A

PROJECT SYNOPSIS
ON
RECRUITMENT AND SELECTION

AT

WIPRO LIMITED

Submitted by

B. SHIRISHA
1407-20-672-016
Project synopsis submitted in partial fulfillment for the award of the Degree of

MASTER’S DEGREE IN BUSINESS MANAGEMENT

DEPARTMENT OF BUSINESS MANAGEMENT

DAVID MEMORIAL INSTITUTE OF MANAGEMENT
(AFFILIATED TO OSMANIA UNIVERSITY)

Lalapet Road, Tarnaka, Hyderabad, Telangana.

BATCH (2020-22)
 ABSTRACT

Effective recruitment, selection and retention are critical to organizational success. They enable
companies to have performing employees who are satisfied with their jobs, thus contributing
positively to the organization.

Recruitment and Selection is an important operation in HRM, designed to maximize employee

strength in order to meet the employer's strategic goals and objectives. It is a process of sourcing,
screening, shortlisting and selecting the right candidates for the required vacant positions.

Employing the right people for your business is the most important part of your organization. It
is essential to have a good recruitment process to attract the right kind of employees for your
business needs. ... A good recruitment process can minimize the time involved in the searching,
interviewing, hiring and training.

Evaluating the abilities of a human being is an extremely different task. This fact has not entirely
prevented the use of various techniques of quick appraisal. The study of the project is to analyse
and finds the factors which satisfy the needs and wants of various client in the organization the
study deals with ―RECRUITMENT&SELECTION‖ in the organization and different aspects of
recruitment &selection procedures in the organization.

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1.1 STATEMENT OF THE PROBLEM

The study of the project is to analyze and finds the factors which satisfy the needs and wants of
various client in the organization. The study deals with ―RECRUITMENT AND SELECTION
PROCESS AT WIPRO LIMITED‖

1.2 HUMAN RESOURCE MANAGEMENT

INTRODUCTION

Every organization irrespective of its nature and size has four resources namely men, material,
money and machinery of these men i.e., people are the most vital resources and they make all the
differences in an organization. In this connection L.F URWICK says that ―business houses are
made broken in the long-run not by the markets or capital, patents or equipment, but by men‖. Of
all the resources manpower is the only resource which does not depreciate with the passage of
time. This resource is called Human Resource. As the central subsystem controls the functions of
each sub-system and the whole organization. The prosperity and growth of an organization
depends mainly on the policies, programs and practices of HR sub-systems.

According to LEON C.MEGGINSON, the term human resources thought of as ―the knowledge,
skills, creative abilities, talents and aptitudes of an organization workforce, as well as the value,
aptitudes and beliefs of the individuals involved‖. Thus human resources represent the
quantitative and qualitative measurements of the workforce requires in organization. Human
resource are regarded as human factor, human asset and human capital.

1.2.1 CONCEPT

Human Resource management is concerned with human being in an organization. It reflects a

new philosophy, a new outlook, approach and strategy which views organization manpower as
its resources and assets.

Human Resource management is a managerial function which facilitates the effective utilization
of people in achieving the organization individuals and goals.

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Earlier HRM was called by different names like Personal Management, Personal Administration,
Staff Management, Manpower Management, Industrial Relations, Employee-Employer Relation,
Human Capital Management and Human Asset Management.

HRM is a management function that helps to recruit, select, train and develop the organization
members for the purpose achieving the stated organizational goals.

1.2.2 DEFINITIONS

Human Resources Management is that part of management is concerned with the people at work
and with their relationship with an enterprise. It aims to bring together and develop into effective
organization of men and women to makeup an enterprise and having for the well-being of the
individuals and of working groups, to enable them to make their best contribution to its success.

-National Institute of Personnel Management (NIPM), India

Human Resources Management may be defined as a set of policies, practice and programs
designed to maximize both personal and organizational goals. It is the process of binding people
or organizations together so that the objectives of each are achieved.

Human Resource Management may be defined as a series of integrated decision that forms the
employment relationship; their quality contributes to the ability of the organization and the
employees to achieve their objectives.

HRM is, ―The planning, organizing, directing, controlling of the procurement, development,
compensation, maintenance of human resource to the end that individuals, organizational and
social objectives are accomplished‖.

-Edwin Flippo

1.3. INTRODUCTION TO RECRUITMENT AND SELECTION:

Successful human resource planning is designed to identify an organization’s human resource

needs. Once these needs are known, an organization will want to do something about meeting
them. The next step, then, in the staffing function- assuming that demand for certain skills,

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knowledge, and abilities is greater than the current supply- is recruiting. Recruiting is the process
of discovering potential candidates for actual or anticipated organizational vacancies.

1.3.1 DEFINATION OF RECRUITMENT AND SELECTION

Recruitment is only one of the steps in the entire employment process. It is generally followed by
selection. It precedes the selection function and it includes only finding, developing the sources
of prospective employees and attracting them to apply for the jobs in an organization, whereas
the selection is the process of finding the most suitable candidate to the job out of the candidates
attracted (i.e., recruited).

1.3.2 SOURCES OF RECRUTMENT AND SELECTION

Recruitment refers to the process of finding possible candidates for a job or function, usually
undertaken by recruiters. It also may be undertaken by an employment agency or a member of
staff at the business or organization looking for recruits. Advertising is commonly part of the
recruiting process, and can occur through several means through online, newspapers, using
newspaper dedicated to job advertisement, through professional publication, using
advertisements placed in windows, through a job center, through campus interview, etc.

1.3.2.1.Sources of Recruitment

The sources of recruitment are divided into internal sources and external sources. Internal
sources are sources within organizational pursuits. External sources are sources outside
organizational pursuits.

Internal Sources: These sources include

Present Permanent Employees: Organizations consider the candidates from this source to
higher level jobs due to availability of most suitable candidates for jobs relatively or equally to
the external source, to meet the trade union demands and due to the policy of the organization to
motivate the present employees.

Present Temporary/Casual Employees: Organizations find the source to fill the vacancies
relatively at the lower level owing to the availability of suitable candidates or trade union
pressures or in order to motivate them on the present job.

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Retrenched or Retired Employees: Generally, a particular organization retrenches the
employees due to lack of work. The organization takes the candidates for employment from the
retrenched employees due to obligation, trade union pressure and the like. Sometimes, the
organizations prefer to re-employee their retired employees as a token of their loyalty to the
organization or to postpone some interpersonal conflicts for promotion etc.

Dependents of Deceased, Disabled, Retired and Present Employees: Some organizations

function with a view to develop in the commitment and loyalty of not only employee but also his
family members and to build up image and provide employment to the dependent(s) of deceased,
disabled, retired employees.

Employee Referrals: This can be a good source of internal recruitment. Employees can develop
good prospects for their families and friends by acquainting them with the advantage of a job
with the company, furnishing cards of introduction, and ever encouraging them to apply.

Some companies even offers ―finders fee‖ in the form of monetary incentives for a successful
referral. When used wisely, referrals can be an effective way of recruiting. Many prospects can
be reached at a very low cost, and in an organisation with a large number of employees this
approach can provide quite a large pool of potential candidate organisational members. Most
employees know from their own experiences about the requirements of the job and what sort of
person the company is looking for.

Often employees have friends and acquaintance who meet these requirements.

Previous Applicants: lthough not truly an internal source, those who have previously applied
for jobs can be contacted by mail, a quik and inexpensive way to fill an unexpected opening.

Advantages of Internal Recruitment:

 It is less costly.
 Candidates are already oriented towards company.
 Organisations have better knowledge about the internal candidate.
 Enhancement of employee morale and motivation.
 Good performance is rewarded.

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Disadvantages of Internal Recruitment:

 It perpetuates the old concept.

 It abets raiding.
 Candidate’s current work may be affected.
 Politics play greater role.
 Morale problem for those not promoted.

1.3.2.2External Sources: External sources include:

Campus Recruitment: Different types of organizations like industries, business firms, service
organizations, social or religious organizations can get inexperienced candidates of different
types from various educational institutions like colleges and universities imparting education in
Science, Commerce, Arts, Engineering and Technology, Medicine, Management studies etc.,

Private Employment Agencies/Consultants: Private Employment Agencies or consultants like

ABC consultants in India perform recruitment functions on behalf of a client company by
charging fees. Line managers are relieved from recruitment functions so that they can
concentrate on their operational activities and recruitment functions are entrusted to a private
agency or consultants.

Public Employment Agencies: The government set up Public Employment Exchanges in the
country to provide information about vacancies to the candidates and to help the organizations in
finding out suitable candidates.

Professional Organizations: Professional Organizations maintain complete bio data of their

members and provide the same to various organizations on requisition. They also act as an
exchange between their members and recruiting firms in exchanging information, clarifying
doubts etc. organizations find this source more useful to recruit the experienced and professional
employees like executives, managers, and engineers.

Data Banks: The management can collect the bio data of the candidates from different sources
like employment exchange, educational training institutes, candidates etc. and feed them in the
computer.

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Casual Applicants: Depending upon the image of the organization, its prompt response,
participation of the organization in the local activities, level of unemployment, candidates apply
casually for jobs through mail or handover the applications in the personnel department. This
would be a suitable source for temporary and lower level jobs.

Similar Organizations: Generally, experienced candidates are available in the organizations

producing similar products or are engaged in similar business. This would be the most effective
positions and for newly established organizations or expanded organization.

Trade Unions: Generally, unemployed or under employed persons or employees seeking change
in employment put a word to the trade union leaders with a view to getting suitable employment
due to latter’s intimacy with the management. Management decides about the sources the
recruitment techniques after deciding upon the source.

Advantages of External Recruitment:

 Benefits of new skills, new talents and new experiences to organisations.

 Compliance with reservation policy becomes easy.
 Scope for resentment, jealousies and heartburns are avoided

Disadvantages of External Recruitment:

 Better morale and motivation associated with internal recruiting is denied to the
company.
 It is costly.
 Chances of creeping in false positive and false negative errors.
 Adjustment of new employees to the organisational culture takes longer time.

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1.4 NEED FOR THE STUDY

People form an integral part of the organization. The efficiency &quality of its people determines
the fate of the organization. RECRUITMENT AND SELECTION refers to claim and sequence
of activities pertaining to recruitment selection of employable candidates and job seekers for an
organization

Evaluating the abilities of a human being is an extremely different task. This fact has not entirely
prevented the use of various techniques of quick appraisal. The study of the project is to analyze
and finds the factors which satisfy the needs and wants of various client in the organization the
study deals with ―RECRUITMENT&SELECTION‖ in the organization and different aspects of
recruitment &selection procedures in the organization

The important reason for the studying RECRUITMENT &SELECTION procedures is to know
the RECRUITMENT &SELECTION practices undertaken by the organization & how it actually
takes place.

1.5 LITERATURE REVIEW

While Gorter and Ommeren (1994) pushed the analysis one step further. The authors
concluded that two main recruitment strategies can be identified: a sequential use of search
channels, in which the first search channel chosen is usually the informal channel, and additional
search channels are activated one after the other; and an ―adding to the pool‖ strategy in which
the first search channel chosen is basically advertisement and later one or more search channels
are activated in order to enrich the pool of available applicants.

Russo, Rietveld, Nijkamp, and Gorter (1994), concluded that the different impacts on duration
which can be shown to exist between the informal channel and advertisement are basically due to
the different characteristics of the applicants generated by the channels considered. In fact, the
informal channel tends to reach a smaller population, whose productivity is less uncertain (pre-
screening hypothesis). On the other hand, the population reached by advertising is usually
broader; this leads to higher expected productivity levels but in the meantime it may increase the
likelihood of mistakes in recruitment. In order to avoid the latter risk a more intensive selection
may be required.

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Redman and Mathews (1995) used eleven hundred cases to examine the effectiveness of
recruitment advertisements. Findings showed that, in 1980s there was an increase in public sector
recruitment advertising (from 20.8 per cent to 37.8 per cent) and a corresponding decrease in
private sector (from 79.2 per cent to 62.2 per cent) over the decade. At the same time the authors
mentioned two main problems of recruitment advertisement designers. First, with the supply in
labour market in 1993, there was a need for limited and selective response from those readily
available skills in order to minimise time and cost consumed by screening, short-listing and
selection. Second, despite the general over supply of the labour market, skill shortages remained
a problem in number of areas.

Mencken & Winfield (1998) had explored the advantages and disadvantages of informal and
formal recruiting practices in external labour markets. The data was analysed from 1981
Metropolitan Employer-Worker Survey (MEWS). Based on random-digit-dial telephone survey
of 2,713 adults, the authors had constructed seven dichotomous dependent variables. The
empirical analysis of their study found that quality was the stronger motivator than cost for
informal recruiting, hiring managers viewed the volume of applicants as the central advantage of
formal recruiting techniques and the employment agencies were seen as having the advantages of
both informal and formal recruiting—high quality and large volume. At the same time, authors
also found that cost made employment agencies less attractive to hiring managers for whom
quality rather than volume was the primary concern.

Carroll, Marchington, Earnshaw and Taylor (1999) in their study on recruitment in small
firms, aimed to find out how practices in small firms compare with the perspective ―textbook‖
procedures; whether those were seen by small firms as appropriate to their needs; the recruitment
problems small firms faced, and what strategies they had adopted to overcome them. The
research adopted a case study approach of five sectors (hotels and catering, road haulage,
nursing/residential homes, printing and solicitors’ firms) from cross-section of industries
covering service, manufacturing, and transport. A total of 40 firms were involved, 8 in each of
the five sectors. The authors found that the adoption of recommended systematic procedures and
a high use of tried and tested methods including word-of-mouth and hiring of known quantities
were adopted by the firms. The study also argued that the adoption of more formal procedures
and methods could reduce staff turnover in small firms and its associated costs.

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Based upon Zottoli and Wanous (2000) reviews of 21 recruitment method studies, (consistent
with Gannon's findings), the use of referrals and direct applicants were linked to lower voluntary
turnover, but these turnover effects tended to be small.

The article on developing and implementing competence based recruitment and selection by
Farnham and Stevens (2000) reported and evaluated how a traditional approach to recruitment
and selection in the social service department of West Sussex County Council was superseded by
a competency based approach. The authors outlined the results of an internal research
investigation that involved managers and personnel and training specialists. The research
participants acknowledged the limitations of the existing recruitment and selection practices and
recognized the need for a more competence based approach.

Kinder (2000) examined a new model for decomposing e-commerce. The paper suggested that
use of the Internet in recruitment processes is likely to change the interface between internal and
external labor markets for many firms. The paper predicted that the conceptions behind current
research programs in labor market theory may require rethinking in the Internet era.

Weiss and Barbeite (2001) focused on reactions to Internet-based job sites. To this end, they
developed a web-based survey that addressed the importance of job site features, privacy issues,
and demographics. They found that the Internet was clearly preferred as a source of finding jobs.
In particular, respondents liked job sites that had few features and required little personal
information. Yet, older workers and women felt less comfortable disclosing personal information
at job sites. Men and women did not differ in terms of preference for web site features, but
women were less comfortable providing information online.

A study by Lockyer and Scholarios (2004) on selecting hotel staff, considered the nature of
―best practice‖ for recruitment and selection. Data from Scottish hotels indicated a reliance on
informal methods, particularly in smaller hotels. In larger and chain hotels, structured procedures,
including references, application forms and panel interviews, were evident, but, these methods
were inadequate for dealing with recruitment and quality problems.

A research carried by Henkens, Remery and Schippers (2005) on recruiting personnel in a tight
labour market aimed to analyse the instruments employers used to contact with potential workers

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and to find out, to what extent employers rely on traditional means like advertisement in the news
paper or do they behave more actively using world wide web, visiting job fares etc. The authors
conducted a survey among more than 1000 employers in the Netherlands. Factor analyses and
regression analyses were carried out to explain different recruitment strategies. The factor
analyses showed that the different recruitment methods can be traced back to three recruitment
strategies. The first strategy was described as active and informal recruitment. The second
strategy was called recruiting via the internet and the third was characterised by formal
recruitment. The results suggested that many organisations – not in the least organisations in the
local government sector – could gain a great deal from using a wider range of instruments to
recruit new personnel.

A study conducted by Rafaeli, Hadomi, and Simons (2005) involved a plant located in Israel
and focused on three recruitment methods: employee referrals, geographically focused ads (i.e.,
the local newspaper), and geographically unfocused ads (i.e., a national newspaper). They found
that referrals generated more applicants, more hires, and a higher yield ratio (hires/applicants)
than geographically focused ads which, in turn, outperformed unfocused ads on these three
criteria.

1.6. OBJECTIVES OF THE STUDY

 To analyze the effectiveness of Recruitment & Selection process.

 To select various sources of recruitment and selection process
 To search or headhunt people whose skills fit into the organization
 To study how recruitment & selection achieves the objectives of the organization
 To recommend few suggestion to improve recruitment and selection

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1.7 COMPANY PROFILE

Wipro Limited is an Indian multinational conglomerate headquartered in Bangalore, Karnataka,

India. Its diverse businesses include FMCG, lighting, information technology, and consulting.
The Fortune India 500 ranks it the 29th largest Indian company by total revenue. It is also ranked
the 9th largest employer in India with over 221,000 employees.

History of Wipro

The company was incorporated on 29 December 1945 in Amalner, India, by Mohamed Premji as
"Western India Products", later abbreviated to "Wipro". It was initially set up as a manufacturer
of vegetable and refined oils in Amalner, Maharashtra, British India, under the trade names of
Kisan, Sunflower, and Camel.

In 1966, after Mohamed Premji's death, his son Azim Premji took over Wipro as its chairman at
the age of 21.

During the 1970s and 1975 the company shifted its focus to new opportunities in the IT and
computing industry, which was at a nascent stage in India at the time. On 7 June 1977, the name
of the company changed from Western India Vegetable Products Limited, to Wipro Products
Limited. In 1982, the name was changed again, from Wipro Products Limited to Wipro Limited.
Wipro continued to expand in the consumer products domain with the launch of "Ralak" a Tulsi
based family soap and "Wipro Jasmine", a toilet soap.

2021

 In March 2021, Wipro acquired Capco, a 22-year-old British tech consultancy firm. The
deal was completed in April.
 Wipro has signed an agreement to acquire Ampion for a cash consideration of $117
million, according to an exchange filing.
 In March 2021, Wipro appoints Pierre Bruno as CEO of European operations.
 In June 2021, Wipro acquired Boeing supplier TECT Aerospace Group Holdings for $31
million.

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  In December 2021, Wipro has signed a definitive agreement to acquire LeanSwift, a
system integrator of Infor products for customers across the Americas and Europe. The
acquisition is subject to customary closing conditions and is expected to close before the
end of the quarter ending March 31, 2022, Wipro stated in a BSE filing.

1.8. RESEARCH METHODOLOGY

1.8.1. SCOPE OF THE STUDY

The scope of the project study is limited to Wipro Limited. The scope of project is to study the
interrelationship and coordination between work force management team, human resource
department and operational department in the company which are concerned with the planning
and forecasting of numbers of employees required to handle the given call volume, recruitment
and selection of employees as per the requirement and needs of operational department and work
force management team respectively in order to accomplish the organizational goals. Finally to
access how far the three departments are successfully in selective deployment of work force and
is effectively utilizing the work force and reaching the targets which are set up. It is skilled
human resources that are actual assets of the company and are responsible for growth of
company.

1.8.2. SOURCES OF DATA

PRIMARY DATA

Primary data is that which is collect fresh for the first and happen to be original in character.
Primary data can be collected by 3 basic methods: Survey, observations, and experiments. The
primary data is collected from the organization through interaction with the HR Ms. Kranthi, Ms.
Lavanya and the other employees of the organization.

SECONDARY DATA

The secondary data has been collected from books, journals, and websites and interaction with
the individuals in the organization.

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SAMPLING TECHNIQUES:

The type of sampling technique adopted in this project analysis is simple random sampling.
Employees from various departments were approached and data was collected by administrating
questionnaires to know their opinion about Recruitment and Selection Process in their
organization.

SAMPLE SIZE

For a sample of 100 employees belonging to different functional departments were given
questionnaire to know their opinion with regard to Recruitment and selection Process.

STATISTICAL TOOLS

Statistical tools like MS EXCEL is been used for the purpose of calculation like percentages,
addition etc.

PERIOD OF STUDY

The period of study on recruitment and selection at Wipro Limited was about 45 days that
existed from the time of inception

1.9. LIMITATION OF THE STUDY

 Some of the answers might have biased due to the presence of employees when the
questions were asked.
 The duration of the study was limited and hence elaborate and comprehensive project
survey was undertaken.
 Because of a small period of time, only small sample had to be considered which doesn’t
actually reflect and accurate picture.

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 BIBLIOGRAPHY

BOOKS

1. Kothari.C.R. Research methodologies, Wishwa prakasham publishers, New Delhi, 2000.

2. Prasad.L.M., Human resource management,

3. Subba Rao. P., Human Resource Management and Industrial Relation, Himalaya publishers,

Mumbai 2004

4. Personal Management, by C.B Mamoria, 13th Edition, Himalaya Publishing House, 2012.

5. Human Resource and Personal Management, by k. Aswathappa, 4th Edition, Tata McGraw-

Hill Publishers, 2005.

6. Personnel and Human Resource management, by P.Subha Rao.1st Edition, Himalaya

Publications, 2010.

7. Recruitment and Selection, by Gareth Roberts, 2nd Edition, Chartered Institute of Personnel

and Development, 2005.

WEBSITES

1. http://www.wipro.com
2. http://www.ibef.org
3. http://www.scribd.com
4. http://www.slideshare.org

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