SUMMER INTERNSHIP REPORT ON

TALENT ACQUISITION
WITH
COMPETENCY ANALYSIS

IN

SUBMITTED IN PARTIAL FULFILMENT OF THE REQUIREMENT OF

MASTERS OF MANAGEMENT STUDIES

BY
MAYURI MANDAR LOTLIKAR
ROLL NO. 2020086
MMS-II (SEM-III)
YEAR 2020-2022

LALA LAJPATRAI INSTITUTE OF MANAGEMENT

MAHALAXMI, MUMBAI-400034
 CERTIFICATE

This is to certify that the project work titled “TALENT

ACQUISITION with COMPETENCY ANALYSIS (XYZ)”
is a summer internship work carried out by Ms. MAYURI
MANDAR LOTLIKAR.

The project was completed for “XYZ” under the guidance of ABC
 I further that the said work has not been submitted in the part
or in full, to any other university.

Date:

Prof. Anusha Patil Dr V.B.Angadi

Project Guide Director

DECLARATION

I, Ms. MAYURI MANDAR LOTLIKAR, student of Lala Lajpatrai

Institute of Management of MMS II (Semester III) hereby declare that I
have completed the summer internship project on “TALENT
ACQUISITION with COMPETENCY ANALYSIS” with XYZ in the
Academic year 2020 - 2022. The information submitted is true & original
to the best of my knowledge.
MAYURI MANDAR LOTLIKAR

ACKNOWLEDGEMENT

At the outset of this project, I would like to express my profound thanks to a few
people without whose help, completion of this project would not have been
possible.

First and foremost, I would like to express sincere thanks to XYZ for giving me
this opportunity to work with them.

The list is endless but to name a few special people, I would like to thank
Dhananjay Kataria for being extremely supportive and guiding me throughout my
internship and giving me constant motivation and expert advice.
I would also like to thank the entire HR Department for providing me their
precious time and making this internship a successful learning experience.

I am very grateful to Dr. ABC, Director of Lala Lajpat Rai Institute of

Management, for giving me the opportunity to do this project

I would also like to thank Prof. ABCfor being an excellent mentor and helping me
whenever I approached him/her.

Last but not the least; I take pride in thanking my parents Mr. Mandar Lotlikar &
Mrs Neha Mandar Lotlikar, siblings and friends for their much-valued support.

EXECUTIVE SUMMARY

The Human Resources are the most important assets of an organization. The success or
failure of an organization is largely dependent on the calibre of the people working therein.
Without positive and creative contributions from people, organizations cannot progress and
prosper. In order to achieve the goals or the activities of an organization, therefore, they need to
recruit people with requisite skills, qualifications and experience. While doing so, they have to
keep the present as well as the future requirements of the organization in mind.
Recruitment is defined as, “a process to discover the sources of manpower to meet the
requirements of the staffing schedule and to employ effective measures for attracting that
manpower in adequate numbers to facilitate effective selection of an efficient workforce.” In
order to attract people for the jobs, the organization must communicate the position in such a way
that job seekers respond. To be cost effective, the recruitment process should attract
qualified applicants and provide enough information for unqualified persons to self-select
themselves out.
Talent Acquisition’s will work from resumes or by actively soliciting individuals
qualified for positions. A TA's job includes reviewing candidate's job experiences, negotiating
salaries, and placing candidates in agreeable employment positions. Competency-Based
Assessment is arguably one of the most popular talent acquisition processes where the four
pillars of success of any applicant – ability, skill, potential, and performance are judged on the
same page.
Identifying competencies is one of the best tools that can effectively predict performance
enablers and helps an organization to manage talent, customize development intervention at a
mass level, and articulate a unified, scientifically valid understanding of high potential talent
pool. When a competency management framework is in place, the valuable data gained can give
leadership a basis for strategic decision making. With the ability to track, measure, and evaluate
each individual’s competencies, your company can take inventory of your current workforce and
make informed decisions about recruitment next steps. The purpose of this paper is to explore the
utility of an organization-wide competency framework, linking competency ratings at selection
to later development needs and job performance.

INDEX

SR. NO. CONTENT PAGE NO.

1 INTRODUCTION 1

1.1 General Introduction 1

1.2 Objectives 11

1.3 Scope of the Study 11

1.4 Research Methodology 12

2 ABOUT THE COMPANY 19

 INTERNSHIP JOB RESPONSIBILITIES:
3 23
TALENT ACQUISITION

INTERNSHIP JOB RESPONSIBILITIES:

4 46
COMPETENCY ANALYSIS

5 DATA ANALYSIS & INTERPRETATION 52

5.1 Demographic Data 52

5.2 Interpretation & Analysis 54

5.3 Findings 60

6 CONCLUSION 61

7 RECOMMENDATIONS 62

8 ANNEXURE 63

9 BIBLIOGRAPHY 66
 1. INTRODUCTION

1.1. GENERAL INTRODUCTION

Talent acquisition is defined as an ongoing HR process to acquire skilled workers in

alignment with a company’s broader business goals, regardless of immediate vacancies.
 
A fierce hiring landscape and rising demand for highly skilled labour are changing the very
definition of talent acquisition. Talent acquisition specialists have a challenging task ahead –
how to ensure that talent acquisition is an ongoing, continuously monitored activity? Could the
latest tools and technologies simplify talent acquisition processes? In this primer, find out what
talent acquisition is and the best practices for talent acquisition at the enterprise.
 

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What Is Talent Acquisition for a Future-Focused Company?

Talent acquisition is defined as the process of developing a full-fledged strategy to attract and
recruit top talent. It’s important to note that talent acquisition and recruitment aren’t
synonymous. Recruitment is just one aspect of talent acquisition, that has to do with the selection
and hiring of a candidate to fit a job vacancy. Talent acquisition, on the other hand, has a far
broader ambit.

The definition of talent acquisition spans employer branding, recruitment marketing, the process
of recruitment itself, which includes candidate relationship management, an onboarding plan
that involves succession planning and talent development, and continuous strategic alignment
with C-level goals.
 

Today, a talent acquisition strategy is critical for:

 Identifying candidates who are likely to provide an excellent culture fit

 Finding/Creating new roles if a compelling candidate is available in the market
 Assessing passive candidates for possible roles in the organization
 Positioning a company as a “preferred employer” to young professionals, building
an uninterrupted talent pipeline

Importantly, the talent acquisition function doesn’t just involve HR.

For example, stakeholders across marketing and sales, public relations, and learning and
development all play a key role in helping a company attract and nurture top talent. As a result,
large enterprises often dedicate a separate team to talent acquisition – independent of HR –
comprising professionals with cross-disciplinary expertise in all these areas.

Talent Acquisition Process: 5 Steps Towards Success

The entire recruiting and talent acquisition process is undergoing a major upheaval with the
changing preferences of the young workforce and the rising demand for cutting-edge skills – for
example, cloud competencies, digital marketing, or artificial intelligence (AI). And proving this
is the 2019 State of Talent Acquisition Report by Mettl reveals that 74% of companies surveyed
are still struggling to hire top talent.

2
An essential best practice for talent acquisition managers today is to treat candidates like
consumers. In other words, lessons from digital marketing can be instrumental when looking to
build a robust talent acquisition function. Let’s explore the talent acquisition process in this
context.

Fig 1. Five steps that complete the talent acquisition process

1. Inbound marketing

As a talent acquisition manager, the goal is to attract the best talent out there without actively
seeking them out. This means building a strong employer brand, initiating recruitment marketing
campaigns, and keeping an eye on inbound leads that will soon convert into hired employees.
To enable inbound recruiting in the talent acquisition process, create a smart recruitment website,
encourage referrals, and leverage candidate-focused content to create an “employer brand”
narrative.

3
2. Outbound marketing

Any successful brand leverages a smart mix of inbound and outbound marketing to acquire
consumers. So, it should be looking at social channels, paid job ads, and automated email
campaigns to advertise for a job post actively. Use this step to ramp up the recruitment efforts
with intelligent job descriptions. Together, inbound and outbound initiatives will generate many
“leads” or applicants.

3. Filtering and selection

At this stage, talent acquisition diverges from regular marketing. We aren’t looking to hire just
anyone who wants to join the company. We verify, screen, and assess a candidate’s performance
against various parameters. This includes:

 Educational qualifications (though a lot of companies are pushing this to the

backseat and placing priority on the next four parameters)
 Skill set and domain expertise
 Personality and work ethic
 Career goals and alignment
 Culture fit with the company’s values

Culture is probably the most important for organizations now. For example, if the organization
prioritizes regular work hours and physical attendance, a candidate with a history of remote
working and flexible operations may not be a good fit, even though they bring the desired skill
set to the table.

4. Conversion and onboarding

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The first three steps in the talent acquisition process lead to “converting” the applicant into a
finalized hire. This is where the individual recruiter takes charge of the candidate experience and
the candidate journey and negotiates salary, benefits, and other expectations.
However, if the talent acquisition strategy has helped in creating an attractive employer brand
that’s in sync with the applicant’s professional targets, the applicant-to-recruit ratio will remain
high.
A talent acquisition strategy also accounts for a strategic onboarding process, though this process
is carried out by HR and immediate managers. The onboarding process involves preliminary
training and continuous reviews for the first few weeks.

5. Continuous improvement

This is probably the most critical step of the process, ensuring the talent acquisition mechanism
becomes more effective with every recruitment cycle. A recent Jobvite study found that 30% of
new hires leave within 90 days of joining a company!

This means that regular reviews are necessary for this critical early period to sustain engagement.
Also, the feedback gathered from “converted” applicants can offer insights into how to improve
the hiring experience.

These five steps make up the talent acquisition process. Remember, this is a cyclical function –
by its very definition, talent acquisition continues even if there are no open vacancies. Inbound
marketing, brand building, and data reviews are ongoing processes that lead to the hiring of
quality talent.

Streamlining Talent Acquisition with Technology:

The Way Forward

5
Once you’ve read this definitive guide on what is talent acquisition, it’s clear that manual efforts
aren’t enough. For example, key steps such as inbound and outbound marketing, data extraction,
technical skill assessment, and recruitment marketing could be made far simpler with the timely
intervention of intelligent technologies.

Some of the key tools to keep in mind in this regard are:

 Social recruiting platforms like LinkedIn

 Applicant tracking systems such as Lever
 Predictive analytics to assess candidate-to-job role fitment
 A conversational interface powered by candidate relationship
management software for automated follow-ups
 Scheduling tools to streamline the candidate experience

Fortunately, there are several solutions out there that help to simplify the entire talent acquisition
process, with the timely intervention of technology and a flexible SaaS model. So, as we look at
standing out in a tight labour market and attract the brightest talent, remember that the definition
of talent acquisition is unique and perfectly fluid to meet the requirements of the organization.
What’s required is a razor-sharp focus on individual necessities, coupled with a regular check-in
on the latest winning ideas to arrive at a solution that is up to date, individualized, and effective.

What are Competencies?

Competencies are nothing but a combination of skills and attributes that determine how well the
potential employees are positioned to succeed in their jobs within the organization. Competencies
can broadly be broken down into two components:

6
 1. Skills, knowledge, and qualifications
2. Behavioural characteristics and personality traits

What Is Competency-Based Recruitment?

Competency-based recruitment is a very simple concept that involves hiring candidates that are
not only the most qualified for the position you’re trying to fill, but who have a proven track
record of achieving optimal and outstanding results in their given field of interest. These are
candidates who can actually prove that their work efforts have made a substantial difference in
serving the best interests of their past employers. Competency-based recruitment approaches
generally rely on a series of assessments that are designed to help prospective employers and
recruiters identify candidates who possess valuable skills, training, experience, and response
mechanisms that can help them deal with the everyday tasks the specified position requires. It’s
meant to help level the playing field for applicants while also helping job recruiters weed out the
unlikely candidates in favour of those who are more deserving of, and qualified for, the job in
question.

Why Competency-Based Hiring Process is Needed?

There are several advantages to competency-based hiring. Here are five reasons why
competency-based hiring is necessary for successful talent acquisition:

1. Competency-based Hiring is More Objective: Competency frameworks make it

easier for to focus on the performance of a candidate rather than perceived indicators
of competence like educational levels or years of experience.

2. Reduce Turnover: By identifying the drivers of job success, competency-based

hiring can help identify candidates who are likely to succeed or fail at the
organization, thereby, reducing employee turnover.

7
 3. Thrive in an uncertain environment: We live in a VUCA world where
vulnerability, uncertainty, complexity, and ambiguity threaten business longevity. By
implementing a competency-based approach to recruiting, it can leverage the
employees’ skills and talent in times of uncertainty or unanticipated change. Since
competencies are readily transferable across work situations, competency-based
hiring can help the organization function effectively even during a crisis.

4. Eliminate Bias: Since we already have a standardized framework of competencies,

we focus on hiring candidates who meet the requirements regardless of their age,
sex, ethnicity, religion, or other considerations that have little or no bearing on their
ability to perform.

5. Reduce Time-to-Hire: By using a standardized questionnaire or framework, reduce

the time needed to identify the right candidates for a specific role or position.

Benefits of Implementing a Competency-Based Hiring Process

There are numerous benefits to employing competency examinations in your company’s

recruitment process. This method gives you the unique opportunity to get to know potential
candidates on a more personal level before allowing them to move further along in the hiring
process and glean a general understanding of how their personalities and level of expertise fit
into your company culture. Competency-based hiring can also help your business achieve the
following:

 Greater value in recruitment process by making it easier for you to choose the best
candidates for the position
 Create a more consistent and focused hiring model that highlights the pros and cons
each candidate has to offer
8
  Eliminates biases from one candidate to another and allows you to make a fair and
carefully considered decision based on the person’s personal and professional
attributes
 Reduces the chances of having negative employee turnaround rates by guaranteeing
that only the right people are hired for each position
 Provides top notch platforms and standards for companies to receive and react to
constructive feedback from potential candidates
 Improves and supports the predictive hiring model which allows employers to
effectively make decisions about what they expect from potential candidates based on
the performance of past employees who occupied that role within the company.

3 Ways to Identify Key Competencies in Candidates

Now that we’ve established what competencies are and their components, here are three ways to
identify candidates’ core competencies in the hiring process:

1. Conduct Structured Interviews: A structured interview follows a standardized

sequence of questions designed to assess candidates’ technical, situational, and
behavioural aptitude. These questions are typically created by hiring managers and
recruiters and are administered to all candidates in the same order. Structured
interviews ensure that the hiring process is consistent and there are minimal chances
of bias as all candidates are asked the same questions. Additionally, structured
interviews also decrease the time to interview, enabling organizations to interview
more candidates efficiently.
Structural interviews are typically designed to reveal abstract attributes like attention
to detail, integrity, behavioural traits, critical thinking skills, and coachability.

2. Include Pre-Employment Testing: Pre-employment testing is another best-practice

for competency-based hiring. Pre-employment tests are an objective way of
evaluating candidates’ capabilities and traits. They yield a standardized score, rating,
9
 description or category, informing recruiters of potential fit. Pre-employment tests
typically evaluate a candidate’s cognitive abilities, aptitude, personality traits, and
technical skills. Pre-employment testing can help reduce the risk of a bad-hire by
applying the principles of data-driven recruiting to streamline and improve the hiring
process.

3. Use Feedback from Managers and Team Leaders to Redefine Core

Competencies: The performance management system is a rich data source for
identifying what future competencies might look like. Use manager feedback to
redefine the organization’s core competencies periodically. Performance
management tools and solutions are a great way of gathering the performance-related
data in a single place to identify how technological evolution and changing
workforce demographics are impacting the nature of the organization’s business. Use
this data to create newer, more current competency frameworks to identify the right-
fit candidates for the organization.

The way we look at talent is gradually changing and a competency-based approach to hiring can
helped us get up to speed in these changing times. We’re hiring for roles that came into existence
a little less than five years ago. As technologies transform business models, the rate of disruption
will only accelerate, which makes it crucial for organizations to focus on what really matters –
their talent. And identifying the core competencies that will drive the competitive advantage in
the years to come should be a significant part of the growth strategy.
Regardless of the size of the organization or business vertical, competency-based hiring is the
answer to getting the right people with the right capabilities to further the organization’s growth
in a hyper-competitive business environment.

1.2. OBJECTIVES

 Adopt a new based- behavioural approach in interviewing and assessing

candidates against the selection criteria.
 Create an effective recruitment and selection process.
10
  Develop an understanding of the competency based Human Resource System.
 Appreciate the importance of fairness and objectivity in selection.

1.3. SCOPE OF THE STUDY

The hiring decision assesses three components: knowledge, skills and competencies. Candidates
must possess professional knowledge and institutional knowledge to perform on the job, and they
must have the functional and technical skills required of the role.
One component runs the risk of getting overlooked, due to the difficulty talent acquisition
professionals have faced in identifying and measuring it: competencies, the attitudes and
behaviour patterns that form the foundation for how well the candidate will use their knowledge
and skills to do the job.

When competency-based systems are implemented into the recruitment process, employers are

able to identify candidates and employees who possess the characteristics to carry out the skills
needed for the job. Forget the “Skills Gap”, the “Competency Gap” is the next big thing! We’ve
harped on the methodologies to identify and acquire quality skilled talent, but the competency-
based approach proves to be one of the most effective methods time and time again.

Competency based systems can be integrated throughout the various cycles of the recruitment
and selection process. The benefits range from eliminating bias in the hiring process to decreased
employee turnover rates. Competency based recruitment and selection systems are empowering
recruiters and hiring managers with the information needed to make smarter hiring decisions.

1.4. RESEARCH METHODOLOGY

RESEARCH is a careful investigation or inquiry especially through search for new facts in any
branch of knowledge. The project is a systematic presentation consisting of the enunciated
problem, formulated

11
hypothesis, collected facts of data, analysed facts and proposed conclusions in form of
recommendations. Here the research methodology for the study including the research design,
target population and sample design will be taken into consideration. In addition, data collection
instruments and procedures as well as the data analysis are elaborated in this sub chapter.

Exploratory mixed methods design has been used in the current study via combining the
qualitative and quantitative methods. This kind of research has the primary objective of
development of insights into the problem. It studies the main area where the problem lies and
also tries to evaluate some appropriate courses of action.
First, the researcher explored the research topic qualitatively with limited participants and then
made the intended tool based on quantitative findings.
The statistical population in qualitative survey included Interviewee experts who had executive
experiences at macro decision-making levels and were referred to as knowledgeable experts. A
questionnaire was prepared based on the components.
Thematic coding was employed to analyse qualitative data via con-tent analysis. In the
quantitative section, descriptive and inferential statistics methods were used. Relations among the
variables were determined using exploratory factor analysis and the components were ranked by
means of confirmatory factor analysis.

1.4.1. Problem Definition

In considering a transition from traditional to competency-based recruitment and selection, one

question is uppermost: How can a competency-based approach improve the organization's ability
to predict successful job performance from prospective applicants?
The structured interviews are 81% more accurate than unstructured ones and a competency-based
interview question bank can make the interviewing process easier the next time a position needs
to be filled. From time to time, you’ll want to update the questions to reflect the role and the
skills you’ll need in the future, but using consistent competencies serves as a benchmark to
evaluate candidates against each other… all to find the best ones!

1.4.2. Data Collection

12
The data has been collected from both the sources primary and secondary sources. The data
collected from both the sources is analysed and interpreted in the systematic manner with the
help of statistical tool like percentages.

Primary Data:
Primary data was collected through survey method by distributing questionnaires to HR Talent
Acquisition’s and recruiters also the Functional Managers who are the interviewers.
The questionnaires were carefully designed by taking into account the parameters of my study.

The following is the information of the knowledgeable experts who participated in the data
collection:

A. Gender

13
B. Experience In Interviewing

14
 Secondary Data:

Data was collected from web sites, going through the records of the organisation, etc. It is
the data which has been collected by individual or someone else for the purpose of other
than those of the particular research study. Or in other words we can say that secondary
data is the data used previously for the analysis and the results are undertaken for the next
process.

Competency-based recruitment and managerial succession.

By Abdoullah Karimi, Hadi Teimouri, Arash Shahin and Ali Shaemi BarzokiDepartment
of Management, Faculty of Administrative Sciences and Economics, University of
Isfahan,Hezarjarib St., Isfahan, Iran

1.4.3. Research Instrument

A Research Instrument is a tool used to collect, measure and analyse data related to the
research’s interests. This research utilizes Google Form to collect primary data. Google
form is an application in the form of a template or worksheet that can be used
independently or together for the purpose of obtaining user information. This application
works in Google Drive cloud storage along with other applications such as Google sheets,
Google Docs, and other enrichments. This template is very easy to understand and use,
and is available in many languages
To get the appropriate data needed, the Questionary Survey was divided in two parts.
Terms for using only have a Google account only for processors or form makers.

Part 1 will ask for the profile of the respondents. The tool for profile was made in such a
way that it collects the respondents practical experience in interviewing candidates.

15
Part 2 of the research instrument consists of is the standardized questionnaire tool to
determine the level of importance of competency used by the interviewers while
interviewing their respective candidates. Adding to this what is the Talent acquisition
method they use for recruiting is been taken into consideration too. It consisted of 6
major questions with its responding boxes with multiple choice answers where
present.

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1.4.4. Research Design

A research design is the arrangement of the condition for collection and analysis of data
in a manner that aims to combine relevance to the research purpose with economy in
procedure. A research design is the specification of methods and procedure for acquiring
the information needed to structure or to solve problems. It is the overall operation pattern
or framework of the project that stipulates what information is to be collected from which
source and be what procedures.

17
 In this research design the following is been considered:

Neutrality: Initially researcher may have to make assumptions about the data expected to
collect. The results projected in the research are free from bias and neutral. Understanding
multiple respondents’ opinions about the evaluated scores and it is considered with those
who agree with the derived results.
Reliability: With conducted research, the researcher involved expects similar results.
Hence the design indicates how to form research questions to ensure the standard of
results. The expected results will be reached if the design is reliable.
Validity: There are multiple measuring tools available. However, the only correct
measuring tools are those which help a researcher in gauging results according to the
objective of the research. The questionnaire developed from this design will then be valid.
Generalization: The outcome of design will apply to a population and not just a
restricted sample. A generalized design implies that your survey can be conducted on any
part of a population with similar accuracy.
The above factors affect the way respondents answer the research questions and so all the
above characteristics are balanced.

1.4.5. Sampling Design

A complete interaction and enumeration of all the Interviewers for multiple interview
rounds was not possible so a sample was chosen that consisted of 32 respondents
including HR Recruiters and Talent Acquisition managers who are responsible for taking
the initial and final round of interviews and also the Functional Managers who are
responsible to take the functional or managerial and technical rounds of interviews. In
both cases the respondents have been interviewing candidates for their respective multiple
organizations respectively. The research was taken by necessary steps to avoid any biased
while collecting the data.

1.4.6. Research Limitations

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  Limited Access to Information
 Limited Time for the study.
 Access to Literature
 Data Collection Process
 Limited Sample Profile

2. ABOUT THE COMPANY

3. INTERNSHIP JOB RESPONSIBILITIES:

TALENT ACQUISITION

 Job Profile in Company

 Recruit and perform talent acquisition activities such as resume & phone screens, candidate
interviews.
 Sourcing with resume databases, job portals and social media/professional network hiring
such as Naukri, LinkedIn, etc.
 Initial phone screening of candidates to judge communications and background.
 Short listing the candidates as per functional heads requirements and then scheduling up the
interviews.
 Maintaining and updating excel database of potential, prospective and rejected candidates.
 Assess candidate information, including resumes and contact details, using their Applicant
Tracking System – LEVER
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 Scheduling Interviews on LEVER and booking calendar of the functional heads taking
interview as well as the candidates.
 Sending Selection or Rejection Mails according to the interview feedbacks.
 Arrange pre-employment testing, background & references screenings.
 Maintain applicant tracking system, recruiting reports and other staffing administration
functions as needed.

 Requirements worked for

Job Posting: Publisher Sales Associate

Responsibilities

o Identify and onboard web publishers and establish a relationship with them
o Outline and execute effective lead strategy in order to maintain the revenue growth and
hit revenue targets
o Expand the relationship with existing and new publishers by proposing solutions to
their needs
o Serve as the link of communication between publishers and internal team
o Prepare regular progress reports and forecast reports in order to ensure revenue growth
o Sales / Business Development Experience would be good to have

What the company offered -

o Flexible timings
o Open-door policy
o Regular office parties

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 o Being a part of a quickly growing company full of smart and logical doers
o You are given full authority to propose an idea and how you want to implement it

 Recruitment Email sent to candidate

Dear Candidate,
This is to bring to your kind notice that we have an opening for the post of Publisher
Sales Associate with XYZ
URL:
Location: Gurugram, India
Designation: Publisher Sales Associate
Experience: 4+ Years
Essential Qualities:
Excellent Communication Skill, Positive attitude, passionate, highly motivated.
Should come from online, yellow pages, space selling and should have a good idea about
online sales/marketing.
Job Responsibility:

o Identify and onboard web publishers and establish a relationship with them
o Outline and execute effective lead strategy in order to maintain the revenue growth and
hit revenue targets
o Expand the relationship with existing and new publishers by proposing solutions to
their needs
o Serve as the link of communication between publishers and internal team
o Prepare regular progress reports and forecast reports in order to ensure revenue growth
o B2B or B2C Sales / Business Development Experience would be good to have

If your candidature suits the mentioned profile then kindly send us the following details:
1. Your updated resume in MS Word format.
2. Present CTC
3. Expected CTC
4. Notice Period
Best regards,
Mayuri Lotlikar

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 Talent Acquisition
 Sourcing candidates through Naukri – Job Portal

NAUKRI PORTAL:
Naukri.com, India’s No. 1 job site and the flagship brand of Info Edge introduced the concept
of e-recruitment in India. Since its inception in 1997, Naukri.com has seen continuous growth
while outperforming its competitors in every sphere. Naukri.com is a recruitment platform
that provides hiring-related services to corporates/recruiters, placement agencies and to job
seekers in India and overseas. It offers multiple products like Resume Database Access,
listings and Response Management Tools. With more than 4, 75,000 jobs live at any point
and over 60 million CVs, Naukri.com serviced over 76,000 corporate clients in 2017-2018.
The company operates 56 offices in 42 cities in India and overseas offices in Dubai, Riyadh,
Abu Dhabi and Bahrain.

Resume Database (Resdex)

What is Naukri Resdex: Naukri Resdex is a largest data base of job seekers which help the
recruiters find suitable candidates. Naukri has a data base of more than 70 million job seekers
from various streams of educations, and job experiences. The full form of Resdex is Resume
Data Base Access. Employers need to subscribe to the Resdex packages in Naukri to search
the profiles of job seekers.
Naukri.com has a large database of millions of jobseekers that can be searched across various
parameters such as industries, functions, locations, experience levels and many more. This
section will get you started on how to use Resdex. There are five types of search forms. You
can choose any of these forms based on your need and convenience.

1 SEARCH
1.1 ADVANCED SEARCH- Advanced Search is the most comprehensive search form. It has
various search parameters such as: Keyword Text Designation Details Experience UG/PG
Qualification Salary Year of passing out Location Details Institute Name Functional Area
Affirmative Action Industry Area Women Candidates Employer Special Ability Candidates

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1.2 IT SEARCH- IT Search is specially designed for your IT (Information Technology)
hiring needs. Using IT Search, you can find IT candidates with specific years of experience in
each of the various IT skills. IT search is combined with Advanced Search to let you specify
other search parameters. For example, IT Search allows you to specifically find candidates
with more than 2 years’ experience in Core Java AND have more than 5 years’ experience in
C++.

1.3 ROLE SEARCH- Role Search allows you to search for candidates by ‘role’. In an
organization people may work in multiple departments or functional areas but may be
assigned different roles. For example, accounting may have an Accountant, Taxation
Manager, Chartered Accountant etc. Role Search allows you to search for candidates by these
roles in a given Functional Area.

1.4 MY SEARCH- My Search can be used to customize search options and add search
parameters that you use the most or remove the search parameters that may be irrelevant for
your needs.

1.5 ‘CANDIDATE ACTIVE IN LAST’ SEARCH OPTION- Using ‘Candidates Active in

Last’ dropdown lets you choose candidates depending on how recently they have been
looking for a job. That is, do you want only those candidates who have been actively looking
for a job very recently, or do you want candidates who were actively looking for a job
anytime in the last one year? That is an important question to answer to make your search
effective, and that is what this dropdown helps you answer. It narrows down your search to
find the right candidate without you having to paginate unnecessarily to the later pages.

2. SEARCH RESULT PAGE

Once you perform search using any of the above search form, you are directed to Search
Result Page. Search Result Page provides the ranked li You can also rank results by ‘Last
Active Date’ and by ‘Freshness’ of a jobseeker’s profile. You can further refine search results
by using “One can look at resumes which have a profile Buttons at the top left of Search

23
Result Page helps you save resume to a Folder, contact candidates or export selected CVs to
eApps.  Save to Folder – Saves selected resumes to the folder  Send Mail – Sends email to
selected candidates  Send SMS – Sends SMS to selected candidates  Export to eApps –
Exports selected resumes to eApps

3. MANAGE FOLDERS Manage Folders in ‘Resdex box’ on managing CVs, contacting

candidates, deleting a rejected CV, moving a CV to another folder or for downloading
selected CVs in Excel. Clicking on a Folder link will open the  Move – Move selected
resumes to a different folder  Send Mail – Send email to selected candidates  Download –
Download selected resumes in an excel file.  Delete – Delete selected resumes from the
folder  Send SMS – Send SMS to selected candidates, etc.

24
Today, LinkedIn is a top source to identify potential job candidates. LinkedIn is home to over
700 million users. This means that, as an employer, the platform will provide access to a
large pool of talent right from the get-go. It’s optimized for recruiting. The platform also makes
it easy for businesses to search for potential candidates for their open positions. With convenient
features such as InMail and Messaging, LinkedIn makes communication between employers and
candidates a breeze.

But what sets LinkedIn apart as an excellent place for sourcing candidates is that it allows
hiring managers to review a candidate’s skills, qualifications, and employment history via
their profiles—often eliminating the need to contact them and request this information. This
makes the process of scanning resumes and screening individuals easier than ever.

How resumes are searched on LinkedIn

To search resumes on LinkedIn and find strong candidates faster, there are a few important
steps you’ll need to follow:

1. Narrow down the job requirements

Employers often struggle to set realistic job requirements for candidates. If they want to

speed up the search for candidates and have LinkedIn return the most relevant options for the
job, they will need to narrow down your job requirements to only your top priorities—a
handful of main requirements that can be filtered into your first candidate search. They’ll
have a chance to add to these parameters shortly.

2. LinkedIn Advanced Search—use People Search

On LinkedIn, we can filter your search results for people, jobs, events, content, companies,
and more. But for LinkedIn to return the best possible job candidates from your search,
they’ll need to use the Advanced search function—and the People tab, more specifically. This
will allow to set a handful of parameters that yield more relevant search results.

3. Enter parameters benefitting the job requirements

With a clear set of primary job requirements, we can start to enter parameters for your
candidate search results. Some of the fields we’ll want to fill out include title and industry.
This simple check alone will return thousands of candidates, so then we will take our search a
step further by entering parameters that line up with your list of job requirements. Target
25
 location, schools, past companies, and non-profit interests to create a more focused candidate
search.

4. View profiles of prospects and narrow the criteria further

After entering the parameters for the People search, LinkedIn should return a list of
candidates that meet your requirements. At this point, we can begin to view candidate
profiles and identify ideal matches for your job opening. Along the way, we might find that
we’re receiving a certain type of candidate that doesn’t quite fit the role we need to be filled
—perhaps an incorrect job title, industry, or location. 
When done right, a LinkedIn Recruiter search brings your organization’s ideal candidates
right to you.

Active vs. passive candidates on LinkedIn

One of the greatest benefits of using LinkedIn is the ability to source both active and passive
candidates. What is the difference between an active candidate and a passive candidate?

Active candidates

As the name suggests, an active job seeker is a person who is actively looking for work. This
often includes people who are unemployed, unhappy at their current jobs, or simply looking
for new opportunities. These candidates are typically easy to identify—not only because they
are the first to respond to job posts but also because, on LinkedIn specifically, the platform
allows candidates to share that they are open to work. Current employers aren’t able to spot
this designation, as candidates have the option of signalling to recruiters privately.

Passive candidates

The passive candidate isn’t looking for new opportunities. Typically, this means that they are
happily employed and content with their role. But these types of candidates may be open to a
conversation with a recruiter or organization. Of course, we may need to take a
more relationship-based approach to recruiting if we hope to persuade a passive candidate to
join your organization.

26
Alternatively, find candidates that aren’t on LinkedIn

While LinkedIn can be a gold mine of quality job candidates, it is still only one
network. Recruiters have both the time and resources to dig deeper during the search process,
tapping into all types of networks to widen your search for top talent. Referrals are regarded
as the best source of hires, and recruiters can help your business secure more referrals—both
by leveraging their connections and by helping you strategize to encourage employee
referrals internally.


T

elephonic Interview Round

Employer’s commonly use phone interviews as a way to screen job candidates to find out if
they meet the job requirements. This method can be beneficial for finding and inviting only
qualified candidates to attend additional in-person interviews.

What is a phone interview?

A phone interview, or phone screening, is an interviewing process that recruiters sometimes

use as a way to evaluate a candidate's fit for the job. Success in a phone interview often leads
to an in-person interview, and hiring managers may use a phone screening to eliminate
unqualified candidates.
Typically, phone interviews are scheduled calls from the interviewer, but sometimes
candidates are required to initiate the phone interview by calling the recruiter at a
predetermined date and time. Interviewers are the ones to initiate the call from their office
phones, typically due to the convenience of scheduling interviews during working hours.

27
Benefits of Conducting a Phone Interview

Phone interviews are an essential part of the modern hiring process, offering convenience for
both the jobseeker and Hiring Manager alike. While in-person interviews will remain an
essential part of the hiring process, most applicants have come to expect an initial phone
screening prior to an in-person visit. 
Being able to conduct a phone interview offers the following advantages. 

Convenience in scheduling: It’s much easier for someone to find 30-minutes to conduct a
phone interview than to find the time to go into an office for an in-person interview.
Higher volume screening: By starting the interview process with a phone interview, you are
able to filter through a higher volume of candidates in a shorter period of time.
 Decreased travel expenses: It’s not uncommon for multiple people to be a part of a phone
interview. If different members of your organization are in different locations, a phone
interview quickly becomes the most convenient solution.

Preparing to conduct a Phone Interview

1. Research the interviewee

To prepare for a phone interview, start by doing some research on the individual who you
will be interviewing. We recommend reviewing their resume, LinkedIn profile, the job
description, and any other supplemental information provided. This will come in handy later
when you are preparing phone interview questions to ask.

2. Find a quiet place

If possible, conduct your phone interview in a quiet space. Conducting a phone interview
while in a public or noisy space is not advisable. You could be interrupted, and it could be
viewed as disrespectful to the interviewee. These background noises might be okay for you,
but they may be distracting to the applicant. This could cause them to stumble in what
otherwise could have been an excellent interview. 

3. Prepare relevant interview questions

While there is definitely some value in preparing general interview questions to ask all of
your applicants, candidate-specific questions are highly advisable. Candidate-specific
questions allow you to dig deeper into the information on their resume. It also shows the
applicant that you have done your homework, and that you’re seriously considering their
request to work for you. 
Basic Interview Questions asked to Candidates:

Tell me about yourself?

Tell me about your job profile?
28
 How much current CTC, you’re getting in current organization?
How much you’re expecting form new organization?
How the notice period you required if you are selected?
Why did you want to resign from your previous job?

 Applicant Trackers for all the telephonic shortlisted candidates.

A applicant tracker is a visual collection of data-driven metrics, key performance indicators

(KPIs), and reports designed to tell you how your recruitment funnel is performing. This

includes data on applicants, hires, campaigns, and budget. These metrics can help the

organization improve the sourcing of the best candidates for roles, reduce recruitment costs,

and develop new talent acquisition strategies that have a positive impact on the entire

business. 

Why should you have a applicant tracker?

There are multiple questions to ask yourself when analysing the hiring efforts at your
organization:

 How long does it take to hire employees?

 How much money are you spending on the hiring process?
 Where are candidates looking for your job postings?
 How well new employees perform in their role?

The answers to these questions alone don’t tell us much. But using recruitment metrics to

analyse all this data together can generate a wealth of insight into the entire recruitment

process. Here are four reasons why employer should invest in a recruitment metrics tracker.

1. “See” problems
2. Analyse your hiring funnel
3. Refine your recruitment strategy
4. Improve the efficiency and effectiveness of your recruitment 

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 Applicant Tracker followed:

Contacted Name of the Contact Shortlisted/ Years of Expected

Sr. No. Date candidate No. Rejected experience CTC CTC
1 19-05-2021 ABC 9976XXX8        
2 20-05-2021            
3 20-05-2021            
4 21-05-2021            
5 21-05-2021            

2nd Round HR Closing

Notice 1st Round - Functional- Managerial Round -
Period Location Communication Mayuri Ameya Round - Daksh Dhananjay
    High/ Avg / Low Yes/ No Yes/ No Yes/ No Yes/ No
             
             
             
             

 Application Tracking System Worked on: LEVER

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Applicant Tracking System

Applicant tracking system software provides recruiting and hiring tools for companies. Among
other functions, these systems collect and sort thousands of resumes. When applicant applies for
a job online, the resume doesn’t typically go directly to a recruiter or hiring manager. It’s first
being processed by an ATS. Whether that human recruiter ever sees your resume could depend
on how well your resume is optimized for ATS algorithms.
Top employers hire for several jobs at a time and receive hundreds of resumes for any given opening.
Because applying for a job online is easier than ever, many of these applicants are unqualified and figured
“it was worth a try.” Applicant tracking systems keep all these resumes in one place, helping recruiters
and hiring managers stay organized as well as EEOC compliant. In theory, these systems also save time
by automatically surfacing and highlighting top candidates. In reality, ATS do help hiring professionals
narrow their applicant pool.

Most large corporations utilize applicant tracking systems. The researchers have found that 98%
of Fortune 500 companies use ATS while a Kelly OCG survey estimated 66% of large
companies and 35% of small organizations rely on recruitment software. Even job sites like
Indeed and LinkedIn have their own built in ATS. There are dozens of different ATS, each with
their own features, strengths, weaknesses, and quirks. Here are just a few of the top ATS:

Taleo Workday SuccessFactors Greenhouse

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 BrassRing iCIMS Jobvite Lever

Smart Recruiters Jazz HR CATS BambooHR

How applicant tracking systems works for recruitment:

Applicant tracking systems collect and store resumes in a database for hiring professionals to
access. Resumes may also be stored long after the original job you applied for is filled. Corporate
recruiters or hiring managers can then search and sort through the resumes in a number of ways,
depending on the system they’re using.

Viewing Applications: Some recruiters still choose to glance at every job application that comes
through their applicant tracking system. In this case, most take a quick glance at the applicant’s
past highlights, job titles, and companies. They can make a determination about whether they
want to learn more in about 6 seconds. It’s important to make sure your top skills and
qualifications are easily identifiable.
Automatic Rankings: Some applicant tracking systems can automatically compare your resume
to the job description. For example, Taleo calls this feature “Req Rank,” which ranks each
applicant based on how well their resume scores based on the job description.

Instead of reviewing each and every application, the recruiter can focus squarely on candidates
the ATS has identified as a great match.

Applicant tracking systems are here to stay

During the Great Recession, employers were flooded with applications and wanted features that
discouraged and filtered out unqualified candidates. This resulted in many of the bloated
32
application processes and indiscriminate filters found in ATS today. Unfortunately, improving
unemployment rates won’t mark the end of ATS.
While outdated systems are still in use at some large companies, we are seeing new ATS being
developed for the modern age. As employers fight for the best talent, candidate experience is
becoming more of a priority. Automation and ranking systems aren’t going away; they’re just
becoming more technical as recruiting software begins leveraging AI.

LEVER:

Like its competitor Greenhouse, Lever came out of Silicon Valley in 2012 and offers cleaner
design and a more user-friendly interface for recruiters and applicants compared to older ATS
institutions like Taleo. Lever allows hiring teams to collect applicants and move them through
the interview and offer stages.

Companies that use Lever

Some of the most recognizable companies using Lever do their work in tech and online,
including:

Netflix Shopify

Yelp Twitch

33
 Coursera Medium

Headspace Upwork

Ring Credit Karma

Eventbrite Quora

Rooster Teeth Job scan

Key benefits of using Lever

• Build an employer brand and institute a painless application process with custom job sites.

• Source candidates instantly, up referral numbers, and get the entire team involved in recruiting
through the Lever Chrome Extension.

• Get faster feedback from hiring managers with two-way email sync, so they never have to leave
the tools they love to use.

• Schedule and re-schedule interviews with ease through Lever’s calendar sync, drag drop
workflow, and automatic reminders.

• Institute interview kits with custom feedback forms to make it simple for interviewers to find
everything in one place, while ensuring the delivery of an impressive candidate experience every
time.

• Never be more than 2 clicks away from the numbers that matter most - inform a data-driven
recruiting strategy with real-time metrics tracking.

My Working with Lever:

 Lever Portal:

34
 Sample List of Job opening on Lever:

 Shortlisted Candidates Details being recorded post uploading the CV:

35
Every candidate has their own candidate profile, which is your single source of truth: all
relevant information will be found here! The candidate's contact information will be found on the
right side. The candidate's opportunities (job postings) will be listed in the top right corner, and
details about whichever opportunity is selected in the corner will be displayed in the centre of the
screen: how far has this contact made it through your recruiting pipeline for this particular
opportunity? how did you recruit them for this opportunity?
Scroll down to see a candidate's activity log:
Any notes, email conversations, resume information and interview history will be recorded on
the candidate profile, organized by the relevant opportunity. There are even a few shortcut
buttons at the top so you can jump straight to the information you need.

36
  Understand the Candidates Pipeline:

All candidates who are actively being considered for an opportunity live somewhere in your
pipeline. Lever offers a single, unified pipeline to help you keep your recruiting process
consistent across your organization. A unified pipeline allows your team to generate consistent
metrics - for instance, comparing the recruiting performance for one department to another. Your
pipeline is broken into 3 pipeline segments:
Lead (prospects you're reaching out to),
Applicant (applicants who are reaching out to you) and
Interview (candidates you're meeting with).
Within each segment are your organization's pipeline stages. Candidates progress from stage to
stage until they're either hired at your organization or moved into your archive.

The Lever account is full of candidates who are associated with one or more opportunities.
Candidates may be considered for multiple opportunities at the same time, in which case they'll
show up in your pipeline multiple times.

 Scheduling Shortlisted Candidate:

Scheduling interviews just became a lot easier! Lever's default interview plans allow you to
assign an interviewer, event duration and feedback form to each stage of your interviewing
process. Set a template once, and Lever will take it from there!
Open a candidate's profile in Lever and click the Schedule (calendar) icon.

37
In the Find Interviewers field, search for and select one or more interviewers. Select a time
and a duration for the interview. Then, click the SCHEDULE button to navigate to the next
slide.

38
  Emailing Feedback to the Interviewed Candidates:

Selection Mail:

Rejection Mail Draft:

39
 4. INTERNSHIP JOB RESPONSIBILITIES:
COMPETENCY ANALYSIS

 Pre-Interview Aptitude Test Formation

What Are Aptitude Tests?
Today organizations expect to achieve optimal output by relying on the cooperation of resources
who work mostly from home rather than from the office. With such dynamic changes in work
cultures, where employee supervision is not always possible, hiring high quality resources
become imperative to the success of a company. 

To make hiring a fool proof process, recruiters conduct in depth analysis of candidate’s
capabilities using online aptitude tests. Industries and service sectors such as manufacturing,
banking and accounting, computer programming and even air traffic control make use of online
aptitude test platforms to analyse job specific knowledge and skills of candidates.
40
How Aptitude Tests Can Aid Recruitment?
Aptitude tests have emerged to be one of the most effective recruitment tools that enable
organizations to identify candidate skills and talents. As the pandemic has changed the way
companies operate, hiring decisions based on candidates’ resumes or phone screening will not
provide accurate insights. This allows organizations to hire quality resources even while
operating remotely.

Advantages of pre-employment aptitude tests

With pre-employment aptitude tests, recruiters can:

S ave time spend on tedious offline ass ess ment process .
Ass ess multiple candidates pres ent at different locations .
G et accurate result generation with in-depth reports to analys e performance
s core.
Candidates do not have to be physically present in an interview centre; they can take up the test
remotely from their place of convenience.

41
42
 Shadowing Functional Rounds of Interview

Shadowing means attending the functional interview with the functional head
and the candidate to understand what and where the candidates are going wrong
and getting to analyse the candidate better. Shadowing the interview gives a
brief idea about how the functional round takes place, what kind of questions
are asked, why these questions are asked and how the answer of the candidate is
analysed to gauged if the candidate is to be send ahead or not.

This helps while recruiting the new set of candidates in future as we get a clear
picture of the expectations of the Functional Manager from the right candidate.

43
 Understanding this can help reduce the wrong candidate for the role and hence
reduce rejection rate which eventually saves time, cost and efforts of the
company.

 Reference Check using LEVER

A reference check is when a hiring manager, employer, or recruiter contacts a job candidate’s
former workplace to get more information on the candidate’s performance and skills. The
purpose of a reference check is to ensure the candidate has the qualifications needed for the
role the employer is trying to fill.

In today’s workplaces, a reference check can go one of two ways: You’ll either confirm that
the candidate has all of the fantastic skills and experience they say they do, or you’ll uncover
something disappointing.
To cut through any lies and exaggerations — and find honest, qualified candidates — you
need to include reference checks in your applicant screening process. Here’s our guide on
how to do it quickly, easily, and painlessly. 

What Step Is a Reference Check in The Application Process?

Conducting a reference check is often the final step a hiring manager or recruiter takes
before presenting a job offer to a candidate. They may also conduct a background check
and an employment history check, which we’ll cover later on.

Who Can Applicants Use as A Reference?

Usually, the hiring manager will conduct a reference check with the candidate’s former
manager or direct supervisor. But that’s not always the case. 
For example, if the candidate is vying for a supervisor role, the hiring manager may get
better insight into how good of a leader they are by speaking to the employees they
previously managed.

Process for Reference Checks:

44
 -Once you’ve confirmed the candidate is who they say they are, with the experience and
background they say they have, it’s time to check their references. 
-Request a list of references from the candidate, confirm you have their consent to reach
out to them, and contact one to three of them to get their insights into the candidate.
-By including reference checks in your hiring process, you’ll be able to confirm your
candidate’s qualifications, clarify any questions you have about their job experience, and
hopefully, have the confidence you need to hire them without any second guesses.

Questions Asked During Reference Check’s

 What was their relationship with the candidate?
 How long did they work with the candidate?
 What was the candidate’s role? (Responsibilities, tasks, etc.)
 What were the candidate’s top strengths?
 What did the candidate struggle with?
  How would you describe the candidate’s attitude toward their work and team?
  Would you rehire this person if you were given the chance?
  Did the candidate miss a lot of work, or were they frequently late?
  How well did they operate under pressure?
  Is there anything else you’d like to share about the candidate?

45
Reference Check Page:

5. DATA ANALYSIS & INTERPRETATION

This chapter presents data analysis, findings, interpretation and presentation.

Data was analyzed using descriptive tools where frequencies, percentages
were used to interpret the findings. The purpose of this study was to
determine competency-based recruitment and selection practices by multiple
interviewers including HR’s and functional managers taking the interviews.

5.1. DEMOGRAPHIC DATA

46
 Frequency Percent
Male 12 37.5
Female 20 62.5
Total 32 100

Table 3.1: Distribution of respondents by gender

As shown in Table 3.1, majority of the respondents (62.5 percent) were

female while 37.5 percent were female. This implies that majority of the
officers in charge of the Human Resource Function were female.

Frequency Percent
Less than 1 year 11 34.4
1 - 5 years 13 40.6
5 - 10 years 5 15.6
10+ years 3 9.4
Total 32 100

Table 3.2: Distribution of respondents by no of years of experience

As shown in Table 3.2, majority of the respondents (40.6 percent) were

having the years of experience in the range of 1 to 5 years. 11 respondents
that is 34.4 percent were having less than 1 year experience in taking
interviews, while there were 5 respondents were having more than 5 years but
less than 10 years’ experience and 3 respondents with a vast experience of
47
 more than 10 years. This suggests that majority of the Human Resource
Function people are below 5 years. This is good for recruitment because this
category of people is young, energetic and flexible enough to cope with a fast-
paced working environment.

5.2. INTERPRETATION & ANALYSIS

 Interview Process Preference

48
Structured interview is the one involving a fixed set of questions. The interviewer comes
prepared in advance with a particular questionnaire. The dependency is on the interview pattern,
that must be carried out with uniformity. Unstructured interview is the one where the interviewer
initiates casual conversation with the candidate. There is no pattern or fixed format set in
advance that allows the interviewer to indulge in informal discussion mixed with interview
questions. Here, 75 percent respondents that is 24 of them follow structured interview process
where as the rest 25 percent that is the 8 of them follow unstructured interview process.

Hence, with structured interviews employing a one-size-fits-all approach, the process can
become cold and impersonal that directly affects the selection of the right candidate with right
experience. On the other hand, unstructured interviews are highly personalized and allow the
candidate to act to the spontaneity of the event. The pre-developed systematic approach of the
former directs towards logical reasoning and testing whereas the casual and unrehearsed nature
of the latter brings out the best skills and competencies of the candidates. The difference between
structured and unstructured interviews lies in the questions being asked. When mass hiring like
campus placements, structured interviews are the ones to be expected as these are more formal
and standardized. On the contrary, unstructured interviews are best suitable for assessing
candidates when hiring for specialist roles. These allow room for creative exploration, are more
flexible and invite more inclusive, free-flowing conversations. 

 Competency Based Interview Usage

49
 One method of developing the competencies is by conducting Behavioural Event Interviews.
The objective of a Behavioural Event Interview (BEI) is to get very detailed behavioural
descriptions of how a person goes about doing his or her work. The interviewer's job is to
elicit complete stories that describe the interviewee's specific behaviours, thoughts, and
actions in actual situations.
As per the research, majorly interviewers use BEI method for interviewing that is 17 of them
which means 53.1 percent use BEI type interview while 28.1 percent that’s is 9 only use is
sometimes. There are 18 percent i.e., 6 who do not use this interview technique.

 Type of Questions used for Talent Acquisition

50
Open-ended questions are questions that allow someone to give a free-form answer. Closed-
ended questions can be answered with “Yes” or “No,” or they have a limited set of possible
answers. An interviewer might ask an open-ended question for a variety of reasons. Generally,
they will ask an open-ended question to get a sense of your personality and to see if you will fit
into the company culture. They might also ask this kind of question to see if you have the
qualities and experience needed for the job.
Here in the survey, we come to know that 29 out of 32 respondents that is 90.6 percent use prefer
open ended questions which gives a brief scope of understanding candidates overview while
there are 3 respondents that consists of 9.4 percent who use close ended questions in the
interview.

 Competency considerations in Interviewing

Traditional interview questions are broad, allowing the candidate to select an example of a
work situation that fits the question asked. On the other hand, competency-based interview
questions are specific. They require you to provide examples in response to questions that are
51
 essential for the company and the position for which you are interviewing. A popular method
of doing this is the STAR approach (S- Situation, T- Task, A-Action, R- Result).
Regarding the survey, its noted that there are 75 percent who with time have shifted to
competency-based approach while interviewing that consists of 24 respondents. And 25
percent that is 8 respondents still follow the traditional based interview.

 Competency Factors considered in Recruiting

Factor Mean Standard deviation

An interviewee with Strategic thought 4.3 0.7
Innovative Person 4.2 0.8
Relates well to others 3.9 0.8
Ability for time management 4.1 1.1
Accurate Weakness 3.7 0.9
Information Gathering 3.8 0.9
Ability to coping in different situations 4.4 0.8
Demonstrate attentive listening 3.8 0.6

Table 3.3: The extent to which various factors are considered in recruiting new staff

Regarding the extent to which various factors are considered in recruiting new employees,

the respondents said that ability to coping to different situations is an important factor to

consider with a mean of 4.4 out of 5 (see table 3.3). Effective and fluent communication
52
 together with good customer focus and public relations needs strategic thinking and

innovation too that are also considered as important with a mean of 4.3 and 4.2 each

respectively. Ability for time management is also not overlooked when recruiting new

staff. It had a mean of 4.1. The ability to be relate well with others demonstrates teamwork

quality which attained a mean of 3.9.

Other factors considered include demonstrate attentive listening to customers & clients and

information gathering plays an important role. These two factors are equally considered

with a mean of 3.8. Knowing your weakness gives a scope of improvement hence it as

attained a mean of 3.7.

The findings implied that the most important factor to be considered when undertaking

competence-based recruitment and selection was the ability to manage time well.

53
 Competency Based Help Predict Successful Job Performance

Hiring a candidate is crucial as you need to ensure that the employee adds value to the
organization, the employee understands the needs and values of the organization and abides by
them and strives for progress. Here’s what the interviewers think about the same, 12.5 percent
that is 4 strongly agree and majorly 59.4 percent that are 19 agree. On the other hand, there are
9.4 percent that is 3 and 1 percent i.e., 1 who disagree and strongly disagree respectively. There
are 5 that comprises of 15.6 percent who are neutral for the same.

5.3. FINDINGS

 According to the Survey, Recruitment differs from company to company for each
category.

 According to the Survey, the company do utilize competencies for the recruitment
process and for finding the talent candidate.

54
  According to the Survey it is observed that the company are utilizing the structured
interview in order to make interview process more efficient.

6. CONCLUSION

This study was carried out with the objective of determining the competency-based
recruitment and selection practices adopted by organizations. It can be concluded that the
results from the findings of the questionnaire demonstrated that competency-based recruitment
procedures were paramount in selecting new hires. The respondents recognized that
competency-based recruitment procedures can work hand in hand with traditional recruitment
and selection procedures. The competency-based approach to recruitment and selection was
considered important in the recruitment and selection stage of Human Resource Management
processes.
The research also found that adopting a competency-based recruitment and selection
system is a results-oriented process. It makes it easier to concentrate on the results expected of
a successful or exemplary performer (Guinn, 1998). In addition, the competency-based
recruitment and selection technique gave the recruitment staff the opportunity to focus less
attention on approximations of competence such as educational level or years of experience
that have little connection to verifiable results. Also, competency-based recruitment plays an
important role in attracting individuals who possess characteristics that might be difficult, if not
impossible, to acquire by training or development efforts. A competency-based approach
encourages managers and other decision makers to clarify the verifiable, measurable results
they expect from successful performers before a selection decision is made.
Competency-based selection, according to the respondents provides some insight into
whether or not a new hire will be a good fit with the institutions culture. A competency-based
recruitment and selection process provides applicants with opportunities to outline, explain,
and demonstrate their qualifications in competency-based terms. Potential candidates will not
be confronted during the selection process with questions that have little or no bearing on their
ability to produce desired work results
From the findings, it was noted that competencies predict effective performance, result in
valid selection criteria, recognize the transferability of employees' skills and are flexible to
meet the changing needs of future requirements. Furthermore, the competency model covers
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all aspects of what it takes to be successful in a job by examining not only knowledge and
skills required but the personal attributes required as well.

7. RECOMMENDATIONS

The recruitment and selection process are one of the most important and costly investments an
organization can make. Risks can be high and the cost of a bad hire can have tremendous
impact in time, money and company culture. In addition to the above discussed and detailed
conclusions, the following recommendations should be taken into consideration in their
competency-based recruitment and selection:

Need to develop and implement a communication strategy to support the Human

Resource Departments Building awareness is an important starting point. HRs
should attend workshops, classes, or conferences on competency modelling or
invite external consultants.

The organizations need to provide time and money to carry out the individualized
competency identification and assessment for those targeted to receive training.

The organizations should provide strong, long-term support for the projects and act
as role models for the process. Required resources need to be available over the
long term. Managers will face increased workloads as a competency-based
approach requires them to provide new hires with additional and more effective
feedback as well as accept responsibilities for addressing performance obstacles.

The Human Resource Department must continuously evaluate the competency-

based recruitment and selection process and make revisions as necessary.

SUGGESTIONS FOR FURTHER STUDIES

While this study was able to provide additional insight into the use of competencies and its
relationship to an effective recruitment and selection process in organizations, it also revealed
areas that would benefit from further research. These are:
Future research could thus focus on the other functions such as compensation and benefits. By
doing so, a better and fuller understanding of the effects of core competencies on an
organization’s performance may be achieved. Secondly, this study recognized the importance

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of measuring the performance of the employees according to their core competencies, hence,
there is a need for further study on the benefits of the competency-based performance
management systems.

8. ANNEXURE

QUESTIONNAIRE

This questionnaire is designed to gather information on Competence Based

Talent Acquisition. The information you give will be treated with utmost
confidentiality and will be solely used for academic purposes intended in this
research.
Would you mind giving me a few moments of your time so that I might gain your
knowledge on my Research Project by participating in this short survey

PART A: PROFILE OF THE RESPONDENT

1. Indicate your Gender

a) Male ]
b) Female ]

2. Talent Acquisition / Interviewer Experience

a) Less than 1 year ]

b) 1-5 years ]
c) 5-10 years ]
d) 10+ years ]

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PART B: DETAILED INDIVIDUAL INTERVIEW STYLE ANALYSIS

1. Which Interview Process do you Prefer?

a) Structured Interview Process []

b) Unstructured Interview Process []

2. Do you use Behavioural Event Interview?

a) Yes []

b) No []

c) Sometimes []

3. Type of questions you focus on during the interview?

a) Open Ended Questions []

b) Close Ended Questions []

4. What do you prefer while interviewing?

a) Traditional Based Interviewing []

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 b) Competency Based Interviewing []

5. To what extent do you consider the following competency aspects during

interviewing candidates?

Very
Aspect Little Moderate Large large
Not at all extent extent extent extent
a) Strategic thinking

b) Innovative

c) Relates well to others

d) Time management

e) Accurate
Weakness
f) Information
gathering
g) Coping
mechanisms
h) Demonstrate
attentive listening

6. Does competency-based approach help predict successful job

performance of a candidate?

a) Strongly disagree []

b) Disagree []

c) Neutral []

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 d) Agree []

e) Strongly Agree []

THANK YOU FOR YOUR COOPERATION

9. BIBLOGRAPHY

Books

 McClelland, D.C. (1973), Testing for Competence rather than for ‘Intelligence’.
American Psychologist, 26, pp. 211 –242.
 Prahalad, C.K. & G. Hamel (1990),The Core Competence of the Corporation.
Harvard Business Review, May-June, 79-91.
 Rodriguez, D., Patel, R., Bright, A., Gregory, D. and Gowing, M. K.
(2002) ,Developing competency model to promote integrated human resource
practices, Human Resource Management, 41, pp. 309 –324.
 Roos, J. & G. von Krogh (1992), Figuring out your Competence Configuration.
European Management Journal, 10, 4, 422-427.
 Rothwell, W.J. (1996),ASTD Models for Human Performance Improvement:
Roles, Competencies and Outputs. Alexandria: American Society for Training
and Development.
 Sandberg, J. (1994) ,Human Competence at Work: An Interpretive Approach
(Go¨ teburg: Bas).

Websites

 https://www.toolbox.com/hr/recruitment-onboarding/articles/what-is-talent-
acquisition/

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 https://recruitingdaily.com/the-recruiters-playbook-for-competency-based-hiring-
in-2020/

 https://www.shrm.org/hr-today/news/hr-magazine/pages/0315-competencies-
hiring.aspx

 https://blog.clearcompany.com/5-unique-benefits-of-competency-based-
recruitment-and-selection

 https://flylib.com/books/en/2.309.1/
competency_based_employee_recruitment_and_selection.html

 https://slideplayer.com/slide/14018816/

 https://flylib.com/books/en/2.309.1/
competency_based_employee_recruitment_and_selection.html#fastmenu_10

 https://www.researchgate.net/publication/330331377_Competency-
based_recruitment_and_managerial_succession

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