqi is a regular speaker on the subject of ‘Employability’ at academic and industry 

forums . Bridging the gap between employment & employability is one of his key 
concerns. 

In his spare time, Naqi likes to get closer to nature through gardening and trekking. 

 
 

   
 VALUS OF ENABLE’S 

   
 SWOT ANALYSIS 

 
Consulting firms provide professional services to businesses. There is a lot of
competition among consulting firms to secure and maintain clients, and many factors
that lead a client to select one consulting firm over another. As such, it is helpful for
consulting firms to regularly assess the marketplace and their competitiveness in the
market. One tool for analyzing a firm’s competitive market position is the ​SWOT
analysis​. SWOT stands for ​Strengths, Weaknesses, Opportunities​ and ​Threats​.
This tool utilizes data to provide a realistic overview of the market and
competitiveness. The SWOT analysis of a firm can provide a snapshot of current
conditions for business.

Strengths

1. Strong Compliance.
2. Effective Candidate Screening.
3. Quality work.

Weaknesses

1. Slow Processes.
2. Small Client List.
3. Limited Services.
 Opportunities

1. New Industries.
2. Government Contracts.
3. Certifications.
4. Training.

Threats

1. Competitors.
2. New Technology

 
   

​CHAPTER 3 : LITERATURE REVIEW  

 

 
RECRUITMENT AND SELECTION IN ENABLE EMPLOBILITY EXCELLENCE

RECRUITMENT

Recruitment is described as the set of activities and processes used to legally obtain a
sufficient number of qualified people at the right place and time so that the people and the
organization can select each other in their own best short and long term interests.

RECRUITMENT PROCESS OF ENABLE

RECRUITMENT PLANNING

Recruitment planning is the first step of the recruitment process, where the vacant positions
are analyzed and described. It includes job specifications and its nature, experience,
qualifications and skills required for the job, etc.

Identifying Vacancy
The first and foremost process of recruitment plan is identifying the vacancy. This process
begins with receiving the requisition for recruitments from different department of the
organization to the HR Department, which contains −

● Number of posts to be filled

● Number of positions
● Duties and responsibilities to be performed
● Qualification and experience required
When a vacancy is identified, it the responsibility of the sourcing manager to ascertain
whether the position is required or not, permanent or temporary, full-time or part-time, etc.
These parameters should be evaluated before commencing recruitment. Proper identifying,
planning and evaluating leads to hiring of the right resource for the team and the
organization.

Job Analysis
Job analysis is a process of identifying, analyzing, and determining the duties,
responsibilities, skills, abilities, and work environment of a specific job. These factors help in
identifying what a job demands and what an employee must possess in performing a job
productively.
Job analysis helps in understanding what tasks are important and how to perform them. Its
purpose is to establish and document the ​job relatedness​ of employment procedures such
as selection, training, compensation, and performance appraisal.
The following steps are important in analyzing a job −

● Recording and collecting job information

● Accuracy in checking the job information
● Generating job description based on the information
● Determining the skills, knowledge and skills, which are required for the job
The immediate products of job analysis are ​job descriptions​ and ​job specifications​.

Job Description
Job description is an important document, which is descriptive in nature and contains the
final statement of the job analysis. This description is very important for a successful
recruitment process.
Job description provides information about the scope of job roles, responsibilities and the
positioning of the job in the organization. And this data gives the employer and the
organization a clear idea of what an employee must do to meet the requirement of his job
responsibilities.
Job description is generated for fulfilling the following processes −

● Classification and ranking of jobs

● Placing and orientation of new resources
● Promotions and transfers
● Describing the career path
● Future development of work standards
A job description provides information on the following elements −

● Job Title / Job Identification / Organization Position

● Job Location
● Summary of Job
● Job Duties
● Machines, Materials and Equipment
● Process of Supervision
● Working Conditions
● Health Hazards
Job Specification
Job specification focuses on the specifications of the candidate, whom the HR team is
going to hire. The first step in job specification is preparing the list of all jobs in the
organization and its locations. The second step is to generate the information of each job.
This information about each job in an organization is as follows −

● Physical specifications
● Mental specifications
● Physical features
● Emotional specifications
● Behavioral specifications
A job specification document provides information on the following elements −

● Qualification
● Experiences
● Training and development
● Skills requirements
● Work responsibilities
● Emotional characteristics
● Planning of career

Job Evaluation
Job evaluation is a comparative process of analyzing, assessing, and determining the
relative value/worth of a job in relation to the other jobs in an organization.
The main objective of job evaluation is to analyze and determine which job commands how
much pay. There are several methods such as ​job grading​, ​job classifications​, ​job
ranking​, etc., which are involved in job evaluation. Job evaluation forms the basis for salary
and wage negotiations.

Recruitment Strategy
Recruitment strategy is the second step of the recruitment process, where a strategy is
prepared for hiring the resources. After completing the preparation of job descriptions and
job specifications, the next step is to decide which strategy to adopt for recruiting the
potential candidates for the organization.
While preparing a recruitment strategy, the HR team considers the following points −

● Make or buy employees

● Types of recruitment
● Geographical area
● Recruitment sources
The development of a recruitment strategy is a long process, but having a right strategy is
mandatory to attract the right candidates. The steps involved in developing a recruitment
strategy include −
 ● Setting up a board team
● Analyzing HR strategy
● Collection of available data
● Analyzing the collected data
● Setting the recruitment strategy

Searching the Right Candidates

Searching is the process of recruitment where the resources are sourced depending upon
the requirement of the job. After the recruitment strategy is done, the searching of
candidates will be initialized.

Screening / Shortlisting
Screening starts after completion of the process of sourcing the candidates. Screening is
the process of filtering the applications of the candidates for further selection process.
Screening is an integral part of recruitment process that helps in removing unqualified or
irrelevant candidates, which were received through sourcing. The screening process of
recruitment consists of three steps −

Reviewing of Resumes
Reviewing is the first step of screening candidates. In this process, the resumes of the
candidates are reviewed and checked for the candidates’ education, work experience, and
overall background matching the requirement of the job
While reviewing the resumes, an HR executive must keep the following points in mind, to
ensure better screening of the potential candidates −

● Reason for change of job

● Longevity with each organization
● Long gaps in employment
● Job-hopping
● Lack of career progression

Conducting Telephonic or Video Interview

Conducting telephonic or video interviews is the second step of screening candidates. In
this process, after the resumes are screened, the candidates are contacted through phone
or video by the hiring manager. This screening process has two outcomes −
● It helps in verifying the candidates, whether they are active and available.
● It also helps in giving a quick insight about the candidate’s attitude, ability to answer
interview questions, and communication skills.

Identifying the top candidates

Identifying the top candidates is the final step of screening the resumes/candidates. In this
process, the cream/top layer of resumes are shortlisted, which makes it easy for the hiring
manager to take a decision. This process has the following three outcomes −

● Shortlisting 5 to 10 resumes for review by the hiring managers

 ● Providing insights and recommendations to the hiring manager
● Helps the hiring managers to take a decision in hiring the right candidate

Evaluation and Control

Evaluation and control is the last stage in the process of recruitment. In this process, the
effectiveness and the validity of the process and methods are assessed. Recruitment is a
costly process, hence it is important that the performance of the recruitment process is
thoroughly evaluated.
The costs incurred in the recruitment process are to be evaluated and controlled effectively.
These include the following −
● Salaries to the Recruiters
● Advertisements cost and other costs incurred in recruitment methods, i.e., agency
fees.
● Administrative expenses and Recruitment overheads
● Overtime and Outstanding costs, while the vacancies remain unfilled
● Cost incurred in recruiting suitable candidates for the final selection process
● Time spent by the Management and the Professionals in preparing job description, job
specifications, and conducting interviews.
.
SELECTION

​Selection is the process of choosing the most suitable candidate for the vacant position in
the organization. In other words, selection means weeding out unsuitable applicants and
selecting those individuals with prerequisite qualifications and capabilities to fill the jobs in
the organization.

SELECTION PROCESS OF ENABLE

​Preliminary Interview:
It is the first step in selection. Initial screening is done in this step and all the undesirable
applicants are weeded out. This interview is generally conducted by lower level executives. It
is a very important step as it shifts out all the unqualified, not desirable applicants and the
HR manager can then concentrate on the other applicants without wasting time. The
candidates are generally told about job specifications and the skills required for it. This
process screens the most obvious misfits.

  Screening of Applicants:
These days application forms of almost all organizations can be downloaded from the
website or may even be provided on request. The form asks for basic things like educational
qualifications, experience, age etc.
Once the filled application is brought to the screening committee, it checks the details and
calls the candidate for selection test. The purpose of this screening test is also to read out
the hot suitable candidates as spending time on them means waste of money.

  Employment Tests:
Employment tests are device to check the areal knowledge of candidates for the respective
jobs. These tests are very specific as they enable the management to bring out right type of
people for the jobs.

Aptitude Tests:​ They test an individual’s capacity to learn a particular skill. There are
​ easure intellectual, mental
mainly two types of aptitude tests. Cognitive tests which​ m
aptitudes. The second one is called motor tests which check the hand – eye coordination of
employees.

  ​Selection Interview:

Interview is an examination of the candidate where he sits face to face with the selection
body and answers to their information given by the candidate about his abilities and the
requirements of the jobs.
Interview gives the recruiter an opportunity to:
(a) Assess subjective aspects of the candidate.
(b) Know about his enthusiasm and intelligence.
(c) Ask questions which were not a part of his application.
(d) Obtain as much information from him as possible about his economic, social and cultural
background.
(e) Give facts about the policies, procedures, culture of the company so that he feels good
about joining it.

Final Selection/Hiring:
The line managers are then asked to give final decision after all technical tests are cleared
by the candidate. A true understanding between the line manager and the HR manager
facilitates good selection. Therefore, the two together take final decision and intimate it to the
candidate. The HR department may immediately send appointment letter to the selected
person or after some time as the time schedule says.
​ ​CHAPTER 4 : RESEARCH METHODOLOGY
RESEARCH METHODOLOGY

Research methodology is a way to systematically solve the research problem it may

be understood as a science of studying how research is done scientifically the scope of
research methodology is wider than that of research methods. When we tnlk of esearth
methudalory we not only talk of research methods but ala consider the loic behind the
methods we us in the context of our research study and explain why we are using a
particular method or technique.

RESEARCH DESIGN

A research design is the arrangement of condition for collection and analysis of data in a
manner that aims to combine relevance to the research purpose with economy in procedure,

"Research design is the conceptual structure within which research is conducted; it

constitutes the blueprint for the collection, measurement and analysis of data.

Research methodology, which led to Descriptive study as well as exploratory.

RESEARCH METHOD

PRIMARY DATA

The primary data has been collected through the Questionnaire. The Questionnaire has
been properly prepared in order to cover all the Information required for the study. The
primary data has been obtained by interaction with the officials and staff in the division in the
organization and also obtained through the Questionnaire distributed to the persons in
different departments in that particular division.

SECONDARY DATA

Through the Annual reports of the corporation, from the Manuals and also from Records
available in the organization. Some other data also collected from the Reports, registers and
books and from the files available in the organization.

Magazines, brochures.

Information collected from various HRM books.

SAMPLE DESIGN
The method of sampling used was Random sampling from a finite population refers to that
method of sample selection which gives each possible sample combination an equal
probability of being picked up and each item in the entire population to have equal chance
of being included in the sample.

SAMPLING TECNIQUES
A sampling tecnique is the name or other identification of the specific process by which the
entities of the sample have been selected.

When we conduct research about a group of people, it’s rarely possible to collect data from
every person in that group. Instead, you select a sample. The sample is the group of
individuals who will actually participate in the research.

To draw valid conclusions from your results, you have to carefully decide how you will select
a sample that is representative of the group as a whole. There are two types of sampling
methods:

● Probability sampling​ involves random selection, allowing you to make statistical

inferences about the whole group.
● Non-probability sampling​ involves non-random selection based on convenience or
other criteria, allowing you to easily collect initial data.

Population vs sample
First, you need to understand the difference between ​a population and a sample​, and
identify the target population of your research.

● The population is the entire group that you want to draw conclusions about.
● The sample is the specific group of individuals that you will collect data from.

The population can be defined in terms of geographical location, age, income, and many
other characteristics.

It can be very broad or quite narrow: maybe you want to make inferences about the whole
adult population of your country; maybe your research focuses on customers of a certain
company, patients with a specific health condition, or students in a single school.

It is important to carefully define your target population according to the purpose and
practicalities of your project.

If the population is very large, demographically mixed, and geographically dispersed, it might
be difficult to gain access to a representative sample.
Sampling frame
The sampling frame is the actual list of individuals that the sample will be drawn from.
Ideally, it should include the entire target population (and nobody who is not part of that
population).

Example
You are doing research on working conditions at Company X. Your population is all 1000
employees of the company. Your sampling frame is the company’s HR database which lists
the names and contact details of every employee.

Sample size
The number of individuals in your sample depends on the size of the population, and on how
precisely you want the results to represent the population as a whole.

You can use a ​sample size calculator​ to determine how big your sample should be. In
general, the larger the sample size, the more accurately and confidently you can make
inferences about the whole population.

Probability sampling methods

Probability sampling means that every member of the population has a chance of being
selected. It is mainly used in ​quantitative research​. If you want to produce results that are
representative of the whole population, you need to use a probability sampling technique.

There are four main types of probability sample.

1. Simple random sampling

In a simple random sample, every member of the population has an equal chance of being
selected. Your sampling frame should include the whole population.

To conduct this type of sampling, you can use tools like random number generators or other
techniques that are based entirely on chance.

Example
You want to select a simple random sample of 100 employees of Company X. You assign a
number to every employee in the company database from 1 to 1000, and use a random
number generator to select 100 numbers.

2. Systematic sampling
Systematic sampling is similar to simple random sampling, but it is usually slightly easier to
conduct. Every member of the population is listed with a number, but instead of randomly
generating numbers, individuals are chosen at regular intervals.

Example
All employees of the company are listed in alphabetical order. From the first 10 numbers,
you randomly select a starting point: number 6. From number 6 onwards, every 10th person
on the list is selected (6, 16, 26, 36, and so on), and you end up with a sample of 100
people.
If you use this technique, it is important to make sure that there is no hidden pattern in the
list that might skew the sample. For example, if the HR database groups employees by
team, and team members are listed in order of seniority, there is a risk that your interval
might skip over people in junior roles, resulting in a sample that is skewed towards senior
employees.

3. Stratified sampling
This sampling method is appropriate when the population has mixed characteristics, and you
want to ensure that every characteristic is proportionally represented in the sample.

You divide the population into subgroups (called strata) based on the relevant characteristic
(e.g. gender, age range, income bracket, job role).

From the overall proportions of the population, you calculate how many people should be
sampled from each subgroup. Then you use random or systematic sampling to select a
sample from each subgroup.

Example
The company has 800 female employees and 200 male employees. You want to ensure that
the sample reflects the gender balance of the company, so you sort the population into two
strata based on gender. Then you use random sampling on each group, selecting 80 women
and 20 men, which gives you a representative sample of 100 people.

4. Cluster sampling
Cluster sampling also involves dividing the population into subgroups, but each subgroup
should have similar characteristics to the whole sample. Instead of sampling individuals from
each subgroup, you randomly select entire subgroups.

If it is practically possible, you might include every individual from each sampled cluster. If
the clusters themselves are large, you can also sample individuals from within each cluster
using one of the techniques above.

This method is good for dealing with large and dispersed populations, but there is more risk
of error in the sample, as there could be substantial differences between clusters. It’s difficult
to guarantee that the sampled clusters are really representative of the whole population.

Example
The company has offices in 10 cities across the country (all with roughly the same number of
employees in similar roles). You don’t have the capacity to travel to every office to collect
your data, so you use random sampling to select 3 offices – these are your clusters.

Non-probability sampling methods

In a non-probability sample, individuals are selected based on non-random criteria, and not
every individual has a chance of being included.
This type of sample is easier and cheaper to access, but it has a higher risk of ​sampling
bias​, and you can’t use it to make valid statistical inferences about the whole population.

Non-probability sampling techniques are often appropriate for exploratory and ​qualitative
research​. In these types of research, the aim is not to test a​ hypothesis​ about a broad
population, but to develop an initial understanding of a small or under-researched
population.

1. Convenience sampling
A convenience sample simply includes the individuals who happen to be most accessible to
the researcher.

This is an easy and inexpensive way to gather initial data, but there is no way to tell if the
sample is representative of the population, so it can’t produce generalizable results.

Example
You are researching opinions about student support services in your university, so after each
of your classes, you ask your fellow students to complete a​ survey​ on the topic. This is a
convenient way to gather data, but as you only surveyed students taking the same classes
as you at the same level, the sample is not representative of all the students at your
university.

2. Voluntary response sampling

Similar to a convenience sample, a voluntary response sample is mainly based on ease of
access. Instead of the researcher choosing participants and directly contacting them, people
volunteer themselves (e.g. by responding to a public online survey).

Voluntary response samples are always at least somewhat biased, as some people will
inherently be more likely to volunteer than others.

Example
You send out the survey to all students at your university and a lot of students decide to
complete it. This can certainly give you some insight into the topic, but the people who
responded are more likely to be those who have strong opinions about the student support
services, so you can’t be sure that their opinions are representative of all students.

3. Purposive sampling
This type of sampling involves the researcher using their judgement to select a sample that
is most useful to the purposes of the research.

It is often used in ​qualitative research​, where the researcher wants to gain detailed
knowledge about a specific phenomenon rather than make statistical inferences. An effective
purposive sample must have clear criteria and rationale for inclusion.

Example
You want to know more about the opinions and experiences of disabled students at your
university, so you purposefully select a number of students with different support needs in
order to gather a varied range of data on their experiences with student services.
4. Snowball sampling
If the population is hard to access, snowball sampling can be used to recruit participants via
other participants. The number of people you have access to “snowballs” as you get in
contact with more people.

Example
You are researching experiences of homelessness in your city. Since there is no list of all
homeless people in the city, probability sampling isn’t possible. You meet one person who
agrees to participate in the research, and she puts you in contact with other homeless
people that she knows in the area.
CHAPTER 5 : SECONDARY DATA RESEARCH
A SYSTEMATIC REVIEW OF LITERATURE ON RECRUITMENT
AND
SELECTION PROCESS

Kanagavalli G.

Assistant Professor/Research Scholar, Department of Commerce, Cauvery

College for Women, Tiruchirappalli, Tamil

Nadu, India.

kanagavalli277@gmail.com​,

, Dr.Seethalakshmi R.

Assistant Professor, Department of Commerce, Cauvery College for Women,

Tiruchirappalli, Tamil Nadu, India

seethavenkat09@gmail.com​,

Dr.Sowdamini T.

Assistant Professor, GITAM Institute of Management, Visakhapatnam, Andhra

Pradesh, India
​minivedala@gmail.com

Abstract
Purpose of the study: The main purpose of this study is to provide a new,
macro-level model of strategic staffing to bridge the gap in the knowledge regarding
how practices within recruitment and selection systems can work to provide a
competitive advantage among various sectors. This study identifies the various
methods of recruitment and selection process through a systematic review of
literature, which would be the right fit for attracting and selecting employees in an
organization.

literature and subcategories were formed to analyze the research. Literature was
collected from 40 articles of a reputed journal from 2010 to 2018.

Main findings: The review of literature revealed that the recruitment and selection
process is carried out in organizations by adopting latest technologies like online
portals, outsourcing, job fair, campus interviews, and mobile recruitment
applications. The representation of this practice is to find the best candidate for an
organization. Besides adopting the latest technology, consideration of the expatriate
factor would lead to an effective way of recruitment practices in finding
out the right candidate for the right job and thus create a healthier work
environment. The expatriate factors have not been considered well in the Indian
context, but have been given importance in the global context in the process of
recruitment and selection.

Social Implications: Highlighting the significance of various recruitment practices

results in the selection of the right person in the right job, which enhances a
healthier working environment in organizations, in turn rendering high quality
products and services to the society. Originality of the study: Prior research has
studied various factors that influence internal recruitment, external
recruitment, and selection process. This study is an attempt to analyze the expatriate
factors and other factors through the content analysis method. Keywords:
Recruitment and Selection, Literature Review, Content Analysis, Strategic Staffing,
Competitive Advantage.

Human Resource Management is a strategic process of coordinating, planning,

organizing, directing, and controlling the organization system. In order to achieve the
goals of an organization, a team or group of employees must be developed to pave
the way for the recruitment and selection process. It should be handled in a
structured manner to select the right candidate for suitable positions. Recruitment
and selection is the process of getting human resources into the organizations'
departments, sections, and jobs (McKenna & Beach 2008). Venkatesh and Jyothi
(2009) use what might be an even more useful definition of recruitment that is about
the art of discovering and procuring potential applicants for the actual and
anticipated vacancies in organizations. Different strategies are adopted for selecting
a candidate between the countries. Scrutinizing the Indian context, the exogenous
factors, such as recruiting policy, human resource planning, size of the
organization, cost involved in recruitment, growth and expansion of an
organization, etc. influences the recruitment strategy. On the other hand, recruiters
focus on job analysis, environmental analysis, and personality traits of the
prospective candidate in the global context. By adding an extension to the
process, they make an analysis of expatriate factors, such as family stress,
culture, inflexibility, emotional immaturity, physical breakdown, responsibility
overload, etc. These factors have not been given any prime importance and are
neglected in the Indian context.

Thus, in order to bridge this research gap, the researcher has done a detailed
study of recruitment and selection through a systematic literature review.

The present study generates insights on recruitment and selection, which is a set of
actions undertaken by organizations to identify the candidates with the necessary
skills and knowledge to be placed in a right job. The findings of these factors
suggest the similarities and variations in the recruitment and selection methods.
In both Indian and global contexts, the recruitment and selection processes are
vastly influenced by certain exogenous and external factors like gender
differentiation, family stress, inflexibility in adopting internal environmental
changes, emotional immaturity, physical breakdown, responsibility overload,
competition, social changes, legal changes, economic changes, and the adoption
of new technology in organizations, which constantly affect the recruitment and
selection process. Mun (2010),
DeVaro and Morita (2013), Hussein, Manthorpe and Stevens (2010), and
severalauthors surveyed the reasons behind the factors influencing the recruitment
and selection process. They found gender differentiation which indicates the need of
high training program for female members compared to male members. It also
includes the cost factor that measures the initial remuneration difference in this
process. Phatak et al. (2005), Calogero (2011), Bidwell (2011), Blommaert,
Coenders and van Tubergen (2014), Peltokorpi and Vaara (2014), Kundu and
Gahlawat (2015), and other authors suggested that expatriate factors and
technology upgradation internally influence the organizational behavior and the
psychological traits of potential candidates can also be modulated. It is also found
out that a particular behavior in an individual is not fixed and can be changed
according to environmental changes.
In the Indian context, recruiters focused only on the aptitude test, written test, and
face-to-face interviews and focused less on headhunting and failed to analyze
expatriate traits, which led to a reduced importance of potential candidates. On the
other hand, the expatriate method is used to find the right person through job
analysis, environmental analysis, and personality traits of the prospective
candidate in the global context. Hence, concentrating on expatriate traits of
candidates results in finding out the right person for the right job.

CONCLUSION

The past researches highlighted on newly developed technologies, such as

online recruitment, mobile recruitment applications, and outsourcing recruitment.
Adapting this new technology provides quick, effective, and efficient ways to
find the best candidate. Besides, there also some drawbacks to select the right
candidate for an organization, as most of the organizations do not consider the
expatriate factor, which includes cross-cultural adaptation, personal qualities,
experience, skills, family situations, and attention from organizations for the
implementation of other foreign assignments. The expatriate factor has an impact
on the demographic and psychological factors. It has been proved by several
researches that the recruitment and selection process is influenced by the expatriate
process. Hence, the adoption of a suitable methodology for the recruitment practices
would result in finding out the right candidate for the right job.

New trends in recruitment and selection

In March 2015, we published our article: “​7 trends in recruitment and selection​“. Time
for an update. It is remarkable how slow organisations are in adapting to trends, and
using the opportunities offered by current HR tech solutions. In my family, there are
several young graduates looking for a job, and the stories that are shared via the
WhatsApp family group and during the annual family BBQ are terrible. Even (or
maybe: especially) big organisations are very skilled in creating a negative candidate
experience.
The processes are slow. Some organisations still use an automatic e-mail reply to
applicants: “We have received your application, and you can expect to be informed
about possible next steps in the coming weeks”. Any chatbot can do a better job, and
the experience is better, even if you know it is a chatbot. “Hi Tom, nice you are
interested in a job at XYZ! Unfortunately, our process is slow, but you can expect a
reaction latest on July 1. If anything changes, I will let you know. Do you have any
questions for me?” “Can I maybe already do an online test?” “That is a great idea,
here is the link.” Most job profiles are still long lists of requirements, sending the
message: “We know exactly what we are looking for, so please do not dare to apply
if you do not meet the requirements”.
The first contacts are most of the time with young recruiters, for whom recruiting is
the first job. They do not have real experience in the organisation. Candidates are
kept away from real people in the initial exploration phase. Most procedures are
company centric, not candidate centric. I think there is no excuse for a poor
candidate experience (there never has been of course), and I suggest candidates
who have negative experience, to draw their conclusions quickly, and save their
energy for more attractive opportunities.

hat are some of the new trends we see in the area of recruitment and selection?

1. It is all about the candidate experience

As outlined above, unfortunately many experiences of candidates are still poor.
Designing an attractive and relevant candidate experience, as the first step in the
longer employee journey, is very important. As we described in our article “​Where to
start when you want to improve the employee experience​“, not all the elements of
the employee journey are easy to change. Redesigning the recruitment process is
probably one of the easier ones. Recruitment is often a high priority (“We need new
people, fast”), and recruitment is a process that many people understand.
The big consultancy firms generally do a good job in the initial phases of recruitment:
their attractive business courses for talented students, taking place at nice locations,
are well known (and expensive). Designing a business course that is attractive is
relatively easy, it is more difficult to make sure all employees (and ex-employees)
contribute to a positive candidate experience.
Some interesting service providers in this area (and there are many
more): ​Betagig​ (“Beta test your next career with job shadowing
opportunities”), ​Jibe​ (“Build a better talent pipeline with Jibe’s candidate experience
platform”) and ​Meetandengage​ (group and ono-to-one chats, also for candidates).

2. Semi-automatic referrals
Recruiting via referrals is increasingly important for organizations. Where initially
referral programs worked mainly with money as a reward, you now see more
game-like rewards as well (points, leaderboards, badges).
There are various tools that can help organizations to manage the referral process
(as ​Firstbird​, ​Soosr​ and ​Happy2Refer)​. An interesting new contender in this space
is ​Simppler​. Employees connect their network to Simppler (if they want…), and the
software then searches for suitable candidates in their network. And we know, that
generally software is better (and faster) in detecting suitable candidates than
humans.

3. AI powered search (or: from active to passive candidates)

The candidate search software is quickly becoming more powerful (all of them are
“AI powered”, of course). If you give the machine an indication of the type of
candidates you are looking for, it will start a broad search, and deliver a long-list of
potential candidates quickly. You can feed the machine with a list of requirements,
but also with the profiles of people who are already successful in your organizations
(or other organizations) in the domain where you are looking for candidates.
This development will probably also mean the end of the traditional job boards,
where you can post vacancies. Why would you need a job board, if your machine
can search almost everywhere? Of course, candidates need to be visible online, but
today most candidates are visible. The software will also look at the personality
profile of potential candidates, to check if there is a match between the personality of
the candidate and the ‘personality’ of the organisation.
The initial contact between candidates on the long-list and the organisation, can be
done by chatbots, via the preferred platform of the potential candidate (FaceBook
chat, WhatsApp, WeChat etc.). The chatbot can do the initial screening. “Hi Tom, are
you interested in an opportunity in Winnipeg?” “No.” “Thank you for your candid
answer. Are you interested in new opportunities anyway?”
Some examples of providers in the intelligent search area: ​1-Page Talent
On-Demand​ (“….the most sophisticated candidate matching algorithm ever
created”), ​Aevy​ (“Find your next genius”), ​Hello Talent​ (“Smarter. Faster.
Hire.”), ​Hiretual​ (“10x faster talent sourcing”), ​HiringSolved​ (“The fastest way to find
talent”), ​Human Predictions​ (“Prioritizing recruiting prospects based on real-time
data”) , ​Joberate​ (“Recruiting better and more diverse talent faster using J-score”)
and ​Talentwunder​. Of course, Google for Jobs will heavily influence this arena,
although I think it will be (initially?) Google for jobs and not Google for candidates.

4. From fixed jobs to fluid roles

Organisations are more creatively using the opportunities of a more flexible
workforce. It helps to think less in terms of jobs and more in terms of assignments.
There is an assignment to be done, and how can we quickly find the best possible
people who can (and want to) do the assignment?
Organisations are less organised around fixed jobs, and more around flexible teams,
that look for suitable candidates in the internal- and external talent pool. Candidates
are recruited to strengthen a pool. It is important they have the right skills, and that
they fit well culturally in the organisation.

An example of a solution that can be used to establish teams with people that
together have the skills and the motivation to get the assignment done, is ​Part-up.

5. Clever and automatic candidate selection

Humans are not very good at selection. The combination human and machine can
improve the quality of selection a lot. especially in areas where performance can be
clearly shown and measured, developments are going fast. If you are coding
software, you feed the machine with a piece of code you have written, and then the
machine will determine how good you are, and in what type of team you will fit and
add value, as teams have different coding styles. No cv, no diploma, just some of the
work you have done.

Some examples here: ​Codility​, ​DevScore​, ​Harver​ (“The ultimate preselection

platform”), ​PredictiveHire​ (“Accurate candidate performance predictions powered by
artificial intelligence”), and ​Seedlink​ (“Use technology to make better decisions on
hiring and talent management”.

6. Chatbots to improve communication, and to improve the

recruitment process
Chatbots are in increasingly used in recruitment, to have conversations with
candidates. They can save recruiters a lot of time, by answering the first questions of
candidates, and helping to make the first selection. The chatbots can talk with
applicants on the website of organisations, but also through the various social media
(Facebook chat, WhatsApp, WeChat, Slack). The chatbot asks questions, and the
applicants can give answers by typing text, or by answering a multiple-choice
question. (“​Are you interested in a job in France? Please answer yes or no.“​ “​No.“​ “​I
am sorry, we do not have opportunities outside France now. I will contact you if a
suitable opportunity occurs, Thank you.​“)
There are various providers offering chat bots specifically for recruitment,
like ​Ari​, ​GoBe​, ​Jobo​, ​Joboti​, ​Job Pal​ and ​Xor​. The US Army already uses a
recruitment chatbot for years, the famous ​sergeant Star​. To check if a potential new
team member will be successful in your team, you can use the ​Saberr​ hiring bot.
There are more trends on my list (like “resumes and motivation letters are becoming
less important”, “the further rise of data driven recruitment”), but as I am running out
of time and space, the six trends above will have to do.
CHAPTER 6: FINDINGS
The major findings in the recruitment and selection procedure of Palmal Group of
Industries that are justified in my view are:

▪ The recruitment process of Enable Employability Excellence is mostly

fair and transparent.

▪ Enable Employability Excellence uses both Internal and external

recruitment channels.

▪ The concerned Department Head raise the requisition of recruitment

through the prescribed Recruitment Requisition Form with required
information and after that forward it to the Human Resources
Department. The Human Resources Department than complete its
formality and return it to the concern department. Last of all the
concern department submit the Recruitment Requisition Form to the
Managing Director for approval. In order to attract the applicants an
advertisement in the national newspaper is publishing. Then the HR
Department collects the Resume or Curriculum Vitae and filed it.

▪ No discrimination against the applicant on the basis of sex, color,

region, race, age, national origin or any other factor.

▪ The Company always tries to find out the best people for recruiting.

▪ Enable Employability Excellence management always prefers the

people who have already completed the Bachelor or Masters in any
recognized public or private universities.

▪ A minimum requirement of two references is needed in order to verify

the applicants. But if any one of the applicants applies any sorts of
persuasive measure it will be treated as disqualification.
▪ It does arrange orientation program for the new employees.

▪ Enable Employability Excellence recruitment circulation gives through

of newspaper and website.
▪ Enable Employability Excellence management follows a standard
procedure in the selection process.

▪ The Management always tries it best to find the best and suitable
person for employment.

▪ Enable Employability Excellence does type of the tests are as follows

Knowledge tests, Performance tests, Psychological tests, Attitude and
honesty tests ,Medical tests , Power point presentation.

▪ Enable Employability Excellence arrange limitation amount of training

for professional and personal development of the employee.
​CHAPTER 7: CONCLUSION
​My internship in Enable Employability Excellence has been a great experience for
me. I had learned how the HR department of an organization functions and the
knowledge that I gained in my MBA course works helped me to integrate theoretical
concepts with real life scenario. During my internship, I conducted a webinar to find
out the “’s Perception of the Recruitment and Selection Practices of Enable
Employability Excellence”.

This survey enabled me to identify the perception of the employees working in the
organization and also helped me to understand the motivations as well as
grievances of employees in an organization. According to the result of my survey
and my practical observation in the workplace, the Enable Employability Excellence
employees were qualified and competent in their work but they were a bit dissatisfied
with their hiring process. Therefore, in conclusion, Enable Employability Excellence
should continuously strive to improve their employee perception by improving the
recruitment and selection process in order to retain their employees and ultimately
boost the profitability of the company.

An effective recruitment and selection process reduces turnover, we also get much
better results in our recruitment process if we advertise specific criteria that are
relevant to the job. Include all necessary skills, and include a list of desired skills that
are not necessary but that would enhance the candidate's chances.

If we fail to do this, we might end up with a low-quality pool of candidates and wind
up with limited choices to fill the open position.

When we choose a candidate based upon the qualifications demonstrated in the

resume, the interview, employment history and background check, we will land the
best fit for the position.

Based on our decisions about a specific candidate upon specific evidence rather
than any gut instincts. If we hire people who can do the job instead of people we
merely like, we will have higher productivity and quality in our products or services.
(Kevin Johnston 2017)The recruitment and selection process is the time we not only
identify a candidate who has the experience and aptitude to do the job that we are
looking to fill, but also to find someone who shares and endorses our company’s
core values.

The candidate will need to fit in well within our company’s culture. The selection and
recruitment process should provide our company with an employee who adapts and
works well with others in our business.

Failure to recruit and select for the long term can result in high turnover. (Kevin
Johnston 2017)Besides, selection function provides a vital opportunity for us to focus
on what candidates can offer our company. It is important to select carefully, either
by using our own judgment or by enlisting the help of managers we trust.
 The interviewer must know what the job is and what will be required for a new hire
to perform well. The interview process also allows us the opportunity to express our
company’s vision, goals and needs. Last but not least, It is vital that the interview
elicits responses from applicants that can be measured against our expectations for
the position.

If we don’t use the interview to effectively eliminate applicants who don’t fit into the
company culture, we might end up dealing with turnover, confusion and disgruntled
employees.
REFERENCES
BOOKS

● Human Resource Management – P Subha Rao

● Human Resource & Personnel Management – K Ashwathapa

● Research Methodology

WEBSITE

● www.google.com

● www.en.wikipedia.org

● www.enable-careers.com

● www.tutorialspoint.com

● www.hrtrendinstitute.com

● www.scribd.com