Akarsh Jayaprakash

19BBS0067

CBS3014 – Human Resource Management

Slot: F1+TF1

Digital Assignment II

Student Name: Akarsh Jayaprakash

Student ID: 19BBS0067

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Index

Serial Number Content Page Number

1 Abstract 3
2 Introduction 3
3 Literature Review 5
4 Research Gap 6
5 Problem Statement 6
6 Research Objective 6
7 Theoretical Framework 6
8 Suggestion 7
9 Conclusion 8
10 References 8

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1. Abstract
Better recruitment and selection strategies result in improved organizational outcomes.
Research is based on the pure and practical facts that HR personnel deal with in their
daily work routine, whether it is regarding salary issues, personal issues, or any form of
change in the top staff's own contract or anything related to job and organization
requirements. In light of this, a study paper named recruitment and selection was written
to provide light on the recruiting and selection process. At Genting Lanco Power Plant in
Krishna district, Andhra Pradesh, India, the major goal is to discover common patterns
that businesses use to recruit and select employees, as well as to investigate how these
practices affect organizational outcomes. Successful recruitment and selection practice
research also focuses on determining how recruitment and selection practices affect
organizational outcomes and making recommendations. Data was analyzed using
statistical tools such as tables, graphs, and bar diagrams. Various firms are using
technology to streamline their recruiting and selection procedures, such as chatbots, video
conferencing, smartphone applications, internet and computer-based tests, and so on. The
use of various technology has aided firms in making their recruitment processes simpler
and successful while also saving critical time and money.
Keywords Recruitment, Selection, statistical, technology.

2. Introduction
Various firms are using technology to streamline their recruiting and selection
procedures, such as chatbots, video conferencing, smartphone applications, internet and
computer-based tests, and so on. The use of various technology has aided firms in making
their recruitment processes simpler and successful while also saving critical time and
money. Human resource management has become increasingly important in recent years,
which is one of the most significant breakthroughs in the world of organizations.
Organizations require people because they provide services. corporate life; and when
handled properly, these viewpoints, values, and traits
Human characteristics can be extremely beneficial to a corporation. According to
Djabatey (2012). This example supports the growing emphasis on the human side of the
business. wealth within an organization This is due to the fact that people's development,
competencies, and The fulcrum of human resource management is the development of
the entire organization's processes Djabatey, 2012; Mullins, 1999). The debate in
National Review is similar to this evolution.
The literature suggests that the success of a firm is inextricably tied to the performance of
those who work for it. Similarly, setbacks in the job can lead to underachievement.
Because recruiting the incorrect individuals or failing to foresee changes in hiring needs
can be costly, it's critical to make deliberate efforts in human resource planning (Biles &
Holmberg, 1980; Djabatey, 2012). It has also been stated that effective staffing is

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essential for the firm to create and maintain a competitive advantage (Djabatey, 2012).
As a result, recruiting and selection have become critical in businesses because people
must be drawn quickly, in sufficient quantities, and with the right qualities.
The most important element that has improved the world today is technical progress. In
former ages, technology only referred to the usage of landline phones, fax machines, the
postal service, and print media. People gradually began to utilize the internet and email
for a variety of purposes in order to complete their tasks. However, in the modern period,
technology has evolved to a great level, owing to the demand for a quick and time-saving
method of functioning. Nike employs Interactive Voice Response to screen candidates, as
well as computer-assisted interviews for those who are chosen, and then a face-to-face
interview (Thornburg, 1998)
Artificial Intelligence, Big Data, Machine Learning, Virtual Reality, Mobile
Applications, Chatbots, and Gamification are just a few examples of current and future
technology. These technologies are employed in a variety of industries, including
medical, consumer goods, the military, and financial institutions.
These technologies also have an impact on the HR industry. The recruitment process,
which is one of HR's most important roles, has also changed dramatically as a result of
technological advancements. The primary goal of employing more technologically
advanced tools in the recruitment process is to reduce the amount of time spent on
manual labor so that recruiters can devote their time to more meaningful, profitable, and
strategic work for the company. Video conferencing is being used by large corporations
such as Procter & Gamble.
The usage of artificial intelligence (AI) will have the greatest impact on the recruitment
process. AI is the most important factor influencing recruiting decisions, according to
35% of talent professionals. Artificial intelligence has a proclivity to learn, adapt, and
enhance itself based on the data it collects.
As a result, it enables recruiters and the recruiting team to collect and evaluate all of the
massive amounts of data about a candidate that is acquired via social networking
platforms, emails, and instant messaging. This data on the candidate's social media
footprint will provide important insight into the talent database. AI will also play a
significant role in reducing the time spent on applicant sourcing and screening.
LinkedIn Recruiter, for example, automates candidate search and finds qualified
candidates quickly. In general, the use of internet-based tools for recruiting candidates
has expanded dramatically in recent years. Chatbots are also helping recruiters save time
by eliminating the need for them to conduct interviews, allowing them to focus on more
important aspects of their jobs. Job Pal and Vera are two instances of chatbots that
conduct interviews. Job Pal and Vera choose CVs from online job sites, call prospects to
educate them about the job they applied for, then interview the best candidates through
phone or video chat.

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3. Literature review
Silzer et al. : However, as mentioned by Silzer et al., the recruiting process does not end
with the application of candidature and the selection of appropriate applicants, but also
includes sustaining and retaining the selected personnel (2010). Silzer et al. (2010)'s
study was primarily focused with talent management, and they were effective in
resolving difficulties such as whether talent is something that can be inherited or acquired
via development.
Human Resource Management theories emphasise tactics of recruitment and selection,
and outline the benefits of interviews, assessments, and psychometric testing as employee
selection processes, according to Korsten (2003) and Jones et al. (2006). They went on to
say that the recruitment process may be internal or external, and that it could also be done
online. Typically, this process is based on policies, job posts, and information,
advertising, the job application and interviewing process, assessment, decision-making,
formal selection, and training (Korsten 2003).
Alan Price (2007) describes recruitment and selection as the process of recovering and
recruiting qualified applicants for the purpose of employment in his book Human
Resource Management in a Business Context. In order to appoint the most suited people,
he claims that the recruiting process is more than just a basic selection procedure. It
necessitates management decision-making and comprehensive planning. There is a race
among businesses to hire the most qualified personnel on the path to innovation.
Trends in the hiring process: There are a number of trends that are influencing the hiring
process. These trends can be classified into two categories: 'platform-centric' and
'information-centric.' Virtual career centres, integrated assessment platforms, media-rich
assessments, technology-friendly exams, and the application of people tests to developing
technologies are all platform-centric developments. Internet-age access and fairness
problems, computer-enabled scoring innovations and mining, and satisfaction with
computer-based evaluation standards are among the information-centric trends. HR
departments are attempting to keep up with growing technological developments (Jones
& Dages, 2003).
Advanced Technologies in Recruitment: IT plays a significant part in the recruitment
process since various types of information technology can enhance recruitment
techniques. Technology is expected to be the most significant HRM trend for the next
three decades (Hendrickson 2003), and (Hays, 2004). The recruitment process has
become increasingly virtual as a result of the use of intranets, the World Wide Web, and
software packages that have improved HR operations (Elliot and Tevavichulada 1999)
and (Hays, 2004). Artificial intelligence is now applied in a variety of sectors, including
research, engineering, business, manufacturing, and management.
Virtual Reality Technology: When compared to other kinds of testing such as
computerised job simulation and situational judgement exams, virtual reality technology
is employed in high-demand and high-risk vocations such as pilot and other military

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personnel selection and training. Because certain categories of job knowledge, cognitive,
and psychomotor processes are acceptable for assessment by VRT methodologies for
particular types of job knowledge, skills, and abilities (Aguinis, Henle, and Beaty, 2001).

4. Research Gap
The process of research was not properly mentioned in the review of Lanco, only the
sampling technique was mentioned this could lead to various questions on the author and
the methodology. Hence there is no conclusive proof on this study as not many empirical
papers have been drafted on the same topic.
The other major concern was the limited sample on the effect on organizational behavior
as the six chosen business divisions doesn’t represent the entire population and only
represents the working of one large firm that too only the main divisions.

5. Problem Statement
The process of intaking people in an organization takes a lot of work and has a lot of
factors that need to be taken in consideration before hiring people. The work that needs to
be performed, the way it needs to be done, the tools that need to done while doing the
task. All these factors are some of the many factors that have to considered while hiring
an individual. Now that we know the importance of recruitment and selection, there a lot
of ways it is done, to evaluate some of them is the task at hands, and further analyzing the
effect of technology on this process, the recent technological advancement and how they
affect the processes.

6. Research Objective
a. To investigate the current recruitment and selection methods used by Lanco Projects
Limited, Kondapalli.
b. To assess personnel capabilities and outcomes following recruiting and selection.
c. To identify any issues with the organization's general recruitment and selection
methods and make recommendations via a survey.
d. Provide input on current employment market trends.
e. Take care of your job prospects.
f. To understand the impact of technology
g. To know how to integrate the technology with the existing regimes

7. Theoretical Framework
Human Capital Theory, Resource Based View Theory, and Equity Theory are the
foundations of this research. The core notion of Adam Smith's Human Capital Theory, as
proposed by Teixeira, is that people are fixed capitals, just like machines, because they
have talents and useful abilities that have a legitimate cost and return rewards. According
to Armstrong, the premise of the human capital theory is that people and their collective
skills, abilities, and experience, as well as their ability to deploy these in the interests of
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the employing organisation, are now recognised as a significant contributor to

organisational success and a significant source of competitive advantage. Barney's
Resource-Based View implies that organisations can achieve long-term competitive
advantage by having a pool of human resources. According to the Resource-Based view,
businesses should constantly evaluate their workforce to ensure that they have the right
people with the right skills in the right places to maintain a competitive advantage
(Barney, 2001), and if this isn't the case, businesses should compensate for the shortfall
by using appropriate recruitment and selection criteria. According to the belief, a large
part of a company's strength or weakness is determined by the calibre of its employees
and the quality of their working relationships. To this purpose, Boxall (1998) discovered
that companies that recruit and keep great employees might generate a human capital
advantage. Most organisations may purchase technology and cash at any moment for a
price, according to Sparrow et al., (2002), but it is difficult to acquire a ready pool of
highly skilled and motivated personnel. As a result, in order to stand out, businesses must
pay close attention to the recruitment and selection process. Adams (1963) proposed
Equity Theory, which emphasises the notion of justice. The finest recruitment and
selection criterion in the business, according to the principles of the Equity Theory, is that
which portrays the firm as Equal Opportunity.
Finding competent workers is a major organisational challenge (McEvoy, 1984;
Deshpande & Golhar, 1994; Atkinson & Storey, 1994), with the difficulty centred on
recruiting and selecting personnel with the appropriate qualifications to assist in
achieving objectives (Priyanath, 2006). This difficulty is exacerbated, as Priyanath (2006)
argues, by the lack of a systematic procedure for recruiting and selecting staff. According
to Gamage (2014), a systematic recruitment process includes identifying openings, job
analysis, job description, person specification, and advertising. A systematic selection
process, as opposed to an informal procedure for recruiting and selecting personnel,
includes the recruiting process, acquiring information about qualified applicants,
analysing each applicant's qualifications, and making employment decisions (Gamage,
2014).

8. Suggestion
The outcomes of this study support previous research that suggests that recruiting and
selection criteria have a major impact on an organization's performance. Huselid (1995)
found that recruitment and selection criteria have a significant impact on organisational
performance due to the availability of a large pool of qualified applicants: when
combined with a reliable and valid selection process, it has a significant impact on the
quality and type of skills new employees possess. Similarly, according to Gamage
(2014), recruitment and selection processes influence who is hired as well as employee
behaviour and attitude. It will find competent individuals and appropriately match them
to the position if it is properly developed. When the suitable selection mechanism is used,
the chances of selecting the right person to fill a slot increase.

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Productivity rises when the best people are chosen for the task. According to Rauf
(2007), Terpstra and Rozell (1993), there is a link between the extent of recruiting, the
validity of selection tests, and the usage of formal selection procedures, as well as the
performance of organisations and company profitability. Rauf (2007) also agreed that
advanced recruitment and selection procedures are linked to organisational effectiveness.
According to Okoh (2005), not only do organisational selection processes impact who is
hired, but the adoption of appropriate selection criteria increases the likelihood of hiring
the correct person. Productivity rises when the best people are hired for the position
(Osemeke, 2012).

9. Conclusion
Recruiting and selection in any company is a serious business, as every organization's
success or efficiency in service delivery is determined on the quality of its workforce,
which is recruited through recruitment and selection activities (Ezeali and Esiagu, 2010).
According to Bohlander, Snell, and Sherman (2001), managers must be aware of the
selection objectives, rules, and processes. More significantly, persons in charge of
making selection judgments should have enough knowledge to make informed choices.
Human resource policies and practises, according to Robbins (2005), are powerful drivers
in affecting employee behaviour and attitudes. The study concludes that quality should
not be compromised when creating and implementing recruitment and selection criteria.
For many years, the use of technology in the organization's recruitment and selection
process has continuously grown. It has now moved to the advanced level of technological
use in the recruitment process in recent years. The fundamental rationale for using
technology in recruitment and selection is that people's mindsets have shifted. Nowadays,
everyone wants activities completed that save time, money, produce high-quality
outcomes, and allow them to attain the desired amount. As a result, businesses are turning
to technologically enhanced recruiting strategies to save time and money.
Simultaneously, providing them with effective staff and the appropriate quantity of
candidates for the various job positions inside the firm.

10.Reference
1. IMPACT OF TECHNOLOGY ON RECRUITMENT AND SELECTION PROCESS: A
REVIEW, June 2018, Volume 5, Issue 6, Journal of Emerging Technologies and
Innovative Research (JETIR) ISSN: 2349-5162
2. A study on recruitment and selection, 2020, Vol. S, No. 2, Malaya Journal of
Matematik, ISSN: 783-784
3. A SYSTEMATIC REVIEW OF LITERATURE ON RECRUITMENT AND SELECTION
PROCESS, 2019, Volume 7, No 2, Humanities and social sciences reviews, ISSN:
2395-6518
4. THE IMPACT OF RECRUITMENT AND SELECTION CRITERIA ON ORGANIZATIONAL
PERFORMANCE, March 2015, Vol 3, No 2, Global Journal of Human resource
management.