S M 4 TH Sem Final Project

CONTENTS
SL.NO CHAPTER PAGE NO
1. INTRODUCTION 1-11
2. INDUSTRY PROFILE 12-21
3. THEOREITICAL FRAME WORK 22-34
DATA ANALYSIS AND

4. 35-54
INTERPRETATION
5. FINDINGS SUGGESTIONS AND
CONCLUSION
55-57
ANNEXTURES
 Bibliography
 Questionnaires
A STUDY ON EMPLOYEE HIRING PROCESS IN IT INDUSTRY
CHAPTER- 1
1.1 INTRODUCTION
1.2 LITERTURE REVIEW
1.3 METHODOLOGY
1. IMPORTANCE OF THE STUDY
2. NEED OF STUDY
3. SCOPE OF THE STUDY
4. STATEMENT OF THE PROBLEM
5. OBJECTIVES
6. HYPOTHISIS
7. RESEARCH DESIGN
8. SOURCES OF DATA COLLECTION
9. LIMITATION OF THE STUDY
1.4 CHAPTER SCHEME
INSTITUTE OF MANAGEMENT STUDIES, Page | 1

DAVANGERE UNIVERSITY
CHAPTER -1
INTRODUCTION
1.1 INTRODUCTION
The hiring process is the first and main important function in Human resource
management for hiring the candidate it is internally or externally must be a done in a perfect and
professional manner. Recruitment is process of identifying job vacancy, analyzing the job
requirements, reviewing applications and screening. Selection is the process choosing the best
person for the position among more candidates.
Recruiting began with the military and dates all the way back to ancient Egypt, Greece
and Rome. The Birth of the modern Recruiting industry, however, did not take place until the
1940’s as a result of WW. Employment agencies began to advertise for worker who were not
obligated to military service in an effort to fill the void in the workplace left by those who were
called to duty. The end of the war led to an influx of workers returning from the army, many with
new skills that could be applied to the blossoming technology field.
Headhunting companies became popular as a response to the growing workforce.

Headhunting agencies worked in service of those seeking employment until the strong economy
of the 1970’s led to a shift from working for the employer. Enjoying a period of relative prosperity
and growth, large corporations began outsourcing their hiring efforts to recruiting companies.
Because of IRS employment taxes, recruiters only made placements for full time, executive
positions.
The headhunting industry continued to operate in this way labor laws began to change
and the line between employee and independent contractors was blurred. In 1986, Congress
eliminated safe harbor for certain technical workers, thus affecting the way engineers, drafters,
system analysts, designers, computer programmers and others professionals in similar lines of
work were classified . The revenue act of 1978 had previously permitted employers to appeal
reclassification of an employee if the industry had categorized certain types of workers as
independent contractors in the past. However, this was changed by the 1986 amendment by

preventing employers from appealing reclassification if the employee had been placed by a third
party agency.
In response, corporations simply began doing what the IRS had accused them of failing
to accomplish in the first place. Large companies began reclassifying all their employees, shifting
their status from 10-99s.to WW-2s.As web and technology based businesses began to blossom
with the internet boom in the 1990’s the cat had been cleared for recruiters to place programmers,
system analysts, designers, drafters, computer programmers and engineers as well as senior and
executive level positions for the hundred of a new and thriving companies.
1.2 REVIEW LITERTURE

1.2.1 INTRODUCTION
Recruitment and Selection can play a pivotally important role in shaping an
organization’s effectiveness and performance. It is imperative to understand that Recruitment and
Selection also have an important role to play in safeguarding employee performance and positive
organizational outcomes. It is often claimed that selection of employee occurs not just to replace
departing employees or add to a workforce, but rather aims to get in the employees who can
perform at a high level and demonstrate commitment (Ballantyne, 2009).
Recruitment and Selection are terms often used interchangeably and it is essential to
understand them and also deliberate on the linkage and interdependence. Bratton and Gold (2007),
differentiate the two terms while establishing a clear link between them by stating that recruitment
is the process of generating a pool of capable candidates to apply for employment to an
organisation.
Whereas, Selection is the process by which managers use specific instruments to choose
from a pool of applicants, a person or persons more likely to succeed in the job(s), given
management goals and legal requirements. Recruitment and selection forms a central part of the
fundamental activities underlying talent management, namely, acquisition, development and
reward of employees. It often forms an important part of the work of human resource managers –
or designated specialists within work organizations.

2.2 LITEATURE REVIEW
According to Korsten (2003)
Human Resource Management theories underscore on techniques for decision and

assertion and plan the upsides of social gatherings, assessment and psychometric assessments as
expert decision structure. They further passed on that decision structure may be inside or outside
or may furthermore be driven on the web. Ordinarily, this system relies upon the degrees of
enrolment methodologies, work postings and nuances, driving, fervor for business and meeting
process, evaluation, dynamic, formal solicitation and organizing.
According Jovanovic (2004)
Recruitment is a process of attracting a pool of high quality applicants so as to select

the best among them. For this reason, top performing companies devoted considerable resources
and energy to creating high quality selection systems. Due to the fact that organizations are always
fortified by information technology to be more competitive, it is natural to consider utilizing this
technology to re-organize the traditional recruitment and selection process through proper decision
techniques, with that both the effectiveness and the efficiency of the processes can be increased
and the quality of the recruitment and selection decision can be improved.
According to Korsten and Jones et al. (2006)

Human asset the heads speculations weight on procedures for affirmation and
confirmation and sketch the upsides of gatherings, assessment and psychometric examination as
worker choice framework. Generally, this procedure depends on the degrees of confirmation
moves close, work posting.
According to Alan Price (2007)

In his work Human Resource Management in a Business Context, legitimately portrays
assurance and choice as the course toward recovering and pulling in skilled applications with a
definitive target of work. He presents that the method of enlistment is really not a conspicuous

choice system, while it needs the board dynamic and sweeping sorting out so as to pick the most
fitting work.
According to Jackson et al. (2009),

He inspected human resource the managers approach in business affiliation are made to
meet corporate objective and targets and to accomplish fundamental plans by techniques for
planning improvement for the improving coalition execution in like manner as association
advantage.
According to Seizer e Thomas (2010)

The coalition should contact the up-and-comer's past administrators and accomplices.
Deals to position to references may address the contender's imaginative brain and activity. This is
regularly the motivation driving why restrictive recommendations for business are given to check
the realness of what the up-and-comer gave on the application structure.
According to Snell, (2012)

The affirmation endeavors of an organization can be especially maintained by proficient
referrals, or proposition from the affiliation's present specialists about potential contenders.
Believe it or not, verbal recommendations are the spot most occupation positions are filled. Head
have discovered that the possibility of power suggested up-and-comers is routinely particularly
high, since workers are normally reluctant to propose people who all the more than likely won't
perform well. Certain affiliations other than pay their directors for helping them get vivacious and
driving forward contenders. HR experts in like way see that by repaying aces who get their partners
really costs less enlisting method and but rather more routinely as conceivable attract better
masters.
According to Korsten (2013)

Additionally, Jones et al. (2013),Human Resource Management theories underscore on
techniques for choice and decision and structure the upsides of get-togethers, appraisal and

psychometric assessments as expert attestation process. They further surrendered that choice
technique may be inside or external or may by and large be encircled on the web. All things
considered, this technique relies upon the degrees of decision systems, work postings and nuances,
pushing, vitality for business and talking process, evaluation, dynamic, formal decision and
organizing.
According to Price (2014)

In his work Human Resource Management in a Business Context, absolutely portrays
decision and request as the course toward recouping and attracting equipped applications with a
conclusive objective of work. He passes on that the system for choice is genuinely not a critical
decision structure, while it needs the board dynamic and wide designing to pick the truest work.
According to Taher et al. (2015)

Finished an examination to research the value included and non-regard practices in an enrolment
and decision structure. The key work working of a conspiracy, getting ready and progress
program, execution evaluation, reward structure and present-day relations, was other than
fittingly spread out in the assessment. This assessment depended in travel that persuading HR
understanding everything is an epitome of affiliation accomplishment, which streams ordinarily
into delegate enrolment and certification.
1.3. RESEARCH METHODOLOGY
Research is defined as human activity based on intellectual application in the

investigation of matter. The primary purpose for applied research is discovering, interpreting, and
development of methods and systems for the advancement of human knowledge on a wide variety
of scientific matters of our world and the Universe. Research can use the scientific method, but
need not do so.
Scientific research relies on the application of the scientific method, a harnessing of

curiosity. This research provides scientific information and theories for the explanation of the

nature and the properties of the world around us. It makes practical applications possible.
Historical research is embodied in the historical method. Scientific research can be subdivided into
different classifications according to their academic and application disciplines.
Aim -To analyze the recruitment and selection process of IT personnel in TCS and review HR
policies pertaining to recruitment and selection
1.3.1 IMPORTANCE OF THE STUDY

 To create a talent pool of potential candidates for the benefits of the organization.
 To increases the pool of job seeking candidates at minimum cost.
 To increase the success rate of selection process by decreasing the no of visits qualified or
over qualified job applicants.
 Helps in identifying and preparing potential job applicants who will be the appropriate
candidature for the job.
 It helps in increasing organization and individual effectiveness of various recruiting
techniques and for all the types of job applicants.
1.3.2 NEED FOR THE STUDY
 Analysis of manpower budget analysis of the for the recruitment in the recruitment process
 To determine which recruitment and selection practices are most effective.
 To infuse fresh blood at all levels of the organization.
 To develop organizational culture that attracts competent people to the company.
 To ensure that all recruitment activities contribute to company goals
1.3.3 SCOPE OF THE STUDY

Recruitment is a process to discover the sources of manpower to meet the requirements
of staffing schedule and to employ effective measures for attracting manpower in adequate
numbers to facilitate effective selection of an efficient working force.

Selection is the process of differentiating between applicants in order to identify and
hire those with a greater likelihood of success in job.
1.3.4 STATEMENT OF PROBLEM

For an industry to survive and prosper in the economy, quality resources have to be
utilized. The quality aspect is such an important element in picking up the right kind of human
inputs to make IT industry success. The activity of recruitment and selection takes care of the
responsibility of the much needs quality IT professionals.
With this background, it is very much felt the need for study and analysis of the
recruitment and selection process in the IT industry, as a vital function of HRM to feed with a
quality workforce.
1.3.5 OBJECTIVES OF THE STUDY
 To understand the recruitment and selection process with respect to IT industry.

 To compare the practiced process with the theoretical process.
 To find out the quality of the professional hired.
 To gain a practical exposure and hands-on experience of the recruitment and selection
process.
 To assess the effectiveness of the process practiced by IT companies.
1.3.6 HYPOTHESES:
 Ho1: There is no significant difference between the perceptions of employees of IT
companies and consultants with regard to Campus Recruitment.
companies and consultants with regard to consultancy recruitment as Sources of recruitment.
companies and consultants with regard Walk-ins as Sources of recruitment.

companies and consultants with regard to advertisement in newspaper for recruitment at
junior level.
companies and consultants with regard to Job fairs for recruitment at junior level.
companies and consultants with regard to Job portals/websites for recruitment at junior level.
companies and consultants with regard to word-of-mouth for recruitment at junior level.
1.3.7 RESEARCH DESIGN

A research design is the arrangement of conditions for collection and analysis of data in
a manner that aims to combine relevance to the research purpose with economy in procedure‖.
KIND OF RESEARCH
- Descriptive Research
TARGET POPULATION:
Sample unit: In this research, I have taken survey from associates and hires from TCS Public ltd.
b) Sampling size: Employees– 40
c) Sampling technique: Convenience sampling.
d) Data collection method: Questionnaires.
1.3.8 SOURCES OF DATA COLLECTION
Data source:
- Data was collected from two sources viz. primary and secondary source.
1. Primary data: Are original source from which the researcher directly collects data that have
not been previously collected. It includes:
 Personal observations.

 Discussions with recruiters of consultancies.

2. Secondary data: These are sources containing data, which have collected and complied for
another purpose. The secondary data consists of already compiled statistical statements and reports
whose data may be used by the researchers for the studies. The data is collected through the
following:
 HRM textbooks.
 HR magazines- HRM review.
 HR websites
 Other articles from web sites and newspapers.
1.3.9 LIMITATIONS OF THE STUDY
1. Due to below schedule employees did not spent much time in responding.
2. The in-depth study could not be conduct because of time constraint.
3. These is a chance of false information gathered as because of some company rules and 60% of
information collect from employee may not be factual.
4. The data was collected only on current working hires and the current associates of the
organization.

1.4 CHAPTER SCHEME
1. INTRODUCTION
2. INDUSTRY PROFILE
3. THEORETICAL FRAME WORK
4. DATA ANALYSIS AND INTERPRETATION
5. FINDINGS SUGGESTIONS AND CONCLUSION

CHAPTER -2
2.1 INDUSTRY PROFILE
2.2 COMPANY PROFILE
2.3 VISION, MISSION, VALUES
2.4 TCS OFFICES IN INDIA
2.5 GLOBAL PRESENCE
2.6 TCS SERVICES
2.7 A) ORGANISATION STRUCTURE
B) ROLE OF HR
2.8 COMPITITORS
2.9 SWOT ANLYSIS
2.10 FUTURE GROWTH AND PROSPECTUS
2.11 CHAPTER SCHEME

CHAPTER-2
INDUSTRY PROFILE
2.1 INDUSTRY PROFILE
The information technology (IT) industry has become of the most robust industries in
the world. IT, more than any other industry or economic facet, has an increased productivity,
particularly in the developed world, and therefore is a key driver of global economic growth.
Economies of scale and insatiable demand from both consumers and enterprises characterize this
rapidly growing sector.
Over the past decade, the Indian IT-BPO sector has become the country’s premier
growth engine, crossing significant milestones in terms of revenue growth, employment generation
and value creation, in addition to becoming the global brand ambassador for India. However, the
industry performance was affected by these recessionary headwinds as the clients cut their IT
budgets, cancelled deals, delayed payments and deals, went bankrupt while others renegotiated
pricing, looking for severe pricing cuts and stretching the dollar.
The changing demand outlook, customer conversations and requirements acted as a

driver to build in greater efficiencies and flexibility within the service delivery and the business
models – one which is here to stay. 2009 was also instrumental for more ways than one for the
industry.
While the industry displayed tenacity and resilience, it also commenced its journey to
achieve its aspirations in view of the altered landscape. It commenced working on its agenda to
diversify beyond core off earnings and markets through new business and pricing models,
specialises to provide end-to-end service with deeper penetration across verticals, transform the
process delivery through re-engineering and enabling technology, innovate through research and
development and drive inclusive growth in India by developing targeted solutions for the domestic
market. All these measures, along with India’s game changing value proposition has helped India
widen its leadership position in the global sourcing market.

The advent of 2010 has signaled the revival of outsourcing within core markets, along
with the emerging markets increasingly adopting outsourcing for enhanced competitiveness. Key
demand indicators in the last two quarters such as increased deal flow, volume growth, stable
pricing, and faster decision making has made the industry post good results. Though full recovery
is expected in another two quarters, development of new growth levers, improved efficiency and
changing demand outlook signifies early signs of recovery.
2.2 COMPANY PROFILE
Tata consultancy services is a provider of information technology (IT) services. It was

founded in 1968 by a division of Tata Sons Limited. It provides a wide range of services including
business consulting, information technology, business process outsourcing (BPO), infrastructure,
and engineering.
The company operates in 149 locations across 46 countries like company is

headquartered in Mumbai, India. The company is a part of one of India’s most respected business
conglomerates the Tata Group.
Company name: Tata Consultancy Services
Type: Public
Industry: IT services, IT Consulting’s
Founded: 1968; 52years Ago
Founder: Tata sons

Area served: Worldwide
Headquarter: Mumbai
Key people: Natarajan Chandrasekaran (Chairman) Rajesh

Gopinathan (MD & CEO)
Services: Outsourcing, Consulting, Managed services
Revenue: ^US$22.031 billion(2020)
Number of employee: 448,464(March 2020)
Website: www.tcs.com
2.3 VISION, MISSION AND VALUES
Vision-To decouple business growth and ecological footprint from its operations to address the
environment bottom-line.
To grow sustainably and help our customers achieve sustainable growth through our green
solutions and service offerings."
Mission-To help customers achieve their business objectives by providing innovative, best-in-
class consulting, IT solutions and services.
Values- Integrity, leading change, excellence, respect for the individual, and fostering an
environment of learning and sharing.
2.4 TCS OFFICES IN INDIA
Mumbai Chennai
Kolkata Pune
Bangalore Gurgaon
Hyderabad Noida
Goa Bhubaneswar
Ahmedabad Baroda

Coimbatore Delhi
Gandhinagar Jamshedpur
Kochi Thiruvanthapuram
Lucknow
2.5 GLOBAL PRESENCE
2.6 TCS SERVICES
IT Services:
 Application development,
 Product Maintenance, Reengineering,
Testing
 Packaged Software
 Implementation, Systems integration
Asset Based solution:
 IT products
 Product services

Global Consulting:
 IT Consulting
 Business Consulting
 Quality Consulting
Engineering and industrial Services:
 Product and process engineering

 Embedded Systems
 Plant Automation Services
 Employee Asset management
IT Infrastructure:
 IT Outsourcing , Net consulting, integration

 Hardware Support and installation
 Infrastructure Management
BPO:
 Inbound call centers , back office Support

 Engineering services
 Data services
 Clinical Data Management, Statistical Analysis, Medical Writing

2.7 A) ORGANISATION STRUCTURE
CEO
QUALITY
RSPP
MANAGER
COO + QUALITY
REPRESENTATIVE
SALES ADMINISTRATIVE IINDUSTRIAL MANAGEMENT PRODUCT

AND HR AND PRODUCTION QUALITY
TESTS/CAA
LOGISTICS TECHNICAL DEPT MAINTENANCE
DE
SALES INVENTORY

B) ROLE OF HR
2.8 COMPITITORS
 Infosys Technologies
 Limited Tech Mahindra
 IBM
 Wipro Cooperation
 HCL Tech
 Sapient Cooperation
 Oracle
 Hewlett Packard Global Soft Ltd
and many more.
2.9 SWOT ANLYSIS

Strength
1. Overall Scale and Global Delivery

2. Range of Pricing Models
3. Customer retention.
4. Focus on new industry-specific opportunities.
5. Best in class Analytics Services and Strategy
6. Ability to impact customers' revenue- generating processes.

Weakness
1. Lack of consulting brand.

2. Lack of focus on customer care services on vertical processes.
3. Less focus and fewer resources on HR consulting and transformation.
4. Revenue from Developed Markets (US)
5. Weak strategies for subsidiaries’ management.
Opportunities
1. Focus on automation in emerging digital marketing.

2. Many industries competencies are not yet mature and still in
the developing phase.
3. Focus on Eastern Countries.
Threats
1. Attrition and Employee loyalty

2. Threat of maintaining position of No1 Focusing on Organic Growth
3. Increasing Employee Cost
4. Rupee Depreciation and Appreciation
2.10 FUTURE GROWTH AND PROSPECTUS

 Low cost of Operation and tax advantages
 Availability of technically skilled , man power
 Strong Growth in export demand
 Use of new technologies like cloud computing

2.11 CHAPTER SCHEME
1. INTRODUCTION
2. INDUSTRY PROFILE

CHAPTER-3
3.1 MEANING OF CONCEPT
3.2 RECRUITMENT AND SELECTION PROCESS AT TCS
3.3 SOURCES OF RECRUITMENT
3.4 FACTORS AFFECTING RECRUITMENT:
3.5 SELECTION PROCESS AT TCS
3.6 LEVEL OF MANGEMENT TCS
3.7 CHAPTER SCHEME

CHAPTER-3
THEORETICAL FRAME WORK
3.1 MEANING OF CONCEPT
Recruitment is one of the most critical human resource functions for organizations.
Attracting the right people, with the right blend of skills and experience into the right job s, and
aligning this to the organization’s overall objectives is crucial to organization success.
Recruitment refers to the overall process of attracting Shortlisting, selecting and

appointing suitable candidates for jobs (either permanent or temporary) with in organizations.
Recruitment can also refer to processes involved in choosing individuals for unpaid roles.
Mangers, human resources generalists and recruitment specialists may be tasked with carrying out
recruitment, but in some cases public sector employment agencies, commercial recruitment
agencies or specialists search consultancies are used to undertake parts of the process.
The Selection is a process of picking the right candidate with prerequisite qualifications
and capabilities to fill the jobs in the organization. The selection process is quite lengthy and
complex as it involves a series of steps before making the final selection. The procedure of
selection may vary from industry to industry, company to company and even from department to
department. Every organization designs its selection process, keeping in mind the urgency of hiring
people and the prerequisites for the job vacancy.
3.2 RECRUITMENT AND SELECTION PROCESS AT TCS
The recruitment process comprises three interrelated stages, viz,

1. Planning.
2. Strategy development.
3. Searching

1. Recruitment planning
Recruitment planning is the initial step of the hiring process, where the vacant places
are examined and labeled. It includes job disclaimers and its nature, experience, qualifications
and skills required for the job, etc.
A structured recruitment plan is obligatory to draw potential candidates from a pool of

candidates. The potential candidates must be fit, knowledgeable with a competence to take the
responsibilities required to achieve the objectives of the organization.
Identifying Vacancy
 Number of posts to be filled

 Number of positions
 Duties and responsibilities to be performed
 Qualification and experience required
Job Analysis
 Recording and collecting job information

 Accuracy in checking the job information
 Generating job description based on the information

Job Description
 Determining the skills, knowledge and skills, which are required for the job 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
 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.

2. 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
3. Searching the Right Candidate
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. This process consists of two steps −
 Source activation − Once the line manager verifies and permits the existence of the
vacancy, the search for candidates starts.
 Selling − Here, the organization selects the media through which the communication of
vacancies reaches the prospective candidates.

It is the discovering of potential of applicants for actual or anticipated organizational
vacancies. It actually links together those with jobs and those seeking jobs.
Recruitment and selection is not only about choosing the most suitable candidate. The
recruitment and selection experience can also impact on the likelihood that a candidate will accept
a job offer and on their subsequent commitment to remaining with the organisation.
Committing time and resources to develop a comprehensive recruitment strategy is a

worthwhile investment. Poor recruitment choices (i.e., poor person-job fit) can have a range of
undesirable consequences for the organisation and the worker including:
• Higher rates of turnover
• Reduced performance effectiveness

• Lowered job satisfaction
• Reduced work motivation
3.3 SOURCES OF RECRUITMENT
Internal Recruitment
The first source of recruitment to fill up the vacancies happens from within the concern
or organization. Internal sources of recruitment are readily available to an organization. Internal
sources are primarily three – Transfers, promotions and Re-employment of ex-employees.
Re-employment of ex-employees is one of the internal sources of recruitment in which

employees can be invited and appointed to fill vacancies in the concern. There are situations when
ex-employees provide unsolicited applications also.
Internal recruitment may lead to increase in employee’s productivity as their motivation

level increases. It also saves time, money and efforts.
However, a drawback of internal recruitment is that it refrains the organization from

new talent. Also, not all the manpower requirements can be met through internal recruitment.
Hiring from outside has to be done.

External Recruitment
External sources of recruitment have to be solicited from outside the organization. The
external sources of recruitment include – Walk-in, advertisements, employment agencies,
educational institutes, labour contractors, recommendations etc.
Primary External Sources used:
Walk - In (Direct & Scheduled): This a source of external recruitment in which the applications
for vacancies are presented on jobsites and candidates can walk-in to the venue of the recruitment
process and apply for the vacancies available.
A NEW TREND: There is also an internal sourcing team works on scheduling interviews for
eligible candidates who have applied in the organization’s websites. The candidates are given an
electronically generated reference ID which is unique to each for further correspondence till they
become a part of the organisation in case they are successful.
Placement Vendors / Third Party Vendors: – There are certain professional organizations which
look towards recruitment and employment of people, i.e. these private agencies run by private
individuals supply required manpower to needy concerns. These are proving to be strategic
partners to any organisation as they provide immediate supply of candidates whenever there is an
urgent need to satisfy a requirement, and when organisations do not have the time to plan a
recruitment drive for those vacancies in hand.
Referrals: Employee referral is employed by organizations to identify potential candidates from

their existing employees' social networks. An employee referral scheme encourages a company's
existing employees to select and recruit the suitable candidates from their social networks. As a
reward, the employer typically pays the referring employee a referral bonus. Recruiting candidates
using employee referral is widely acknowledged as being the most cost effective and efficient
recruitment method to recruit candidates and as such, employers of all sizes, across all industries
are trying to increases the volumes they recruit through this channel.

Campus recruitment: Campus Recruitment is one of the most common and widely used
recruitment methods for hiring the best and most suitable talent while still in college. Most colleges
have a designated College Recruitment season during which time recruiters from various
Companies visit specialized colleges and meet students with an intern to screen, interview and
select talented individuals to join their Company.
Entry Level Hiring: Most campus recruiters interview college students with an aim of filling up
entry level positions in various departments.
Long Term Benefits: Such early association with suitable candidates can also open up avenues
for hiring individuals who may go a long way with the current Company.
3.4 FACTORS AFFECTING RECRUITMENT:

1. The size of the organization.
2. The employment conditions in the community where the organization is located.
3. The effects of past recruiting efforts which show the organization’s ability to locate and retain
the good performing people.
4. Working conditions, salary and benefit packages offered by the organization.
5. Rate of growth of the organization.
6. The future expansion and production programs.
7. Cultural, economic and legal factors.

3.5 SELECTION PROCESS AT TATA COMSULTANCY SERVICES
INITIAL SCREENING
The initial screening is done only to check the eligibility criteria .The eligibility criteria
is: The candidate should have a consistent 60% in 10th, 12th and graduation. The candidate should
not have more than 2 years of gap during his/her education. Experience – varies as per the skill
and role.
TECHNICAL ROUND
Technical panel consisting of 2 people relevant to that technology and project take the
technical round. The members on the panel must be of ASE grade and above. The candidate is
tested on various criteria. If a person clears the management interview he/she is known as an “Tech
Select”
MANAGEMENT ROUND
Taken by a panel of ASC grade and above. Tests the managerial skills of a person. If a
person clears the management interview he/she is known as an “MR Select”
HR ROUND
It is taken by the recruiter of a particular ISU .After a candidate passes all the rounds,
an online offer letter is generated

3.6 LEVEL OF MANGEMENT TCS
CEOs Top Management

Manager level
Middle Management
Leader leve
Lower level
Programmers Work force level
Top Management Level Recruitment and Selection Process –
Top Management Level - It is the top most and prestigious post for the Tata Consultancy
Service like CEO, MD. Here top most person is mainly concern for managing the whole company,
they also make strategies related to decision making for to phosphorus in near future.
Recruitment and Selection Process - There is no recruitment process from externally.

Now Selection process for Top Management Level is through –
1. Interview
2. Candidate Presentation
3. Offers and negotiation.
Middle Level of Management Recruitment and Selection Process
Middle Level of Management - The Executive Selection Scheme is a fast track program for
accelerated growth of high potential professionals. It take care of all project taken by the company.
This is also two way communication process. Here the manager communicate with his high level
person, lower level employees and more with clients.
Recruitment And Selection Process - This is also based on internally and externally
In Internal process -

1. Interview
2. Presentation
3. Case Study Analysis
4. Leadership Quality
5. According to their performance.
In External Process -
1. Written Aptitude test
2. Interview (technical & non-technical)

3. Case study analysis
4. Presentation
5. Leadership quality
6. Negotiation
Lower Level of Management Recruitment and Selection Process
Lower Level of Management - Frontline level is the upper level of work force level. A
person could be the head of one team of workforce level. Here it concern with strong technical as
well as communication skill. It is two way communication process where he/she communicate
with work force people as well as their technical department.
His is internal and external process here employee is getting select from inside the
company or from outside the company. The inside selection process is bit different from outside
selection process.
Recruitment And Selection Process - This is also based on internally and externally
In Internal process -
1. According to their performance

2. Interview
3. Leadership quality
In External Process -

1. Written
2. Interview (technical & non-technical)

3. Case study analysis, aptitude test
4. Group Discussion
Work force level of Management Recruitment and Selection Process
Work force level of Management - Work force level is the initial level of any company
hear the selected person do the job which is assigned by their head. In the TCS the
Initial job is mainly concern with software development, it could be hardware or

networking related also so candidate should have knowledge of computer languages, hardware or
networking for which post he/she is applying.
Recruitment And Selection Process- This is also based on internally and externally.
In Internal process-
1. According to their performance
2. Interview (Technical & non-technical).
In External Process-
1. Application: it can be either online or respond to one of company’s Ads--They screen candidates
resume and call them for an interview
2. Written (Aptitude test)
3. Interview (Technical & non-technical)

4. Group Problem Solving.

3.7 CHAPTER SCHEME
1. INTRODUCTION
2. INDUSTRY PROFILE

CHAPTER- 4
DATA ANALYSIS AND INTERPRETATION

4.1 QUESTIONNAIRE FOR ASSOCIATES:
4.1. TABLE SHOWING GENDER OF RESPONDENTS
Particulars No of respondents Percentage

Male 28 70
Female 12 30
Total 40 100
4.1GRAPH SHOWING THE GENDER OF RESPONDENTS
30%
Male
70% Female
Source: Primary data
Analysis: From the table it is observed that 70% belongs of male respondents and 30% belongs
to female respondents.
Interpretation: Majority of the respondents are male.

4.2 TABLE SHOWING PERCENTAGE OF AGE GROUP
Particulars No of Percentage
respondents
15-20years 1 2.5
20-25years 16 40
25-30years 21 52.5
Above31 2 5
Total 40 100
4.2 GRAPH SHOWING PERCENTAGE OF AGE GROUP
2.50% 40%
53%
15-20years
20-25years
20-30years
5 Above31
Analysis: From the table it indicates that 2.5% belongs to 15 to 20 years, 40% belongs to 20 to
25 years, 52.5% belongs to 25 to 30 years and 5% belongs to above 31 years.
Interpretation: Majority of the respondents are 25-30 years people

4.3 TABLE SHOWING THE QUALIFICATION OF RESPONDENTS
Diploma 22 55
Engineering 9 22.5
Graduate 4 10
Post-graduation 5 12.5
Total 40 100
4.3 GRAPH SHOWING QUALIFICATION OF RESPONDENTS
12%
10% Diploma
55% Engineering
23%
Graduation
Post-graduation
Analysis: From the table it indicates that 55% belongs to diploma, 22.5% belongs to
Engineering, 10% belongs to Graduate and 12.5% belongs to Post-graduation.
Interpretation: Majority of the respondents are diploma qualifiers.

4.4 TABLE SHOWING WORK EXPERIENCE OF RESPONDENTS
0-5years 30 75
5-10years 6 15
15-20years 4 10
Above31 0 0
Total 40 100
4.4 GRAPH SHOWING WORK EXPERIENCE OF RESPONDENTS
10
15 0-5years
5-10years
75 15-20years
above 31
Analysis: From the table it indicates that 75% belongs to 0 to 5 years, 15% belongs to 5 to 10
years, 10% belongs to 15 to 20 years and 0% belongs to above 31 years.
Interpretation: Majority of the experienced person are 0- 5years.

4.5 TABLE SHOWING SOURCE ABOUT THIS JOB
Advertisement 25 62.5
Consultant 5 12.5
Personal reference 10 25
Campus 0 0
Total 40 100
4.5 GRAPH SHOWING THE SOURCE ABOUT THIS JOB
0%
25% Advitisment
Consultant
12.50% 62.50%
Personal referance
Campus
Analysis: From the table it indicates that 62.5% belongs to advertisement, 12.50% belongs to
consultant, 25% belongs to personal and 0% belongs to campus.
Interpretation: Most of the employees came for job by seen advertisement.

4.6 TABLE SHOWING STATISFICATION WITH THE HIRING PROCESS
Yes 27 67.5
No 13 32.5
Total 40 100
4.6 GRAPH SHOWING THE STATISFICATION WITH THE HIRING

PROCESS
37.5%
Yes
67.5%
No
Analysis: From the table it indicates that 67.5% belongs to yes, 32.5% belongs to no.
Interpretation: Most of the employees says they are comfortable with hiring process which
they are settled

4.7 TABLE SHOWING SOURCE FOR HIRING PROCESS
Internal 37 92.5
External 1 2.5
Both 2 5
Total 40 100
4.7 GRAPH SHOWING SOURCE FOR HIRING PROCESS
2.5
5
Internal
External
92.5
Both
Analysis: From the table it indicates that 92.5% belongs to internal, 2.5% belongs to external,
5% belongs to both.
Interpretation: most of the employees says internal hiring process using in TCS Public ltd.

4.8 TABLE SHOWING APPROACH OF MANAGEMENT DURING THE

HIRING
Serious 7 17.5
Positive 10 25
Negative 0 0
Casual 23 57.5
Total 40 100
4.8 GRAPH SHOWING APPROACH OFMANAGEMENT DURING THE

HIRING
17.5 Serious
Positive
57.5 25
Negative
Casual
Analysis: From the table it indicates that 17% belongs to serious, 25% belongs to positive, 0%
belongs to negative and 23% belongs to casual.
Interpretation: most of the employees says casual hiring is in TCS Public ltd.

4.9 TABLE SHOWING IMPRESSION IN HIRING
respondents
Good 15 37.5
Fair 12 30
Excellent 13 32.5
Total 40 100

HIRING
32.50% 37.50% Good

Fair
Excellent
30%
Analysis: From the table it indicates that 37.5% belongs to good, 30% belongs to fair, 32.5%
belongs to excellent.
Interpretation: most of the employees are having good impression on TCS Public Ltd.

4.10 TABLE SHOWING SATISFACTION LEVEL WITH A SALARY

PACKAGE
Very satisfied 0 0
Satisfied 5 12.5
Fair 8 20
Unsatisfied 16 40
Very unsatisfied 11 27.5
Total 40 100

HIRING
0 12.50%
Very satisfied
28% Satisfied
20%
Fair
40% Unsatisfied
Very unsatisfied

Analysis: From the table it indicates that 0% belongs to very satisfied, 12.5% belongs to
satisfied, 20% belongs to fair, 40% belongs to unsatisfied, 27.5% belongs to very unsatisfied.
Interpretation: most of the employees are not satisfied with their salary package

4.11 TABLE SHOWING SATISFICATION LEVEL WITH CURRENT JOB
Very satisfied 1 2.5
Satisfied 5 12.5
Fair 13 32.5
Unsatisfied 11 27.5
Very unsatisfied 10 25
Total 40 100
4.11 GRAPH SHOWING SATISTIFICATION LEVEL WITH CURRENT

JOB
2.50% 12.50%
Very satisfied
25% Satisfied
Fair
32.50%
27.50% Unsatisfied
Very unsatisfied

Analysis: From the table it indicates that 2.5% belongs to very satisfied, 12.5% belongs to
satisfied, 32.5% belongs to fair, 27.5% belongs to unsatisfied, 25% belongs to very unsatisfied.
Interpretation: Most of the employees are comfortable with their jobs.

4.12 TABLE SHOWING WORK EXPERIENCE OF RESPONDENTS
0-2years 22 55
2-4years 13 32.5
4-6years 4 10
More then6 1 2.5
Total 40 100
4.12 GRAPH SHOWING WORK EXPERIENCE OF RESPONDENTS
10% 3%
0-2years
32.50% 55% 2-4years
4-6years
More then6
Analysis: From the table it indicates that 55% belongs to 0-2years, 32.5% belongs
to 2-4years, 10% belongs to 4-6years, 2.5% belongs to more than 6years
Interpretation: most of the employees are working in this organization for 0 to 2years.

4.13 TABLE SHOWING TIMELINE OF HIRING AND SELECTION

PROCESS
Yes 30 75
No 10 25
Total 40 100
4.13 GRAPH SHOWING TIMELINE OF HIRING AND SELECTION

PROCESS
25%
Yes
75% No
Analysis: From the table it indicates that 75% belongs to yes, 25% belongs to no.
Interpretation: 75% of the employees says organization is doing timeline hiring process.

4.14 TABLE SHOWING TIME DURING RECRUITMENT
Aptitude test 14 35
Projective test 13 32.5
Judgement test 6 15
Psychometric test 7 17.5
Total 40 100
4.14 GRAPH SHOWING STATISFICATION LEVEL WITH EXTERNAL

RECRUITMENT PARTNERS
Aptitude test
17.50% 35% Projective test

15%
Judgement test
33% Psychometric
test
Analysis: From the table indicates that 35% aptitude test 32.5% are projective test 15% Judgment
test and psychometric test 17.50%.
Interpretation: Most of the employees says they are Aptitude test.

4.15 TABLE SHOWING EXPERIENCE CANDIDATES PREFER
Yes 4 10
No 36 90
Total 40 100
4.15 GRAPH SHOWING EXPERIENCE CANDIDATES PREFER
10%
Yes
90% No
Analysis: From the table it indicates that10% belongs to yes, 90% belongs to no
Interpretation: most of the employees says organization is looking for fresh employees.

4.16 TABLE SHOWING THE IMPORTANT QUALITY
Knowledge 24 60
Past experience 2 5
Team work ability 9 22.5
Other 5 12.5
Total 40 100
4.16 GRAPH SHOWING THE IMPORTANT QUALITY
12.50% Knowledge
22.50% Past experience
60%
Team work ability
Other
5%
Analysis: From the table it indicates that 60% belongs to knowledge, 5% belongs to past
experience, 22.5% belongs to team work ability and 12.5% belongs to other.
Interpretation: most of the employees says organisation looking knowledge in candidate.

4.17 TABLE SHOWING IS USING SATISFIED METHOD OF INTERVIEW
Yes 34 85
No 6 15
Total 40 100
4.17 GRAPH SHOWING IS USING SATISFIED METHOD OF INTERVIEW
15%
Yes
No
85%
Analysis: From the table it indicates that 85% belongs to yes, 15% belongs to no
Interpretation: most of the employees says organisation is using a satisfaction method.

4.18 TABLE SHOWING RESUME SCREENING AND SHORT LIST

METHOD USED BY THE ORGANIZATION IN INTERVIEW
Yes 21 52.5
No 19 47.5
Total 40 100
4.18 GRAPH SHOWING RESUME SCREENING AND SHORT LIST

METHOD USED BY THE ORGANIZATION IN INTERVIEW
47.50%
52.50% Yes
No
Analysis: From the table it indicates that 52.5% belongs to yes, 47.5% belongs to no
Interpretation: Most of the employees says resume screening and shout list method is used by
the organisation in interview.

4.19 TABLE SHOWING METHOD USED FOR HIRING PROCESS
respondents
Structure 7 17.5
Unstructured 5 12.5
Aptitude 28 70
Case study 0 0
Total 40 100
4.19 GRAPH SHOWING METHOD USED FOR HIRING PROCESS
0 17.50%
Structure
12.50%
Unstructured
70%
Aptitude
Case study
Analysis: From the table it indicates that 17.5% belongs to structure, 12.5% belongs to
unstructured, 70% belongs to aptitude, 0% belongs case study.
Interpretation: most of the employees says organisation is using aptitude method .

4.20 CHAPTER SCHEME
1. INTRODUCTION
2. INDUSTRY PROFILE

CHAPTER -5
5.1 FINDINGS OF THE STUDY
5.2 SUGGESTIONS
5.3 CONCLUSION

CHAPTER- 5
FINDINGS SUGGESTIONS AND CONCLUSION

5.1 FINDINGS OF THE STUDY:
 From the survey for associates it has been found that majority respondent was male.
 It has been found that majority of the respondents have work experience of 0-5 years.
 It is observed that most of diploma students are working in company.
 Most of the responders are find their jobs in advertisement.
 Employees are satisfied the hiring process by which they are settled.
 Organization is using internal hiring process.
 Most of the people are comfortable with hiring process which they are settled.
 Belongs to company employees, internal hiring process using in TCS Public ltd.
 Most of the people says casual hiring is in company.
 Most of the people having good impression on TCS Public ltd.
 Most of the people are not satisfied with their salary package.
 75% of the people says organization is doing timeline hiring process.
 Most of the peoples says organization is looking for fresh employees.
 Most of the peoples says organization resume screening and shout list method is used
by the organisation in interview.
 Most of the peoples says organisation is using a satisfaction method.
 Most of the people says organisation is using aptitude method.
5.2 SUGGESTIONS:
 The management of TCS Public ltd can increase its scope of hiring through campus
and company can go for job fairs where people get to know about the openings.
 They should also follow new selection techniques and methods for better hiring.
 For filling up vacancy’s hiring process can be adopted more in the concerned.

 Stress should be given on proper maintenance of database of application for future

hiring in the organization.
5.3 CONCLUSION:
This study is based on hiring process and selection practices at TCS Public ltd. The
focus of hiring and selection is to match the capability of prospective candidates against the
demands and rewards in given job. For this reason, top performing companies devote considerable
resources and energy to creating high quality selection systems.
Hiring and selection process are important practices for human resource management
and are crucial in affecting organizational success. The quality of new recruits depends upon an
organization hiring practices and that the relative effectiveness of the selection phase is inherently
dependent upon the potential of the candidates attracted.
Majority of the recruiters who tied up with TCS are into the business from more than
6years. By analyzing the findings, recommendations I conclude that the effectiveness of hiring and
selection at TCS is good and it is also found that the services offered are also up to the expectations
of the associates.

ANNEXTURES
 Bibliography
 Questionnaires
Bibliography
 Fisher shoe felt Shaw-Human resource management-4th edition-Macmillan
Press limited.
 Kothari C.R research Methodology-Methods and techniques (2nd edition)-new
age International (pvt) limited.
 Bratton John and Gold Jeffery (1994)-HRM-Theory and practice, 6th edition-
Macmillan pres Limited.
 Memoria C.B-Human Resource Management-Himalaya publishing home,
11th edition 1993.
Websites
 WWW.HVS INTERNATIONAL JOURNALS.COM
 WWW.Google.com
 WWW.SLIDESHARE.COM
 WWW.SCRIBD.COM
 WWW.MANAGEMENTPARADISE.COM
Questionnaire
Dear sir/madam,
I am SARITHA. S pursuing II Year MBA. At Institute of Management Studies, Davangere University,

Shivagangothri, Davangere, I am doing a research on ‘A study on employee hiring and selection
procedure in IT industry’
So, we kindly request you to spend your 5-10 minutes in filing questionnaire and it helps us to
gain your thoughts and opinions /feedback which may help to serve the better satisfaction in the
future.
Name: ______________________
Designation: _________________
Phone no:___________________
1) What is your Gender?
□ Male □ Female
2) What is your age group?
□ 15-20years □ 21-25 years

□ 26-30years □ above 31 years
3) What is your qualification?
□ Diploma □ Engineering
□ Graduation □ Post-Graduation
4) What is your Experience?
□ 0-5years □ 5-10 years

□ 10-15years □ Above31 years
5) Identify the source from where you came to know about this jo
□ Advertisement □ Consultant
□ Personal reference □ Campus
6) Are you satisfied with the hiring process by which you are settled?
□ Yes □ No
7) What are the sources for hiring and selection in TCS Public ltd?
□ Internal □ External □ Both

8) How was the approach of management during the hiring?
□ Serious □ Positive
□ Negative □ Casual
9) What impression/ image you were having of TCS Public ltd before getting hiring?
□ Good □ Fair
10) Are you satisfactory with salary package?
□ Very satisfied □ Satisfied □ Fair

□ Unsatisfied □ Very unsatisfied
11) Are you satisfied with the current job?
□ Very satisfied □ Satisfied □ Fair

□ Unsatisfied □Very unsatisfied
12) Since how many years have you been working with this organization?
□ 0-2years □ 2- 4years
□ 4 - 6years □ More than 6years
13) Does the organization doing timeliness hiring and selection process?
□ Yes □ No
14) What kind of the following test conducted during the time of the recruitment?
□ Aptitude test □ Projective test
□ Judgment test □ Psychometric test

15) Do you think organization looks for experience employees in selection process?
□ Yes □ No
16) Which is the most important quality the organization looks for in a candidate?
□ Knowledge □ past experience

□ Team work ability □ others
17) Do you think organization is using satisfactory methods of interview?
□ Yes □ No
18) Is the resume screening and shortlisting method used by the organization in
interview?
□ Yes □ No
19) Which method should be used for hiring?
□ Structure □ Unstructured
□ Aptitude □ Case study questions
Date: Place:

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CONTENTS

SL.NO CHAPTER PAGE NO

2. INDUSTRY PROFILE 12-21

3. THEOREITICAL FRAME WORK 22-34

DATA ANALYSIS AND

5. FINDINGS SUGGESTIONS AND

1.2 LITERTURE REVIEW

1. IMPORTANCE OF THE STUDY

3. SCOPE OF THE STUDY

4. STATEMENT OF THE PROBLEM

8. SOURCES OF DATA COLLECTION

9. LIMITATION OF THE STUDY

1.4 CHAPTER SCHEME

INSTITUTE OF MANAGEMENT STUDIES, Page | 1

Headhunting companies became popular as a response to the growing workforce.

INSTITUTE OF MANAGEMENT STUDIES, Page | 2

1.2 REVIEW LITERTURE

INSTITUTE OF MANAGEMENT STUDIES, Page | 3

2.2 LITEATURE REVIEW

According to Korsten (2003)

Human Resource Management theories underscore on techniques for decision and

According Jovanovic (2004)

Recruitment is a process of attracting a pool of high quality applicants so as to select

According to Korsten and Jones et al. (2006)

According to Alan Price (2007)

INSTITUTE OF MANAGEMENT STUDIES, Page | 4

According to Jackson et al. (2009),

According to Seizer e Thomas (2010)

According to Snell, (2012)

According to Korsten (2013)

INSTITUTE OF MANAGEMENT STUDIES, Page | 5

According to Price (2014)

According to Taher et al. (2015)

1.3. RESEARCH METHODOLOGY

Research is defined as human activity based on intellectual application in the

Scientific research relies on the application of the scientific method, a harnessing of

INSTITUTE OF MANAGEMENT STUDIES, Page | 6

1.3.1 IMPORTANCE OF THE STUDY

1.3.2 NEED FOR THE STUDY

1.3.3 SCOPE OF THE STUDY

INSTITUTE OF MANAGEMENT STUDIES, Page | 7

1.3.4 STATEMENT OF PROBLEM

1.3.5 OBJECTIVES OF THE STUDY

 To understand the recruitment and selection process with respect to IT industry.

INSTITUTE OF MANAGEMENT STUDIES, Page | 8

1.3.7 RESEARCH DESIGN

b) Sampling size: Employees– 40

c) Sampling technique: Convenience sampling.

d) Data collection method: Questionnaires.

1.3.8 SOURCES OF DATA COLLECTION

INSTITUTE OF MANAGEMENT STUDIES, Page | 9

 Discussions with recruiters of consultancies.

1.3.9 LIMITATIONS OF THE STUDY

2. The in-depth study could not be conduct because of time constraint.

INSTITUTE OF MANAGEMENT STUDIES, Page | 10

1.4 CHAPTER SCHEME

3. THEORETICAL FRAME WORK

4. DATA ANALYSIS AND INTERPRETATION

5. FINDINGS SUGGESTIONS AND CONCLUSION

INSTITUTE OF MANAGEMENT STUDIES, Page | 11

2.3 VISION, MISSION, VALUES

2.4 TCS OFFICES IN INDIA

2.5 GLOBAL PRESENCE