1

An

Internship Report On
“The Process of Man Power Acquisition at Rohini IT Consulting LLP”
Report Submitted to

Chhatrapati Shahu Institute of Business Education & Research

(An Autonomous Institute)

As a Partial Fulfillment for the Award of Degree of
Master of Business Administration
By

Mr. Swapnil Sandeep Joshi.

Under the guidance of

Dr. Shruti Jamsandekar

M.Sc, Ph.D (Computer Science)

Through
Department of Management
Chhatrapati Shahu Institute of Business Education & Research
(An Autonomous Institute)
Kolhapur
2021-2022
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Declaration

I, the undersigned, hereby declare that the internship report entitled “The Process of Man
Power Acquisition at Rohini IT Consulting LLP” written and submitted by me as a partial
fulfilment for the award of degree of Master of Business Administration under the guidance of
Dr. Shruti Jamsandekar Madam is my original work.
The matter submitted in this report has not been copied from any other source and it is an
independent write up. I understand that any such copying is liable to be punished in any way the
authorities deem fit.

Date:

Place: Kolhapur. (Mr. Swapnil Sandeep Joshi)

Forwarded Through

Chairman Dr. C.S. Dalvi

M. B. A. Programme Director CSIBER
CSIBER

External Evaluator
 3

CERTIFICATE

This is to certify that the internship report entitled “The Process of Man Power
Acquisition at Rohini IT Consulting LLP.” is a bonafied work prepared by Mr. Swapnil
Sandeep Joshi as a partial fulfilment for the award of degree of Master of Business
Administration, submitted to Chhatrapati Shahu Institute of Business Education & Research
(CSIBER), Kolhapur, has been completed under my supervision and guidance.
To the best of my knowledge and belief, the work reported in this report is authentic and
is not reproduced from any source.

Date:
Place: Kolhapur

Dr. Shruti Jamsandekar

(Project Guide)
4
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Acknowledgements

It is indeed a pleasure to acknowledge the contribution of those who have helped me in carrying
out this internship report successfully.

My heart-felt thanks goes to my project guide Dr. Shruti Jamsandekar Madam for his
scholarly guidance to make this report in logical order during the internship period. I would like
to thank all my teachers for all the help and suggestions.

I sincerely thank the Managing Trustee Prof. Dr. R.A Shinde, Dr. C.S Dalvi Director, CSIBER
and Mrs. Madhura K. Mane, Chairperson, M.B.A Programme for providing all the facilities
and help to carrying out the internship report successfully.

I would like to take this opportunity to convey my gratitude and thanks to the management,
officers and staff of Rohini IT Consulting LLP Kolhapur and Mr. Amar Lolage Sir. Finally, I
acknowledge the help and support by my family members and friends during the course of study.

Mr. Swapnil Sandeep Joshi

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Contents

Chapter No. Particulars Page No.

I Introduction And Research Methodology 7
II Company Profile 12
III Theoretical Background of the subject 16
IV Data Analysis and Interpretation 25
V Finding and Suggestions 34
VI References 37
VII Annexure 38
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Chapter- I

Introduction
And Research
Methodology
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1.1 Introduction: -

The internship report was supported “The Process of Man Power Acquisition at Rohini IT

Consulting LLP”. Recruitment is that the method of coming across the ability for actual or
predicted organizational vacancies. Recruitment life cycle term is employed for an entire method
of recruitment, from start to complete. Recruitment Life Cycle encompasses different recruiting
stages. It begins when a requirement for a replacement employee rises and finishes up with a
brand-new employee onboarding. Recruitment refers to the method of attracting, screening,
selecting, and on boarding a certified person for employment. At the strategic level it's going
to involve the event of an organization brand which incorporates an "employee offering". The
recruitment life cycle ensures your organization attracts the simplest possible skill and seals the
utilization relationship house an on boarding method that welcomes new additions to your staff.
Recruitment Life Cycle process encompasses 6 major recruiting stages: Preparing, Sourcing,
Screening, Selecting, Hiring and finally Onboarding.

Talent Acquisition Analytics provide the insight required to drive focus. Candidate Pipeline and
Channel Effectiveness Analytics provide the right level of detail, segmented across important
characteristics like role and geography to understand clearly the optimal volume and conversion
rates to meet specific hiring objectives.
Acquiring and retaining the best talent acts as competitive advantage, but it is equally important
and difficult to find the right person for the right job. The increased competitiveness in the
recruitment market has led to organizations spending more time, effort and resources on
developing their recruitment strategy. Talent acquisition is an important function within HR.

1.2 Objectives:
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1. To study the reason for job change.

2. To study the response rate analysis for different positions.
3. To study reasons for poor response rate.
4. To study average current CTC and average expected CTC for candidate.
5. To study complete Recruitment life cycle Analysis in the current Talent acquisition
process.

1.3 Scope of study and Limitations of study:

1.3.1 Scope of study:

1.To study the talent acquisition process at Rohini IT Consulting and recommend areas for
improvement in the current talent acquisition process.

2. This in turn helps management to formulate appropriate employee employment policies,

thereby helping the development of the organization by increasing productivity levels.

3.Help employees become more interested in their work by improving employees' self-
development.

1.3.2 Limitations of the Study:

1. Sample size will be considered of only 133 respondents.

2. In case the sample size was quite small as it was not possible to analyze a large sample due
to time constraint. The duration of my work was only two months
3. Respondents ‘reluctance to disclose proprietary information about the organization.
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1.4 Research Methodology

1. Research type- Descriptive Research
2. Sample Size- To draw an unbiased conclusion researcher have more than 100 responses
for data analysing.
3. Data Collection Method- Primary data.
4. Data Analysis and Interpretation - The data will be presented in excel and graphical form.

1.4.1 Research Approach

Descriptive research approach is used in the study with the aim to achieve an in-depth
understanding of the talent acquisition in the firm under study.
Qualitative research strategy is used for the study. The major purpose of qualitative
strategy is that it provides in-depth understanding of models, definitions, meanings etc.

1.4.2 Data Collection

Both primary and the secondary data are used in the data collection required for the study.
For Primary data collection the following methods are used:
 Telephonic Interviews
 Questionnaires

For Secondary data collection the following methods are used:

 Websites
 Published articles
 Other Sources: Appropriate journals, magazines such as Human Capital, relevant
newspaper articles, company brochures and articles on web sites are also used to
substantiate the identified objectives.
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1.4.3 Sampling Design

Non-Probability sampling is used here. In this method each all the members of the population
have an equal chance of participating in the study unlike probability sampling.
Judgmental sampling more commonly known as purposive sampling is used, as subjects are
chosen to be part of the sample with a specific purpose in mind.
 Sample Size: 133
 Sample Method: Judgmental Sampling.
 Sample Place: PAN India
 Target Group: Candidates in IT Industry
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Chapter- II

Company
Profile

Rohini IT Consulting LLP

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2.1 Introduction: -

Established in 2016, Rohini IT Consulting LLP is a brand in itself leading IT Consulting

and IT Talent Acquisition company engaged in the area of Web and Mobile product
Engineering, Project Management, QA & Testing by offering latest technology solutions. We
provide innovative, cost-effective, high-quality services that meet the challenges of various
industries. Combining technology with business acumen to bring you comprehensive solutions,
we work as a convenient one-stop solution provider, facilitating a combination of different
services according to your varied business needs.

People, Process & Technology are pillars of our company. Our experience in combining people
and processes to deliver world-class personalized services makes us an ideal outsourcing partner.
By leveraging innovation and through a standardised delivery model process, we provide the best
return on investments for our clients.

2.2 Services by Company: -

1. Product Development

Our processes ensure transparent communication during the product life cycle and delivery of
high-quality product by adherence to standards.

We develop robust applications that meet specific business goals or address business processes
and allow you to compete in this corporate world.
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Our web application developers firmly believe and follow practices like code reuse and web
application frameworks that help improve productivity and stability.

2. Enterprise Mobility Applications

We work on Inception-to-Completion of Mobile Application Solutions. We possess extensive

experience and expertise in building high-performance, feature-packed native mobile
applications for all major mobile platforms including iOS, Android and Windows Phone.

3. Talent Acquisition
We provide a high-quality, professional Permanent IT Talent Acquisition service in all markets
where we specialise. our vast knowledge of the IT field gives us a distinct advantage over a
typical staffing service.

4. Business Intelligence & Data Analytics

We develop tailored BI components and comprehensive end-to-end BI solutions including

enterprise BI portals, OLAP systems and data quality management solutions. By implementing
ETL solutions we help our customers convert isolated data silos and heterogeneous sources of
information into a valuable highly integrated business intelligence resource.

Clients
Rohini IT Consulting LLP seek out partnerships in IT Consulting and IT Talent Acquisition with
our clients either settled or Start-ups. Some of our clients listed below
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Chapter- III
THEORETICAL
BACKGROUND OF
SUBJECT

THEORETICAL BACKGROUND OF THE SUBJECT

Talent acquisition is a strategic approach to identifying, assessing and acquiring new employees
for a company. Unlike general recruitment, which sometimes values quantity over quality, talent
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acquisition is a carefully curated process that businesses rely on in order to find the very best fit
for their team. There are often talent acquisition specialists within a company whose primary role
is to source candidates who have the exact skill set that is needed to help a company thrive and
grow. Talent acquisition includes recruiting, but it is inclusive of other strategic elements as
follows

Talent Acquisition Planning & Strategy –

Start With Good Employer Branding, Utilize Referrals, Be Open to Remote Employees, Create
Relationships with Colleges, Ask for Candidate Feedback, Hire Internally.

Candidate Relationship Management –

In the world of human resources, talent acquisition, and recruiting, CRM stands for candidate
relationship management. CRM is often confused with its close relative, which also goes by the
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CRM acronym (customer relationship management) and is commonly utilized by sales and

marketing teams. 
Metrics & Analytics –
The talent acquisition (TA) environment is becoming increasingly complex and competitive for
organizations recruiting new talent. Data-driven approaches can deliver insights critical for
improving operational and business outcomes.
Workforce Planning –
Workforce planning refers to the process of ensuring an organisation has current and future
access to the human capital it needs to perform effectively. Workplace planning involves
identifying current and future personnel needs and exploring the most appropriate and cost-
effective methods to recruit and retain these individuals. 

3.1 Conceptual Framework:

Full life cycle recruitment, additionally recognized as "end-to-end recruitment", is essential for
lots organizations to discover the proper human beings to fill vacant positions. In order to work
properly, the recruitment method from begin to finish need to undergo numerous exclusive
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stages.
Full life cycle recruitment is the method of locating new personnel, from recruitment to
recruitment. There are six stages withinside the recruitment method from starting to stop:
preparation, procurement, selection, recruitment and onboarding. The entire method is split into
the wishes of the corporation to fill the position, the method of looking for applicants to fill the
position, locating the proper individual for interview, deciding on the proper individual to hire
and carrying out method training on board.
Six stages make up the hiring method from begin to complete. Each of those stages is an
essential a part of hiring the proper personnel for the job. The following are the six stages of
complete life cycle recruitment and their meanings:

1. Preparing
2. Sourcing
3. Screening
4. Selecting
5. Hiring
6. Onboarding

1. Preparing

The first method includes the preparation of the search. This is an important part of organizing
the way to locate the corresponding employee.
In the preparation stage, you need to define what you're seeking out your subsequent employee.
Consider work and the organization as an entire that need to be filled. Taking into consideration
the kind of individual who performs this role, keep in mind all of the matters that can be
 20

responsible for those who define candidates.

This individual is formed through defining the characteristics, abilities and functions that make
up your ideal rent. Create an assist manual for someone and simplify the technique of adoption
of its stop of completion. The subsequent step at this level of complete cycles is written an
outline of the work to attract candidates.

Write a clear and accurate description about work and responsibility, not the laundry list of your
request. Include information on the scope of the payroll, the benefits, benefits and values of the
company.

2. Sourcing
Next is the sourcing stage. Here, we will want to look for each lively and passive applicant.
Candidates can come from anywhere, so we’ll clearly need to forged a wide net.
Some of the locations in which we are able to supply applicants include website, social media
websites (like LinkedIn), and task boards. Employee referrals also are an exceptional source of
ability hires.

3. Screening

The screening step is when we go through all the applications to find the candidates. In some
companies, this step may take the longer time, but it's an important part of getting the right
candidates on to the next stage. Going through each resume carefully, seeing that we only choose
people who really seem like they could fit the role we are trying to fill.
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When we have the resumes of all candidates who fit what you're looking for, it's a good idea to
conduct telephonic interview. If they do well during the phone conversation, then we may
consider inviting them to meet for a more thorough in-person interview.

4. Selecting
The fourth step is the selection process, which includes a thorough interview of the applicants. If
we observe the first 3 steps, we realize what you're searching out and there must be a strong pool
of applicants equipped for the interview. Interview everyone entering the screening phase, and
we make sure to prepare detailed questions for the applicant. This part is essential to know all the
information of everyone before starting the next hiring phase.

5. Hiring
After the interview, we can start screening candidates and decide who we want to hire. Once we
have selected a candidate, we will contact him and provide a formal job opportunity. Make
certain you recognize all of the information of the recruitment terms, which generally consist of
salary, operating hours, and task content material or not restricted to content.

If the individual we select for the process does not straight away accept the process, we may also
want to negotiate the terms of the process offer with them. This can be a totally sensitive a part
of the whole life cycle recruitment process, so it is very critical to deal with it carefully. Before
calling the applicants of our choice, we should remain open and understand what we will
provide. By being prepared, we may be sure that we're ready to cope with something they need
to mention and we are hoping to negotiate pretty for each party.

6. Onboarding
The last and one of the most essential steps withinside the end-to-end recruiting method is the
onboarding of your new worker.
Onboarding new worker consists of introducing them to the crew and scheduling them for any
orientation and training applications they'll want to complete. We need to welcome them into the
company and cause them to sense like a complete member of our crew. The goal is to ensure the
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brand-new worker learns approximately our corporation and keep long-term. To ensure new hire
is aware of we are available to reply any questions and assist them transition to their new role.

Talent Acquisition Analytics Metrics

1. Quality of Hire
Whereas cost per hire may be one of the most straightforward HR metrics, quality of hire
may be one of the most nebulous. Still, everyone’s talking about it. The Society for Human
Resource Management calls quality of hire the "holy grail of recruiting".
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Much like beauty, quality of hire is in the eye of the beholder and varies from organization to
organization depending on leadership priorities. As a result, the formula for calculating
quality of hire also varies and can include other metrics, such as turnover, performance
reviews, hiring manager satisfaction or instead focus on performance and/or engagement
level. We suggest here at checker a simple 90-day Collective Intelligence survey (see our
white paper on quality of hire here.)

2. Source of Hire
Source of Hire (SOH) is the metric to determine the percentage of the overall hires entered in
the pipeline from a particular source or referral. This information can help in allocating the
recruiting budget more effectively.
This metric shows you where the people you hire are finding your role(s). You can also apply
this formula to understand where all of your candidates are coming from and the impact
across stages.

3. Time to Fill
While it’s usually not a good idea to rush the hiring process, taking too long to fill needed
positions may be a clue improvement is needed.
Time to fill (defined as the number of days it takes to fill a position) is a standard metric that
typically varies depending on industry and position. Still, averages across industries can be
helpful when evaluating your team’s efficiency. A recent article announced time to fill as 68
days—the highest since 2010.

4. Cost Per Hire

If money were no object, a company could quickly hire the best talent in the world. However,
that’s not how recruiting works in the real world.
In the real world, companies have real budgets and real concerns about the cost of hiring,
which include expenses such as sourcing cost, agency fees, employee referral fees, travel
costs, relocation costs, and in-house recruiter compensation. Cost per hire is related to time to
fill, as longer times to fill tend to be more costly a well.
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5. Recruitment Funnel Effectiveness

A recruitment funnel is a structure that helps a recruiter shape the recruitment process step by
step from start to end. Maintaining an effective recruitment funnel helps one to manage the
various hiring steps efficiently. Appointing a suitable candidate is the most challenging task
as the recruitment market is populated with talents.
The recruitment funnel helps you to simplify the hiring process by filtering each step and
dividing it into tasks. Managing these stages is very difficult but it can be made much easier
by measuring recruitment metrics with the help of the latest digital tools.
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Chapter- IV

DATA ANALYSIS &

DATA
INTERPRETATION

DATA ANALYSIS AND INTERPRETATION

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I. Reasons for job change Analysis:

Reasons No. of candidates Percentage

Location Issues 23 17%
Better prospects 45 34%
Contract terminated 38 28%
Personal 16 12%
Other 11 8%
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Interpretation:
1. Majority of candidates look for a job change in search of better prospects (34%) and due
to termination of their contract (29%).
2. Location is another major issue due to which candidates prefer jobs at preferred locations.

II. Response Rate Analysis:

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Profiles Profiles Responde Response

Positions Viewed Contacted d Rate
Java Developer 50 33 28 56
Software Engineer 63 53 41 65.07
Red Hat Certified Devops
Engineers 10 6 4 40
Full Stack Developer
(Java+React) 70 63 50 71.42
Full Stack Developer
(Java+Python) 89 61 45 50.56
Power BI 58 47 35 60.34
DevOps Engineer 90 78 55 61.1
Content Writer (Technical) 20 14 5 25
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Response Rate Analysis

Content Writer (Technical)

DevOps Engineer

Power BI

Full Stack Developer (Java+Python)

Full Stack Developer (Java+React)

Red Hat Certified Devops Engineers

Software Engineer

Java Developer

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

Profiles Viewed Profiles Contacted Responded

Interpretation:
1. The Average Response Rate Of the candidates is 53.69%.
2. The reasons for poor response rate are analysed below.

III. Reasons for Poor Response Rate:

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Reasons Candidates Percentage

Irrelevance 50 37.6%
Location Issues 41 30.8%
Bad call timings 20 15.0%
Message not personalised 8 6.0%
Not looking for a change 14 10.5%

Reasons for poor response rate

Not looking for a
change

Message not
personalised

Bad call timings

Location Issues

Irrelevance

0 10 20 30 40 50 60

Candidates Percentage

Interpretation:
1. The major reason for poor response rate is irrelevance in sourcing of candidates for the
given job title.
2. Another major reason is location. In order to increase the response rate, it is important to
target the right profiles.
3. Calling at appropriate days and at appropriate time is important to get in touch with the
candidates. Maximum calls are answered from Tuesday to Thursday between 9 AM-
10AM or 7 PM onwards.
4. Sending personalised messages or emails increases the chances of the candidate replying.
5. About 10% of candidates are not looking for a job change.
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IV. Recruitment Life Cycle Analysis

No. Of
Levels Candidates Percentage
Sourcing 133 100.0
Technical Test 56 42.1
Round 1 43 32.3
Round 2 32 24.1
HR Round 15 11.3
Selection 6 4.5

Interpretation:
1. From the table and graph, we can derive that, the total sourcing of the potential
candidates (100%) out of which only 42% of candidates appear for the technical test.
2. After clearing round 1 & 2 only 11.3 % of candidates reach till the HR Round.
3. And about 4.5% candidates have been selected for the position.
 32

V. CTC (Cost to Company) Analysis

Average current Average expected

Positions CTC CTC
(In LPA) (In LPA)
1.Java Developer 6 12.5
2.Software Engineer 4.25 7
3.Red Hat Certified DevOps
8.25 12.75
Engineers
4.Full Stack Developer
20 32
(Java+React)
5.Full Stack Developer
19.75 30
(Java+Python)
6.Power BI Developer 9 16.75
7.DevOps Engineer 11 18
8.Content Writer (Technical) 5.65 8
 33

CTC Analysis
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Average current CTC (In LPA) Average expected CTC (In LPA)

Interpretation:
1. According to the graph maximum hike is expected by full stack developers and minimum
hike for content writer.
 34

Chapter- V

FINDINGS AND
SUGGESTIONS
 35

Findings

1) The conversion rate from an applicant to selection is 4.5%

2) The average time to hire is 40 days for each candidate which is high than the
average expected time.
3) The average Response Rate of a candidate for a job posting is 53.69%
4) After clearing round 1 & 2 only 11.3 % of candidates reach till the HR Round.
5) No Positive Motivation was given to the interns.
 36

Suggestions

1) Positive motivation should be given to interns.

2) Organisation should take client training program.
3) More efforts should be taken in resume parsing and screening in order to avoid targeting
irrelevant candidates and thus increase the response rate.
4) The firm should conduct proper orientation for new employees.

ANNEXURE: -
 37

1) What is your current ctc?

2) What is your expected ctc?

3) Are you on notice period? if yes, then how many days? if no, L.W.D?

4) Any job offers in hand?

5) Current company name?

6) Current location?

7) Reason for job change?

8) Preferred location for job?

 38

REFERENCES

1) Bauer, T., Truxillo, D., Paronto, M., Weekley, J. and Campion, M. (2004), Applicant reactions
to different selection technology, International Journal of Selection and Assessment, Vol. 12,
Nos. 1/2, March / June.
2) Barclay, J.M. (2001), Improving selection interviews with structure: Organizations’ use of
“behavioral” interviews, Personnel Review, Vol. 30, No.1, pp. 81-101
3) Cooper, D.R. and Schindler, D.A. (2010), Business Research Methods, 9th ed., London,
MGraw-Hill. 8. Cascio, W. (1998), Applied Psychology in Human Resource Management. New
York: Prentice Hall, 5th Ed.

Web Pages -

1. Sullivan, (2013). ―Talent Management Thought Leadership. ‖, http://drjohnsullivan.com

(Apr. 15, 2013)
2. http://www.ABSTOM.com
3. Aon Hewitt, (2012), Innovations -Creating Competitive Advantage for Clients.,
http://www.aonhewittrpo.com (May 28,2013)