SUMMER INTERNSHIP PROJECT REPORT

ON

(HUMAN RESEARCH AND GENERAL MANAGEMENT)

at

TalentServe
Submitted in partial fulfillment of the requirements for the award of BBA degree

Submitted by

Mannu Kumar Singh

(BBA)

Batch – (2020– 23)

Roll No. : 200241131

Under The Guidance Of

Dr. Manisha Gupta

Associate Professor

SHARDA SCHOOL OF BUSINESS STUDIES

SHARDA UNIVERSITY, GREATER NOID201306

 CERTIFICATE

This is to certify that the Project report entitled “HUMAN RESEARCH AND GENERAL
MANAGEMENT” done by MANNU KUMAR SINGH (200241131) is an original work carried out
by them in Department of BACHELOR OF BUSINESS ADMINISTRATION, Sharda university,
Greater Noida under my guidance. The matter embodied in this project work has not been submitted
earlier for the award of any degree to the best of my knowledge and belief.

Dr. Manisha Gupta

(Head of the Department)

 EXECUTIVE SUMMARY

In the present Competitive business world, the human capital has become the most important
resources. Thus, it is necessary to understand various tools of proper management of Human
resources.

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

For every organization it is important to have a right person on a right job. Recruitment and Selection
plays a vital role in this situation. Shortage of skills and the use of new technology are putting
considerable pressure on how employers go about Recruiting and Selecting staff. It is recommended
to carry out a strategic analysis of Recruitment and Selection procedure.

The purpose of this study was to assess the effectiveness of the recruitment and selection practices
and procedures of TalentServe. The study obtained information from maximum respondents from
staff of TalentServe through the use of questionnaires. The results indicated that, advertising of job
vacancies and employee/ intern referrals are mostly the mode for recruiting potential
employees/intern it was also realized that the method used in the recruiting and selection process was
very effective. The study revealed that the selecting and recruitment process are also characterized
with lots of challenges. Recruitment and Selection are simultaneous process and are incomplete
without each other.
 DECLARATION

The research project on “RECURITMENT AND SELECTION HUMAN RESOURCE

MANAGEMENT AT TALENTSERVE." has been undertaken as a partial fulfillment of the

requirement for the award of the degree of Bachelor of Business Administration under Sharda

University. I hereby declare that this Project is my original work and the analysis and findings are for

academic purposes only. This project has not been submitted by the any student earlier to any other

university.

MANNU KUMAR SINGH (200241131)

 ACKNOWLEDGEMENT

This project is the outcome of sincere efforts, hard work and constant guidance of not only me
but a number of individuals. First and foremost, I would like to thank Sharda University for
giving me the platform to work with such a prestigious company in the HR sector. I am thankful
to my guide. Dr. Manisha Gupta for providing me help and support throughout the Project
Report period.

I owe a debt of gratitude to my faculty guide who not only gave me valuable inputs about the
industry but was a continuous source of inspiration during these months, without whom this
Project was never such a great success.

Last but not the least I would like to thank all my Faculty members, friends and family
members who have helped me directly or indirectly in the completion of the project.

MANNU KUMAR SINGH

(200241131)

1
 PREFACE

These day’s institutes have started giving more stress on the research as it is the interface of
management student with the culture of the corporate world and it also gives the first hand
experience to use the knowledge acquired by them Through their faculty in corporate world.

Organization is nothing without its human resource H.R. Is concerned with ‘people’ dimension
of the organization.

The organization objectives can be best attained by acquiring human resource, developing their
skills, motivate them for high performance and ensure that they continue to maintain their
commitment and loyalty towards the organization.

This project includes details about employee satisfaction and retention. Traditionally, satisfaction
and retention are considered as ways to maintain the employees in an company and to decrease the
turnover of employees.

Dealing with Human Resource hardly allows any flexibility to HR professional to address
managerial issues of HRM. Such managerial issues not only limited to optimal utilization of
manpower but effective planning, development and management.

2
Content
1. TalentServe .
⮚ Introduction 10
⮚ Why talentServe
⮚ Mission 12
⮚ Vision
⮚ Amazing features 13
2. Literature Review 14
❖ Introduction to Recruitment 16
❖ Importance 20
❖ Need 23
❖ Process 24
❖ Sources 28
❖ Approaches
❖ Selection 31
❖ Process 33
❖ Essentials of good selection practice 40
❖ Advantages 42
❖ Barriers 43
❖ Difference between Recruitment and Selection 44
❖ Trends in Recruitment and Selection industry 45
3. Research Objective 49
4. Research Methodology 52
⮚ Research Design
⮚ Data collection method
⮚ Sample size
⮚ Statistical software used
❖ Area of study
❖ Sampling
❖ Method of Analysis
1. Analysis and Result 55
❖ Charts
❖ Interpretation
2. Findings 72
3. Limitation of study 74
4. Conclusion 78
5. Recommendation and Suggestions
6. Annexure
⮚ Bibliography
⮚ Questionnaire

3
 INTRODUCTION TO THE COMPANY

On the 16th of July, 2019, Talentserve India Private Limited was established as a
private company that is not listed publicly. A private limited business, it has its
headquarters in Mumbai City, which is located in the state of Maharashtra. The
entire paid-up capital is also INR 1,000,000, which is the same amount as the
authorised share capital of INR 1,000,000.
The operating revenue prediction for Talentserve India Private Limited is in the
area of Less than 1 cr. for the fiscal year that will end on March 31, 2021. This
will be the company's final fiscal year. Over the course of the prior year, its
EBITDA experienced a decline that was equivalent to 37.07 percent. In the same
vein, the company's book net worth has experienced a decline of 28.41 percent.
You are welcome to look at the other performance and liquidity ratios that are
included on this page.

The present status of Talentserve India Private Limited is "Active," which

denotes that the business is actively conducting its operations.

The most recent Annual General Meeting (AGM) of Talentserve India Private
Limited was held on September 30, 2022, as indicated by the paperwork that we
have on file.. In addition, according to the documents we have on file, the
company's most recent balance statement was created for the period of time
ending on the 31st of March 2022.
Dilip and Megha Worah each serve as one of the company's directors at
Talentserve India Private Limited.

The number U74999MH2019PTC328130 serves as the Corporate Identification

Number for the Talentserve India Private Limited. This number was assigned to
the company when it was established (CIN). The registered office of Talentserve
India Private Limited can be found at Plot 9, A- 702, Charkop Hemavathi CHSL,
Charkop, Section 7, RDP- 7, Kandivali (West), MUMBAI, Mumbai City,
Maharashtra.

4
Literature Review

Human Resource is a basic need of any work to be done. According to

ARTHURLEWIS:

“There are great differences in development between countries which seem to

have roughly equal resources, so it is necessary to enquire into the difference in
human behaviors”

The project report is all about recruitment and selection process that's an
important part of any organization.

Recruitment highlights each applicants skills, talents and experience. Their

selection involves developing a list of qualified candidates, defining a selection
strategy, identifying qualified candidates, thoroughly evaluating qualified
candidates and selecting the most qualified candidates.

It is said if right person is appointed at right place the half work has been done.
In this project I have tried to cover all the important point that should be kept in
mind in recruitment and selection process and have conducted a research study
through a questionnaire that I got it filled with all the managers TalentServe .
and tried to find out which methods and various other information related to
recruitment and selection and what are the various method used for recruiting
the candidates and on what basis the se

TalentServe . has a well-articulated equal opportunity policy, which lays strong

emphasis on hiring of individuals irrespective of age, race, caste or gender As a
best practice in recruitment.

5
1.1 MEANING OF HUMAN RESOURCE MANAGEMENT

The development process of modern economics places a significant emphasis on

the role that Human Resource plays. ARTHUR LEWIS made the observation.

"Since there are substantial disparities in levels of development between nations

that, on the surface, appear to have roughly equivalent resources, it is essential to
investigate the various ways in which people choose to live their lives."

Best Practices in Recruitment and Selection

The first step in the recruitment and selection process occurs when either a new post is created or an
empty position in an existing organisation becomes available. The first thing that needs to be done in
regard to a new role is a job analysis, which will identify the following factors related to the position:
the primary areas of responsibility and needs of the position, including how the function may
develop into the future, the reporting and working relationships of the position, and the impact the
new position will have on roles and posts that are already in existence
the status of the post, the duration of the contrast, and its grade.
Recruitment

In today's highly competitive environment, no organisation can function without human capital.
Because the decision to hire the right person for the right job has far-reaching implications for
an organization's ability to function, recruitment is the single most important factor in
determining how well an organisation is managed. The activity that falls within the purview of
human resource planning is known as hiring. Hiring is the process of selecting applicants from a
pool of applicants who meet the qualifications of a job; this process is also known as
recruitment.

One of the most important aspects of human resource management is recruitment. The success
of a company is dependent on having the appropriate number of staff members who are also
competent in their respective areas. The process of assembling a group of capable individuals to
apply for a specific position is referred to as recruitment. In its most fundamental form,
recruiting can be understood as the activity of seeking out potential candidates.

According to Parry and Wilson (2009), recruitment is "the practises and activities carried out by
the organisation with the primary purpose of identifying and attracting potential employees."
This definition of recruitment encompasses all of the work that an organisation does to find and
entice new workers.

In the fifth edition of his book Human Resource Management, Raymond J. Stone (2005) defines
6
recruitment as the process of "seeking and attracting a pool of applicants from which qualified
candidates for job vacancies within an organisation can be selected." Recruitment is the process
of "seeking and attracting a pool of applicants from which qualified candidates for job
vacancies within an organisation can be selected."

At TalentServe Ltd., the acquisition of human capital is accomplished through the use of several
portals, such as the Naukri portal and the IIM Jobs portal, amongst others.

"Recruitment is the activity that links the job searchers with employers," as stated by Edwin B.
Flippo, "recruitment is the process of searching the applicants for employment and stimulating
for job in the business."

Recruitment and selection are two key responsibilities that fall under the purview of a human
resources department. The first step for all applicants is the recruitment phase; once an applicant
demonstrates that they have the necessary abilities, knowledge base, and qualifications, the
employer will go on to the selection phase. It is possible to define recruitment as the process of
searching for and obtaining a pool of potential candidates who possess the necessary
knowledge, skills, and experience to enable an organisation to select the individuals who are the
most suitable to fill job vacancies in accordance with defined position descriptions and
specifications.

The objective of the recruitment process is to locate the largest possible applicant pool in order
to afford the business the greatest possible opportunity to select the most qualified individuals
to fill the available positions.

An organisation can gain a competitive advantage over its rivals if it is successful in acquiring
the best applicants for a particular role. On the other hand, failure to effectively recruit and
select candidates can result in enormous disruption, decreased productivity, interpersonal
difficulties, and interruptions to operations, customer service, and long-term costs.

7
Importance of Recruitment

● One of the most basic responsibilities of the HR team is recruitment of candidates. If an

organization's method of hiring new workers is effective, then the company will have
employees that are both happier and more productive.
●

● Bring down the turnover rate of employees.

●

● It creates a positive atmosphere in the office, which in turn fosters positive relationships
between employees.
●

● It leads to the overall expansion of the organisation as a whole.

●

● The following is a list that illustrates the functions that recruitment serves as well as its
significance to a company.
●

● It is what determines the requirements of the job, both now and in the future.
●

● It does it at a low additional cost while simultaneously increasing the available jobs.
●
8
 ● It is helpful in selecting the most qualified candidates.
●

● When it comes to the workforce, it satisfies the social and legal obligations that the
organisation has.
●

● It is helpful in discovering potential candidates for jobs as well as selecting the proper
resources.
●

● It entices and encourages potential candidates to submit their applications for open
positions in an organisation.
●

● It evaluates the requirements of the organisation for the present and the future so that
appropriate plans can be developed.
●

● It connects those looking for work with companies that might be interested in hiring
them.
●

● It assists in the creation of a talent pool of prospective applicants, which enables the
picking of the appropriate people for the appropriate job according to the requirements
of the firm.

Need for recruitment

It's possible that the following reasons or circumstances have led to the necessity for recruitment:

terminations, permanent disabilities, and deaths.

The growth, expansion, and diversification of an enterprise's business activities might result in the
creation of new open positions in the company. In addition to that, the job criteria may open up
additional positions that are available Vacancies that have arisen as a result of labour turnover,
promotions, transfers, retirements,.

9
Recruitment process:

1. A Recruitment Process is a methodology that is specific to an organisation that outlines

how the process of finding new personnel is carried out. Again, this is something that
can change depending on the specific organisational structure of the company, but in
most cases, the function of Human Resources is the one that is responsible for the
recruitment process.
2. The following is a list of the various components that can be deconstructed from a
recruitment process:

3. Identifying the open position

4. Job analyisis
5. Job posting
6. Sourcing
7. Shareing\sShortlisting
8. Filnalise

Identifying Vacancy
Locating open positions is the initial and most important step in the process of developing a
recruitment plan. This procedure starts with the Human Resources department receiving requisitions
for recruitments from the various departments within the firm. These requisitions comprise the
following information:

Number of open positions that need to be filled

Amount of available positions
The obligations and responsibilities that are to be fulfilled
Expected levels of education and professional experience
When a position opens up, it is the responsibility of the sourcing manager to determine whether or
not the position is required, whether or not it should be permanent or temporary, whether or not it
should have full-time or part-time hours, and so on. If the position is not required, the sourcing
manager should not fill the position. It is necessary to do an investigation into these parameters
before getting started with the process of recruitment. In order to ensure that the team and the
organisation are provided with the very best resource possible, it is required to carry out exhaustive
processes of identification, planning, and evaluation.
Consider the following scenario: a company is looking to fill the job of Administration Executive.

1.2 Job Analysis

Job analysis is a family of techniques that identifies the content of a job in terms of the actions
involved and the traits or job criteria that are needed to accomplish the tasks. Job analysis is also
sometimes referred to as work analysis. Companies receive information from job analyses that
assists them in selecting people who are the most qualified for particular positions inside the
10
company. Through the process of job analysis, the analyst needs to gain an understanding of
what the most significant responsibilities of the job are, how they are performed, and the
necessary personal attributes that are required to successfully do the job.

The analyst will begin the process of job analysis by outlining the duties that will be performed
by the incumbent, followed by the nature of the work environment, and then some of the
fundamental requirements. Following this step, the job analyst will fill out a document known
as a job psychograph, which outlines the mental needs associated with the position. A reliable
task list is the litmus test for a sound appraisal of the job. This list details the functional or duty
areas of a position, as well as the responsibilities that are associated with those areas and the
suggestions for basic training. This final list needs to be validated by subject 11 matter experts
who are currently holding the post being studied as well as supervisors for that position in order
to validate the job analysis.

It is essential to do job analysis in order to, first, assist individuals in the development of their
careers and, second, assist businesses in the development of their personnel in order to
maximise talent. The results of job analyses are important factors to consider when building
learning strategies, creating performance interventions, and enhancing processes. When
techniques for job analysis are applied, the implicit assumption that is made is that information
about a job in its current state can be used to develop programmes to recruit, select, train, and
evaluate people for the job in its future state. This is the assumption that is made when applying
job analysis techniques.

Purpose

● Conducting a job analysis serves a number of functions, one of the most important of which
is the preparation of job descriptions and job specifications, which in turn assists an
organisation in recruiting workers of the appropriate calibre. The overarching purpose of job
analysis is to document both the requirements of a job as well as the actual work that has to
be done. This is the goal of job analysis. Job and task analysis yields many products,
including the definition of a job domain, the description of a job, the formulation of
performance reviews, personnel selection, selection systems, promotion criteria, training
requirements assessment, legal defence of selection processes, and compensation plans. In
the subject of enhancing the performance of humans, one of the most common tools utilised
is job analysis. Its goal is to make sure that actions for training and development are
productive and directed toward the right goals. Data collection through the use of job analysis
is a typical practise in the fields of human resources (HR) and industrial psychology.
[Citation needed] [Citation needed]. This data can then be applied to the processes of staff
selection, training, classification, and/or remuneration.
11
● The physical needs of a job are analysed by industrial psychologists using job analysis to
assess whether or not an individual who has suffered some impaired capacity is capable of
performing the job with or without any accommodation. It is believed that Edwin Fleishman,
Ph.D. was the first person to discover the components that contribute to human physical
fitness. [ Job analysis, which is frequently referred to by a slightly different name, such as
"task analysis" or "work analysis," is used by professionals who build certification tests to
establish the aspects of the field that must be sampled in order to create a content-valid exam.
The word "job evaluation" refers to the process of doing a job analysis with the intention of
valuing the job (that is, calculating the proper compensation for those already holding the
position).

● The purpose of job analysis is to find answers to questions like the following:

● What is the purpose of having this job?

● What kinds of mental and physical labour does the worker perform?

● When is the task going to be carried out?

● Where exactly is the work going to be done?

● How exactly is it going to be carried out, and under what parameters?

● When conducting an analysis of a job, the following steps are very important:

● Keeping a record and gathering information regarding the task

● Accuracy in the process of verifying the employment information

● Developing a description of the job based on the information provided

● determining the essential levels of expertise, knowledge, and abilities for the position

● Work descriptions and job requirements are the direct products that come out of doing a job
analysis.

● Description of the Job An important document, the job description is of a descriptive form
and includes the concluding statement of the job analysis. For the recruitment process to be s

● successful, it is essential that you provide this description.

● The job description gives information on the range of tasks and responsibilities associated
with the employment, as well as the location of the position within the business. This
information also provides the employer and the organisation with a crystal clear picture of
what an employee is required to perform in order to fulfil the requirements of his work.

● The following categories of information are typically included in a job description:

● Job Title, Job Identification, Organization Position Job Location, Job Identification, and Job
Location

● Functions and Responsibilities of the Job

● The various types of machinery, materials, and apparatus

● Procedures Involved in Supervision

● Conditions of Employment

12
● Health Hazards

Example :

Designation Administration Executive

Term Half/ full

Location Delhi

Reporting Director

13
 Last date July 06,2022

How to apply Candidates interested in the position are requested to email their
updated CV on careers@xyz.com along with name of the
position clearly mentioned in the subject line.

About company

Key responsibility

Qualification &
experience

Essential skills &

competencies

Job Specification
● The candidate that the HR staff is planning to hire is the subject of the job specification,
which centres on the individual's qualifications. The first thing that has to be done in order to
prepare a work specification is to compile a list of every job and location in the company.
The next thing that you need to do is generate the information for each job.
●
● The following details are provided on each position available in an organisation:
●
● Particulars concerning the body
● Mental specifications
● Characteristics of the body
● Specifications relating to emotions
● Specifications about behaviour
● The following categories of information can be found in a document containing job
requirements:
●
● Qualification\sExperiences
● Training and professional advancement
● Skills required
● The obligations of one's job
● Characteristics of an affective nature
● Career strategy and planning

14
 Jobposting

1. Once the job description has been finalized, the opening can be posted on the UCR career
site by using the application tracking system. This can be done when the description of the
position has been finalised (ATS).

2. IPE makes use of a variety of different job boards;

3. naukari.com
4. LinkedIn recruiter Times jobs indeed jobs

5. The talent acquisition department, for example, is now advertising the JD for
Administration Executive position on a number of different websites.

Methods for identifying Job Postings: -

1. Networking
It is common practise to refer to this phenomenon as the "secret job market," as it is believed
that the vast majority of job openings are never publicised. Job searchers who are interested in
these positions will need to devise a strategy for breaking into the organisation. When looking
for work prospects, networking may be quite helpful; even if someone you know does not
directly have knowledge of a position that is open, there is a chance that they know someone
who does.

Both in-person and virtual forms of networking are viable options. You may become a member
of a professional association, go to an event for alumni of your institution, or make it a goal to
network with professionals who are currently employed in your field. There are also a variety of
internet sites, such as LinkedIn, that enable you to network with other experts and obtain
information regarding possible employment openings. You might also be able to connect with
other professionals through the use of social networking websites, such as Facebook or Twitter.

2. Referrals
Referrals can also come from people you already know; nevertheless, using this strategy may
result in you being invited to apply for a position without your having to actively look for a new
employment. It's a win-win situation for everyone involved, so some firms give financial
bonuses to current staff members if they bring in new, qualified applicants for open positions.
You get a new job, and the person who put you in touch with the employer gets a finder's fee for
bringing in such a qualified worker.
15
16
3. Job Boards and Career Websites
Traditionally, job boards were nothing more than boards on which vacant positions and chances
for employment were posted. Even if some of these boards are still physically present, the
majority of employment bulletin boards have transitioned to an online version in recent years.
Job boards and job banks are resources that are frequently made available to job seekers by
local, state, and federal governments. You can also use online job search engines or any of the
numerous career-related websites that publish job opportunities, such as Monster.com or
CareerBuilder.com. Both of these options are available to you on the internet. These websites
operate in a manner that is analogous to that of traditional want advertising; however, they have
a significantly shorter turnaround time and enable you to look through a significantly bigger
number of employment opportunities across a wider area.

4. Job Fairs
In most cases, job fairs are geared toward a particular industry; however, there are occasions when job
or recruiting fairs take a more general approach. Typically, a list of the groups that will be present will
be included in the accompanying advertisement for this event. Conduct research on any companies that
pique your interest, carry several copies of your CV, and be prepared to sell yourself. Consider any and
all interactions with recruiters to be mini interviews that can help differentiate you from the other
applicants. There are certain companies that will even provide on-site interviews to individuals who
meet the requirements of the position.

5. Company Websites
Why not go straight to the careers page of your ideal company's website if you already have a
good idea of which company would be the best fit for you? If you keep an eye on their website
for job vacancies, there is a possibility that you will come across the exact opportunity that you
have been looking for. Make a list of companies and organisations that you might be interested
in working for, and pay regular visits to their websites. If you have your heart set on working
for a particular organisation, it may take some time for you to find an opening that is a good
match for the skills that you possess. If, on the other hand, you have the luxury of time, this may
be the best way for you to find the job of your dreams.

6. Cold Calling
If you are interested in working for a particular company but don't find any job openings
displayed on their website, you might want to consider giving them a cold call. You can contact
individuals within an organisation by using the telephone or email by locating their contact
details on the corporate website or by checking with a receptionist about the availability of such
information. Make direct contact with people to inquire whether or not they are aware of any
impending openings for positions, and ensure that a copy of your resume is attached to each and
all emails that you send out. You can also inquire about the many kinds of employment that are
available, as well as the kinds of talents and attributes that the company seeks in potential
17
 candidates. Bear in mind that this kind of contact may not always be well received, but there is
always a chance that it will give you the inside track on impending openings. Keep in mind that
there is always a chance that it will offer you the inside track on upcoming vacancies.

7. Head Hunters and Recruitment Agencies

There is no doubt that head hunters and recruiting businesses may be of aid to job seekers who are
looking for professional support in their job search. Job seekers who are looking for such assistance
could contact head hunters and recruitment firms (though in some cases it may come at a price). Many
businesses hire new staff through the assistance of recruiting firms since this helps to cut down on the
lengthy process of finding potential candidates and conducting interviews with them. This is one of the
reasons why there is such a high demand for hiring agencies among businesses. Head hunters are
people who either find someone to fill a specific vacancy that has been posted within a company or find
a position for a job seeker who has paid their services to do so. They are paid to either find someone to
fill the vacancy that has been posted or find a position for the job seeker. In many different types of
businesses, the standard method of payment is called a commission. Keep in mind that many high
schools, colleges, and universities offer job placement services that may help recent graduates develop
their resumes and support both current students and alumni with their quest for jobs. These services can
be found in a variety of settings.These services can be found in many educational institutions. You can
locate these services in a variety of locations, including secondary schools, four-year institutions and
universities, and even community colleges.

8. Temping or Internships
Employment that is only temporary might occasionally lead to ones that are permanent. If you
are unemployed and looking for work, one wonderful approach to get your foot in the door is to
obtain a temporary position with a great firm. This can also give you with valuable business
contacts that you can call upon in the future. There are many recruitment services that can help
people find contract work, temporary or casual positions, and other types of work. Internships
are an excellent option for students who have recently graduated from college, and the job
placement services offered by many educational institutions can help students connect with
available internships. Giving one's time for free to a worthy cause might be another effective
way to broaden one's professional network.

9. Creative or Outlandish Tactics

Because the job market is so competitive, some people who are looking for work have begun to
utilise more inventive strategies for garnering attention to themselves. People have used a
variety of strategies, such as billboards, chain letters with a copy of their resume attached, and
even pasting their resume to themselves and walking around the city as a human billboard.
These are just some of the ways that people have attempted to get the attention of potential
employers. Even though these strategies have a chance of being successful, exercise extreme
caution. You might be able to attract the attention of recruiters, but at the same time, you might
be sending them the wrong impression. If you are going to resort to innovative methods, you
need to be sure that they are appropriate for the industry in which you are trying to get work.
(Make yourself stand out from the other applicants by.
18
 CV sourcing
Candidates will submit their applications for the specific job once the opening has been placed online.
Each post requires potential candidates to submit an application via electronic means (resume and cover
letter are optional). Applicants will be considered Candidates for the position.

The CVs submitted to the talent acquisition department are evaluated to see which ones are the most
pertinent to JD or which ones are the most fit for the specific post.

For instance, once the advertisement for the position of Administrative Executive has been posted, the
following step is to source CVs. In the course of this procedure, those applications' curriculum vitae
that are deemed to be the most appropriate or that fulfil the greatest number of conditions will be set
aside.

Sharing
After the process of sourcing CVs has been finished, the following step is to share the selected CVs
with the head of HR. The contenders will be narrowed down by either she or he, using his point of
view.

Screening / Shortlisting
The phase of screening potential applicants can start once the process of recruiting possible applicants
has been completed in its entirety. The initial phase of the candidate selection process is referred to as
screening, and it entails looking through all of the applications that were submitted by those who could
be interested in applying.

Screening is an important part of the recruitment process because it enables individuals who do not
satisfy the requisite qualifications or who are not relevant to the position that is being filled to be
eliminated from consideration. This is a crucial phase in the process. The first three stages of the
recruitment process are the preliminary stages. These stages are as follows:

Review of the applications, including the cover letters and resumes

The first thing that is done in the screening process is going through the applications. At this point, the
résumés of all of the applicants are reviewed in order to determine whether or not the education,
professional experience, and general history of the applicants are a suitable match for the requirements
of the post.

An executive in human resources needs to keep the following things in mind while reading potential
candidates' resumes in order to perform a more thorough screening of the applicants:

The impetus behind the job switch

Duration of service with each respective organisation
Vacant periods of time in between jobs
Job-hopping
Lack of opportunity for career advancement
Interviews Can Be Done Over the Phone Or In Person
The second phase in the screening of candidates entails talking to them either over the phone or in
person. During this phase of the process, once the candidates' resumes have been reviewed, the hiring
manager will either get in touch with them over the phone or in person. This screening method will
result in two different outcomes:

19
It provides assistance in authenticating the candidates, determining whether or not they are active and
available.

In addition to this, it helps provide a fast glimpse into the candidate's attitude, as well as their ability to
answer interview questions and their communication abilities.

20
 Identifying the top candidates
● The final step of the applicant screening process is to choose the candidates who have the
most relevant experience and skills. At this point, only the resumes that are particularly
pertinent to the position and impressive to the hiring manager are taken into further
examination. This makes the decision-making process for the hiring manager a great deal less
difficult.The following three results can be expected from this process:

● Choosing the top five candidates out of a large pool of applicants for consideration by the
hiring managers

● Offering suggestions and advice to the person in charge of employing new staff

● Assists the hiring managers in making the appropriate choice when it comes to selecting the
candidate to hire.

Budget finalise
The finalisation of the budget takes place at this, the very last step of the recruitment procedure.

Recruitment process outsourcing (RPO)

Business process outsourcing, also known as BPO, is a subcategory of outsourcing in which an
organisation contracts the management of some or all of its recruitment process to an outside party. The
term "recruitment process outsourcing" is the one that's most commonly used to refer to this kind of
outsourcing (RPO).

Approaches

The process of selecting a candidate from among the current workforce to fill a new position within the
same organisation is referred to as internal recruitment.This candidate will remain employed by the
same company. This may be in the form of a promotion, the provision of a professional development
opportunity, or the fulfilment of a specific or urgent need inside the organisation. There should not be
any confusion between internal recruiters and internal recruiting. Advantages include the organization's
familiarity with the employee and their competencies to the extent that they are revealed in their current
job, as well as the organization's willingness to trust said employee. Other advantages include the
employee's familiarity with the organisation and their willingness to trust the organisation.Other
advantages include the employee's ability to contribute more effectively to the organisation. Hiring
someone from within the company can be a more time- and cost-efficient option.
An employee referral programme is a method in which existing employees recommend prospective
candidates for the job that is currently available. In some businesses, the employee is eligible for a
monetary bonus if the candidate that was recommended ends up getting the job.
Because the same candidates may be placed multiple times over the course of their careers, niche
businesses typically place a strong emphasis on cultivating long-term connections with their applicants.
There are also online sites that can assist in the search for specialised recruiters. Niche companies also
build information on specific employment trends within their field of specialisation (for example, the
energy industry), and are able to identify demographic shifts such as ageing and their impact on the
company. One example of this is the energy industry.
The usage of social media platforms, such as Facebook and Twitter, as well as professional-focused
social networking websites like LinkedIn and XING, are examples of what is referred to as "social
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recruiting." It is a method of sourcing that is quickly gaining popularity, particularly among those in
their middle years. The age range of 45–54 is the most rapidly expanding demographic on Google+.
People between the ages of 55 and 64 make up Twitter's fastest-growing group.
A recruitment approach known as "mobile recruiting" is one that makes use of mobile technologies to
attract, engage, and ultimately convert potential candidates. Because "nearly 89 percent of job searchers
feel their mobile device will be a significant tool and resource for their job hunt," mobile recruiting is
frequently touted as a growing possibility for recruiters to engage with applicants more effectively.
This is because "nearly 89 percent of job searchers feel their mobile device will be a significant tool
and resource for their job hunt."
Some recruiters make their business by charging people who are looking for job a fee, and in exchange
for the money, they help those people obtain employment. It is against the law in several countries,
including the United Kingdom, for recruiters to charge candidates for the services that they offer. This
practise is forbidden there (although websites such as LinkedIn may charge for ancillary job-search-
related services). Some employees believe that it is more appropriate to refer to themselves as "personal
marketers" or "job application services" rather than call themselves recruiters.
Utilizing multiple-criteria decision analysis tools such as the analytic hierarchy process (AHP) and
combining it with conventional recruitment methods provides an added advantage by assisting the
recruiters in making decisions when there are a number of different criteria to be considered or when
the applicants lack previous experience; for example, recruitment of fresh university graduates. This
provides an added advantage by providing an added advantage by helping the recruiters make decisions
when there are a number of different criteria to be considered. This is an example of a scenario
involving an application in which the recruiters are presented with a circumstance in which there are a
variety of factors that need to be taken into consideration.This is an illustration of a circumstance in
which it would be counterproductive to use traditional methods of personnel acquisition.

Multi Tier Recruitment Model

It is common practise in some businesses with a high volume of recruitment to employ a multi-tiered
recruitment model in which the many sub-functions of recruitment are grouped together for the purpose
of increasing operational efficacy.
One example of a model with three levels of recruitment:
This layer serves as the initial point of contact for any recruitment requests that have been sent to the
system. It is also known as the help desk. At this level, resolution may take place if the requests are
straightforward to satisfy or are in the form of questions.
This tier is responsible for managing the administrative processes, which make up the majority of its
responsibilities.
This layer is in charge of managing the procedure, as well as the manner in which the requests are
completed.

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 Selection
The practise of picking or choosing the candidate who is the best qualified for a vacant employment
position in an organisation is referred to as the selection process. This procedure may also refer to the
act of picking or choosing an application. This process could also be referred to as the hiring process by
some people. In other words, selection can also be explained as the process of conducting interviews
with the candidates, analysing the characteristics that are required for a particular job, and then
selecting the individual who is the best suited fit for the position after making those evaluations. In
other words, selection is the process of selecting the individual who is the best suited fit for the position
after making those evaluations. To put it another way, selection is the process of choosing the person
who is the best possible candidate for the available position.
The organisation will acquire a resource that will be beneficial to it as it continues to work toward
achieving its objectives if the right candidate is selected from among the candidates who have applied
for a vacant position.

Once a pool of candidates has been found through the process of recruitment, the most suitable
candidate (or candidates) are chosen through a selection process that may include, but is not limited to,
interviewing, verifying references, and testing. Ultimately, the best candidate (or candidates) will be
chosen. In the end, the winner will be the candidate (or candidates) with the most favourable qualities.
By utilising evaluation actions that are efficient, fair, and equitable, the purpose of the selection
procedure is to guarantee that the very best individual or individuals will be chosen for the function or
parts. This will be done in order to meet the goals that the selection process was designed to
accomplish.The first step in the selection process is to locate prospective employees who are
enthusiastic about the position and have already sent in their resumes. Finding qualified individuals
who have expressed interest in a position and have submitted their resumes is an essential element of
the recruitment process. Choosing which candidates are the most qualified and best suited among those
available is an important part of the selection process.It leads to the removal of candidates who are not
appropriate for the position. In order to select the most qualified individual for the position, it uses
methods based on scientific research.
The term "Selection" is defined in a variety of ways depending on the author. Some of the definitions
are as follows, in alphabetical order:
M. AtaurRahman defines selection as "the screening and filtering process of job applicants who have
23
been invited to apply for the vacant positions through which the process comes to an end." According
to Dale Yoder, selection is the process that divides candidates for employment into two classes: those
who will be offered employment and those who will not be offered employment.
M.J. Jucious has provided the following definition of the selection method: "The selection procedure is
the system of functions and devices implemented in a certain firm for the aim of determining whether
or not an applicant possesses the qualifications asked for by, a specific job."
According to the definition provided by Heinz Weihrich and Harold Koontz, "Selection is the process
of choosing from the candidates, from within the organisation or from outside, the most suitable person
for the current position or for the future positions." [Citation needed]
Decenzo & Robbins: The interviews that are conducted during the selection process adhere to a specific
format, which begins with the preliminary screening interview and ends with the hiring decision.
SELECTION PROCESS

The graphic that follows provides a general overview of the selection process:
 External Environment
 Internal Setting and Conditions
 Initial Consultation and Interview
 Examinations for Choosing
 Interview for a Job Position
 Both a Reference and an Analysis of the Background
 Conclusion Reached on Selection An examination of the body
 Job Offer
 Examination of the Employment Contract

Step 1

PRELIMINARY INTERVIEW

The job candidates that were sent in by people looking for work would be scrutinised in order
to weed out those who lacked the necessary qualifications. In most cases, this is then followed
by a preliminary interview, the goal of which is more or less the same as the scrutiny of the
application, namely the elimination of those who are unqualified for the position. The HR
specialists are able to weed out applicants who do not meet the qualifications for the job based
on the information that is provided in their application forms. On the other side, the preliminary
interview is useful for weeding out unsuitable candidates for reasons that were not included in
the application forms. A preliminary interview, which is also sometimes referred to as a
"courtesy interview," is a helpful exercise for public relations. Phase 2 of the Selection Process:
Applicants for jobs who make it through the screening process and the initial interview will
then move on to the testing. Depending on the nature of the work and the organisation, a variety
of examinations might be carried out. In most cases, examinations are used to get insight into
the abilities, aptitudes, and personalities of job applicants.
The following is a list of the different kinds of tests that are administered inside TalentServe.

24
 1. The ability exam is designed to assist in establishing how well an individual is able to carry
out duties associated with the position. The typing exams that are offered to potential employers
in order to fill secretarial positions provide a good illustration of this concept. It is also known
as a "ACHIEVEMENT TEST," because it focuses on what a person has managed to achieve in
their life. When a candidate asserts that they are knowledgeable about a subject, an
accomplishment test is administered to evaluate how well they know the subject in question.
The majority of the time, students are asked to demonstrate their level of achievement by taking
trade examinations. Questions for a variety of different crafts, including asbestos workers,
punch-press operators, electricians, and machinists, have been drafted and tested. An applicant
for a stenographic position, for example, may be required to take a typing or dictation test as
part of the hiring process in order to demonstrate their level of achievement.
2. Aptitude test: Aptitude tests are used to determine whether or not an individual has the potential
or latent ability to master the skills necessary for a specific job if they are provided with proper
training. When an applicant has had little to no experience in the field in which there is a job
opportunity, it is strongly recommended that they take an aptitude test. The capacity of an
individual to acquire knowledge in a specific domain can be evaluated via aptitude tests. The
general management aptitude tests (GMAT) are one example of this type of test, and they are
something that a lot of prospective business students have to do in order to be accepted into a
graduate business school programme.
1. The results of an aptitude test provide an indication of an individual's ability or fitness to
participate successfully in a variety of specialised activities. They test for things like clerical
aptitude, arithmetic aptitude, mechanical aptitude, motor co-ordination, finger dexterity, and
manual dexterity, among other things. These tests are useful for identifying both positive
and negative aspects of an individual's intellectual or sensory capacity. They concentrate on
a specific kind of talent, such as learning or thinking in relation to a particular line of work,
and bring emphasis to that talent.
2. The intelligence exam consists of questions that assist measure several intelligence-related
characteristics. There are a variety of facets that are able to be evaluated, including mental
capacity, presence of mind (alertness), numerical ability, memory, and others. It is likely
that the intelligence exam is the standardised test that is given the most frequently in the
business world. The test evaluates a variety of abilities, including reasoning, memory, and
numerical prowess, among others. The significance of one's personality to one's level of
professional achievement cannot be overstated. Many times, a person who has the
intelligence, talent, and experience for certain has failed because of an inability to get along
with other people and drive them. This test is used to evaluate a candidate's level of
maturity, social or interpersonal skills, behaviour under pressure, and other factors. When
25
 selecting sales employees, public relations staff, and other positions in which personality
plays a key role, such as management positions, this exam is absolutely necessary. In the
same way that interest tests do, personality tests also pose a significant challenge when it
comes to eliciting an honest response from the examinee.
3. The projective test requires the candidate to provide their interpretation of various problems
or scenarios. The candidates can be shown a photograph or picture as an example, and then
they could be questioned about the thoughts and feelings that come to mind when they look
at the photograph or picture.
4. Tests of general knowledge are becoming increasingly frequent in today's world in order to
determine the level of candidates' general awareness in a variety of fields, including sports,
politics, foreign affairs, and current events.
5. A perception exam is a type of test that can be used on occasion to determine things like
beliefs, attitudes, and mental acuity, among other things.
6. The medical exam will determine whether or not an applicant is physically fit. As a result of
advances in technology, there is now a wider variety of medical testing available. A
candidate's physical resistance to the effects of hazardous chemicals can be evaluated and
monitored with the use of medical servicing.
7. Step 3 INTERVIEW:
8. The selection procedure continues with an interview as the following phase. An interview is
a structured, in-depth dialogue that is held with the purpose of determining whether or not
the applicant should be accepted. It is widely acknowledged as a powerful instrument for
selection. The interviewers and candidates have a conversation face to face in which they
share their points of view, thoughts, and opinions. The interview process consists of nothing
more than an oral assessment of the candidates. The interview process is flexible enough to
accommodate unskilled, skilled, managerial, and professional workers.
9. Interviewing goals and objectives
10. There are at least three goals that the interview is trying to accomplish, and they are as
follows:
11. Facilitates the gathering of additional information from the applicants
12. It makes it easier to provide applicants with broad information about the organisation, such
as its policies, jobs, and products made, among other things.
13. Contributes to enhancing the company's reputation among the applicants.
14. Different kinds of interviews
15. There are many formats for interviews to choose from. Interviews are conducted with
workers employed by the companies. The following is a list of the different kinds of
interviews:
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16. Interviews in a Casual Setting An informal interview is a conversational interview that can
take place in any setting. The worker, the manager, or the personnel manager may ask a few
questions that are almost irrelevant, such as the person's name, place of birth, names of
relatives, and so on, either in their own offices or anywhere else outside the factory where
the company is located. Nobody plans for it, and no one is ready for it when it happens.
When the labour market is competitive and demand for workers is high, this strategy is
utilised frequently.
17. Interviews for Professional Positions: Formal interviews may be conducted in the
employment office by the employment office in a more formal atmosphere, with the
assistance of well-structured questions, and the employment office will define the time and
place of the interview. Professional Interviews
18. Interview Under Pressure:
19. The candidate's demeanour and how he responds to pressure will be evaluated to see how
well he is able to handle the pressure. The person conducting the interview can begin by
saying something like, "Mr. Joseph, we do not think your qualifications and experience are
adequate for this position," and then observe the candidates' responses. A good applicant
will not give up; on the contrary, he may provide evidence to support why he is qualified to
carry out the duties of the position.
20. Interviews with a Group:
21. It is intended to save time for executives who are already very busy and to examine the
possibility of bringing potential applicants together in an employment office so that they
can be interviewed.
22. Interview with a Panel:
23. In most cases, interviews for supervisory and managerial roles are conducted by panels,
interview boards, or selection committees. A candidate may also be interviewed
individually. When conducting an interview of this kind, the panel uses its combined sense
of judgement and experience to evaluate the candidate and question the candidate about
their capabilities.
24. The Interview Is Structured As:
25. When conducting a structured interview, the interviewer makes use of a list of
predetermined, standardised questions that are asked of each individual being interviewed.
This type of interview may also be referred to as a "Guided interview" or a "Patterned
interview." It is beneficial for producing valid results, particularly when dealing with a high
number of candidates. Interviews Without a Structure:
26. The interview is entirely unplanned, and the person being interviewed performs the majority
of the talking. This type of interview is also known as a "unpatterned" interview. The
27
 advantage of an unguided interview is that it often results in a pleasant dialogue between the
interviewer and the interviewee, and in the course of that talk, the interviewee often
divulges additional information about his or her desires and difficulties. The Unpatterned
interview, on the other hand, is not standardised, and even worse, this method has a risk of
missing important aspects of the applicant's background or talents. When the interviewer
attempts to pry into the candidate's personal life in order to determine why the candidate is
not a good fit for the job, it is helpful to have this analysis available.
27. Interviews Conducted Via Telephone:
28. Keep a copy of your resume close by, as well as a list of any topics you want to make sure
you remember to include. If you are conducting the interview on the telephone in your
home, you should ensure that all of your housemates and members of your family are aware
of it (no loud stereos, barking dogs etc.). Reduce your normal rate of speech by a little
amount. Because the interviewer cannot see your expression, it is essential that you convey
your excitement through the words that you say. Do not be alarmed if there are lulls in the
conversation; the person doing the interview is probably simply taking some notes.
29. Checking the References (Step 4)
30. The objective of requesting an applicant's references' names, addresses, and telephone
numbers by many companies is to verify the information provided by the application and
maybe acquire more background information about the candidate. Although they are
required to be listed on the application form, references are not often evaluated until after an
applicant has successfully advanced through the fourth stage of a sequential selection
process. When there is a significant lack of available jobs, businesses may hire potential
employees without first contacting their references.
31. References can come from former employers, people who are well-known in the public eye,
university teachers, neighbours, or friends. Previous employers are preferred because they
already have an understanding of the applicant's level of success in their previous roles.
However, there is a problem with this reference, and that is the inclination on the side of the
applicant's prior employers to exaggerate the applicant's performance in order to get rid of
the individual as quickly as possible.
32. In most cases, organisations look for references in the form of letters or telephone
conversations. The latter is preferable because of the accuracy it provides and the minimal
cost it entails. The telephone reference also has the advantage of asking immediate replies
that are reasonably frank, and attitude may often be gleaned from pauses and inflections in
voice. Both of these benefits are distinct advantages. One could make the argument that the
information obtained from references has very little bearing on the decision-making
process.
28
33. The following are the reasons why:
34. The candidate exclusively communicates with those individuals who are likely to give
favourable testimonials about him or her.
35. It's possible that people will write positive things about the candidate in an effort to get rid
of them.
36. People could be reluctant to speak the truth about a candidate out of fear that it could be
detrimental to his or her professional reputation.
37. Step 5
38. SELECTION DECISION
39. The selection decision is the most important of all the phases, and it must be made after the
information has been gathered through the procedures that came before it. The number of
potential candidates has been narrowed down throughout the course of the selection
process's previous stages. It is necessary to make a final choice from among the candidates
who have successfully completed the examinations, interviews, and reference checks.
40. In most cases, the perspective of the line manager will be taken into account during the final
selection process. This is due to the fact that the line manager is the one who will be held
accountable for the new worker's output. The HR manager has a significant impact on the
outcome of the selection process.
41. Step 6 PHYSICAL EXAMINATION
42. The candidate is expected to submit to a physical fitness test after the decision has been
made regarding their selection, but prior to the employment offer being presented. It is
common practise to make a job offer subject to the candidate passing a physical test and
being deemed fit for the position. The findings of the medical fitness examination are
documented in a statement and are kept as part of the employee file. A physical examination
is designed to determine numerous different things at once. It should come as no surprise
that one purpose of a physical exam is to determine whether or not the person in question is
a carrier of any infectious disease. Second, the examination helps determine whether an
applicant is physically capable of carrying out the work that is being offered. Thirdly, the
information obtained from the physical examination can be utilised to assess whether or not
there are particular physical capabilities that differentiate successful employees from those
who are less successful. The fourth benefit of having a medical examination is that it
prevents job applicants who have health problems from accepting positions that could be
hazardous to their health or that put the employer's property in jeopardy. Last but not least,
this type of assessment will shield the employer from workers' compensation claims that are
invalid due to the fact that the employee's injuries or illness were already present when they
were hired.
29
43. Post-Offer Physical Examinations are a series of medical examinations that are performed
to evaluate an individual's overall capacity to carry out the duties of a particular
employment. These examinations consist of a medical checkup in addition to a physical
therapy lift test. Only specific jobs that fall under particular categories are required to have
post-offer physical examinations performed on prospective employees. If a post-offer
physical is necessary, the employee in question is not permitted to report to work under any
circumstances before a representative from Staff and Administrative Employment has
finished conducting and analysing the examination. The following is a list of the steps
included in the BYU Physical Exam procedure:
44. The necessity of conducting physical tests will be decided by Human Resource Services
after taking into account the job responsibilities and physical requirements for each
position. The Physical Exam Committee will select a designated provider to perform the
physical examinations, and that provider will then administer the exams. Candidates are
deemed ineligible for employment if, after taking the physical exam, it is determined that
they are unable to execute the essential work responsibilities either with or without the use
of appropriate accommodations. The ability of an individual to carry out the essential
functions of their job is one of the criteria that will be used to determine whether or not they
will be hired by Brigham Young University. The university reserves the right to use and
consult with additional medical professionals, including but not limited to physicians,
occupational therapists, and other health professionals. The university's Physical Exam
Workforce Committee will be conducting assessments of the persons in question to
determine their capabilities.
45. Please call the number 422-2150 if you have any questions about whether or not a physical
examination is required.
46. As soon as a possible hire has been chosen, a packet will be forwarded to the appropriate
department containing instructions as well as information regarding a physical examination.
47. After receiving the physical exam packet from the department, it is the applicant's
obligation to make appointments with the BYU Student Health Center for both the physical
therapy lift test and the medical exam. The candidate will get the physical exam packet.
48. When the applicant goes to the post-offer physical exam at the Student Health Center, they
are required to bring the whole physical exam paperwork with them.
49. At the time of hire, applicants are required to bring a completed copy of the physical exam
packet to the Staff and Administrative Employment office (D-70 ASB). It should be mailed
in an envelope that has been postmarked and is sealed.
50. A representative from the Staff and Administrative Employment Office will make the
determination as to whether or not an applicant is allowed to proceed with the hiring
30
 process based on whether or not they pass a post-offer physical exam. The representative
looks over the private information that the physician took notes on during the employee's
medical exam as well as the Health Questionnaire that the potential new worker filled out.
On the basis of this information and the physical criteria of the employment listed by the
hiring manager on the ADA Worksheet, the representative decides whether or not the
prospective worker can move on with the hiring process and receive authorization to begin
working.
51. The University Physical Exam Workforce Committee will conduct a case-by-case analysis
in situations in which it is unclear whether or not an individual possesses the necessary
physical skills to fulfil the duties associated with a particular profession.

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Step 7
JOB OFFER

▪ Those applicants who have made it through all of the previous stages of the selection
process will move on to the next step, which is the offer of employment. A letter of
appointment is typically used to make a job offer. In most cases, a letter of this kind
will include a date by which the appointee is required to report for duty. It is
imperative that the appointee be given a reasonable amount of time to report. This is
especially important in the event that the individual in question is already employed;
in this scenario, the appointee is obligated to acquire a relieving certificate from the
person from whom they were let go from their former position. Again, moving to a
new place for a new career may be required, which necessitates a significant amount
of planning and the transportation of personal goods.

▪ The individual can also be asked by the employer to push back the day on which
they report for duty.

▪ If the new worker's first job upon joining the company is to go on company time
until maybe a week before such training begins, then the new worker will have until
then to complete this task. If the new worker's first job upon joining the company is
to go on company time for longer than a week, then the new worker will have It
goes without saying that one cannot misuse this method, and this is especially true in
the case of a person who is jobless and does not have sufficient funds.

▪ The decency of the situation requires that the unsuccessful candidates be notified
about their status as unsuccessful. It is possible that their candidates will be saved
for potential future use. It should go without saying that the applications of
applicants who were ultimately chosen must also be kept for potential future use as
references.

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ESSENTIALSOFAGOODSELECTIONPRACTICE
Detailed job descriptions and job specifications prepared in advance and endorsed by
personnel and line management
Trainedtheselectors
Determineaidstobeusedforselectionprocess
Checkcompetenceofrecruitmentconsultantsbeforeretention
Involvelinemanagersatallstages
Attempttovalidatetheprocedure
Help the appointed candidate to succeed by training and management development

Advantages of Selection
The following benefits come as a result of an effective selecting process:

It saves a lot of time and work, in addition to being very cost effective.

It helps eliminate any potential for prejudice during the recruitment process for the ideal
applicant.

It helps eliminate the candidates who lack the necessary knowledge, competence, and expertise.

It serves as a guide for further evaluating the candidates by doing stringent verification and
examining their references.

33
It is helpful in comparing the various candidates with regard to their capabilities, knowledge,
skills, experience, and work attitude, among other things.

An effective selection process allows an organisation to choose the individual who is most
qualified to fill a position that has become available within the company.

Difference between Recruitment and Selection

Basis Recruitment Selection

Meaning It is an activity of establishing contact It is a process of picking up more

between employers and applicants. competent and suitable employees.

Objective It encourages large number of Candidates It attempts at rejecting unsuitable

for a job. candidates.

Process It is a simple process. It is a complicated process.

Hurdles The candidates have not to cross over Many hurdles have to be crossed.
many hurdles.

Approach It is a positive 2approach. It is a negative approach.

Sequence It proceeds selection. It follows recruitment.

Economy It is an economical method. It is an expensive method.

Time Less time is required. More time is required.

Consuming

34
Trends in Recruitment & Selection Industry

Incorporating emerging trends that will contribute to an organization's growth is essential if one
wishes to see improved organisational development. One such rationale for following trends
could be to maintain stability in a highly competitive market. there are many different reasons
that have been proposed by many different researchers; a few of these hypotheses are as
follows:

Trends in Recruitments:
* Recruitment Process Outsourcing
* Poaching /Riding
* Online or E - Recruitment
* Campus Recruitment
* Referral recruitment
* Summer Internship
* Contract Recruitment
* Temporary Recruitment

Recruitment Process Outsorcing :

One of the most important tasks that are contracted out by the firm is the recruitment process.
The entirety or a portion of a client's recruitment services are being handled by third-party
service providers. Today, this approach is extremely widespread, and the industry as a whole
generally approves of it. Because of this technique, the organisation will be able to cut down on
the amount of time and money spent on recruitment. When an employer transfers all or part of
its recruitment operations to an external service provider, this type of arrangement is known as
recruitment process outsourcing, which is a subset of business process outsourcing (BPO). An
RPO provider can either give their own employees, technology, processes, and reporting, or
they can assume those of the firm they are working with. When compared to other providers,
such as staffing businesses and contingent/retained search providers, RPO stands out due to the
fact that it takes full responsibility for the design, administration, and outcomes of the
recruitment process.

Head Hunting and Poaching:

When you engage in head hunting, you are actively seeking out potential
employees from your competitors with the intention of recruiting them to work
for your company by making attractive employment offers. The term "poaching"
35
refers to the practise of offering jobs to people who are already employed by
another business and whose identities are known. The retail and IT industries in
India are both bearing the major brunt of poaching in today's world. In the BFI
industry, this practise is highly widespread and is done for the purpose of reaping
instant advantages. During this process, various implications come into play,
including the breaking of relationships and the giving of inflated salaries for the
sake of rapid gain.

E recruitment:

The recruitment and selection process has been completely transformed as a result of the
internet. On the websites of most companies, you'll see a button labelled "Career with us" or
"Job@organization." Aspirants that have a global mentality and information on openings are
now available online through the websites of placement consultants, companies, city lines,
and other portals. Through this, the organisation is collecting database information
throughout the entire year and making the most of its capabilities. This will help the
companies save time and money, and it will also make it easier for potential employees to
access the information around the clock.

E-Recruitment, which is also known as Online Recruitment, is the process of hiring suitable
candidates for open employment vacancies by utilising electronic resources, most notably
the internet. E-Recruitment is also sometimes referred to as online recruitment.

The Summer Internship Program is designed to bridge the gap between the theoretical
understanding gained in the classroom and the practical application of same concepts in
real-world business and environmental settings. Students working for corporations are given
the opportunity to be evaluated for their long-term potential. A training programme with an
internship is carried out in the relevant field.

Internships throughout the summer often last between eight and twelve weeks and are
structured similarly to the academic semesters.

May or June is the typical be

ginning month for a summer internship, and it typically lasts all the way through August,
regardless of when the student exits school. The most typical beginning date for summer
internships is the day after Memorial Day, and the typical ending date is the last Friday in
the first full week of August.

36
Referral recruitment:
OK4KO recommends these individuals for employment with your illustrious company. This
is a fairly popular term in StarNet FX; in point of fact, this is the process of honouring the
employee's loyalty and Values. This indicates that the organisation requires valuable
employees such as yourself.

Campus Recruiting: Campus recruitment refers to the process by which a variety of

companies travel to different college campuses in order to recruit talented young people to
work for those companies. The numerous hiring procedures used by the majority of
companies are typically consistent with one another. The selection process is broken down
into three primary stages: the aptitude test, the group discussion (GD), and the personal
interview.

The process of hiring excellent people can be rather challenging. The best way for recruiters
to tap into the social networks of their employees is to ask those employees to recommend
applicants they are familiar with.

Contract Recruitment:

In this type of recruitment, there are two fundamental aspects that need to be taken into
consideration: first, a candidate's capacity to match the requirements of the work, and
second, the professional experience and expertise of the contractors.

Communication is essential at every stage of the process; in addition, all of the contracts,
insurance, accommodations, and costs need to be organised in an effective and professional
manner.

Recruitment for a Limited Time:

a Workforce that is Both Flexible and Able to Respond to the Ever-Changing Demands of
Your Business

This is acknowledged by the fact that it is rapid, efficient, and provides a high level of
compatibility between the requirements of companies and the matching skills, attitudes, and
behaviours of candidates. One of the most visible results of the downsizing epidemic and
labour scarcity over the past two decades has been a major growth in the usage of temporary
employees. This is one of the most noticeable repercussions. Today, JUST IN TIME can be
developed to staff many different kinds of employment in the firm, including higher

37
executive, professional, and technical positions.

38
Objectives of the study
1. The goal of the research conducted by TalentServe is to find and choose employees
with the necessary skills. According to the findings of studies conducted by a variety
of writers, recruitment and selection is one of the most crucial aspects. In today's
day and age, it is standard practise for every organisation to conduct some sort of
recruitment and selection procedure in order to fill any open positions. People are
obtained through processes of recruiting and selection in order for organisations to
accomplish the reasons for their existence. The following is a list of some research
objectives for the recruiting selection process: - In order to do research on the
selecting process utilised by TalentServe
2. Interview in the preliminary stages
3. It is essential to conduct a preliminary interview in order to determine whether or
not the candidate possesses the appropriate mental and physical capabilities for the
position. Those candidates who demonstrate that they are qualified after this stage
will move on to the subsequent one.
4. Interview Conducted Via Telephone
5. It is stated that attentive listening provides a decent sense of what a person wants to
say as well as what a person does not express about themselves. A potential
candidate's tone of voice, intonations, and the different pressures that they apply to
their words while they are speaking reveal a great deal about the attitude that they
have. This, in turn, assists the recruiter in determining whether or not the prospect is
a good fit for the job they are hiring for. In my opinion, this is an effective method
for determining the speaker's disposition at the given moment in time.
6. Interview Conducted in Person
7. In my opinion, conducting an interview in person is the best way to learn about the
candidate's non-verbal communication styles. If the interview is conducted over the
phone, the candidate will need to be even more focused. Simply listening to the
words that are used and the tone in which they are used conveys a great deal of
information about the candidate.
8. Discussion amongst the Group
9. It enriches the participants' grasp of the subjects that are being discussed while also
broadening the perspectives of the participants through the process of cross-
fertilization and exposure to fresh and varied experiences and ideas. It is in
everyone's best interest to examine their skills in interpersonal communication as
well as in clearly expressing their points of view. It is a good way for the training
team to gather feedback on the verbal abilities, level of motivation, and personal
39
 attributes of the participants, as well as characteristics of the group. Examination for
selection
10. The examinations are essential in order to accurately assess the candidates' levels of
knowledge and expertise. Because of this concentration, the employer is able to
easily determine the candidate's level of knowledge and aptitude, both of which are
essential in virtually every position.
11. When doing recruitment, companies often choose to use the direct technique since it
helps cut down on unnecessary costs and produces results that are among the highest
quality.
12. The company favours the direct way of recruitment since it helps them cut costs and
because the corporation values its employees more than its recruiters. Sending
recruiters to conventions, seminars, setting up booths at fairs, and deploying mobile
offices to go to the targeted centres are some other strategies used to build direct
contact with job searchers. These approaches help organisations locate acceptable
people to be promoted to fill up higher roles.
13. To look for or actively seek out persons whose skills are a good match for the
company's values.
14. The company uses the most effective technique of recruitment, which is the direct
method of recruitment, in order to identify employees that are the best fit for the
organisation.
15. In order to assess the level of contentment felt by staff members regarding the
Recruitment and Selection process carried out by TalentServe

40
Research Methodology

This chapter will outline the methods that the researcher utilised for the project. Research of the
descriptive type has been conducted for the purposes of this study. This research offers information
pertaining to the population or universe that is being investigated. Only the "who, what, when,
where, and how" can be described using this method. As a consequence of this, descriptive research
is utilised when the objective is to develop a systematic description that is as factually and accurately
precise as is possible. It provides the overall number of occurrences of anything that has taken
occurred. Or takes place with such regularity for it to be subject to statistical investigation.
The following subheadings have been assigned to each component of this chapter: study design,
sources of data, population and sampling, research instrument (data collection technique),
administration of instrument, and data analysis.

Methodology of the Research:

An investigation into the processes that TalentServe Ltd. employs for the recruitment and selection
of potential employees was the primary focus of this study. The research was carried out in the form
of a descriptive study, and it utilised both quantitative and qualitative approaches to investigate the
procedures of recruitment and selection utilised by TalentServe Ltd.The research was conducted
through the utilisation of questionnaires. These methods were chosen because we determined that
they were effective instruments for collecting data from the population sample employed in the
investigation of the matter that was being looked into. A research design is the specification of
methodologies and procedure for acquiring the information needed to organise or solve the problem.
This can be thought of as the blueprint for conducting research. After gathering all of this
information, decisions regarding how to proceed can then be made. The project's overarching
operational pattern or framework determines what information is to be collected, from which
sources, and how it should be acquired. This simulation included what information was to be
acquired. The descriptive research approach proved to be the one that was the most appropriate after
considering the primary goals of our investigation. The discovery of new insights into the problem is
the major goal of the kind of study that is being discussed here. It investigates the primary region
that is affected by the issue, and it also makes an effort to assess various appropriate routes of action.
The nature of this study is descriptive; on the other hand, the research methodology that was utilised
for the investigation of the recruitment procedure was quantitative in character. The research was
carried out using a questionnaire, with the following numbers of questions: Data Collection Method:

 During the course of the investigation, both primary and secondary sources of information
were consulted.

 Initial or Primary Sources

When it comes to acquiring primary data, there are a few different ways that can be taken. in order to
communicate with the company's human resource department. The primary data were collected
through the use of a questionnaire as the collection method.

41
Questionnaires

 The questionnaire was used to determine and evaluate the efficiency of TalentServe
Company's recruitment and selection methods. The goal of this exercise was to gather
information about the practises. A questionnaire consisting of both open-ended and closed-
ended questions was compiled before being sent out to respondents.

 Sources secondary include:

 When gathering information for the study, secondary sources of data were also consulted.
Books and websites belonging to the company in question are examples of secondary data
sources.

 Population:

 The company TalentServe financial was chosen for the investigation.

 Employees from the company's numerous departments, such as human resources, accounts,
and various project departments, made up the study's population. These departments included
those that deal with payroll and benefits as well as financial transactions. Things of that
nature etc.

 Sample Size:

 Sample size ranges from 25 to 30.

 The following statistical software was used:

 MS Excel

AREA OF STUDY

 This is done with the primary purpose of determining the recruitment and selection procedure
as effectively as possible.

 SAMPLING

 Everyone who works in HR recruitment for TalentServe is included in the sample.

 The people who filled out the questionnaire are, for the most part, HR recruiters as well as
employees.
The method of sampling that was carried out was straightforward and based on a random basis.

42
Data Analysis & Interpretation

The responses to the questionnaire are examined, and the results provide information on the
opinions of the respondents regarding the many particulars that were inquired about in the
questionnaire. The information that was gleaned from the questionnaire was transferred to a
spreadsheet, and then that information was analysed. The questionnaire contains a total of
fourteen questions, each of which is broken down into a subpart.

S.No. Options Number

1 Strongly agree 13

2 Moderately agree 15

3 Disagree 2

4 Can't say 0

43
 Q1. Is there a rigorous adherence to the principle of placing the right person
in the right job, as well as an in-depth analysis of the position performed
before recruitment?

a) Strongly agree
b) Moderately agree
c) Disagree
d) can’t say

Job analysis

Interpretation:

The process of researching and collecting information relating to the operations and
responsibilities of a particular job is referred to as Job Analysis. The results of this study will
appear almost immediately in the form of job descriptions and job specifications. The process of
job analysis needs to come first before recruitment can begin. When employing new staff, the
goal should be to find the most qualified candidates for each open position. If you do not have
sufficient information about the profession, it will be quite tough for you to attain the goal. 45
percent of employees, when asked to respond to detailed job analyses before to recruitment,
think that the idea of placing the right person in the right job is closely followed prior to
recruitment. The effective management of all operations involving workers can benefit from
doing job analyses. The current situation calls for the organisation to place a priority on job
analysis because approximately 5 percent of workers believe that extensive job analysis is not
being done prior to recruiting, which may have an impact on the performance of new recruits in
44
the future.

45
S.No Method Percentage

1 Direct recruitment 65

2 Indirect recruitment 32

3 Third party 3

Q2: Which method do you mostly prefer for recruitment and

selection preferred way of recruitment?

▪ Direct
▪ Indirect
▪ Third Party

Method of recruitment

32%

65%

3%%

46
Interpretation

According to the pie chart that is located above, approximately 65 percent of managers prefer
to carry out the process of direct recruitment and selection, while 32 percent prefer to carry out
the process of indirect recruitment, and only 3 percent prefer to carry out the process of third
party recruitment.

Q3: Which are the most important parameter on which candidates are evaluated (give
ratings out of 10)?

S.No Options Number

1 Intelligence 6

2 Aptitude 6

3 Skills 7

4 Experienced 11

Parameters

47
Interpretation
In response to this question, a weighting of 37 percent is assigned to experience as the first
parameter to be examined, followed by skills as the second most weighted parameter, process
knowledge and aptitude, and finally attainments as the final parameter.

According to the results of the investigation shown above, employees believe that knowledge
and experience are the most important qualities to look for in prospective applicants.

Q4. Which sources of recruitment is relied upon when immediate requirement arises?

S. No Options Number
1 Internal 18
2 External 9
3 Both 3

Source of recruitment

Interpretation

Candidates for open positions in an organization's recruitment processes might come from a
variety of sources, including internal sources and external sources. These are the two primary
types of sources. This choice is available to any organisation. When asked about the sources of
recruiting, practically all of the employees responded that the company relies on its internal
sources whenever there is an acute demand for people. The analysis demonstrates quite clearly
that it.
48
Q5: What type of interview is taken while selection?

S.No Options Number

1 Patterned 22

2 Stress 3

3 Depth 5

4 Others 0

Type of Interview

Interpretation
Internal sources and external sources are the two types of sources that candidates for an
organization's recruitment processes can be selected from, respectively.This choice is
available to any organisation. When asked about the sources of recruiting, practically all of
the employees responded that the company relies on its internal sources whenever there is an
acute demand for people. The findings of the investigation make it quite evident that it
49
Candidates for open positions in an organization's recruitment processes might come from a
variety of sources, including internal sources and external sources. These are the two
primary types of sources.This choice is available to any organisation. When asked about the
sources of recruiting, practically all of the employees responded that the company relies on
its internal sources whenever there is an acute demand for people. The analysis demonstrates
quite clearly that it.

50
 Q6. Is Induction as well as a training program conducted after joining of employees?

S.No Options Number

1 Yes 28
2 No 2

Training Program

Interpretation:

Employees are given a planned introduction to their jobs, their co-workers, and the
organisation throughout the induction process. The vast majority of employees are of the
opinion that an orientation and training programme are both carried out once personnel have
been hired. Any organisation would benefit from this positive sign. 7 percent of employees
report that the employer does not provide any sort of orientation session for newly hired
individuals.

51
Q7. Which external source of recruitment is followed by the company and
givenmore priority?

S.No Options Number

1 Advertisement 13

2 Online job portals 0

3 Consultancy 1

4 Employment exchange 1

External sources of recruitment

Interpretation

The organisation is not responsible for the external sources of recruiting. 87% of workers
believe that advertising sources are given higher attention, whereas only 7% of workers say that
consulting services are favoured..

52
Q8. Which internal source of recruitment is followed by the company and given more
priority?

S.No Options Number

1 Internal promotion 22

2 Employee referral 0

3 Transfer 2

4 Job posting 6

Interpretation

Internal recruitment focuses on finding potential candidates for open roles from the
workforce already in place. In response to the topic that was presented before, 73 percent
of employees stated that the company favours internal promotion as the primary source of
internal recruitments. And the remaining twenty percent of respondents believe that job

53
posting is the best option. The vast majority of workers are under the impression that the
company gives priority to internal promotions and uses them as a secondary source of
recruitment within the organisation.

Q9. What is the weightage given to the following (out of 100%)?

S.No Options Number

1 Written test 55
2 Group discussion 15
3 Final Interview 30

Interpretation
In response to this question, the portion of the evaluation that carries the most
weight is the written exam. The Group Discussion option has the least amount
of weight assigned to it out of the three choices that are available.

54
Q10. Do you think the present selection process is feasible for selecting the employees?

S.No Options Number

1 Strongly agree 12

2 Moderately agree 16

3 Disagree 2

4 Can't say 0

Interpretation
The selection of a candidate is a lengthy procedure that begins with an initial interview of all
of the applicants and concludes with the signing of an employment contract. According to the
responses from the employees regarding the selection process, seven percent of the employees
believe that the current selection process cannot be used to pick employees in a practical
manner. Forty percent of workers have the opinion that the organisation employs a selection
process that is both practical and flexible.

55
Findings

Adaptability to globalisation, a lack of motivation, process analysis, and strategically

prioritising tasks are the primary issues that human resource managers confront when it
comes to the recruitment of individuals.

It has been discovered that the three most recent trends in recruitment in industry are
poaching/raiding, e-recruitment, and outsourcing of recruitment processes.

It has been shown that the majority of the firms who use TalentServe like to attract
candidates for open positions using a combination of internal and external sources.
Advertisements in the press, educational institutions, placement agencies, outsourcing,
employee recommendations, walk-in interviews, and internet recruitment are some of the
most important external sources of recruitment for TalentServe firms. Promotions,
transfers, and upgrades are some of the most essential and significant internal sources of
recruiting for firms that use TalentServe.

According to the results of the cross-case study, it has been determined that the majority
of TalentServe employee referral programmes and also provide appropriate rewards are
to be given for being the best recruited. This was determined based on the findings that
appropriate rewards are to be given for being the best recruited.

When it comes to carrying out the selecting procedure, it seems that the majority of the
organisation adheres to the tried-and-true method. This turned out to be the case. The
initial screening interview, the application blank, the selection test, the selection
interview, the referral check, and the hiring decision are the primary stages that make up
the TalentServe selection process.

The interviewing procedure for TalentServe is broken up into three stages: the HR
interview, the technical interview, and the management review. After the candidate has
successfully passed all three phases, he will be requested to finish his online application
form so that an offer can be generated. After the online application has been submitted in
its entirety for at least five days, the offer will be initiated. The candidate will accept the
offer after the offer has been extended, at which point they will initiate the Background
Check (BGC) procedure and supply the relevant supporting paperwork. This will take
place after the offer has been extended.If the applicant passes the BGC process, they will
receive an invitation to the induction process at a date that is somewhat near to the date
they are scheduled to start working. After that, the candidate is sent in the direction of
56
the particular ISU for the project alliance.

Initial Screening is the name given to the first stage of the selection process that takes
place at TalentServe. This stage is the only one that is determined by the applicants and
their applications. An initial interview is held to narrow down the pool of potential
candidates to one that is strong enough to proceed to the next step of the selection
process. Candidates for jobs who succeed in getting through the first round of interviews
are extended an invitation to return for a second round. The second interview is typically
conducted by middle management or senior management, either jointly or individually.
Before making a final decision, a thorough investigation of the applicant's history as well
as a medical examination are performed. After all of these processes have been
completed, follow-up is performed, which consists of inducing the selected individual
and placing them in the appropriate role.

TalentServe only recruits newly graduated professionals from the most prestigious
educational institutions, such as the top regional management colleges and the best
business schools. When evaluating candidates, TalentServe does not place an excessive
amount of weight on how well they understand the present financial market. Instead,
TalentServe focuses on discovering whether or not the individual being interviewed
possesses outstanding learning capacities and has demonstrated a persistent desire to
learn over the course of their life. Candidates for a job who have recently graduated from
college should have academic performance that is regularly better than average. Case
studies are used as a means to evaluate candidates' capacity for analytical and logical
thinking, which is given a stronger priority by TalentServe. In addition, the organisation
tries to see if there is compatibility between the values of the person being interviewed
and those of the culture that is already in place at the company.

When it comes to bringing on experienced sales and marketing experts, TalentServe uses
a referral programme to do so. In addition to this, they offer priority in the hiring process
to the relatives of current staff members. A full-time worker at the company can put in a
good word for an experienced sales and marketing professional with a background in
finance if they want that person to get a job there. If the individual you recommended is
chosen, the person who recommended them will receive a monetary award, which may
be about equal to one month's worth of wages.

TalentServe attracts 40 percent employees from university recruitment. Online

Placement through NSR is yet another well-liked method of TalentServe Recruitment's
candidate sourcing (National Skill Registry).
57
TalentServe teaches its managers in interviewing skills. Up to this point, about seventy
managers and software experts who have been involved in the recruitment process have
received training from TalentServe. TalentServe has a strict policy in place that prohibits
any professional from serving on an interview panel if they have not participated in the
Interviewing Skill Program.

Databases, employee references, consultants, and other online groups and forums are
among the most important avenues of recruitment for TalentServe. HR Executives will
utilise this to validate resumes that have been sourced and conduct interviews with
candidates whose validity has been verified. When looking for newer employees, the two
tools that are used most frequently are: 1. TalentServe 2.A campus for recruiting people
to work in finance and sales. A variety of selection procedures are utilised by
TalentServe depending on the specific job category being sought after by the manager.

14. Candidates are selected for employment through a process of many interviews
conducted by the head of human resources and line managers. After selection, the offer
will be extended, a medical exam will be performed, and a reference check will be
carried out.

58
LIMITATIONS OF THE STUDY
1. Employees, in general, are reluctant in expressing their sentiments or opinions in the
questionnaire, and as a result, they tend to be biassed. As a result, the conclusions of the
study are susceptible to bias and prejudice on the part of the respondents.

2. Only employees in Bangalore will be considered for this study's pool of participants.

3. The factor of time can be considered to be the primary constraint.

4. The information that was provided by the respondents in the survey served as the sole
basis for the investigation's results.

5. The precision of the findings is constrained by the precision of the statistical tools that
were utilised in the investigation.

6. The findings of the research could be different depending on factors such as location,
population, age, economic status, etc.

7. The student had no previous experience with the atmosphere of a corporation, including its
work culture, work ethics, and so on. To that extent, comprehending its dynamics in such a
short amount of time proved to be challenging. This had repercussions on the process of
collecting data and information from the Organization for the purpose of this study.

8. It is acceptable that the organisation is reluctant to freely exchange data and information
and has a general tendency toward maintaining confidentiality about sensitive data and
information.

9. Due to time limits and the increased amount of work pressure that is currently present in
the industry, certain employees in the organisation, regardless of their level of seniority, are
unable to provide the requests of such studies the proper attention they need.

59
Conclusion
When it comes to finding the ideal candidate for a position, the processes of recruitment and
selection are of the utmost importance. The methods that Google uses to find new employees
are among the most original and inventive in the industry. In addition to advertising available
positions on the website of the company itself, they also make use of other channels, such as
social media and job search engines. On the other hand, Google does not require a particular
level of degree or a predetermined number of years of experience. They are looking for an
employee that will be a good fit with the culture of the organisation. During the hiring
process, they look at candidates' personal qualities to determine whether or not they have the
potential to become corporate leaders. It is an unorthodox method, but given the nature of the
company that Google is, they have little choice but to get creative in order to identify
employees with the highest levels of creativity. By utilising the idea map, Google is able to
simplify their process, which enables them to better ensure that they are doing everything in
their power to discover people that are a good fit for their firm.

Without a shadow of a doubt, the employees of an organisation are that organization's life
blood. There appears to be a significant change toward human resource management as a
result of the dawning of this knowledge upon the modern-day corporate enterprises. In point
of fact, modern employees are strongly encouraged to engage in crucial decision-making
processes, and as a result, they play an extremely important part in the administration of the
company. The focus of this research is on a selection of human resource practises used by
certified-level businesses. The results of this study show that some Human Resource
activities are performed in a manner that is comparable to one another. Companies that
provide TalentServe are confronted with the greatest difficulties in retaining their employees
and acquiring talented workforces. Because of the current state of the market and the intense
level of competition, software companies are being forced to compete. Because of this, the
companies in question are being compelled to investigate methods by which they may
become more productive, flexible, and innovative so that they can continue to keep up with
the ongoing push to improve their outcomes. Organizational capability can be described as
the capacity of an organisation to manage its personnel. Conventional ways of achieving a
competitive advantage need to be supported with organisational capability in order to be
successful.Capability of the organisation to relate to selecting competent workers, retaining
those employees, and growing employees' abilities through the application of effective human
resource management methods. Certainly a sustained advantage over the competition.

60
 Work practises that emphasise high performance contribute significantly to improved
organisational performance in a variety of important ways. HR systems have significant,
tangible effects on the viability and financial success of businesses, as well as the levels of
productivity and quality of life enjoyed by employees working in those businesses.

61
Recommendations
It is abundantly obvious, in light of the conclusions of the study, that the processes of
recruiting and selection play an important part in the success of every organisation. The
process of recruiting and selection is notoriously difficult to put into practise due to the many
challenges it faces; despite the fact that it is a vital component of both the planning and
development of human resources, the process is notoriously difficult to put into practise. As
a result, following recommendations have been made in order to assist in making these
procedures more effective.

Every applicant needs to be given equal consideration, and any appearance of partiality in the
selection process should be avoided at all costs. Although employee referrals are a fantastic
concept, the possibility should be scaled back to accommodate a more manageable amount of
people rather than being made available to everyone. This leaves potential for partiality, as
well as the employment of individuals who may not contribute meaningfully to the
production of the firm.
The recruitment and selection process ought to take into account emerging trends, as doing so
will contribute to more efficient achievement of goals.
It is necessary to place a greater emphasis on the growth of individuals and to give them
greater responsibility.

This is an overview of the research and polling that was done in relation to the Recruitment
and Selection processes that were carried out by TalentServe. The formulation of the
conclusion was made possible as a result of the findings obtained from the study and survey
that were carried out on the organisation in relation to the procedure of Recruitment and
Selection that is utilised there.
The process of hiring new employees at TalentServe is not always conducted in an objective
manner, which results in a significant amount of unconscious bias that can be detrimental to
an employee's career. Because of this, the search or headhunting for employees should focus
on those whose skills are a good fit with the ideals of the organisation.
The vast majority of workers were happy with their jobs, but some adjustments need to be
made in order to keep up with changing conditions. This is because the hiring process has a
significant bearing on how efficiently a business operates because it brings in new employees
who bring with them fresh perspectives and ideas.
The procedure for choosing candidates is already effective; however, in order for it to fulfil
62
its primary purpose of achieving the primary aim of picking the candidate, it should be
modernised in accordance with the criteria and the job profile.
The purpose of the recruiting and selecting process is to match the talents of possible
applicants with the requirements and rewards that are inherent in a certain position. This is
done in order to maximise the likelihood of a successful employment outcome. Because of
this, top-performing companies devote a large amount of resources and effort to the
development of selection processes that are of the best possible quality. The practises of
recruiting and selection are significant practises for human resource management, and they
play a crucial role in determining the performance of an organisation. This is because the
performance of an organisation is directly correlated to the quality of its workforce. The
recruitment tactics of a business have a direct impact on the quality of new employees they
bring on board, and the quality of applicants they receive has a direct bearing on how
effective the selection process will be. According to the findings of the research, recruiting
and selection are of the utmost significance to TalentServe Ltd. in order to obtain the best
possible staff. Despite this, the company encounters a great deal of difficulty in its efforts to
attract its workers. The issue of employee referrals gives the impression that certain people
are given an unfair edge over others, as those who utilise employee referrals are frequently
favoured over those who use another channel. As a result of the investigation, it became clear
that more people are hired through employee referrals than through direct applications or
applications made through agencies.

63
SUGGESTIONS

● Time management is quite important, and it is something that should never be

neglected at any stage of the process.
● The recruitment and selection process is reserved for use as a last resort and
only takes place through the assistance of placement agencies.
● The process of hiring new employees and making selections shouldn't be overly
laborious or time consuming.
●
● The corporation makes an effort to anticipate the manpower needs of each of its
departments as far in advance as possible.
● The interview times of the candidates who have been called in should be
assigned, and such times should not overlap with one another.

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Annexure

Bibliography

Websites:-

www.wikipedia.com
www.Google.com

www.talentserve.com

www.quora.com

Books:-

Recruitment and Selection: A Competency Approach Developing Factors-

Gareth Roberts

Recruiting, Interviewing, Selecting and Orienting New Employees- Diane

Arthur

Recruitment and selection : hiring the right person –Myrna L. Gusdorf

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